Flexible Working

Have you ever wondered why so many of us still commute to offices every day, working 9 to 5, even though our laptops and Wi-Fi could connect us anywhere? In Flexible Working: How to Implement Flexibility in the Workplace to Improve Employee and Business Performance, Gemma Dale argues that our model of work is long overdue for reinvention. She contends that flexible working is not just a perk for parents—it’s the future of work itself, and a vital strategy for inclusion, productivity, and sustainability.

Dale makes a bold case that the traditional ‘default model’—fixed hours, fixed locations, face-to-face oversight—was born during the Industrial Revolution and optimized for machines, not minds. In a world of knowledge work and digital tools, sticking to that old model limits both people and performance. Her book outlines why flexible working must become a cultural norm rather than a marginal benefit, how organizations can make it happen, and what pitfalls to avoid along the way.

Why Work Needs Reinvention

Dale paints a vivid contrast between 19th-century factories and 21st-century organizations. While the Industrial Revolution made sense of regimented hours and clock-watching, most modern jobs rely on cognitive skills, creativity, and collaboration that don’t happen neatly between 9 and 5. Yet workplaces have clung to this default because of inertia, habit, and managers’ need for control. The book challenges readers to confront an uncomfortable question: if work were invented today, would we design it this way?

She also highlights how the pandemic accelerated a mass experiment in flexible working, revealing its potential for many—and its uneven distribution of benefits. While millions proved they could work effectively from home, others, particularly frontline workers, showed that flexibility can’t be one-size-fits-all. The challenge now, Dale asserts, is to ensure flexibility is available fairly and sustainably across industries and roles.

The Broader Vision: Beyond Policy to Culture

Flexible working, Dale insists, goes deeper than HR policies. It’s a mindset shift from control to trust, from time spent to results achieved. “Flexibility,” she writes, “is not about working less—it’s about working differently.” Many organizations mistake compliance with the law (honoring right-to-request policies) for true flexibility, but Dale pushes for something bolder: making flexibility a cultural default. In this world, an employee doesn’t have to ‘earn’ the right to adjust their hours; instead, managers start from the assumption that flexibility benefits everyone.

She describes this as a move from “command and control” to “adult‑to‑adult” relationships, where employees are trusted to manage how, when, and where they achieve outcomes. This may sound idealistic, but Dale backs it up with research and corporate case studies—from BT’s decades-long homeworking program to Zurich Insurance’s embrace of “FlexWork,” where over 70% of employees choose flexible patterns.

What Flexible Working Really Means

Unlike some popular interpretations, “flexible working” in this book isn’t limited to part-time hours or remote work. It includes nine-day fortnights, compressed hours, self-rostering for shift workers, phased retirement for older employees, and job shares at senior levels. In Dale’s view, flexible work exists on three dimensions: when work is done (time flexibility), where it is done (location flexibility), and how it is accomplished (task or method flexibility). By broadening this definition, Dale frees flexibility from its narrow association with parenthood and places it at the center of modern working life.

“Flexible working is not a favor to employees. It’s a strategic imperative for organizations that want to thrive in a changing world.”

The Structure of the Revolution

The book unfolds in two major parts. Part One builds the case for flexibility: exploring benefits to productivity, wellbeing, and talent attraction; acknowledging challenges such as stigma, managerial resistance, and inconsistent implementation; and examining global trends in technology and demographics that make flexibility inevitable. Part Two is a detailed practical guide, showing how leaders and HR professionals can move from ideas to action—through data-driven strategies, effective communication, manager training, and tools for policy design.

Why It Matters Now

For Dale, flexible working isn’t just smart management—it’s social justice. By challenging rigid schedules and presenteeist cultures, flexibility opens the door for parents, carers, older workers, and people with disabilities to participate fully in the workforce. It supports gender equality, reduces the environmental impact of commuting, and helps organizations tap into broader talent pools. But to realize those benefits, employers must dismantle persistent myths about productivity, commitment, and fairness.

In essence, Flexible Working is both a manifesto and a manual. It argues that the 9-to‑5 model is an outdated relic, and that the future belongs to organizations willing to trade control for trust. By combining research, case studies, and hands‑on guidance, Dale gives you the blueprint for building workplaces where flexibility is not a concession—but a culture of possibility.

Flexible work isn’t one thing—it’s a spectrum. Gemma Dale defines it as any working pattern outside the organizational norm. That could mean remote work, yes, but also compressed hours, staggered shifts, or career breaks. The key is choice and autonomy. As she notes, flexible working is about empowering people to work “how, when, and where they work best.”

Three Dimensions of Flexibility

• Time flexibility: Changing when work happens—through part‑time schedules, flexitime, compressed weeks, or annualized hours.
• Location flexibility: Changing where work is done—such as remote, hybrid, or multi‑site models.
• Method flexibility: Redefining how tasks are achieved—like shifting from rigid processes to results‑based outcomes.

Each dimension can be combined differently depending on an employee’s role and life stage. A teacher may need fixed classroom hours but could benefit from term‑time contracts. An engineer might work nine‑day fortnights, while a knowledge worker alternates between home and office days.

Formal vs. Informal Arrangements

Dale draws a sharp line between formal flexibility (contractual changes approved through company policy) and informal flexibility (managerial discretion or trust‑based adjustments). Informal arrangements, such as letting someone leave early for school pick‑ups, often work best in high‑trust environments. But she warns that they can vanish overnight when management changes. Formal agreements give security, while informal systems create agility. An ideal culture accommodates both.

Beyond Parents: Who Wants It?

Contrary to stereotypes, flexible working isn’t a ‘mums-only’ benefit. Surveys cited in the book show that 87% of workers want some form of flexibility, across age and gender lines. Millennials value it as much as parents; older workers seek flexibility to delay retirement; and disabled employees often need it as a “reasonable adjustment.” Demand far outstrips supply—only about 15% of advertised roles explicitly offer flexible options (Timewise, 2019).

The Law and Its Limits

In the UK, employees can legally request flexibility after 26 weeks of service under the Employment Rights Act 1996. Employers must ‘consider requests reasonably’ and can refuse them for business reasons. But Dale critiques this as outdated paternalism—why should workers “earn” the right to adapt their schedule? Many progressive organizations now allow Day One requests or advertise jobs as ‘open to flexible working.’ She calls this the next frontier: moving from statutory compliance to strategic flexibility.

The variety of models—from job shares at Atkins Group to home‑based consultants at Boo Coaching—demonstrates that flexibility can fit almost any context. The real question isn’t whether it’s possible, but whether leadership is willing to let go of control.

In Chapter 2, Dale compiles extensive research to show that flexible working is not an indulgence; it’s a proven performance enhancer. When employees have more control over where and when they work, organizations reap measurable rewards—higher productivity, retention, and morale, and even reduced costs and emissions.

Talent Attraction and Retention

The phrase “war for talent” might be clichéd, but it’s alive and well. Flexible work is now a decisive factor for job seekers: four out of five people would reject a job that doesn’t offer it (IWG, 2019). For example, Atkins Group advertises all roles as open to flexibility and saw female attrition rates drop from 19% to 8%. Similarly, BT credits its homeworking program with a 97% maternity return rate and savings of £500 million in property costs.

Engagement and Motivation

Engagement thrives in climates of autonomy. Dale connects flexible working to Daniel Pink’s “Drive” theory—autonomy, mastery, and purpose are what truly motivate knowledge workers. When people control their time and tasks, they feel trusted and give more back. Studies show flexible workers report greater job satisfaction and “discretionary effort,” meaning they go beyond minimum requirements because they want to.

Performance and Productivity

Empirical evidence undermines the fear that flexible workers slack off. The RSA found a direct and significant link between flexible working and innovation. BT’s homeworkers were 15–31% more productive than office staff, and Working Families’ large-scale study found only 5% of managers perceived any negative performance effect. The data consistently reveal the opposite: flexibility drives focus.

Sustainability and Cost Savings

Fewer commutes and less office space mean real environmental and economic gains. BT’s flexible policies saved 12 million liters of fuel and 97,000 tonnes of CO₂. A four‑day week could cut UK car mileage by up to 9%. And from a budget perspective, flexible working is a near‑zero‑cost benefit compared to gyms or bonuses—yet employees rate it far more valuable.

In short: flexibility leads to happier, healthier, and higher‑performing teams. Organizations that cling to rigid models pay a hidden cost—in burnout, turnover, and lost innovation. Dale’s message is unequivocal: flexibility is not a perk; it’s a business strategy.

Dale situates flexible working within sweeping global trends. The pace of change today—driven by technology, ageing demographics, and globalization—makes flexibility not just desirable but essential for survival.

Technology as the Great Enabler

The smartphone revolution means we carry more computing power in our pockets than NASA used to reach the moon. Organizations like Uber, Airbnb, and Zoom show how technology reshapes entire industries. For workers, tools like Microsoft Teams or Slack dissolve geographic barriers, making “work from anywhere” reality. However, Dale warns that many companies “add technology to old systems” without changing culture—a Zoom call doesn’t make a rigid hierarchy more flexible.

The 100-Year Life

Citing Lynda Gratton’s The 100‑Year Life, Dale describes how longevity transforms careers into multi‑stage journeys. People will retrain multiple times, take breaks, and expect to work into their 70s. Thus, the linear path of “education → work → retirement” collapses. Flexible models—sabbaticals, phased retirement, portfolio careers—become crucial to sustaining motivation and financial security across decades.

The Global Talent Marketplace

Globalization and digital networks free both businesses and workers from geography. Dale cites Automatic—the parent company of WordPress and Tumblr—which has no offices, no fixed schedules, and employees on every continent. She calls it “the ultimate form of flexibility.” For most firms, this extreme model won’t fit, but it exemplifies new norms: talent can be anywhere, and companies that don’t offer flexibility risk losing it everywhere.

These forces converge into one conclusion: the future of work is permanently flexible. You can resist change, Dale warns, but you’ll be left behind. To thrive, organizations must treat flexibility not as a temporary experiment but as the architecture of the modern workforce.

Flexibility isn’t just a management strategy—it’s also a tool for equity. Dale shows how flexible working enables inclusion for groups who have long been marginalized by rigid schedules: women, carers, older employees, and people with disabilities. When flexibility becomes universal, it dismantles structural barriers across gender and social lines.

Gender and the Pay Gap

Women still make up three‑quarters of part‑time workers in the UK—a fact rooted not in preference but in necessity. Traditional hours clash with school timetables and unaffordable childcare. Dale calls flexible working a double‑edged sword: used well, it can close the gender pay gap by offering quality part‑time and senior job‑shares. Used poorly, it reinforces stereotypes that mothers must compromise careers. Encouraging more men to request flexibility can break this cycle and shift cultural norms about care and ambition.

Disability, Caring, and Age

For employees with disabilities, flexibility often acts as a ‘reasonable adjustment’ under the Equality Act. It removes commuting barriers and allows people to manage health conditions while contributing fully. Similarly, carers—1 in 7 UK workers—benefit from adaptive hours and job‑sharing to balance complex responsibilities. Older workers, too, can use phased retirement to stay engaged longer, transferring invaluable knowledge before exiting the workforce.

The Menopause and the Missing Middle

One surprising inclusion topic Dale raises is menopause. For midlife women managing unpredictable symptoms, the ability to adjust hours or work remotely can be the difference between staying in work and stepping out. With nearly half the UK workforce female, this once‑taboo subject becomes central to wellbeing and retention.

By broadening flexibility’s scope, Dale reframes it as an equality accelerator: a means to build organizations that mirror society, not exclude it. In her words, “Flexible working supports diversity by design—it meets people where they are.”

Dale’s fifth chapter links flexibility to one of business’s hottest topics: employee wellbeing. The case is clear—mounting stress, long hours, and digital overload are eroding mental health and productivity. Flexibility, well managed, can restore balance.

Work, Stress, and Control

The UK ranks dead last among 25 nations for work–life balance (CIPD, 2019). Key stressors include workload, poor management, and lack of autonomy. Studies show that when employees gain control over their schedules, they experience less burnout and anxiety. Flexible work grants precisely that—control over pace, place, and priorities. As Dale puts it, “Flexibility is the antidote to micromanagement.”

The Commute Problem

Commuting is a hidden killer of wellbeing. The average UK worker spends 251 hours a year in transit—10 full days. The longer the commute, the lower people’s happiness and the higher their anxiety. Remote and staggered schedules reduce that daily drain. Yet, Dale reminds, homeworking can also increase isolation or blur boundaries, so organizations must support digital wellbeing—helping employees unplug as well as log on.

The ‘Gift Exchange’ Trap

One fascinating insight is the “gift exchange”: employees feel so grateful for flexibility that they overcompensate by working longer or harder. This leads to “work intensification”—ironically damaging the wellbeing that flexibility was meant to protect. Leaders must normalize flexibility as standard, not special treatment, to prevent this impostor guilt dynamic.

When integrated thoughtfully—with clear boundaries, trust, and tech support—flexible work boosts happiness, reduces absenteeism, and enhances energy. It’s the cornerstone of a healthier, human‑centered workplace.

If the case for flexibility is so strong, why isn’t it universal? Dale devotes two chapters to dissecting the myths and barriers holding companies back—from outdated ideals to organizational fear.

The Ideal Worker Myth

The biggest obstacle, says Dale, is the myth of the “ideal worker”—someone always present, endlessly available, and visibly devoted. This ideal, rooted in industrial‑age masculinity, punishes parents, carers, and anyone seeking balance. It’s kept alive by a cultural obsession with presenteeism: equating hours logged with value created. True flexibility requires killing this myth once and for all.

The ‘It Won’t Work Here’ Excuse

Resistance often hides behind that familiar phrase. But every industry has room for some form of flexibility—self‑rostering for retail, staggered shifts for manufacturing, remote coordination for services. Leaders who say “our work can’t be flexible” usually mean “we don’t want to change.”

Cultural Barriers and Trust Deficits

Deep‑seated habits—micro‑management, long‑hours pride, and fear of loss of control—still shape management behavior. Dale quotes one survey where 60% of employers admitted that culture, not logistics, blocked flexible work. Building trust is the cure: measure outcomes, not attendance.

Bias, Stigma, and Inconsistency

She also exposes “flexibility stigma,” where flexible workers are seen as less committed or career‑driven. This causes real harm, especially to women, and breeds inconsistency—some managers say yes, others refuse identical requests. HR must guard against this “line‑manager lottery” by ensuring consistent policy application and bias training.

Ultimately, the barriers to flexibility are less about feasibility and more about fear. As Dale remarks, “Organizations don’t fail to flex because they can’t—they fail because they won’t.”

The second half of Dale’s book transforms from manifesto to manual, outlining how to embed flexibility as a way of life rather than a legal obligation. She introduces six core elements of a truly flexible organization—building blocks that turn policy into culture.

The Six Elements of a Flexible Culture

• Flexibility for everyone—not a perk for parents but a norm for all roles, from retail to leadership.
• Acceptance of all forms—from job shares to remote work, without hierarchy between “good” and “bad” flexibility.
• High trust—empowering people to self‑manage outputs, not police inputs.
• Supportive managers and leaders—trained to manage by results, communicate clearly, and model balance.
• Effective policy—simple, fair, and accessible, with inviting language rather than bureaucratic tone.
• Enabling technology—seamlessly connecting remote, hybrid, and office workers through shared platforms.

Changing Culture Through Leadership

Dale draws on John Kotter’s change model to show that transformation depends on urgency, vision, and reinforcement. Organizations like Zurich UK, highlighted in her case study, illustrate this beautifully: they piloted flexibility, gathered evidence, and then scaled it until 72% of employees worked flexibly. Senior leaders modeled openness, creating the mantra “If you can see it, you can be it.”

Managers, meanwhile, must move past fear and develop new skills: trust‑building, communication, and performance metrics for remote teams. HR plays coach and guardian—equipping managers, curating examples, and monitoring outcomes.

Flexible working isn’t an HR initiative—it’s a leadership philosophy. Dale’s message: culture eats policy for breakfast, so start with trust and transparency, not just templates.

Implementing flexibility successfully requires good design. Dale provides an unusually detailed playbook for HR and leaders: how to build, communicate, and sustain flexible working strategies.

Data-Driven Preparation

Start with reality. Who works flexibly now? Who doesn’t? Where do rejections cluster? Collect gender, age, and departmental patterns before drafting anything. This data reveals cultural bottlenecks and training needs. Then, engage stakeholders—flexible workers, line managers, and trade unions—to ensure policies reflect lived experience, not HR assumptions.

Policy That Welcomes, Not Warns

Too many company policies sound like lawyerly gatekeeping. Dale urges plain language: open with a supportive statement, minimize formality, and replace suspicion with collaboration. Accelerate timelines (three months is too long), permit “Day One” requests, and encourage trial periods. Include clear appeals, localized flexibility, and links to family, wellbeing, and inclusion policies.

Communication and Training

Even perfect policy fails without awareness. Chapter 11 emphasizes multi‑channel communication: launch events, intranet resources, FAQs, and inspiring role models. Encourage internal networks like “flexibility champions.” Managers need mandatory training on law, assessment tools, and remote leadership—since, as Dale warns, “they hold the keys.”

Measuring Success

Finally, track progress with hard data (requests, acceptance rates, gender split) and soft feedback (employee surveys). Tie flexibility metrics to broader outcomes—turnover, engagement, wellbeing, and carbon reduction—to prove sustained business value.

In essence: flexible work isn’t implemented by accident. It’s planned, communicated, and continuously reviewed. Policy becomes practice only through people—and that’s where Dale’s humane pragmatism shines.

In her concluding chapters, Dale calls for nothing less than a revolution. Compliance with flexible work law is no longer enough; organizations must reinvent themselves around flexibility as a core principle of the future of work.

The Spectrum of Flexibility

Organizations range from laggards who tolerate minor flex arrangements to innovators who make flexibility the norm. Progress depends on leadership courage and cultural maturity. Dale categorizes employers along this continuum—those who merely permit versus those who truly celebrate flexibility. The latter view it as the foundation of inclusion, sustainability, and innovation.

Beyond HR: A Systems Shift

She argues that flexible working intersects with every modern business agenda: climate action, gender equity, health, digital transformation. Governments can accelerate progress by mandating “flexible by default” practices, as Finland has done. But the real revolution lies within organizations that voluntarily lead change for both moral and commercial reasons.

The Role of HR as Change Architect

HR’s task is to be more than policy police. It should act as strategic architect—connecting flexibility to talent, inclusion, and wellbeing strategies, and challenging outdated managerial mindsets. As Dale concludes, “HR must rise to the flexible working challenge… The law is the floor, not the ceiling.”

Looking Ahead

The epilogue, written amid Covid‑19’s upheaval, underscores how a crisis became a catalyst. When half the UK worked from home overnight, it proved flexibility possible at scale. The task now is to make it permanent, inclusive, and equitable. The author leaves readers with a challenge: will your organization be a late adopter, or a leader in the flexible future?

Her final appeal is both pragmatic and passionate: “The time for flexible working is now… It’s not about privilege—it’s about progress.”