Picture this: a cold winter morning, snow blanketing the streets, and travel warnings urging caution. For many, the usual stress of navigating icy commutes is replaced with the relief of a ‘snow day’—an unexpected opportunity to work from home. It’s a reminder of how adaptable work can be when circumstances force our hand. The weather demonstrates what many employees have long been advocating: where roles allow, remote and flexible working is not only feasible but often preferable.
But the bigger picture extends beyond snow days. Flexibility in how and where we work isn’t just a matter of convenience; it’s about fostering wellbeing, inclusion, and trust in the workplace. The pandemic opened the door to new ways of working, and as we step forward, we have a choice: revert to old habits or rethink how work fits into our lives.
The Flexibility Factor
Flexibility in the workplace is no longer a perk—it’s an expectation. Employees have shown they can be just as, if not more, productive outside the traditional office setting. But beyond productivity, flexibility can profoundly impact wellbeing. For neurodivergent individuals and those managing mental health conditions, the ability to tailor their work environment can be transformative.
Consider the neurodivergent employee who thrives in a quieter setting or the parent juggling school runs with a full-time job. Flexible working policies allow people to show up as their best selves, resulting in higher engagement and job satisfaction. For someone with ADHD, the freedom to work during hyper-focused bursts or to step away when overwhelm sets in can mean the difference between thriving and merely surviving.
From a business perspective, this adaptability fosters loyalty and reduces turnover. Flexibility isn’t just a nice-to-have; it’s a smart, people-centred business decision.
Evidence to Support Flexibility
The UK Office for National Statistics’ 2023 report, ‘Who Are the Homeworkers?’ highlighted that flexible work arrangements significantly reduced employee stress and improved work-life balance, with those working from home spending more time on ‘sleep and rest’, and ‘exercise, sports and well-being’.
Research from CIPD highlights that hybrid working brings significant benefits for both wellbeing and inclusion. Their report ‘Flexible & Hybrid Working Practices (2023)’ shows that flexible working improves work-life balance, job satisfaction, and overall employee wellbeing. Additionally, hybrid models support greater diversity by expanding recruitment opportunities and enabling organisations to attract talent from a broader geographical area.
Trust as a Foundation
Central to flexible working is trust. The old-school mindset of presenteeism—valuing visibility over outcomes—is being challenged. Instead of watching the clock, leaders are learning to measure success by results and impact.
Trust empowers employees, fostering a sense of autonomy that’s vital for resilience. For example, someone with ADHD might need to work in hyper-focused sprints followed by longer breaks, while others may be more productive during unconventional hours. Trusting employees to know what works best for them, and to deliver accordingly, creates a healthier, more supportive culture. It’s a shift from micromanagement to mutual respect, and the benefits ripple throughout an organisation.
When trust is present, employees feel valued for their contributions rather than judged by their proximity to their manager. This has a knock-on effect on wellbeing—people feel psychologically safe, confident, and able to ask for support when they need it.
According to the Chartered Management Institute’s 2024 report in partnership with Timewise titled ‘How Management Skills Make Hybrid Working Work’, organisations that embraced a well-managed hybrid model saw improved connection and reduced biases, fundamentally enhancing both individual wellbeing and overall productivity.
While flexibility and trust are critical, inclusion is the glue that binds them together. A one-size-fits-all RTO policy risks excluding individuals who’ve found flexible working essential for their productivity and wellbeing. This is particularly true for those with hidden health conditions, neurodivergent individuals, carers, and others who may have specific needs.
For neurodivergent employees, inclusion can mean many things: the freedom to structure their day in ways that align with their strengths; providing noise-cancelling headphones or quiet workspaces; or having open conversations about adjustments that make work more manageable. These small actions can make a huge difference in helping individuals feel understood and supported.
The Gallup ‘State of the Global Workplace’ report emphasises that inclusive cultures drive higher employee engagement and innovation. Moreover, the Carbon Trust’s 2023 study, ‘The Environmental Case for Hybrid and Remote Work’, highlighted that flexible work policies not only improve inclusion but also reduce an organisation’s carbon footprint—a win-win for employees and the planet.
The Leadership Challenge
Leadership plays a pivotal role in navigating this cultural shift. Leaders must actively listen to their teams, model flexible working behaviours, and prioritise transparency. Clear communication is essential—employees need to understand expectations while feeling trusted to manage their responsibilities.
Leaders should also ensure that decision-making includes diverse perspectives. A top-down approach risks alienating employees, whereas collaborative policies foster trust and buy-in. By prioritising inclusivity, leaders can help create a workplace where flexibility and trust thrive.
And let’s not forget the role of empathy. Leaders who take the time to understand the lived experiences of their teams—whether that’s the challenges of managing ADHD, caregiving responsibilities, or simply balancing life’s demands—are better equipped to create meaningful change.
The Future of Work
The future of work is about more than just returning to the office; it’s about reimagining the workplace as a space where flexibility, trust, and inclusion meet. Organisations that embrace these principles will not only attract and retain top talent but also build cultures that are resilient, innovative, and truly people-centred.
So, how does your workplace measure up? Are your policies designed to support diverse needs and working styles? Are you fostering a culture of trust and inclusivity? These are the questions we must ask if we want to build workplaces where everyone can thrive.
As we continue to navigate this evolving landscape, let’s remember: the best workplaces are those that empower people to do their best work, in the way that works best for them. That’s the future we should all be striving for.
