Recommendations and conclusion

As has been discussed, we are at a time of significant change and perhaps re-evaluation of our long-standing working norms and practices in a future of work that in many ways will be different from the past.

The case for organisations providing the opportunities for more flexible working in all its forms has many different dimensions. The need to access and retain all the skills and talents businesses need and to create inclusive and diverse organisations, and working practices, and how we can support positive wellbeing in our workforces. Perhaps most importantly, providing flexible work is a key part of enabling productive and good work opportunities for all, driving both social and economic benefits. It doesn’t seem unreasonable to believe in a future where work will be much more flexible, meeting all our different needs as individuals and businesses.

We all have agency in helping to create this future. Whether we are business leaders, human resource (HR.) practitioners, regulators and policy makers, or individuals who want or need to work more flexibly.

There are now many sources of practical advice and guidance for employers on how to embed more flexible working practices and cultures. In the UK, organisations like Acas, CIPD and CBI all provide good guidance, as do specialist organisations like Timewise, Working Families and others.

Key ideas and recommendations:

• • Make the case for flexible working with evidence of how it is working today, where the barriers are, and the difference it can make to individual and organisational outcomes in your own organisational context.
• • To really embed flexible working effectively, take a holistic approach looking at culture, management, job design, workspace design and people management and HR. practices.

• • Start with reviewing how the options to work flexibly are presented externally to all potential recruits. Are jobs advertised as being open to work flexibly, or is the language just about full-time standard jobs?
• • Focus on the development and training of managers at all levels so that they are properly equipped to understand how to manage and engage with employees or workers who are working flexibly.
• • Create the supporting work environments for flexible working, including the right tools and technologies, highlighting benefits but also providing the support channels for individuals where they are finding it difficult or feeling they are being compromised in their progress.
• • Challenge job design and where roles could be designed to work on different schedules, even where this may require job share or splitting the existing job to have some of the tasks picked up through another role.
• • Be transparent on how the organisation is progressing and be prepared to report on for example how many employees or workers are working flexibly and how you are championing flexible working. Make the links to outcomes, such as employee retention and wellbeing, a part of creating a more agile and responsive business for the future.

Our goals for the future of work really should be about achieving good work for all and sustaining positive wellbeing. Flexible working has a big role to play.