Flexible Working: How to make It work for culture and performance
Flexible working only works when it supports culture and performance. It’s often treated as a perk. But the research is clear: when flexibility is designed around people, not convenience, you improve mental health, job satisfaction and output.
What flexible working actually changes
Flexible working reshapes:
how people manage energy
how teams communicate
how decisions get made
how workload is shared
how trust is built.
These factors sit at the centre of culture. So, when flexibility is poorly designed, culture absorbs the impact.
What the evidence shows
Two recent research studies stand out.
A systematic review found that employee-oriented flexible work boosted mental health. This wasn’t about gimmicks. It was about giving people meaningful control over how they structure work.
Another review showed a moderate positive effect between flexible working and performance. In practice, this means output improves when flexibility is supported, not when it’s squeezed into rigid processes.
So flexibility isn’t a threat to performance. The opposite. It strengthens it.
Where organisations go wrong
Problems rarely come from flexibility itself. They come from gaps in culture or clarity. You see this when:
Communication becomes inconsistent
Workloads shift unevenly
Expectations aren’t clear
Leaders don’t reset boundaries or priorities
Hybrid patterns create pockets of exclusion
These are culture issues, not logistical issues.
What good looks like
Organisations that get flexibility right do simple things well.
1. They set clear expectations
People know what they’re responsible for, how decisions are made, and how success is judged. This reduces stress and avoids misunderstandings.
2. They make communication deliberate
Teams agree how and when they connect. They use fewer channels, not more.
3. They strengthen relationships
Leaders invest time in building trust between people who aren’t always in the same place.
4. They review workload often
Flexibility can hide pressure. Regular check-ins keep workload fair and manageable.
5. They focus on outcomes, not presence
This is the biggest shift. When the focus moves to results, people stop wasting time proving they’re “online”. Performance actually improves.
Why this matters for culture
Flexible working exposes the quality of your culture.
If trust is low, flexibility feels risky.
If clarity is weak, flexibility leads to confusion.
If relationships are strained, flexibility increases distance.
But when culture is healthy, flexibility becomes a strength. People feel supported, able to manage pressure, and able to give their best.
The message is simple: flexibility works when culture works.
References:
Joyce, K., Pabayo, R., Critchley, J., & Bambra, C. (2022). Employee-oriented flexible work and mental health: Systematic review. National Library of Medicine.
Kotera, Y., et al. (2024). Flexible working arrangements and employee performance: Mini-review. Frontiers in Psychology.
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