A recent report by Zenefits found that 77% of U.S. small business employees cite flexible working as a major consideration in a new role. With this insight, flexibility moves from being a perk to a requirement for most organizations. However, the same study shows only 67% of organizations have flexible working, and that 21% of surveyed employees were considering leaving because the flexible working on offer wasn't fit for purpose. There is a massive delta between expectation and reality for those requiring flexibility in their working schedule.

What is your organization doing to keep up with demand?

What is flexible working?

It’s a term used to cover a vast array of approaches, and its meaning varies between organizations. It mainly refers to any level of flexibility in working hours, from the ability to start half an hour later to miss rush hour, all the way to working from an exotic location at times that suit you.


At Beyond, we prefer to use the term “agile working,” which we define as a working approach that focuses less on constraints that, when too rigid, hamper collaboration, and more on encouraging team flexibility and freedom. This allows for greater concentration on output, business needs and employee comfort. This definition helps team members self-manage their schedules, particularly when combined with four guiding principles:











Kate Rand

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