A wake-up call for employers, new research from the CIPD has revealed a striking trend: around 1.1 million UK employees quit their jobs last year due to a lack of flexible working. That figure comes from just 3% of surveyed employees, but when applied across the UK workforce, it highlights a talent drain employers can’t afford to ignore.

At the same time, the CIPD found that more than half of employees (53%) feel under pressure to spend more time in the office. With 51% of organisations already mandating at least three days in the workplace, and another 14% planning to increase requirements, many businesses are tightening their grip.

The message from employees, however, is equally clear: flexibility is no longer a “perk”.

The business risks of ignoring this shift are significant:

  • Retention risk: The 1.1 million figure shows that inflexible policies can lead to good people exiting the business. Replacing them is not only costly but can be disruptive and reduce productivity.
  • Engagement and productivity: Four in five workers told CIPD that flexible working improves their quality of life, and a third say it has boosted their career prospects (up from 22% in 2022). That suggests that flexibility and performance often go hand in hand.
  • Legal and reputational risk: The right to request flexible working is likely to be strengthened by the Employment Rights Bill. Overly rigid return-to-office policies could expose employers to grievances, discrimination claims (particularly for carers or disabled staff), and associated reputational damage.

Why employers are pushing back

Employers are not acting without reason. Many leaders are concerned about:

  • Rebuilding culture and collaboration
  • Supporting early-career development and mentoring
  • Ensuring fairness between remote-capable and site-based roles
  • Preserving innovation and productivity

These are legitimate concerns. But a one-size-fits-all approach risks creating more problems than it solves.

How to get it right: practical steps for employers

  1. Define the “why” clearly: Explain the business rationale behind office attendance. Is it collaboration, client service, or training? Employees are more likely to accept policies when they see the purpose.
  2. Avoid rigidity: There is a place for blanket policies, but consider if they are needed as they can alienate staff. Consider role-based frameworks, core collaboration days, or team-led scheduling.
  3. Other flexibility models: Offer a range of hybrid arrangements and make them accessible by default. Flexibility can mean adjusted hours, compressed weeks, or location choices, not just remote work.
  4. Engage with staff feedback: Regularly consult employees. Use surveys, focus groups, town halls or pilot schemes to understand what works.
  5. Assess equality impacts: Review whether mandates disproportionately affect certain groups, as this can lead to discrimination risks. Document reasoning, considering both aims and proportionality will reduce legal risk.
  6. Review and refine: Treat hybrid working as a living policy. Revisit regularly and be willing to adapt.

Striking the balance

The CIPD’s research indicates that flexibility can risk losing talent, while those that embrace it can boost retention and performance as well as strengthening their workplace culture for the future.

Mandating office attendance without nuance is a short-term fix that risks longer-term issues. Employers need a balanced, evidence-based approach that supports business needs while recognising employee expectations.

At Ellisons, we are helping employers navigate this delicate balance, ensuring that decisions taken by employers are both commercially effective and legally robust.  Contact the Ellisons Employment Team on 01245 847636.

Bar chart showing the contrast between why employees are leaving versus why employers are mandating office attendance.

The positive impact of flexible working on employees’ quality of life and career prospects, with the clear growth from 2022 to 2025.