THE past few years have reshaped our traditional understanding of the 9-to-5 office routine, highlighting the need for more adaptable work arrangements. As the world gradually returns and redefines what “normal” means, the concept of flexibility at work has emerged at the forefront of discussions.

Numbers show that an overwhelming majority (85 per cent) of employees in Singapore believe flexibility is essential. Interestingly, this is higher than the global average of 66 per cent. However, because the concept of flexibility at work is still relatively new, there is a gap in the perception between Singaporean employees and employers.

Perception differences

Indeed’s Beyond 9 to 5: The Future of Flexibility in Work report has unveiled the substantial gap between what employers believe they offer regarding flexibility and what employees experience. According to our data, 83 per cent of employers claim to provide flexibility in the workplace, but only 61 per cent of employees agree.

This discrepancy is the first indicator that there is room for improvement in how organisations approach flexibility.

The gap is further amplified by the fact that only 21 per cent of employees find themselves in organisations that offer their preferred work arrangement. There must be a significant match between what employees desire and what employers provide. This discord can lead to employee dissatisfaction, decreased morale, and even the risk of talented individuals seeking opportunities elsewhere.

Minding the gap

To understand this disconnect, we need to look at employees’ varied preferences and priorities. Our research reveals that different demographics have distinct desires regarding flexible work arrangements. For example, Gen Z employees are more likely to prefer location flexibility and a hybrid work model, while millennials lean towards hybrid and flexible hours.

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There are also gender-based differences to consider. Female employees are more inclined towards flexible working hours, while their male counterparts tend to prefer a hybrid approach. This reflects the need for organisations to balance personal and parental responsibilities when crafting flexible working policies.

The disparities in perceptions are also seen in different sectors. Take the retail industry, for instance, where the largest mismatch is evident. Only 42 per cent of retail employees feel their workplace offers flexibility, compared to 80 per cent of employers that think so.

In contrast, the finance sector presents the smallest gap between employees’ and employers’ perceptions. Interestingly, in the education sector, employees perceive that they have more flexibility than what employers think they are offering.

The cost of ignoring flexibility

The report highlights a sobering statistic – 34 per cent of employees would consider quitting if their flexible work arrangements were to be revoked. This indicates the importance of flexibility in today’s work environment. It’s no longer a mere perk, but has become a fundamental driver of job satisfaction.

We know that employee churn costs businesses about 33 per cent of an employee’s annual salary. When you do the maths on a third of the workforce leaving due to having their flexible working arrangements revoked, this presents an astronomical cost to businesses.

Coupling this with the discrepancy between employee and employer perceptions, organisations must get serious about building long-term, flexible working policies in their business. Those that don’t will face losses in both top-tier talent and revenue.

Bridging the gap

So how can employers bridge this gap effectively and align with employee expectations? The answer lies in adopting a multifaceted approach.

• Communication: When changes are necessary, employers should openly discuss them with employees, providing clear reasons and expectations.

• Listening: Recognising what employees require in terms of flexibility is crucial. Those in different roles and teams may have varying needs. Talk to individuals and groups and find out what arrangements are most meaningful to them.

• Customisation: Employers must recognise that there is no one-size-fits-all solution for flexibility. Listening actively to employee needs and tailoring policies to accommodate diverse preferences is essential.

• Embed inclusivity: Involve employees in shaping the flexibility policies. This ensures that individual needs are considered, leading to a more balanced approach that caters to everyone.

• Active implementation: Flexibility should not remain just a buzzword. Employers must emphasise the importance of work-life balance and implement flexible policies. This not only boosts satisfaction but also enhances employee retention.

Embracing flexibility can lead to talent retention, creating a workplace where flexibility thrives and employees are more likely to stay committed and engaged.

Can employers provide flexibility for everyone?

The short answer is no, and that’s because flexible work can’t be a one-size-fits-all approach. Different people and businesses have varying values and needs. The key is to consider individuals, their roles, and their teams when crafting flexible policies. Instead of focusing solely on hours worked, emphasise the results achieved.

Flexibility indeed plays a pivotal role in today’s workplace. Employers need to recognise and embrace their employees’ diverse preferences and needs to foster a harmonious and productive work environment.

As we move forward in this ever-evolving world of work, prioritising flexibility, tailoring it to individual preferences, and making it an integral part of work can be the key to attracting and retaining top talent. Ultimately, this leads to healthier, more satisfied workplaces and better outcomes for everyone involved.

The writer is strategy and operations lead at Indeed Singapore and India