Flexible Work Hours Analysis

As more and more employers are requiring workers to #returntooffice, a new study suggests that allowing workers to retain at least some #flexibility in deciding when and where to work is still a good idea. Marta Angelici and Paola Profeta partnered with an Italian firm to study the effects of offering workers the ability to take one “smart day” a week in which the worker could determine where and when to complete their work. Using a randomized controlled trial, they find that workers in the treatment group took significantly fewer days of leave than those who did not have “smart days”, indicating that the workers in the treatment condition were using those days to accomplish other tasks that they might otherwise have had to ask for time off to do (doctor’s appointments, care for sick children, etc.). However, the ability to take care of these extra-work tasks did not negatively impact the #productivity of the workers; if anything, workers in the treatment group had higher productivity than those in the control group, significantly so going into month 7 and 8 of the 9 month study. The workers were also asked to complete a set of after-treatment questionnaires, and the researchers found that women workers in the treatment condition reported significantly higher #worklifebalance. Now, one question that is often asked is if both genders benefit equally from flexible work. The concern is that men use the flexibility to do more work, whereas women might use the flexibility to engage in more household related tasks, thereby perpetuating the gender gap. These researchers find that all workers in the treatment condition – both men and women – report spending more time on housework and care activities, suggesting that the option of smart work relieved the stress that women felt about their household and care-taking responsibilities, while also increasing the participation of men in those tasks. Another fascinating finding: the workers in the treatment condition reported exerting more #effort in their work, but also that they were more #satisfied. Workers, in essence, are willing to exchange effort for flexibility, and to feel more satisfied in the process. So before company leaders go all in on bring workers back to the office, consider retaining some flexibility in work arrangements. The research suggests that flexible work can be win-win for workers and companies. Marta Angelici, Paola Profeta (2024) Smart Working: Work Flexibility Without Constraints. Management Science, 70(3):1680-1705   https://lnkd.in/gSPKfXE6

Work is evolving. The data show us where to focus: => Remote workers aren't thriving. => FIXED ONSITE employees are struggling. New Gallup Global Workplace: 2025 Report shares data to guide where to improve employee experiences and achieve better results. Remote workers need more support--better management and sense of belonging through culture and connection. Hybrid employees are clearly also experiencing high stress which needs addressing. However, notice the data for fixed onsite workers: - Only 19% are engaged - the lowest by far - Only 30% are thriving - the lowest by far FLEXIBILITY is essential for EVERY worker. More autonomy is necessary and possible for ALL onsite workers with different options depending on the role. Flexibility for onsite workers means more: - Shift patterns and options; - Staggered start and end times; - Rotating shifts and compressed workweeks; - Shift swapping; - Floaters and part-time schedules; - Job-sharing to fulfill a full-time role; - Phased retirement and on-demand labor; - Choice of vacation timing. Manufacturing, retail, and hospitality examples: - Land O'Lakes, Inc.: Introduced “flex work” program in 60 of 140 facilities, allowing factory workers to set their schedules vs rigid 12-hour shifts. - RICK STEIN RESTAURANTS: Flexible careers scheme allows staff (all ages and experience levels)to work as little as one shift per week. -Pets at Home (UK): Offers job-sharing and part-time options for store managers supported by manager training and explicit policies. Humans thrive with more autonomy, wherever they work. What greater workplace flexibility can your company offer every worker so that your workforce and business can thrive more?

We need to stop calling flexible working a “perk.” Because it isn’t. For gender equality, flexibility is not a nice-to-have. It’s a critical enabler. Again and again, our research shows the same pattern: flexibility is what keeps women in the game. It’s what allows ambitious careers to coexist with parenting, caregiving, or simply being a human with a life. Without it, women are more likely to stall, step back, or step out. And yet, too many organisations are rolling back. First, it was quiet signals - the raised eyebrow on Zoom, the subtle career penalty for working remotely. Now it’s louder: return-to-office mandates, rigid schedules, whispered doubts about “commitment.” The evidence tells us this is a mistake. Flexible working improves retention, wellbeing, and productivity. It fosters inclusive cultures and supports women at critical career transition points. It benefits everyone - not just women. But let’s be clear: this isn’t just about part-time or remote roles. Flexibility is about how, when, and where work gets done - compressed hours, annualised hours, job shares, hybrid options. Done well, these approaches create the breathing space women need to thrive, and organisations need to retain talent. At Shape Talent Ltd, we role model this - even as a small business. Yes, it takes more effort to coordinate. But the benefits far outweigh the challenges. It’s why we attract phenomenal talent and why our team consistently delivers. So the real question isn’t: “Should we allow flexible working?” It’s: “Are we embedding it as a core part of how we operate - across all roles and all levels?” Because until we do, gender equality will remain out of reach. 👉 What’s the most effective flexible working practice you’ve seen in action?

A few days ago, Meta made the news with a five-day return-to-office mandate. This comes despite a growing body of evidence supporting more flexible approaches to work. RTO sends a clear signal about control over trust—and it tends to benefit a narrow demographic, particularly wealthy white men, more than everyone else. A recent Owl Labs report across thousands of employees showed: 📉 68% of working parents worry that caregiving responsibilities could negatively affect how they’re perceived at work 🚀 69% of managers say hybrid or remote work has actually made their teams more productive 🕒 Full-time in-office and hybrid workers lose an average of 31 minutes commuting each day 🔄 65% of workers want "microshifting": short, structured, non-linear work blocks that match energy and focus 🚪 If flexible work were taken away, 40% would start job hunting, 22% would expect a raise, and 5% would quit outright The message is consistent. Flexibility supports performance, inclusion, and retention. Mandates erode trust and disproportionately burden those already juggling more. Ignore the dogma. Embrace the research. Talk to your employees, understand their realities, and trust them to use their time effectively.

Fridays really have changed. The office, inbox, and calendar go quiet not because people (totally) stopped working, but because the workweek has been reallocated. Using the American Time Use Survey, I examined how work shifted from 2019 to 2024. Among remote-capable professionals, 35 to 40 percent worked from home on Thursdays and Fridays in 2024, up from about 15 percent in 2019. Mondays to Wednesdays rose to nearly 30 percent, from 10 to 15 percent pre-pandemic. Friday effort fell sharply: remote-capable workers logged about 7 hours 6 minutes on Fridays in 2024 versus 8 hours 24 minutes in 2019, a raw drop of 78 minutes and about 90 minutes after controls. Wednesday time increased to 8 hours 24 minutes from 7 hours 54 minutes. That said, my other work has found that time allocated to work has declined among more remote intensive workers, although there could be a convergence in 2024 data; time will tell. What does this mean for performance? Remote work tilts time toward independent tasks and away from synchronous coordination. That helps roles with staggered coverage, but it can slow project teams that rely on shared hours for review and decisions. Flexibility brings real gains in recruitment, retention, and inclusion, yet highly individualized schedules reduce overlap and weaken informal cohesion. Alongside pioneering work by Nick Bloom et al and Gallup, there are some practical recommendations that emerge for managers: - set team core hours - plan Wednesday collaboration blocks - rotate Friday coverage, and track handoffs explicitly so speed is preserved even when schedules diverge. Where should your team draw the line between autonomy and overlap? It will vary sector by sector, city by city, and firm to firm, but that's why it's so important to have capable management to help make these decisions (as Nick Bloom et al pointed out in a recent MIT Technology Review article). #FutureOfWork #RemoteWork #HybridWork #Productivity #LaborEconomics #OrganizationalBehavior #WorkLifeBalance #Management #TeamCoordination #TimeUse https://lnkd.in/eR7SD9dD

Everyone wants flexible work, right? Yet “flexible work” can trip people up. Why is that? Because it’s too vague:  - Employees saying they want "flexible" work can be heard as "I’ll exclusively decide where and when I’ll work" and the employer doesn't know when the person is available and feels unsettled. - Employers saying they offer flexible work can be heard as "we'll let you 'sneak out' a bit if you need to but don't make a big deal about it and by the way we’ll ask *you* to flex all the time.”   Instead of asking for “flexibility,” or saying that you offer it, here’s what you should do instead:  - Identify the requirements for specific jobs - one type of flexibility won’t work for every job in a whole organization  - Designate “core hours” for collaboration and synergy when teammates know they need to be available for one another or for clients  - Offer Training and Support: Provide training sessions and resources to help employees AND managers create adaptive work environments.  - Schedule regular check-in meetings between managers and team members to discuss progress, challenges, and goals. People’s lives will change and their needs will change. Your organization will change and your needs will change. - Lead with mutuality - you’re in this *with* your team. Clear communication and team-and-position specific approaches are key to making flexible work arrangements successful. Ready to Embrace Flexibility? Start Today: Take the first step towards creating a more flexible and productive work environment by implementing these strategies in your organization. #WorkReimagined #FlexibleWork

According to data from the Bureau of Labor Statistics, more than half of all American workers are paid by the hour. These individuals face an increasingly uncertain income because a employers have implemented software and policies that instantiate an "on-demand" workforce--which means that work hours, and therefore pay, flexes according to job demands. The problem is that people's financial obligations such as rent and other expenses do not "flex." While layoffs are one cause of stress, so are fluctuating incomes. Moreover, except for states and cities that have mandated certain notice periods, people may be recalled to work, or told to stay home, with little notice to, for instance, permit them to adjust childcare and other responsibilities. Job insecurity is, as much evidence shows, a health hazard. And that job insecurity comes, in part, from fluctuating work hours. This piece speaks to this issue, and notes that although states and cities have addressed the issue of minimum wages (but not the Federal government), and a few have addressed the issue of providing adequate notice about hours, almost none have mandated certain minimum hours for employed workers. And hours worked are a large determinant of income for hourly-paid people. Regardless of the policy implications, it is important to recognize the profound health effects of economic precarity. These health consequences need to be considered by employers and policy makers as decisions about employment conditions get made. #workhours #health #income #precarity #employment #labor

🫢 Three compelling new reports — the Greenhouse Candidate Experience Report, the US Federal Reserve's Survey of Household Economics and Decisionmaking (SHED), and Unispace’s "Returning for Good" report — collectively illustrate the damaging consequences of today’s return to office mandates. 📈 Unispace finds that nearly half (42%) of companies that mandated office returns witnessed a higher level of employee attrition than they had anticipated. And almost a third (29%) of companies enforcing office returns are struggling with recruitment. According to the Greenhouse report, a staggering 76% of employees stand ready to jump ship if their companies decide to pull the plug on flexible work schedules. 💰 According to the SHED survey, the displeasure of shifting from a flexible work model to a traditional one to that of experiencing a 2 to 3% pay cut. 🙅♀️ Greenhouse finds that 42% of candidates would outright reject roles that lack flexibility. In turn, the SHED survey affirms that employees who work from home a few days a week greatly treasure the arrangement. Interestingly, Unispace throws another factor into the mix — choice. According to their report, overall, the top feelings employees revealed they felt towards the office were happy (31%), motivated (30%) and excited (27%). However, all three of these feelings decrease for those with mandated office returns (27%, 26% and 22% respectively). This highlights that staff are more open to returning to the office if it is out of choice, rather than forced. 💡 If there's one overarching theme resonating from the Greenhouse, SHED, and Unispace reports, it's this: Companies need to embrace the wave of flexible work policies or risk being left adrift. As we set sail into the future of work, flexibility isn't just a passing trend; it's a necessity, the new standard. WorkFLEX-Australia #workfromhome #returntooffice Author: Dr. Gleb Tsipursky https://lnkd.in/gg8GKRQj

Let's start Disability Pride Month 💜 with, "Why the Disability/Neurodivergent Community Advocates for Work From Home or Flexible Work" 1. Addressing Inaccessibility: Traditional office environments often lack the necessary accommodations for individuals with disabilities. Remote work removes these barriers, providing an accessible and comfortable workspace tailored to individual needs. 2. Managing Energy Levels: Many people with disabilities experience limited energy levels due to chronic conditions. Flexible work allows them to manage their energy more effectively, reducing the risk of burnout and enhancing overall productivity. 3. Economic Benefits: Remote work eliminates the costs associated with commuting and the need for expensive adaptive equipment in the workplace. This financial relief can be significant, allowing individuals to invest in health, education, and personal growth. 4. Time for Self-Care and Family: Flexible work schedules provide individuals with disabilities more time for essential self-care routines and to spend quality time with their families. This balance is crucial for mental and physical well-being. 5. Environmental Sustainability: Reduced commuting contributes to lower carbon emissions, making remote work an environmentally sustainable option. This aligns with broader societal goals of reducing our carbon footprint. 6. Enhanced Productivity: Working from home allows for a personalized environment that can minimize distractions and increase focus, leading to higher productivity levels. 7. Improved Mental Health: The flexibility to create a comfortable and supportive work environment can significantly reduce stress and anxiety, contributing to better mental health. 8. Greater Inclusion and Equity: By adopting flexible work models, employers can ensure that their workplaces are inclusive and equitable, providing equal opportunities for individuals with disabilities. What’s the point behind this? The insistence on traditional office setups often overlooks the unique needs of the disability community. Flexible work is not merely a convenience; it’s a necessity for creating an inclusive, equitable, and productive workforce. Why should location matter if employees can deliver high-quality work remotely? It’s time to rethink outdated workplace norms and embrace flexibility as a standard practice. In an ideal world, inclusivity and accessibility are at the core of corporate values. ID: Screenshot of a Twitter post by Puneet Singhal (@puneetsiinghal22) with the tweet reading, "Why the Disability/Neurodivergent Community Advocates for Work From Home or Flexible Work." #DisabilityPrideMonth #WorkFromHome #WeAreBillionStrong #SDGs #AXSChat #Accessibility #DisabilityInclusion #WFH

🚨Flex work isn't fading. But the gap between policy and reality is widening. Leaders of distributed teams - take note. The latest Flex Index report gives data-driven insights to reveal what’s really going on. Here’s what you need to know: 📊 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗿𝗲𝗺𝗮𝗶𝗻𝘀 𝘁𝗵𝗲 𝗻𝗼𝗿𝗺. 67% of U.S. companies still offer work location flexibility.  “Structured Hybrid” leads at 43%, while only 33% are mandating full-time in-office work. 🏢 𝗟𝗮𝗿𝗴𝗲𝗿 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲𝘀 𝗮𝗿𝗲 𝗮𝘀𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝗺𝗼𝗿𝗲 𝗶𝗻-𝗼𝗳𝗳𝗶𝗰𝗲 𝘁𝗶𝗺𝗲. 35% of firms with 500-5,000 employees require full-time in-office. Yet 70% of companies with <500 employees remain Fully Flexible. 📅 𝗜𝗻-𝗼𝗳𝗳𝗶𝗰𝗲 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗮𝗿𝗲 𝗰𝗿𝗲𝗲𝗽𝗶𝗻𝗴 𝘂𝗽. On average, required office days went from 2.49 to 2.82 over the past year. 📈 𝗕𝘂𝘁 𝗽𝗼𝗹𝗶𝗰𝘆 𝗶𝘀𝗻’𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗿𝗲𝗮𝗹𝗶𝘁𝘆. Companies say they want people in office more (+10% vs Q1 2024), but actual attendance? It’s barely moved (< +2%). 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗺𝗲𝗮𝗻 𝗳𝗼𝗿 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀? 👉 Being in the office doesn’t mean being connected - you are likely still working with people in other locations. 👉 Structured hybrid requires structured leadership development - not just policy. 👉 Culture and collaboration don’t follow mandates. They follow skills. 𝙒𝙝𝙖𝙩 𝙞𝙛? Instead of focusing energy on “getting people back to the office”… What if we invested in upskilling people to work better from wherever they are on any given day?   📉 Global Workplace Analytics research shows that only 23% of companies have provided training on the skills and best practices to work effectively in hybrid, distributed, and remote environments.   It’s time to build a new leadership muscle... 𝗢𝗺𝗻𝗶𝗺𝗼𝗱𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - the ability to be equally effective at communicating, connecting, collaborating, and influencing when: ✅ Fully in-person ✅ In a hybrid setting (either in the location majority or location minority) ✅ Fully remote And being able to transition between modes, even within a single day! (check out the comments for more on this concept)   𝘞𝘩𝘢𝘵'𝘴 𝘰𝘯𝘦 𝘴𝘬𝘪𝘭𝘭 𝘺𝘰𝘶 𝘸𝘪𝘴𝘩 𝘮𝘰𝘳𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘩𝘢𝘥 𝘵𝘰 𝘣𝘦 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦 𝘢𝘵 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘢𝘤𝘳𝘰𝘴𝘴 𝘭𝘰𝘤𝘢𝘵𝘪𝘰𝘯𝘴, 𝘵𝘪𝘮𝘦 𝘻𝘰𝘯𝘦𝘴, 𝘢𝘯𝘥 𝘩𝘺𝘣𝘳𝘪𝘥 𝘴𝘤𝘩𝘦𝘥𝘶𝘭𝘦𝘴? 🔗 𝗥𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗿𝗲𝗽𝗼𝗿𝘁 𝗤𝟮 𝟮𝟬𝟮𝟱 𝗙𝗹𝗲𝘅 𝗜𝗻𝗱𝗲𝘅 𝗥𝗲𝗽𝗼𝗿𝘁: https://lnkd.in/ehr3H-YD Note: Flex Index is now under the trusted stewardship of my colleague and future of work expert, Brian Elliott!