When Did Workplace ‘Flexibility’ Become a One-Way Street?
I speak with so many line managers and business owners who care. That is why they automatically approve flexibility requests. You want to be the good manager. You want to support your team. You want them to know you are there for them.
So you say yes to the last-minute dentist trip. You let people nip off early with a quick “I’ll make up the time.” You bend breaks and start times to make life easier. But when you ask for flexibility back, the room goes quiet. Suddenly, you feel as if you are on the losing side. You want to keep people engaged, you want to be fair, but you are also stuck with the contract staring back at you.
Here is the truth. Flexibility is not the problem. The issue is how little time we spend on consideration and planning. Saying yes without a pause is not always the kindest thing. A short conversation, a moment to map out how the time will be made up, can build more trust than an automatic yes. If you think flexibility has weakened managers, think again. The evidence shows it strengthens those who are willing to own it. The question is, are you going to keep feeling beaten by it, or step into the role of shaping it?
Brake Bros Ltd v Hudek: Why It Matters
In Brake Bros Ltd v Hudek [2025] EAT 53, a lorry driver argued he should be paid for every hour worked beyond his “average” shift length. The Employment Tribunal initially agreed with him and awarded around £4,700. On appeal, the Employment Appeal Tribunal overturned this. The reason was simple. The contract already made it clear when overtime or time off in lieu would be paid. There was no need to imply something else.
This was not about the employer being ruthless. In fact, Brake Bros had mechanisms for extra pay and TOIL in place. What the case showed was that employees cannot claim both flexibility and additional payment outside the terms already agreed.
The judgement is a reminder that clarity protects everyone. If your contract says what you mean, there is less room for argument and more space for trust.
Why This Is Good News for Employers and Employees
At first glance this looks like a win for employers, but it is good news for employees too. When managers feel confident about the boundaries, they are more comfortable saying yes. They stop worrying about contracts being misinterpreted. They stop feeling taken advantage of. That means they are more likely to grant flexibility, not less.
For employees that creates more opportunity. More micro-flexibility. More open conversations about what is possible. More problem solving together with your manager, which makes work feel more rewarding.
The evidence supports this.
Research from Business in the Community shows businesses offering flexible working see gains worth up to 20 per cent of annual payroll through improved productivity, retention and reduced absence (BITC, 2023).
Flexible workers can generate up to 43 per cent more revenue and improve performance by 20 per cent compared with disengaged peers (StribeHQ, 2024).
Pilots in the NHS and wider public sector link flexible working to better well-being, stronger commitment and higher job satisfaction, with clear returns on retention and recruitment (IES & Timewise, 2022).
This is not about less flexibility. It is about more considered flexibility.
How Managers Can Build Better Flexibility
Pause before you say yes. Being a supportive manager does not mean automatic approval. Take a moment. Ask how the time will be made up. That pause is not about blocking. It is about creating clarity.
Frame flexibility as mutual. Be open and fair. Say “we want this to work both ways, so let’s agree how.” That sets the tone for collaboration, not confrontation.
Give your managers confidence. Most disputes start at rota level. Equip line managers with the skills and scripts to hold fair conversations. Something as simple as, “You can leave early, shall we plan together when you will make up the time” can transform the outcome.
Check practice against contract. If people are always overrunning, either pay for it, rota differently, or redesign the work. When reality and paperwork do not match, disputes follow.
Celebrate the wins. Share stories where staff worked flexibly and still met business needs. Recognition reinforces behaviour and shows that flexibility is valued on both sides.
Examples in Practice
The UK four-day week trial found that most businesses continued with the model permanently. Across the board, productivity climbed, stress dropped, and retention improved (Financial Times, 2023; Wired, 2023). This shows you that flexibility can be more than a perk… it drives real business results and healthier teams. As a manager, leaning into carefully structured flexibility gives your team permission to thrive, not to drift off. You won’t be watering people down, you'll be unlocking potential.
Family-friendly flexibility in organisations led to significant drops in staff turnover and stronger recruitment outcomes (The Times, 2022). When people feel supported to manage their whole life, not just their work life, they stay. As a manager, you’re not just filling shifts, you’re building loyalty, saving on recruitment time and cost, and giving your team confidence that makes them more engaged and committed.
Hybrid working in the UK makes employees significantly happier, healthier and more productive. In a 2024 study, 75 percent felt less stressed, 74 percent said they were more productive, and 76 percent felt more motivated when working part remotely (The Guardian, 2024) The Guardian. Clear, fair hybrid arrangements don’t dilute oversight, they increase trust, energy, and autonomy. As a manager, that makes your job easier and your team more effective. You’re not losing power; you’re shifting it into mutual trust and empowerment.
The Bigger Picture
This is not about managers saying no. It is about managers feeling confident enough to pause. Flexibility is not weakened by that pause, it is strengthened. Employees gain more chances for micro-flexibility, more trust, and more opportunities to shape how work fits around life. Employers gain clarity, consistency and fewer disputes.
👉 If you are a line manager, what would happen if you paused before saying yes? Could that pause actually lead to more flexibility, more trust, and better results?
Finally? Ask yourself this: are you letting flexibility happen to you, or are you leading it? Because one approach leaves you drained and resentful. The other creates the kind of trust and performance every business is crying out for.
Sources
Business in the Community, Boost to business from flexible working worth up to 20% of annual payroll, 2023.
StribeHQ, Flexible Work Statistics and Facts UK, 2024.
Institute for Employment Studies & Timewise, Reaching Positive ROI on Flexible Working, 2022.
Financial Times, UK four-day week trial: productivity rises as stress drops, 2023.
Wired, With a four-day workweek, everyone wins, 2023.
The Times, Family-friendly offices boost retention and recruitment, 2022.
Wikipedia, Remote Work, 2023.
