Leadership’s role in building fair and flexible workplaces

Earlier this month, we had the pleasure of speaking with flexible work specialist, Belinda Morgan about the evolving role of leadership in building truly flexible workplaces.

Belinda not only unpacked what ‘flexible work’ really means in 2025, but also shared a practical tool leaders can use to create policies that work for everyone. Unfortunately, a technical glitch meant we weren’t able to share a recording of the webinar, but we didn’t want you to miss out on Belinda’s fantastic insights! So here’s the recap of the key takeaways from this insightful and refreshing discussion.

What does ‘flexible work’ mean in 2025 and what does recent research tell us about benefits?

When we talk about flexibility, most of us still picture hybrid or remote work. But Belinda reminded us that flexible work is much broader than simply ‘working from home.’ She outlined three key types:

• Location flexibility (remote or hybrid arrangements),

• Schedule flexibility (adjusted start and finish times, flexible shifts), and

• Time flexibility (part-time roles, job sharing, or compressed workweeks like the four-day week).

This expanded view makes flexibility accessible to everyone—whether you’re in an office, on a shop floor, or working shifts—and helps address fairness concerns that often arise when some roles seem to have more options than others.

The benefits of flexibility are clear. For employees, it means work can integrate more seamlessly into their lives, improving wellbeing, reducing stress, and supporting productivity. Instead of squeezing life around rigid schedules, flexible work allows people to live more balanced, fulfilling lives.

For employers, flexibility is no longer a ‘perk’ —it’s a business necessity. Companies that embrace it see reduced turnover, lower absenteeism, higher productivity, and stronger talent retention. Belinda pointed to a 2022 study by Stanford’s Nick Bloom, which found that hybrid workers performed as well as their office-based colleagues while experiencing 35% lower quit rates—a change that translated into $20 million in annual savings for one company due to reduced turnover and office costs.

The “return to office” narrative is misleading

Despite headlines suggesting a full return to the office, the data tells a different story. Bloom’s research shows that remote work has stabilised at around 25% of the workweek (roughly 1.3 days a week) since early 2023. Australian data published by the Australian Financial Review in March reflects a similar trend.

What’s more, companies that try to mandate more office days often face a ‘compliance gap,’ where attendance barely increases despite policies. In practice, hybrid work has become the norm, especially in large organisations, while smaller and newer companies are even more likely to embrace flexible models.

What are the biggest challenges organisations face creating flexible workplaces?

Belinda highlighted three core challenges leaders need to address to make flexibility work:

1. The fairness problem
When flexible work is equated only with working from home, frontline workers are left out, and resentment can build between office and site-based teams. The solution is to create meaningful flexibility for every role, supported by clear guidelines that set expectations and ensure equity.

2. Poorly designed flex models
Some companies have unintentionally made flexibility chaotic—think back-to-back Zoom meetings from the office, or poorly planned hybrid schedules. Belinda suggests teams should strategically plan in-office days for collaboration, and dedicate home days to focus work. Shared calendars or scheduling tools make coordination simple and effective.

3. Manager skill gaps
Leading flexible teams requires a shift from ‘time in seat’ management to trust-based leadership. Managers must focus on outcomes, support employee wellbeing, and communicate effectively across remote and in-person settings. However, many managers haven’t received training in these skills, making it vital to invest in leadership development.

How can leaders help teams reframe flexible work and create sustainable environments?

Leaders are central to making flexibility succeed, not just as a policy but as part of team culture.

• Focus on outcomes: Belinda emphasised the importance of moving beyond tracking hours and locations, instead trusting people to deliver results in ways that suit their roles and lives.

• Personalise flexibility: Have genuine conversations with team members to understand what flexibility means for them. One-size-fits-all solutions rarely work, and employees feel valued when leaders acknowledge their individual needs.

• Role model flexibility: Leaders should demonstrate flexibility themselves—whether that’s leaving early for family commitments or openly working remotely—so that employees feel safe to use these options without fear of judgment.

Real-world examples back this up: Atlassian lets teams design their own collaboration patterns, Salesforce executives normalise mid-day breaks for family needs, and Unilever has shifted focus from “where and when” to instead working towards what goals employees need to achieve.

What is one thing a manager can do tomorrow to improve hybrid team connection and trust?

Belinda’s answer was simple yet powerful: create a team charter.

A team charter is a shared agreement outlining how your team will work together flexibly while meeting business goals. It encourages open conversations about preferences, needs, and expectations, balancing personal flexibility with team productivity.

Charters often include:

• Collaboration days in the office,

• Core meeting hours,

• Individual focus times, and

• Communication preferences.

When General Mills introduced team charters across 63 teams, employee concerns about returning to the office dropped from 71% to zero—and engagement soared. This approach helped people feel heard while turning flexibility into a practical, inclusive reality.

Where is flexible work headed in the next 5 years?

Looking ahead, flexible work is set to become even more embedded in workplace culture. Bloom predicts a ‘Nike tick’ trend: after the pandemic-driven surge and a plateau, remote and hybrid work will steadily rise again. Younger companies and leaders are already embracing flexibility as a core value, making it clear that the future isn’t about going back—it’s about finding smarter, more sustainable ways to work.

In Australia, momentum is strong:

• Unions are advocating for a four-day workweek,

• The Victorian government plans legislation requiring at least two days of remote work per week for employees,

• And AI-powered tools are emerging to help teams schedule smarter and collaborate seamlessly.

The future of work will be personalised, tech-enabled, and focused on sustainability, benefiting both employees and employers.

If you’d like to explore these ideas further, you can Team Charter Creation Workshop – Belinda Morgan or learn more about her work at www.belindamorgan.com.

And of course, if finding top talent is part of your agenda, creating a flexible workplace is one of the best ways to attract and retain the people you need. Get in touch with our team to connect with our network of talented professionals searching for flexible employers.