Even before the Covid-19 pandemic, flexible working was on the rise. An estimated 75% of employees in Europe had some degree of flexibility in their working schedule, with up to 90% in The Netherlands and Scandinavia, for example (OECD, https://www.oecd.org/els/family/Be-Flexible-Backgrounder-Workplace-Flexibility.pdf). Yet, even when a significant proportion of work tasks could be done flexibly, studies estimated that less than 20% of UK employees were able to do so (MANAGING EMPLOYEES DURING THE COVID-19 PANDEMIC: Flexible working and the future of work (Forbes et al.)).

The enforced homeworking during Covid-19 lockdown changed this picture dramatically. According to the same study, managers said that more than 80% of their employees were now working flexibly. While some companies were traditionally reluctant to offer flexible working, the crisis forced them to accept large-scale homeworking. Initial conclusions paint a rather rosy picture.

Firstly, technical obstacles, such as access to collaborative tools, that had prevented flexible working previously had to be removed almost overnight. Communication systems, security protocols, home workspaces etc. had to be tackled ‘in one go’. This process was undoubtedly bumpy for many organisations as highlighted by ongoing discussions as to whether Zoom is a secure remote communication tool and should be used. By and large, though, the move to large-scale flexible working which would otherwise have taken years to accomplish had to happen quickly. While this involved some experimentation, risk-taking and cutting corners, it also meant that crucial practical insights into how large-scale flexible working can be made to work for individuals and organisations were gained and can now be used to refine the newly created flexible working arrangements.

Secondly, qualms about whether productivity can be maintained in flexible working were largely assuaged during the crisis. One study found that 90% of surveyed employees got done at least as much work – and often more – during lockdown than before (Flexible working: lessons from the great work-from-home mass experiment (theconversation)). Similar results were reported more widely and got business leaders’ attention. For example, Twitter announced that all staff would be allowed to work from home ‘forever’, while Facebook executives expect half of its employees to work remotely by 2030 at the latest. Some large public-sector organisations broadened the scope of flexible working at least temporarily, but it is likely that many of the flexible working arrangements developed during the Covid-19 pandemic are to stay in the longer term.

Thirdly, there is evidence that many employees like being able to work more flexibly. According to one survey, seven out of ten employees would prefer to continue working from home for at least part of the working week even after the Covid-19 hazard no longer exists (Don't say goodbye to Zoom yet: most people want to get back to the office, but not for the full week (theconversation.com)). Such hybrid arrangements would enable employees to plan their work more strategically, reserving collaborative tasks for the days in the office and intellectually challenging ones for their days working from home, for example. In other words, there seems to be scope to get ‘the best of both worlds’ by replacing some commute time with ‘me time’ (People are missing their daily commute in lockdown – here's why (theconversation.com)).

Such wider acceptance of flexible working is certainly welcome. Yet, legislators, organisations and individuals would do well to continue mitigating against the negative effects of flexible working that we have highlighted previously (How mobile working ruins work-life balance – unless you've got a good manager (theconversation.com)). In addition, productivity gains may go hand in hand with overwork and stress as people struggle to ‘switch off’ from work (What the great work from home experiment has taught us about the way we work (theconversation.com)). Large-scale homeworking may result in a deterioration of people’s mental health (How remote working can increase stress and reduce well-being (theconversation.com)) due to isolation among those who live alone, for instance. There also a danger that flexible working exacerbates class distinctions with some having secure jobs with access to flexible working arrangements and adequate homeworking conditions and others on precarious jobs / jobs that require social contact and often difficult living arrangements (Vulnerable workers have been hit hardest by the pandemic – this is why (theconversation.com).

Reflecting on one year of homeworking during Covid-19, we cannot but commend the progress made in enabling more people to work more flexibly. Yet, the risks of flexible working remain present with more work required to address them for the long-term benefit of individuals, organisations and national economies.

Dr Stefanie Reissner

Reader in Management and Organization Studies

Newcastle University Business School

Dr Michal Izak, SFHEA

Reader in Business and Management

People & Organizations Research Cluster Lead

University of Roehampton Business School