As demand for flexibility continues to rise in UK workplaces, the Chartered Institute of Personnel and Development’s (CIPD) 2025 report on flexible and hybrid working practices, based on a survey of more than 2,000 employers and 5,000 employees, offers timely insights.
The research reveals a mismatch between employee expectations and employer policies with 3% of UK workers, around 1.1 million people, having left roles since January 2024 due to inflexible working arrangements.
Although 91% of organisations now say they offer some form of flexible working, more than half of UK employees feel pressured to spend more time in the office and 14% of employers plan to increase mandatory onsite days.
The CIPD report highlights that flexible models ranging from hybrid schedules, flexi-time, compressed hours, job-sharing and even the right to request flexibility from day one are crucial for improved staff engagement, wellbeing, retention and attracting talent. They have been repeatedly shown to improve job satisfaction, reduce turnover and foster inclusion, especially for employees with long-term health conditions, caregiving responsibilities or disabilities.
Furthermore, the 4 Day Week Foundation’s 2025 trial, involving 17 organisations and nearly 1,000 employees, shows that short working-week models are gaining real traction in the UK. It saw 100% of participants retain full pay while working either four days a week or nine days over two weeks, with 62% reporting less burnout and 45% greater life satisfaction, while some doubled their financial performance.
These developments point to a powerful shift: from flexible working as a perk to flexibility as a business-critical priority. The success of the trials shows that employers can reap benefits, not just in wellbeing and retention but in efficiency and talent attraction.
It is important to note that any significant change to an employee’s terms and conditions of employment will usually necessitate a renegotiation of contracts, which could lead to disputes or potential constructive dismissal claims if not handled properly.
Collective bargaining agreements may need to be amended, which could delay implementation or lead to resistance. Consideration will need to be given to those who already work part-time to ensure they are not disadvantaged. Employers should also ensure they do not fall foul of the Working Time Regulations, specifically as to daily and weekly rest periods and holiday will be impacted if compressed hours are worked, or national minimum wage or living wage laws.
The findings offer a compelling blueprint: employers who embrace choice, autonomy and smarter working patterns stand to foster healthier, more productive and engaged workforces.
Samantha Dickinson is an equality and diversity partner at Mayo Wynne Baxter
