The evidence is overwhelming — experts say flexible work must be measured by value, not time

A cross-party roundtable hosted in Westminster by Peter Dowd MP has reaffirmed calls for flexible working to be treated as a fundamental workplace right rather than a discretionary benefit. The session, organised by the Policy Liaison Group on Workplace Wellbeing, brought together parliamentarians including Baroness Lister, alongside leading employers, academics and campaigners to explore how flexible working can drive both economic performance and employee wellbeing.

There was widespread agreement among participants that flexible working is key to modernising workplace culture and boosting productivity. Despite the UK continuing to work some of the longest hours in Europe, productivity levels remain stagnant. Delegates argued that a shift from valuing hours worked to prioritising outcomes is essential.

“Flexible working options have, for the first time in two decades, outstripped pay as the number one thing employees look for in a new job. This is a significant change not just in the workplace, but how British people wish to live their lives,” said Gethin Nadin, Chair of the Policy Liaison Group.

The discussion emphasised that flexible working needs to be embedded in organisational culture—not just as a scheduling option, but as a broader mindset shift. Several speakers warned that legacy management habits and resistance to change remain major obstacles to progress.

Roopa Nagori, Senior Lecturer at Coventry University, argued: “If we want flexible working to succeed, we need to train managers to lead differently. Too often, flexible working is seen as just a change in hours, but it’s a change in mindset. Managers need to move away from measuring performance by attendance and learn to support autonomy and value outcomes. Leadership is the missing link.”

Peter Dowd MP, who previously tabled an amendment to the Employment Rights Bill supporting the four-day week, stressed that these conversations are timely and necessary. “My aim in tabling the amendment was simple: to get the debate about the four-day week moving. We know better working conditions lead to lower absenteeism, greater resilience in the workforce and stronger productivity. With ongoing changes in how we work, including the impact of artificial intelligence, a shorter working week isn’t a radical idea. It’s an inevitable next step, and we need to plan for it properly.”

Supporting the case with data, James Reeves, Campaign Coordinator for the 4 Day Week Campaign, highlighted the measurable benefits: “In our largest pilot, staff turnover dropped by 57%, reported levels of anxiety, fatigue and sleep issues decreased, mental health improved, and 89% of companies chose to continue. In our latest pilot, this grew to 100%. This isn’t about ideology, it’s about results.”

Baroness Lister of Burtersett urged attendees to consider a range of flexible working models: “Much of the discussion is rightly focused on a four-day week, but we should also be thinking about different models of shorter working time. For many women, particularly those with caring responsibilities, a shorter working day might be more beneficial than a shorter working week.”

Other contributions focused on ensuring implementation matches intent. Dr Gemma Dale of Liverpool Business School cautioned that without proper support and structures, flexible work can lead to unintended outcomes. “Flexible work has such power to support wellbeing, inclusion and diversity, but only if we implement it well. That means training managers, supporting people through trial periods, changing systems and ways of working.”

Attendees agreed that the benefits of flexible working extend beyond individual organisations. Gethin Nadin noted: “More than 80% of UK employees say if their employer removed flexible working options, they would look for a new job… [It’s] unlocking tens of billions of pounds for the UK economy by bringing more people into, and back into work, improving public health, particularly among parents, reducing levels of burnout, reducing sickness, and decreasing absence levels.”

The insights gathered during the event will directly inform the Policy Liaison Group’s forthcoming Employer Duty of Care Guidelines, due later this year. These recommendations aim to support organisations of all sizes in adopting healthier, more productive work environments.

About the Policy Liaison Group on Workplace Wellbeing
Established in September 2024, the Policy Liaison Group convenes experts, employers and policymakers to advance workplace wellbeing across the UK. Chaired by award-winning psychologist and author Gethin Nadin and managed by College Green Group, the forum provides evidence-based recommendations to shape government policy and organisational practice. Previous roundtables have focused on women’s workplace wellbeing and mental health.