Wellbeing and productivity: the value of flexible working
Runnymede Trust researcher Carol Sidney recently worked with peer researchers Jay Fente and Barinur Rashid to complete a study on access to flexible working arrangements for frontline workers from Black and minority ethnic backgrounds. Their findings highlight the value of flexibility in creating more inclusive, supportive and productive workplaces – and the need for a cultural shift within businesses and organisations.
In April 2024, the Employment Relations (Flexible Working) Act came into force, granting employees the right to request flexible working from their very first day of employment. Yet, as the one-year anniversary of this landmark legislation passes, it may have slipped by without the recognition it truly deserves.
Flexible working is increasingly seen not just as a perk, but as a critical enabler of employee wellbeing and productivity. Giving workers autonomy over the hours and location of their work — wherever that is feasible — has the power to create a ‘win-win’ for both employer and employee. The positive impacts on wellbeing, mental health, and productivity are clear: far from being a dry and dull human resources’ topic, flexible working represents a deeply liberating and life-enhancing shift in how we view work.
This is vividly illustrated by recent research from the Runnymede Trust, in partnership with Timewise. Using peer-research methods to get inside workers’ experiences, the study showed just how transformative the prospect of flexible working can be, particularly for those in frontline, customer-facing roles and for workers from marginalised communities. It highlighted not just the policy gaps but also the cultural and organisational barriers that still stand in the way — and why a profound cultural shift in workplaces is needed to make flexible working truly accessible and beneficial for all.
‘A profound impact on workers’ lives’
The good news is that, despite significant challenges, where flexible working arrangements were granted, they had a profound impact on workers’ lives. Many employees spoke of the liberation that flexibility provided – giving them the breathing space to manage competing obligations and enhance their quality of life.
For some, flexible working was the difference between staying in the workforce and leaving it altogether. Research shows that participation in the labour market is closely tied to access to flexible working; it can often be the key that keeps people in employment.
Flexible arrangements were particularly valuable for those with caregiving responsibilities, whether for children or elderly relatives. One participant described how being able to work from home, when she chose, allowed her to stay in touch with her elderly mother, cook healthier food, attend the gym more regularly, manage a chronic health condition, and attend hospital outpatient appointments – all without taking time off work. This autonomy had a hugely positive impact on her mental health.
Such examples shine a light on the real-world challenges that many employees face – and how flexibility can help them navigate complex personal circumstances. They also highlight just how demanding the lives of many workers are in our current UK workforce. Obligations to an employer are one of a mix of obligations typical in an employee’s life, and not the only one.
‘A supportive manager can make all the difference’
During the course of the study, we identified the pivotal role that line managers play. For many employees, the ability to work flexibly is ultimately determined not by formal policies but by their immediate supervisor’s attitude. A supportive manager can make all the difference, while a resistant one can create significant barriers.
Participants’ expressed frustration with employers who lauded access to these arrangements during recruitment – promising flexibility in interviews – but failed to deliver once newly-appointed employees arrived in-role. ‘When I interviewed for the role there was a lot of talk about flexible working... But when you actually come down to it, that's not what they want,’ said one participant.
For Black workers and those from minority ethnic communities, these challenges are often compounded by an additional layer of mistrust and fear, which has a long history rooted in the UK’s legacy of workplace discrimination. Black and minority ethnic employees know they have to work harder to earn trust. They know they have to avoid being labelled as ‘a troublemaker’. For decades, these kinds of survival strategies have revolved around keeping their heads down, staying invisible and avoiding drawing attention to themselves. Requesting flexible working flies directly in the face of that strategy. It makes them visible — and vulnerable.
'There were too many questions...’ explained one frontline employee, describing how his request for flexibility was met with instant suspicion, invasive questioning and an attitude that compromised his dignity. Many participants spoke of the emotional labour involved in even broaching the subject of flexible working — fearing an automatic ‘no’ or, worse, unfair scrutiny and retaliation.
‘Black and minority ethnic workers often feel disposable and undervalued’
In workplace environments where mistrust persists, Black and minority ethnic workers often feel disposable and undervalued, which can be grafted onto rigid divides between frontline and office-based staff and made into ‘who gets access to flexibility and who does not’. Where frontline workers must attend a particular site or location to conduct their role, the other parts of their job – administration, problem-solving, planning or project work, for example – that can be flexible, are overlooked. For frontline workers, where some flexibility is actually possible, no flexibility is actually granted.
And where informal flexibility is granted, its status is often fragile. If a line manager leaves or is replaced, the arrangement can disappear overnight. ‘When I took up this role, I had a very good relationship with my line manager. But when a new manager came in, it was very difficult to begin with,’ said one worker, illustrating the precariousness of such arrangements.
During the study, we also found that outdated perceptions of status within organisations play a role. This is where flexible working is seen as a privilege reserved for higher-ranking employees, rather than a universal benefit. Some workplace cultures cling to the belief that flexibility should only be available to a select few – typically excluding frontline and lower-paid workers.
These dynamics reinforce inequality. Black and minority ethnic workers in frontline roles are often left disconnected from the benefits their managers enjoy, creating a sharp divide within businesses and organisations. During the study, we were particularly struck by the reluctance of frontline workers from Black and minority ethnic backgrounds to challenge these norms. Some drew on support from internal staff networks to mount a challenge after years of silence, but many chose to continue to endure quietly, rather than risk confrontation.
‘The need to rethink line management altogether’
A key insight we gained from the study is the need to rethink line management altogether. Traditional management models are rooted in control: managers are expected to ‘see’ their employees’ every move – which is largely illusory and, if actually attempted, counter-productive.
The manager who ‘sees everything and is everywhere’ – the panoptical – is particularly harsh where there is responsibility for frontline roles, in which visibility is equated with productivity and where the unseen parts of the job – administrative tasks, planning, creative problem-solving and so on – are overlooked. This view is deeply embedded, probably rooted in the factory system and Britain’s industrialisation from the 1850s onwards: an overhaul of line management systems, properly accounting for modern workforces, is probably well overdue.
Autonomy for frontline workers is almost a taboo. The assumption managers must maintain the illusion of constant oversight persists, even when it is outdated and counterproductive. Flexible working offers a different path – shifting the focus from control to care. Prioritising wellbeing and recognising workers’ autonomy isn’t just good for employees; it’s good for businesses, too.
Autonomy has been shown to reduce stress, increase job satisfaction, and improve overall performance. ‘Autonomy relieves a lot of pressure as a parent because you're not thinking about the “what ifs?”, said one participant. Being trusted to manage her own time enabled her to focus more fully on work tasks, ultimately making her more productive and engaged.
However, autonomy remains in short supply, particularly for Black and minority ethnic frontline workers who face additional barriers when asserting their needs. Without trust and an organisational culture that values flexibility, they, in particular, remain trapped in rigid structures.
‘Better wellbeing at work fosters ambition and progression’
Flexible working has long been recognised for its positive impact on employee wellbeing. Offering workers the ability to adapt their schedules – whether through part time working, job-sharing, remote working, staggered hours or compressed work weeks – creates an environment where both individuals and organisations can thrive.
For workers from marginalised communities, who are often stuck in lower-paid roles, improved quality of work life can lead to taking up development opportunities and seeking promotion. Better wellbeing at work fosters ambition and progression, breaking cycles of disadvantage. Yet the potential of flexible working has not been fully realised, especially for frontline workers who still face the most rigid conditions.
Ultimately, the study underscores the need for a significant cultural shift within businesses and organisations. Formal policies are important, but real change comes from changing cultural norms and workplace practices. Organisations, businesses, senior and middle managers need to take up the challenge of trust, as daunting a task this may seem.
They also need to replace the paradigm of control with a new one which places care and wellbeing at the centre of their workplace relationships. The participants in this study told us this is the way to truly unlock the productivity and capacities of their workforce. As one participant succinctly put it: ‘There needs to be a massive shift in culture and mindset.’
‘A more inclusive, supportive, and productive workplace’
The benefits of flexible working are clear: engaged, productive, and satisfied employees who feel trusted and valued. But to unlock these benefits, employers must be willing to let go of outdated notions of control and visibility, and move towards supporting autonomy and care.
Organisations that embrace flexible working can create a more inclusive, supportive, and productive workplace. By removing barriers and challenging cultural assumptions, businesses can unleash the full potential of their workforce – and help build a fairer, more equitable labour market.
As our study concludes, the future of work lies in flexibility. The only question now is: are employers ready to embrace it?
The views and opinions expressed in this article are those of the author(s) and do not necessarily reflect those of the Runnymede Trust.
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