The increase in flexible and hybrid working since the pandemic has involved a considerable shift in mindsets and cultural norms for organisations and their employees, many of whom were used to working traditional hours in an office environment. 

While these findings are based on UK data, the broader trends and implications should be of interest wherever you are based.

Today, more than half (51%) of employees say they have flexible working arrangements in their current role, and this number looks set to grow. In the last six months, more than a third of organisations (37%) have seen an increase in requests for flexible working. 

In our report, which builds on our Flexible working: Lessons from the pandemic research published in April 2021, we look at the types of flexible working arrangements being offered and show how this relates to:

  • Job satisfaction.
  • Productivity.
  • Work-life balance.
  • Health and wellbeing.
  • Staff retention and recruitment.
  • Inclusion and diversity.

We also consider how organisations should address potential challenges and risks to ensure they make a success of flexible and hybrid working in the future.

Our research also includes four case studies, which illustrate how organisations (Blood Cancer UK, the Sovini Group, the Financial Services Compensation Scheme and Standard Chartered Bank) have approached flexible and hybrid working across different sectors.

Download the report

Report: An update on flexible and hybrid working practices

Download the report
PDF document 463 KB

Case studies: An update on flexible and hybrid working practices

Download the case studies
PDF document 276.7 KB

Key findings

Our research suggests that, to be successful when implementing flexible and hybrid working practices, employers should:

  • Allow workers to request flexible working from day one of employment.
  • Raise awareness of different forms of flexible working.
  • Consult with employees when designing flexible or hybrid working practices.
  • Assess risks based on equality and inclusion.
  • Provide support and training for managers.
  • Focus on outcomes, rather than being ‘present’ in the office.
  • Invest in appropriate technology.
  • Maintain a strong focus on employee health and wellbeing.
  • Implement plans to avoid overworking and burnout.


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