Flexible working is no longer a nice-to-have in Britain — it’s a legal right to request from the very first day of employment. Since the law changed in April 2024, HR leaders and managers have seen a sharp increase in flexible working requests, covering everything from compressed weeks to permanent remote work.
For employees, flexibility is about more than convenience. For some, it means managing school drop-offs and pick-ups; for others, it’s about cutting commuting costs or protecting their wellbeing. Many workers simply feel more productive when they have greater control over when and where they work. For employers, these requests raise practical and legal questions. How do you balance fairness with operational needs? What counts as a reasonable adjustment? And how do you stay compliant while keeping staff engaged?
This survival guide explores the 2025 rules on flexible working in the UK and, more importantly, offers practical advice on what to do — and what to avoid — when managing requests.
What Counts as Flexible Working?
Flexible working in the UK takes many forms, and it is broader than the idea of “working from home.” For instance, some employees request changes to their start and finish times. A parent may prefer to begin earlier in the morning to finish in time for the school run, while others may choose a later start to avoid the cost and stress of peak-hour commuting. These small shifts in daily scheduling can make a significant difference to staff wellbeing.
Others seek fewer hours or compressed weeks. Instead of spreading 37.5 hours across five days, an employee might propose working four longer days. Alternatively, some workers request part-time arrangements, reducing their weekly commitment altogether. Both options require thoughtful planning to ensure business coverage, but they can help retain talent who might otherwise leave the workforce.
Another model is job sharing, where two employees divide the duties of a single full-time role. This allows organisations to retain skilled workers who cannot commit to a full schedule on their own. While job sharing can boost retention and engagement, it relies on clear communication between the two sharers and their manager.
Finally, there is remote or hybrid working. In London and the South East, requests often stem from the cost and length of commutes, while in regional cities they may reflect family or community responsibilities. Hybrid arrangements — part office, part home — remain the most common compromise, offering structure alongside flexibility.
The 2025 Legal Framework
The law now gives UK employees the right to request flexible working from day one in a new role. Workers can make two requests in any twelve-month period, and employers must respond within two months. Before refusing, managers are required to consult with the employee.
Employers are still entitled to decline requests, but only on one of the eight statutory grounds, such as additional cost, impact on performance, or inability to meet customer demand. Any refusal must be clear and justifiable.
Practical Approaches for Employers
Managing flexible working requests is about more than compliance — it’s about trust. Employers who handle them fairly can strengthen staff loyalty, while those who reject them carelessly risk damaging morale.
Encouraging open dialogue is essential. Employees should feel able to raise flexibility informally before submitting a formal request. These early conversations often uncover compromises that satisfy both sides, such as trialling a new schedule for a limited period before making it permanent.
Technology also has a role to play. Scheduling systems, project management tools, and HR platforms can make it easier to coordinate varied working patterns. Shared calendars, for example, ensure teams remain aligned even when working different hours or from different locations.
Clear communication is another cornerstone. A transparent, written policy helps employees understand how to make a request, what the process looks like, and how decisions are reached. For employers, this reduces the risk of disputes by ensuring consistency across departments.
The Do’s and Don’ts in Practice
The best HR teams treat flexible working requests as an opportunity rather than a burden. To keep processes fair and compliant, here are some practical do’s and don’ts:
Do:
- Be consistent across departments and roles, applying the same principles to every request.
- Keep clear records of requests, discussions, and decisions.
- Link refusals directly to one of the statutory grounds, and explain them carefully.
- Consider trial periods or compromises before giving a final “no.”
Don’t:
- Reject requests out of hand or without consultation — this risks grievances and reputational damage.
- Assume flexibility means lower productivity; UK trials have shown engagement and efficiency often increase.
- Focus only on the individual request without considering the impact on the wider team.
- Treat flexible working as a perk; it is a statutory right to request and should be respected as such.
Regional Trends Across the UK
While the law applies nationwide, the context varies by region. In London, where long commutes and high housing costs are common, employees often prioritise hybrid or remote working. In Manchester, Leeds, and Birmingham, requests are more likely to focus on flexible hours to accommodate family or community responsibilities. By understanding these local dynamics, employers can anticipate the kinds of requests they are most likely to receive and tailor their policies accordingly.
Conclusion
Flexible working in the UK is no longer a perk; it is a core part of employment law and workplace culture. For HR leaders, the survival guide is straightforward: know the rules, be transparent, and balance individual requests against business realities. Done well, flexible working strengthens retention, boosts engagement, and demonstrates that your organisation understands the modern employee’s priorities.
Handled poorly, it risks conflict, disengagement, and potential legal exposure. The choice for employers in 2025 is clear: treat flexible working as a compliance headache, or embrace it as an opportunity to build a stronger, more adaptable workplace.
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