When discussing flexible working, most people think of hybrid or remote arrangements typically accessible to desk-based employees. However, for frontline workers, such as nurses and retail staff, employers have historically perceived implementing flexible work models as challenging or unfeasible.
Research from the Chartered Institute of Personnel and Development (CIPD) reveals that 60% of UK employees fall into the frontline worker category, highlighting a significant portion of the workforce that is missing out on flexible work options. A separate study by the Institute for Employment Studies (IES) and Timewise points out a growing division within the workforce, creating a disparity between those who have access to flexibility and those who do not.
The report emphasizes that many organizations have made only limited progress in addressing this issue. It states, “For too long, flexible working has been overlooked, ill-defined or poorly implemented in site-based and frontline contexts.” This oversight disproportionately affects low-paid, young, or minority group employees, perpetuating existing disadvantages and limiting their control over work patterns, which can directly impact health and well-being.
Currently, 37% of frontline employees feel less valued compared to their desk-based counterparts, which negatively influences job engagement, motivation, loyalty, and retention. However, a gradual change is underway. A 2023 CIPD study found that nearly two-thirds of employers now offer some form of time-based flexibility to frontline workers. The most common practice is variable start and finish times, utilized by 46% of organizations. Additionally, a third of employers allow flexibility in shift scheduling, and 31% permit employees to swap shifts with colleagues.
Experts suggest that even small changes in flexible work arrangements can significantly improve employee autonomy and demonstrate that employers are attentive to their needs. The shift towards frontline flexibility is primarily driven by two factors: the competing demand for staff in various industries facing labor shortages and the recognition of frontline workers as essential during the Covid pandemic, which elevated expectations for their treatment and working conditions.
Frontline workers predominantly express a desire for flexibility in scheduling their workdays, with 46% indicating this as their top preference, although only 24% currently enjoy this benefit. Other valued options include working based on total hours and the ability to work at various locations, but many of these preferences remain inaccessible.
Employers often misjudge the feasibility of flexible arrangements, leading to misconceptions about employee motivations. Reporting from the IES and Timewise highlights that successful examples of flexible working have emerged from organizations like Guy’s and St Thomas’ NHS Foundation Trust, Wickes, and Sir Robert McAlpine. These companies have adapted their processes to allow greater employee control and autonomy over scheduling, leading to improved work-life balance, health, and job satisfaction.
To effectively implement flexible work practices, tech leaders need to engage employees to understand their needs and preferences. Trialing new arrangements can help assess their effectiveness while ensuring support from line managers is crucial in overcoming potential obstacles. Adequate training and the use of workforce management software can also facilitate smoother scheduling and contingent workforce planning.
By investing in effective flexible working strategies, organizations stand to benefit from a more engaged workforce, reduced absenteeism, and improved staff retention.