The world of work is changing — not just in how it looks, but in how it feels. More people than ever are challenging the old idea that career success has to come at the cost of wellbeing, family life or personal freedom. In every sector, individuals are asking a new question: how can I build a career that works for me?
That question often leads to a broader conversation about flexible working. Whether it’s remote jobs, compressed hours, term-time contracts or job sharing, flexibility is no longer seen as a luxury. For many people, it’s a requirement. The traditional nine-to-five is no longer fit for purpose — especially in a world that values productivity over presence and impact over hours spent at a desk.
And for some, flexibility isn’t a lifestyle preference at all. It’s what makes work possible. Parents, carers, disabled professionals, neurodivergent individuals and those with long-term health conditions are often excluded from rigid work structures. Offering flexibility isn’t just the right thing to do — it’s key to inclusion, retention and progress.
Why Flexibility Has Become a Business Imperative
The appetite for flexible working in the UK is rising rapidly. According to the CIPD’s 2023 survey, 71 percent of employees say flexible working options are important when considering a new role. That number is even higher among underrepresented groups, particularly disabled workers, single parents and those balancing unpaid care responsibilities.
And this isn’t just about job seekers asking for flexibility — it’s also about employers being willing to offer it. Research by Timewise shows that nine in ten employers who introduced flexible working saw no negative impact on productivity. In many cases, performance improved. The most forward-thinking companies are now treating flexibility not as a perk but as a strategic priority.
It’s not hard to see why. Organisations that offer flexible working report higher staff retention, lower absenteeism and more diverse candidate pools. According to the same Timewise study, 76 percent of UK employees believe that flexibility improves their mental health and overall wellbeing. Employees who feel trusted and supported tend to stay longer and perform better.
This is particularly relevant at a time when the cost of burnout is becoming harder to ignore. Stress-related illness is one of the leading causes of long-term sickness absence in the UK. Offering flexible working isn’t just good ethics — it’s good economics.
Job sharing is another model gaining traction, especially among professionals who want to maintain career progression without sacrificing personal balance. In a job share, two employees split the responsibilities and salary of one full-time position. Although only around three percent of UK job ads currently offer job sharing, the model is quietly growing in popularity. Where it’s been trialled, 94 percent of managers say job sharing works as effectively as a traditional role — and often results in better handover documentation, accountability and coverage.
The UK government has also recognised the growing importance of flexibility. As of April 2024, employees can now request flexible working from day one of employment. Previously, they had to wait six months. Employers are legally obliged to consider requests in a timely manner, and if they decline, they must explain why — and offer alternatives. These policy changes mark a cultural shift: flexibility is no longer something to be earned over time, but something to be expected from the start.
Understanding Flexibility Beyond Remote Work
It’s easy to equate flexibility with home working, but the reality is more varied. Flexible working can mean working part-time, job sharing, compressed hours, staggered start times, remote or hybrid working, or even annualised hours contracts. The point is not the format — it’s the fit.
For example, a carer might need to leave by 3pm every day. A neurodivergent employee might thrive with later start times and quiet workspaces. A disabled professional managing fatigue might prefer to work in focused bursts with regular rest breaks. Someone dealing with a long commute might benefit from a fully remote contract. And a mid-career parent might want to job share a leadership role to balance family life and responsibility.
Flexible work allows all of this. But only if it’s built into the culture — not just the contract. That means leadership buy-in, open communication and a willingness to think creatively.
The Office for National Statistics reports that disabled workers are almost twice as likely to be employed in part-time or adjusted roles. But many still face significant barriers to accessing the kind of flexible working that allows them to contribute fully. And for neurodivergent workers — including those with autism, ADHD or dyslexia — small changes in work routine or environment can dramatically improve performance and job satisfaction.
The same is true for older workers, many of whom are navigating late-career transitions, health changes or caring duties. Flexible working enables them to remain in the workforce longer and contribute their expertise. It’s also an important retention tool at a time when talent shortages are affecting every industry.
An inclusive employer doesn’t see these needs as inconveniences. They see them as part of a bigger picture — one in which flexibility supports loyalty, growth and innovation.
How to Have the Flexibility Conversation
If you’re applying for a job, it’s worth reading between the lines. Does the job advert mention flexibility upfront? Do they describe outputs and outcomes, or do they focus solely on hours and availability? Is hybrid working the default, or something to be negotiated?
During the recruitment process, it’s appropriate — and increasingly expected — to ask about flexible working. You could ask how the team collaborates remotely, what kind of support is in place for work-life balance, or whether they have any job shares in place. If you’re successful, flexibility can also be part of your contract negotiation. Many employers are open to discussion, especially when it’s framed around how flexibility will help you perform at your best.
If you’re already in a role and want to make a change, the approach matters. Come prepared with a clear idea of what you need and how it would work in practice. You could suggest a trial period or offer to check in regularly. Focus on outcomes — show how the arrangement will benefit the team, not just you.
For line managers and HR professionals, it’s important to remember that flexible working requests aren’t just legal rights — they’re also opportunities. A more flexible workforce is usually a more motivated one. And trust is one of the most powerful drivers of performance.
The best employers have already figured this out. They talk about flexibility not as a benefit but as a standard. They equip managers with the tools to handle flexible teams. They encourage honest conversations. And they trust their people to deliver.
Building a Career on Your Terms
There’s still a lingering myth that flexibility is only for junior staff or people who are scaling back. But that’s changing fast. Senior leaders are now job sharing. Heads of department are working four days a week. Executives are opting for remote-first roles. It’s not about stepping down — it’s about stepping differently.
You can build a flexible career that grows with you. That might mean four-day weeks during early parenthood and remote consultancy later on. It might mean moving between part-time and full-time over your lifetime. It might even mean building a portfolio career — combining freelance work, study, caring and passion projects. There is no one-size-fits-all path.
What’s important is that you define success on your own terms. That could be influence, purpose, stability, impact, autonomy or a combination of them all. The flexibility conversation is also a values conversation. It’s about designing a life where work fits around who you are — not the other way around.
The organisations that understand this will be the ones that thrive. Because in the end, flexibility isn’t about where you work. It’s about how you’re able to show up — fully, authentically, and without having to choose between career and life.
If you're ready to take the next step, explore flexible, inclusive roles at DiversityDashboard.co.uk — and start building the kind of working life that fits you, not the other way around.