These are the thoughts Nikki shared at Making Flexible Working Work, an online session hosted by Future Proof Learning on Tuesday 9th June 2026, exploring the realities of flexible working and what it means for working mothers, wellbeing and workplace culture.

When people hear the phrase “flexible working,” they often jump straight to one thing — working from home. But flexible working is much broader than that.

At its core, it is about giving people choice over when, where and how they work, in ways that work for the organisation too. That might mean hybrid or home working for some roles. But it can also mean different start and finish times, compressed hours, job shares, part-time working, or more predictable shifts that people have input into.

Making that happen well takes open-minded leadership, a willingness to look at how work is actually designed, and managers who feel supported to have good conversations with their teams.

The Demand Is Real and Growing

This is not a niche issue.

• 82% of workers in Scotland either have flexible working or want it.
• CIPD research found around 1.1 million employees left a job in a 12-month period because they could not access the flexibility they needed.
• In our most recent research with 1,000 workers in Scotland, flexibility was the most desired workplace benefit after pay and for a significant proportion, it mattered even more than that.

Flexible working has become one of the main ways people judge whether a job will work for them and whether an employer is somewhere they can genuinely thrive.

The Gap Between Intention and Experience

Many organisations genuinely want to get this right. A lot of them have made a real start: there is a policy, there is an intention, there is good will.

But when you speak to employees, there is often a gap between what is written down and what people actually experience day to day. It can feel uneven, inconsistent, or simply unclear.

That is really the more interesting question now. Not whether flexible working matters — we know it does. The question is what flexible working done well actually looks like in practice, and how organisations can close that gap so that both their people and their business genuinely benefit.

When It Works: A Real Example

We worked with a small organisation in the tech sector recently. Like many organisations right now, they were under real pressure: tight budgets, ambitious targets, and not much slack in the system.

What they did well was build flexibility into the fabric of how they worked. Jobs were designed and advertised as open to flexibility. Work was shaped around people’s needs, whether that meant part-time hours, different working patterns, or time for childcare and other commitments. People adjusted their hours when needed, worked from home when it made sense, and kept each other informed without layers of approval.

It was built on trust.

The results were clear. They attracted talented people, retained them, and saw high levels of motivation and engagement. And the organisation exceeded its targets.

The CEO was very clear about the connection: when people feel trusted and able to live their lives, they give more back.

The Cost of Getting Stuck

We also hear from organisations where flexibility has not quite landed yet. It is worth understanding what that looks like, not to point fingers, but because recognising it is the first step to changing it.

Sometimes people leave because they cannot find the flexibility they need. But often, they stay and quietly absorb the pressure of balancing an inflexible role alongside caring responsibilities, a health condition, or other commitments. Over time, that takes a real physical and mental toll.

It can also breed quiet frustration, not directed at any one person, but at the system. And that is not a foundation for the kind of engaged, high-performing teams organisations are working hard to build. The good news is that it is very much within organisations’ power to shift.

Three Common Concerns and What the Evidence Shows

When we talk to leaders about flexible working, a few concerns come up again and again. They are completely understandable and worth addressing directly.

“If we introduce flexible working, productivity will drop.”

It is a natural concern. But the evidence paints a much more positive picture. In our research with 250 business leaders in Scotland:

• 84% reported increased productivity
• 87% reported reduced sickness absence
• 86% reported an improved reputation
• 84% reported improved retention

For most organisations, the experience of introducing flexible working has been a positive one. And the business case is becoming harder to ignore.

“It won’t work in our sector.”

This is worth unpacking, because flexibility does not always mean working from home. Sometimes it is about hours, start and finish times, shift patterns, predictability, or how work is organised. The real question is: what genuinely has to stay fixed, and what could flex?

We saw this in action at a manufacturing business we worked with. A group of workers in their late 50s and early 60s were starting to feel the physical impact of the job. Several said they would happily stay on longer if they could move to part-time hours. But they had never asked.

When we asked why, they said: “Nobody on the shop floor does part-time.”

Nobody had written that rule down. The business was already finding it hard to recruit, and was close to losing experienced, skilled people over an assumption that had simply never been challenged. A conversation was all it took to open that up.

“If we allow this, we’ll lose control.”

Organisations that do this well are not losing control; they are exercising a different kind of it. They are being clearer about what needs to be delivered, giving people more autonomy in how they get there, and building genuine trust into the relationship. That is a shift in how you manage, not a step back from managing.

Three Things That Make the Difference

If the gap between policy and practice is where things often fall down, here is where to focus.

1. Design flexibility around the work, not assumptions.

Look carefully at roles. Talk to your people. Ask what genuinely needs to stay fixed and what could work differently. Too often, organisations decide something cannot flex before they have properly tested whether it could — and the answer sometimes surprises them.

2. Support your managers.

Managers are often the make-or-break point. They have a huge influence on how flexibility is experienced day to day and they deserve proper support to do that well. Training and guidance can help them have better conversations, set clear expectations, and make confident, consistent decisions. When managers feel equipped, flexibility feels fairer for everyone.

3. Make flexibility visible.

People need to understand what is possible and how decisions are made, because if they do not, they fill in the gaps themselves. And those assumptions often become the barrier. That is exactly what happened in the manufacturing example: nobody had banned part-time working, but people had simply learned it was not really for them.

And if you are already doing flexibility well, do not keep it quiet. Talk about it in your recruitment materials, on your website, in job adverts and in conversations with candidates. It does not just help attract talent; it signals the kind of employer you are. One that trusts people, supports them, and is willing to adapt.

The Opportunity

Flexible working done well is not about having the perfect policy. It is about what happens day to day: what managers say, what employees believe is possible, and whether work has been designed in ways that work for real people in real roles.

When organisations get that right, the benefits are real and tangible: stronger retention, protected skills and knowledge, better performance, and more diverse and resilient teams.

And ultimately, a reputation as somewhere people genuinely want to work and stay.

Ready to Take the Next Step?

Whether you are just starting to think about flexible working or looking to strengthen what you already have in place, we would love to hear from you.

Flexibility Works supports organisations through manager and staff training, leadership and business consultancy, employability programmes and accreditation. Whatever stage you are at, there is a way we can help.

Get in touch at hello@flexibilityworks.org and we will take it from there.

And if you are not already on our mailing list, sign up here for research, practical insights and the latest thinking on flexible working.

The post The Gap Between Policy and Practice: What Flexible Working Done Well Actually Looks Like appeared first on Flexibility Works.

The Flexible Workplace Accreditation is the first of its kind in the UK, and ten organisations in Scotland have now become the first to achieve it through the pilot, giving a clearer picture of what good flexible working looks like in reality.

There’s been a quiet shift happening in workplaces across Scotland.

Not a big policy overhaul or a dramatic redesign of work, but something more gradual than that. Small changes. Thoughtful decisions. Managers trying things. Teams figuring out what works day to day.

And now, we’re starting to see how that comes together.

At our recent launch event, sponsored by Quorum, we recognised the first organisations to achieve the Flexible Workplace Accreditation, becoming Scotland’s first accredited Flexible Workplaces.

It was a really positive moment to bring these organisations together and reflect on the progress they’ve made, and the work behind it. The conversations, decisions and commitment it takes to make flexible working work well.

Pamela Mundt, Head of Marketing at Quorum, said:
“We really believe in what Flexibility Works are doing. This accreditation supports better outcomes for employers and employees, particularly those in lower-paid roles, where flexibility can make a real difference to people’s lives.

We want to use our experience as a flexible employer to help others, support organisations across Scotland, and play a responsible role in the Scottish business community.”

Scotland’s First Accredited Organisations

We were proud to recognise:

• Accountability Edinburgh
• Barrhead Housing Association
• Cyber and Fraud Centre – Scotland
• Flexible Childcare Services Scotland
• Greenspace Scotland
• Into Work
• Melville Housing Association
• Scullion Law
• Social Investment Scotland
• Working Rite

They represent different sectors, different roles and very different ways of working.

But they all share something important.

They are creating workplaces where flexible working works in practice, and where people can feel the difference day to day.

These aren’t just organisations with a policy in place. They’re teams and leaders who have made conscious decisions about how work works, and how it can work better for their people.

A well thought out approach

This accreditation has been shaped by more than 15 years of experience working directly with employers across Scotland, alongside input from an advisory board and organisations working in different sectors and roles.

That matters, because what works in one organisation will look different in another and the accreditation assessment process has been shaped to reflect that. It focuses on what works in practice and gives organisations a way to step back, understand their approach, and build on what’s already working for their people and their business.

Lisa McPherson, Group People Director UK & Europe City Facilities Management Holdings (UK) Ltd and Advisory Board Member at Flexibility Works, said:
“These days, I think most organisations recognise the importance of flexible working, but many are still working out what good looks like in practice. It isn’t a one size fits all approach, it varies by business, role and the needs of a multigenerational workforce. The Flexible Workplace accreditation gives organisations a straightforward, practical framework and support to help them get there.”

Why they chose to do this

For many of these organisations, the accreditation felt like a natural next step.

They were already doing good things, but wanted a clearer way to bring consistency, confidence and visibility to their approach.

In particular, they told us they wanted to:

• show their commitment to their people
• gain external recognition
• build on the progress they had already made

It wasn’t about ticking a box.

It was about taking something they already cared about and making it work more clearly, consistently and confidently across their organisation.

As one organisation shared:
“We knew we were doing a lot already, but this gave us a way to bring it together and show that clearly, both to our team and externally.”

What they valued about the experience

One message came through clearly from every organisation: the process worked.

It was described as simple, straightforward and not onerous. More importantly, it felt supportive, like working in partnership.

Organisations valued having the space to step back, reflect and think about what good flexible working looks like in their context.

As one organisation put it:
“It was straightforward and supportive. It didn’t feel like an audit. It felt like something designed to help us improve.”

Two things stood out in particular.

Hearing directly from their own people helped them understand what’s working, where things vary, and how flexible working is really experienced day to day. Clear, practical recommendations then gave them a way forward, helping them prioritise and move ahead with confidence.

As Lorna Wilson, CEO of Barrhead Housing Association, said:
“It is a timely and modern process, with lots of support to help us continually improve.”

What they’re already seeing

Even at this early stage, organisations are seeing real impact.

They are talking more openly about flexible working, creating more clarity across teams and building trust.

In practice, that looks like improving internal guidance, embedding flexibility into onboarding, and continuing conversations with staff about what works.

These changes may be simple, but they are meaningful, and they are already shaping how people experience work day to day.

As one organisation shared:
“It’s helped us have more open and honest conversations about how we work, and that’s already making a difference.”

Why this matters for businesses and for people

Flexible working is becoming an important part of how organisations attract, support and retain their people.

What these organisations show is that flexible working can work across different roles, sectors and environments, when it’s designed thoughtfully and supported in practice.

When it works well, people feel it in the culture, in the conversations, and in how they are able to do their job and live their life alongside it.

Sharon Gillies, Chief Operating Officer, Social Investment Scotland said:
‘Achieving accreditation as a flexible workplace was an important milestone for Social Investment Scotland, reflecting our commitment to embedding flexible working into how we operate. At SIS, our flexible working policy is grounded in our core values and underpins a culture of trust, balance, and high performance.

This approach enables our people to work in ways that support productivity and wellbeing, while strengthening collaboration across a diverse and cohesive team. Flexible working is central to our people centred culture, one in which individuals are empowered, trusted, and motivated to contribute their best. Through these principles, SIS attracts and retains talented people while actively promoting a healthy and sustainable work–life balance for all.’

And from Melville Housing Association:
“The accreditation helps us show we really care about people… and connect with like-minded organisations.”

A shared commitment

Lisa Gallagher, Co-Founder of Flexibility Works, said:
“We’re incredibly proud of these organisations and what they’ve achieved. Hearing the stories from their staff, about what flexible working means in their day-to-day lives, has been powerful.

These are organisations who have made conscious decisions about how work works, creating environments where people can do great work and have a life alongside it.

That’s what brings this group together, a shared commitment to being great employers, strong organisations, and part of something bigger.”

Lyndsay Fraser Robertson, Programmes and Practice Officer, The Robertson Trust, said:
“Flexible working is fundamental to fair, high quality jobs, especially for people on the lowest incomes. It should be a standard feature of good work, not something dependent on role, income or individual managers.

“This accreditation provides a clear, credible benchmark for what effective flexible working looks like in practice, helping more people to enter work, stay in work and thrive.

The Robertson Trust is committed to supporting work that can drive lasting change on poverty and trauma in Scotland. As part of this, we want to see a Scotland where paid work offers a reliable route out of poverty, and we are proud to support an initiative that can improve job quality and transform lives.”

More than recognition

For these organisations, accreditation is more than a badge.

It’s something they are already using to strengthen recruitment, demonstrate their values, support funding and award applications, and connect with like-minded organisations.

It gives them a clear, credible way to say this is how we work, and this is what we stand for.

Not quite there yet? You’re not alone

We know not every organisation will feel ready for accreditation straight away.

Many employers are already offering some flexibility, but want to build confidence, consistency or clarity before taking that step.

That’s exactly why we’ve developed the Flexible Workplace Accelerator, a supported programme that helps organisations strengthen their approach using the same framework, at their own pace.

Thinking about it for your organisation?

If you’re already offering flexible working, even in small, everyday ways, you might already be closer than you think.

That’s often the starting point: recognising what’s already there and building on it in a structured, supported way.

👉 Learn more about the Flexible Workplace Accreditation
👉 Join our online information session on 23rd April to find out more

The post Scotland’s first Flexible Workplaces: 10 organisations leading the way appeared first on Flexibility Works.

At Scotland’s first Flexible Working Summit, supported by the Scottish Government, employers, policymakers and experts came together to focus on one of the biggest remaining challenges, how to extend flexibility into frontline and service-led roles. Because while flexible working is now common in many desk-based jobs, access is still uneven, and that gap matters.

Our latest research shows that flexible working has the potential to support up to 25,000 more people into employment in Scotland, particularly parents, carers and people with health conditions. But only if it works across more roles.

The flexibility gap, and why it matters

Flexible working is now the norm for many people. But not for everyone.

Frontline roles are still far less likely to offer flexibility, even though the demand is there, and the impact is real.

For some people, a lack of flexibility means:

• not being able to take a job
• not being able to stay in work
• or not being able to progress

Closing that gap isn’t just about fairness. It’s about workforce participation, business performance and the wider economy.

What employers are already doing (and what’s working)

One of the strongest themes from the Summit was this: Flexible working doesn’t need to be a big redesign and Iin many cases, it starts with small, practical changes.

Hearing directly from employers made that clear.

Small changes making a big difference

Employers from across different sectors shared what this looks like in practice, in their own words.

Linda McCall, Co-owner and Financial Director at Alba Facilities Services

“we have given our team at Alba the gift of time, a day a week to choose how they want to spend it. Staff turnover dropped by 20%, overwhelming sense of loyalty, focus on effectiveness rather than working hours”

Janette McAllister, Managing Director at McAllister Litho Glasgow

“We adjusted our rota planning to give staff more say in when they work, and it’s had a really positive impact, smoother coverage, fewer last‑minute changes, and a team that feels genuinely more supported.”

Stephen Currie, Managing Director, R&W Scott

“The change we made was more of a change of mindset, and being open to suggestions to accommodate flexibility in some way for every role in our business. The result has been improved morale and an ability to attract candidates we may previously have missed out on.”

John McMorrow, CEO, Melville Housing Association Melville Housing Association

“We introduced a 4-day working week whilst paying staff for 5 days as part of our flexible working arrangements.

This change has had a significant impact on the work life balance of our staff whilst ensuring that we continue to meet all our key performance indicators.

One staff member has stated “Melville is one of the best places I’ve ever had a job….they’re very focussed on us as people, as well as workers”

Across these examples, a clear pattern emerged. These weren’t large-scale redesigns, but small, practical adjustments, often built around what teams needed day to day, and the impact is significant. These changes are helping organisations improve retention, compete in tight labour markets, support staff wellbeing and maintain performance. In many cases, flexibility is offering something employers can’t compete on elsewhere: time and autonomy.

What we heard from leaders

Across the day, a consistent message came through.

Nikki Slowey, Co-Founder of Flexibility Works, said:

“Our research shows flexible working is already improving productivity, wellbeing and retention across Scotland, but too many people are still locked out depending on the role they do.

The opportunity is significant. Flexible working could support up to 25,000 more people into employment, but only if we make it work across more sectors and roles.

This Summit is about turning that evidence into action, showing employers what’s possible in practice and supporting them to take the next step. And often, that starts with one small, practical change.”

Flexible working isn’t one-size-fits-all. But organisations that are doing it well are taking a thoughtful, tailored approach, balancing what works for their people with what works for their business.

Professor Nick Bloom, one of the world’s leading experts on hybrid working, reinforced the business case:

“There’s a lot of evidence that hybrid is actually more profitable… once you’re in three days a week, coming in four and five doesn’t really affect performance, but it cuts costs a lot, because turnover is really expensive.”

Leadership also came through as a critical factor.

Claire Brumby said:

“Flexible working doesn’t fail because of policy — it fails because of leadership. The real shift is moving from control to trust, and recognising that small, human decisions made every day create the biggest impact for both people and performance.”

And Aileen Campbell, CEO of Scottish Women’s Football, highlighted what flexibility signals:

“Flexible working sends an explicit message of the type of environment employers are seeking to create, one that values the people at the heart of their business and recognises that life is complicated and doesn’t fit neatly around the 9–5. For me personally, as a mum and as my parents get older, that means a great deal and helps me be present in the lives of those I love.”

What we heard from employees

The Summit also brought in employee voices, and these grounded the conversation in reality. Flexible working isn’t an abstract idea, it shapes everyday life for people, their families and the wider community.

It affects:

• whether someone can manage childcare
• whether they can stay in work
• whether they can balance health, family and income

For many people, flexible working isn’t a preference, it can be what makes work possible.

From policy to practice

The shift now is clear. Flexible working isn’t about policies sitting on paper, it’s about how work actually works, day to day.

What the Summit showed is:

• flexibility is possible in more roles than many employers think
• small changes can unlock significant impact
• and many organisations are already closer than they realise

What happens next

Scotland has an opportunity to close the flexibility gap, bring more people into work and build stronger, more sustainable workforces. Flexible working isn’t about working less, it’s about working differently, in ways that support both people and performance. And for many employers, the next step isn’t a big leap, but starting small and building from there.

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Through honest conversation, practical examples and inspiring insights we’ll show you how small changes to how work is structured can improve recruitment, retention and progression, while giving people greater stability, choice and opportunity.

This is a B2B space to learn, connect and reflect alongside peers who care about building resilient, inclusive businesses. You will leave with practical tools and fresh ideas that you can apply immediately, and renewed confidence that flexible working is both achievable and commercially smart.

Set in a relaxed, welcoming environment with time for discussion and collaboration, this one-off summit offers a rare chance to be a part of a growing movement shaping a more flexible, family-friendly future of work in Scotland.

Speakers (including some you might not expect!) to be announced soon…..

With thanks to the Scottish Government for funding, we are delighted to be able to offer this event complimentary. Places are limited and we know demand will be high. Book your space today.

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This year marks the sixth year that Flexibility Works has tracked flexible working in Scotland. In this one-hour online session, we’ll share insights from Flex for Life 2026, based on this year’s survey data from:

• Over 1,000 workers
• 250 senior business leaders
• 200 unemployed adults actively looking for work

Together, these responses provide a clear, up-to-date picture of how flexible working is being used — and where challenges remain.

In the session, we’ll explore:

• What’s genuinely changing, what’s staying the same, and what’s often misunderstood
• Who flexible working is opening doors for — and who may still be missing out
• What the evidence shows works well in practice, and what employers may want to consider next

The session is grounded in real data and real experience, and is designed to help employers make sense of the current landscape and approach flexible working with greater confidence.

All attendees will receive the Flex for Life 2026 report by email after the event.

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• It helps employers attract and retain talent in a competitive market.
• It supports parents and carers, widening the available workforce and reducing barriers to employment.
• It can boost productivity, wellbeing, and engagement, which benefits us all

Join us for a practical and inspiring event sharing key learning from Time to Flex, a local project exploring how flexible working can benefit both businesses and people.

Join us at this to hear directly from East Renfrewshire employers about what flexible working looks like in practice, why they’ve embraced it, and the impact it’s having on their organisations. You’ll also hear from employees about how flexibility has changed their lives.

This event is primarily aimed at local employers interested in flexible working, but is open to anyone with an interest — including parents, policymakers and those keen to learn from real-world experience.

Expect honest insights, best practice, fresh ideas and the chance to connect with like-minded peers.

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What You’ll Learn

• Evidence-based insights: How flexible working impacts recruitment success
• Vacancy planning: What to consider before advertising
• Maximising job ads: Tips for promoting flexibility effectively
• Candidate conversations: When and how to discuss flexible working
• Legal obligations: Upcoming legislation changes you need to know

Why Join?

• Practical strategies you can apply immediately
• Expert guidance on fair and flexible recruitment
• Stay ahead of legal changes

FREE tickets:
Just complete your details, including your work email address, and a Teams meeting request will be sent direct to you.

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We submitted evidence to the committee, so we were keen to see their report, which was published last week, and makes a series of recommendations for employers and policymakers. If you don’t fancy reading the (very thorough) 144 page report, our director Nikki Slowey gives her take on what you need to know.

Hybrid is here to stay

UK data shows about four in ten workers work from home at least some of the time, and this isn’t shifting. The report also points out that lots of ‘return to office’ mandates reported by the media are, in fact, the formalisation of hybrid arrangements setting out specific instructions, such as a number of days required in the office each week. Everyone is not going back to the office.

Training and proactivity is key

The committee heard lots of evidence about the benefits of hybrid working for workers as well as for employers, such as reduced costs in office space, reduced sickness and absence rates and better recruitment and retention.

Speaking about the research, the committee chair, Baroness Scott of Needham Market, said: “Effective management of hybrid working is key in allowing people to reap the collaborative benefits of attending the office as well as the flexibility to work from home. If it is done well, hybrid working has the potential to be the best of both worlds. However, due to under-investment in management training, the skills needed to successfully manage hybrid working are lacking.”

Training managers really is key to making a success of hybrid working. As is being intentional and proactive in creating opportunities for connection and collaboration, for example, by using anchor days so teams come together regularly.

We’ll gently mention here that we run workshops for managers and teams on how to create great hybrid working full of connection and collaboration opportunities…

And we’ll point out that our recommendation for Government-funded training for SMEs on effective hybrid working was specifically mentioned in the report too.

Employers missing a trick in recruitment

Recruitment was discussed with the report noting the scarcity of hybrid and home working in job adverts – just 12% mention home working. There was genuine surprise and bafflement from the committee as to why employers don’t mention this more. Particularly because the committee also heard 39% of all workers work from home at least some of the time, that workers value hybrid as much as an 8% pay rise, and that offering home working helped employers recruit better and more diverse staff. We’ve said it before, and we’ll say it again, if you offer flexible working – shout about it when you’re recruiting. You really are missing a trick if not.

We got another name-check in this section of the report, for our recommendation that UK and devolved governments should ensure including flexible working options in public sector job adverts becomes standard practice.

Hybrid helps people into work

We were pleased the report highlighted the impact hybrid and home working can have on people’s ability to get into work.

Baroness Needham said: “The increased flexibility of remote and hybrid working can be especially beneficial to people with disabilities and to parents or carers, and may help them to work where they couldn’t previously. If the Government wants to encourage more people back into work, then it should look into the potential of remote and hybrid working alongside existing back to work initiatives.”

This is something we’ve also long championed for all types of flexible working, not just hybrid.

What next?

If your own hybrid policy was created several years ago in the wake of the pandemic, perhaps it’s time to revisit? You can look at your own data and staff feedback to see where things are going well, and where you can improve.

We also offer bespoke consultancy and a range of one-off workshops that can help you and your teams update and enhance your hybrid (and all flexible working) so it works harder for your people and your organisation.

Working Well as a Hybrid Team – Our half-day, in-person interactive workshop for hybrid teams, to help strengthen team connection and communication, helping hybrid teams work more effectively now and in the future.

Flex Explore – Our practical and engaging workshop designed to give managers the tools and confidence to manage flexible teams successfully. This training offers straightforward strategies and insights to help managers and teams thrive in a flexible work environment.

Flex Forward – Equip your managers with the skills and strategies needed to lead high performing flexible teams. This training offers advanced strategies and insights to help managers lead effectively in a world where flexible working is the norm and the way we work has fundamentally shifted.

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