Flexible Working in 2026: Rights, Requests and Trends

Flexible working isn’t just a 2020s “trend” it’s now a core business decision for UK employers. For SME owners in particular, getting flexible working right isn’t just about employee expectations; it’s about compliance, productivity, and staying competitive in 2026 and beyond.

Flexible Working by the Numbers – UK Trends in 2025-2026

Before we dive into rights and best practice, let’s ground this discussion in the latest UK data on flexible working:

• Around 28% of working adults in Great Britain were in hybrid working arrangements in early 2025 (i.e., splitting time between the office and home), and around 13-16% worked fully remotely – with hybrid work growing since 2022.
• UK employees work an average of 1.8 days per week remotely, above many international peers.
• 74% of organisations in the UK report having hybrid working in place, with many linking this to positive impacts on recruitment and retention.
• Despite legislative changes expanding flexible working rights, 70% of employees and around 40% of employers were unaware of the new “day one” right to request flexibility.
• There is unmet demand for a range of flexible options beyond hybrid work – including four-day weeks, flexi‑time and compressed hours – when these are available.

For business owners, this paints a clear picture: flexible working is no longer a niche benefit. It’s increasingly an expected part of the employment offer, and businesses that don’t have a clear, workable approach risk falling behind or handling requests inconsistently.

Understanding Employees’ Legal Rights in 2026

UK employment law has changed significantly around flexible working.

• Employees can now make a flexible working request from day one of employment – no minimum service requirement.
• They can make two requests in any 12‑month period.
• Employers must respond within two months (including internal appeal) and consider requests reasonably, consulting where appropriate.
• Employees are protected from detriment or dismissal for making a request.

Although employees have a statutory right to request, there is no automatic right to have a flexible working request granted, approval must still be balanced against genuine business needs in a transparent way.

The risk for employers isn’t usually the decision itself; it’s how requests are handled. Delays, poor records, or inconsistent reasoning are what most commonly lead to grievances or claims.

Common Misconceptions About Flexible Working

Just as with other workplace topics, myths can cloud thinking:

• Flexible Working Is Only for Parents or Carers
  Not true – flexibility can benefit employees at all life stages and in many roles.
• Flexible Workers Are Less Productive
  Evidence increasingly shows that when well‑managed, flexible working can maintain or even boost productivity.
• Only Office Roles Can Be Flexible
  While hybrid and remote are most common in desk‑based roles, many flexible arrangements (e.g., compressed hours, staggered shifts, flexi‑time) can support frontline and shift‑based work too.

Relying on outdated assumptions can quickly lead to inconsistent decisions, employee relations issues, or discrimination risk, particularly where flexibility is granted informally to some but not others.

What Flexible Working Looks Like in Practice

Flexible work comes in many forms, and employers need to think beyond a simple hybrid model:

Type	What it Means
Hybrid Working	Split between home and office
Remote First	Work done primarily outside office
Flexi-time	Variable start/finish times within set bounds
Compressed Hours	Same total hours, fewer workdays
Annualised Hours	Hours spread over a year, not week to week
Job Sharing	Two people share one role

How Employers Can Build Better Flexible Working Practices

Here’s how business owners can turn flexible working into a strategic advantage:

1. Update Your Flexible Working Policy

Policies should reflect current UK law (day‑one rights, request process, timelines) and clearly explain both formal and informal flexibility options.

2. Educate Managers on Reasonable Consideration

Train managers on how to hold consultative conversations and record legitimate business reasons when refusing requests – consistent handling reduces reputational and legal risk.

3. Communicate Clearly and Often

Many employees are unaware of their rights, including the day‑one request right. Clear communication builds trust and encourages engagement.

4. Offer Real Choice Within Business Needs

Flexibility isn’t just “office versus home.” Think in terms of hours, patterns, communication preferences, and task types to create options that work for both parties.

5. Monitor Impact and Adapt

Collect feedback and keep an eye on key metrics like turnover, performance, absenteeism and engagement to evaluate how flexible working is performing in practice.

Final Thoughts for Business Owners in 2026

Flexible working continues to evolve. In 2026, it’s not only about having a policy – it’s about making it work well for your organisation and your people. When done thoughtfully, flexibility can support attraction, retention, wellbeing and productivity – especially for SMEs competing with larger players for scarce talent.

How We Can Help Your Business

At Hallidays HR, we support with:

• Flexible working policy creation and review
• Manager training on handling requests
• Employee communications and engagement planning
• Flexible working audits and improvement roadmaps

If you’re unsure how to update your practices, handle an increase in requests, or make flexible working part of your talent strategy – reach out. Let’s turn flexibility into a strength for your workplace.

How Hallidays HR can help

If you would like to discuss any of the above in more detail, then please do not hesitate to contact us on 0161 841 1660 or email hr@hallidayshr.co.uk. And of course, visit the website: Hallidays HR Website  and our LinkedIn page: Hallidays HR LinkedIn