HR leaders need to ‘think outside the box’ on flexible working, say Flexa’s CEO

Jobs offering “a little flexibility” have more than tripled in the last year, according to recent research from flexible working platform, Flexa Careers.

The research, which pooled data insights from over 4,000 job adverts, and 9,000 job seekers from June 2023 to 2024, found that 25% of job vacancies advertised “a little flexibility” around working hours – meaning employees would otherwise have to work regular fixed hours. 

In fact, in July 2024, this benefit appeared on 79% of job posts, marking a 216% increase from the previous year.

In an exclusive interview with Molly Johnson-Jones, Co-founder and CEO of Flexa, UNLEASH gets the inside track. 

Should HR leaders issue return to work mandates?

Although many businesses offer remote or flexible working benefits after the pandemic, more are starting to issue “return to office” (RTO) mandates. For example, businesses such as Deutsche Bank, ASOS, Salesforce, have all asked staff to return to the office full time.

However, some businesses, such as Dell Technologies, have had employees reject these mandates.

“When RTO mandates began hitting headlines, many feared it spell the end of flexible working,” Johnson-Jones explains. 

“Our findings show that this is far from the case – what employers offer and employees seek when it comes to flexibility has simply evolved.”

In fact, Flexa’s research found that workers are increasingly seeking greater autonomy around their hours, with the number of job seekers requesting flexible working being at its highest it’s been since the pandemic.

Johnson-Jones continues: “We’re also seeing that employers and employees are now back on the same page. 

The number of jobs offering flexibility around working hours has tripled over the past year.

“It’s encouraging to see hours-based flexibility emerging as an option that works for both parties, and healing divisions between employers and employees around working setups.”

On a similar note, jobs offering core hours were found to be in higher demand from employees (27%), yet fewer jobs were offering roles with this flexibility (76%). 

This news can seem somewhat conflicting for HR leaders, as they need to ensure they’re implementing the right policies and procedures for the business, and employees of all levels.

For Johnson-Jones, this requires “outside the box” thinking.

“If you can’t offer a fully remote or hybrid working setup, it doesn’t mean that you aren’t flexible, or can’t offer a working environment that job seekers want,” she says.

“Implementing flexible working hours is a particularly great option. 

“It’s in-demand and it allows employers to cater to the diverse needs and lifestyles of their entire team, all with a singular policy.”

Johnson-Jones shares the example of offering working parents the chance to adjust their hours to accommodate the school run, appointments, and different sleep schedules (such as “chronowork” in line with their circadian rhythms.

However, the way in which flexible working hours are implemented in practice is up to each employer. 

For example, some may choose to offer flexibility around working hours, allowing staff to start and finish work earlier or later, depending on their needs. Others may opt for core hours.

“This involves staff working synchronously during certain hours, like 10-3, and completing the rest of their work at a time that best suits them,” Johnson-Jones concludes. 

“Employers with the most successful policies will find what works best for their and their staff’s needs, and clearly communicate what they offer.”

So, how can your organization adapt its approach to flexible working, to better suit employees and your employer, alike?