Marvin OnumonuThree-fifths of UK white-collar workers said they wanted to try ‘microshifting’, which splits the working day into shorter blocks to fit around personal commitments or energy peaks, according to data from Robert Walters.
Research found interest in microshifting has grown as only 35% of UK workers believed their company’s flexible working policy was fit for purpose.
Lucy Bisset, director of Robert Walters North, said: “Despite years of debate around flexible working, many organisations still measure commitment by visibility rather than results.
“Trends like microshifting will continue to emerge as professionals seek flexibility that actually works – instead of policies that look progressive on paper but fail in practice.”
Additionally, data showed that 40% of UK workers would spend more days in the office if they could use a microshifting approach.
This comes as 52% of employers now expect staff in the office three or more days a week, according to the Robert Walters Employee Benefits Guide.
Bisset added: “Offering flexible hours may feel counterproductive for employers looking to increase in-person attendance.
“Yet, a more adaptable schedule, without the pressure of rush hour commutes or staying at their desk all day, could motivate professionals to attend the office more frequently.”
Over two-fifths (43%) of senior leaders and line managers said microshifting could improve engagement in their teams, while a further 37% said they were open to testing it out.
This comes as a third (33%) of UK managers already admit to having ‘covert’ flexible working agreements with many of their team members, provided they maintain strong track records of meeting deadlines and high-quality work.
However, many senior leaders still have their concerns, 51% worry that the new way of working could equally risk giving rise to quiet-quitting and professionals slacking.
She said: “Microshifting is a more transparent version of the unofficial flexible working arrangements that already exist in many UK organisations.
“For managers and senior leaders, the question is whether it should be governed by trust and outcomes or quietly negotiated between colleagues.
“While fears of microshifting fuelling disengagement are justified, the reality is that rigid working patterns are already pushing professionals to seek workarounds.”
She added: “Our findings suggest that when expectations are clear and performance is measured by output rather than visibility alone, microshifting has the potential to increase engagement, accountability, and even time spent in the office.”
