Marvin OnumonuFlexible work should be measured by value, not time, according to experts and employers who met in Parliament at the latest round-table by the Policy Liaison Group (PLG) on Workplace Wellbeing.
Peter Dowd MP hosted the meeting on Wednesday (16th July), with Baroness Lister of Burtersett and a range of businesses and campaigners.
Attendees agreed flexible working is not a perk but a key part of workplace reform for both employees and businesses.
Those at the meeting said closing this gap means a change in mindset, focusing on outcomes instead of hours.
Evidence found that giving staff more autonomy and flexibility improved wellbeing, retention and output.
Many managers still struggled to lead teams they do not see day-to-day.
Attendees said building trust and changing workplace culture was essential.
Gethin Nadin, chair of the PLG on Workplace Wellbeing, said: “Flexible working options have, for the first time in two decades, outstripped pay as the number one thing employees look for in a new job.
“This is a significant change not just in the workplace, but how British people wish to live their lives.”
Attendees also discussed that managers need to change how they lead, focusing less on hours and more on supporting autonomy and outcomes.
They warned that without clear frameworks and well-trained managers, flexible work could backfire and lead to overwork, loneliness and worse mental health.
Leadership was seen as the missing link in making flexible working successful.
Research from the 4 Day Week Campaign’s pilot finding staff turnover dropped by 57% and 89% of firms kept the model long-term.
James Reeves, campaign coordinator at the 4 day week campaign, said: “We now have extensive data showing that four-day week models can deliver real benefits to people and businesses.
“In our largest pilot, staff turnover dropped by 57%, reported levels of anxiety, fatigue and sleep issues decreased, mental health improved, and 89% of companies chose to continue.
“In our latest pilot, this grew to 100%. This isn’t about ideology, it’s about results.”
Reeves added: “Giving people more control over their time improves focus, engagement and, ultimately, business outcomes.”
Dowd said: “My aim in tabling the amendment was simple: to get the debate about the four-day week moving.
“We know better working conditions lead to lower absenteeism, greater resilience in the workforce and stronger productivity.
“With ongoing changes in how we work, including the impact of artificial intelligence, a shorter working week isn’t a radical idea. It’s an inevitable next step, and we need to plan for it properly.”
Baroness Lister said: “Much of the discussion is rightly focused on a four-day week, but we should also be thinking about different models of shorter working time.
For many women, particularly those with caring responsibilities, a shorter working day might be more beneficial than a shorter working week.”
Dr Gemma Dale, senior lecturer at Liverpool Business School, said: “Flexible work has such power to support wellbeing, inclusion and diversity, but only if we implement it well.
“That means training managers, supporting people through trial periods, changing systems and ways of working.
“Without that, we risk unintended consequences like work intensification or isolation.”
Dale added: “The more autonomy we can give people, the better that is likely to be for motivation, engagement, productivity and health. It’s not just about time, it’s about how we design work.”
Roopa Nagori, senior lecturer at Coventry University, said: “If we want flexible working to succeed, we need to train managers to lead differently.
“Too often, flexible working is seen as just a change in hours, but it’s a change in mindset.
“Managers need to move away from measuring performance by attendance and learn to support autonomy and value outcomes. Leadership is the missing link.”
Nadin said: “More than 80% of UK employees say if their employer removed flexible working options, they would look for a new job.
“They want more flexibility, not less. Flexible working options have, for the first time in two decades, outstripped pay as the number one thing employees look for in a new job.
“This is a significant change not just in the workplace, but how British people wish to live their lives.”
Nadin added: “This profound impact of more flexible working is unlocking tens of billions of pounds for the UK economy by bringing more people into, and back into work, improving public health, particularly among parents, reducing levels of burnout, reducing sickness, and decreasing absence levels.”
