Resources
Flexibility That Works
Perhaps the most prominent post-COVID workplace trend has been flexibility. From four-day weeks to hybrid rosters and working from home, flexible work has shifted from being a ‘perk’ to an expectation for many Australian employees.
But here’s the catch: flexibility doesn’t look the same in every workplace. What works in an office in Sydney won’t necessarily work on a mining site, or on the floor of a manufacturing plant. That’s why business owners and leaders need to take a practical, tailored approach, one that balances operational needs with employee expectations.
Done right, flexibility can boost retention, engagement, and even reduce costs. Done poorly, it can create resentment, safety risks, and logistical headaches.
Flexibility doesn’t mean the same thing everywhere
For white-collar workers, ‘flexibility’ often means working from home, compressed work weeks, or flexible start and finish times. But in industries like transport, trades, or heavy industry, those options may not be realistic.
Instead, flexibility might look like:
· Allowing split shifts or staggered start times.
· Offering roster swaps to accommodate personal commitments.
· Giving employees more input into shift patterns.
· Adjusting break structures to suit the needs of different teams.
The key is understanding what your workforce values most. In one workplace, it might be the ability to pick up kids from school. In another, it might be an extra day off after long shifts. Flexibility doesn’t have to mean radical changes, sometimes small adjustments make the biggest difference.
Why flexibility matters for business owners
Flexibility isn’t just about keeping staff happy, it’s a proven driver of business performance. A University of South Australia study found that 45% of workers would accept a 4–8% pay cut in exchange for meaningful flexibility. For employers, that makes flexibility less a “cost” and more a competitive advantage.
In a tight labour market, businesses that can adapt their approach stand out. Flexible workplaces attract stronger candidates, reduce turnover, and build trust with employees. In industries where skills shortages are a constant challenge, that can be the difference between keeping projects on track or falling behind.
The risks of a one-size-fits-all approach
Government and industry bodies have been pushing for broader flexible work policies, but blanket rules rarely fit every workplace. For example:
· A four-day week may be ideal for a tech start-up, but impossible in a 24/7 production facility.
· Unlimited remote work might appeal in an office, but it could undermine safety or teamwork in trades.
The danger is adopting policies based on contemporary trends without considering the practicalities of your industry. Flexibility should support operations, not disrupt them.
How to shape flexibility that works
1. Ask your people: Survey staff or hold focus groups to understand what flexibility really matters to them. Assumptions often miss the mark.
2. Link it to your Employee Value Proposition: Position flexibility as part of the overall package that makes your business attractive to work for.
3. Trial before rolling out: Pilot new arrangements with a small team before committing business-wide.
4. Balance fairness and practicality: Ensure flexibility doesn’t favour one group at the expense of another. Transparency is key.
5. Review and adjust: What works today may not work in 12 months. Regular reviews keep flexibility aligned with business and employee needs.
The bottom line for leaders
Flexibility is here to stay, but it’s not about copying what others are doing. It’s about finding what works for your workforce and your industry.
If you listen to your people, design arrangements that make operational sense, and keep communication open, flexibility can become one of your strongest tools for attracting and keeping great talent.
At Jessie Grace, we believe flexibility doesn’t have to mean compromise. With the right approach, it can be a win-win, giving employees the balance they want while giving businesses the performance they need.
Can an employee refuse to come back to the office if I ask them to?
If attendance in the workplace is part of the inherent requirements of the role, an employee cannot simply refuse. While certain employees may have a legal right to request flexibility under the Fair Work Act, the employer retains the ability to require office attendance if there are reasonable business grounds.
If an employee refuses a lawful and reasonable direction to return, this may become a disciplinary issue. The key is to clearly document expectations in contracts and policies, communicate the operational need, and consider whether alternative arrangements are reasonable before taking formal action.
Can I revoke flexible work arrangements if an employee’s performance drops?
Yes, but it needs to be handled carefully. Flexibility is not a free pass for poor performance and employees must still meet their KPIs and role requirements regardless of where or how they work. If performance drops, it’s legitimate to review whether the arrangement is still working for the business.
Document the concerns, provide feedback, and give the employee the opportunity to improve. If performance issues persist, you can revoke or vary the arrangement on the basis that it is no longer meeting operational needs. The important part is to treat it as a performance management issue first, not as punishment for having requested flexibility.
What counts as a ‘reasonable business ground’ to refuse a request for flexibility under the Fair Work Act?
The Fair Work Act allows refusal if flexibility would cause unreasonable cost, reduce efficiency, impact customer service, or require significant changes to existing arrangements.
For example, if a mining operator needs certain staff on site to meet safety obligations, or a manufacturer needs physical presence to keep production moving, these are legitimate business grounds.
Employers must provide a written response outlining these reasons within 21 days of the request. Having evidence (e.g. rostering data, safety requirements, or cost impacts) strengthens your position if the refusal is challenged.
How do I manage flexibility in industries where work-from-home isn’t realistic (e.g. trades, mining, manufacturing)?
Flexibility doesn’t always mean remote work. In industries that require on-site presence, flexibility can look like staggered start times, roster swaps, compressed shifts, or extra leave days after intensive rosters.
The key is to understand what employees value such as school pick-ups, recovery time, or predictable rosters and tailor options accordingly.
Offering practical forms of flexibility in blue-collar environments can boost retention and engagement without compromising safety or productivity.
What are the risks if I allow flexibility for some staff but not others?
Inconsistent application of flexibility can create resentment, claims of unfair treatment, or even discrimination complaints. For example, if flexibility is offered only to office staff but not to operational staff without clear reasoning, you may face cultural division and claims of inequity.
Employers should document the objective reasons why certain roles can or cannot access particular types of flexibility (e.g. operational requirements, safety obligations). Transparency is key: when staff understand the “why,” the risk of disengagement is reduced.
Can flexibility really be used as a tool to attract and retain staff in a competitive labour market?
Yes, flexibility is now one of the most sought-after elements of an Employee Value Proposition.
Research shows many employees would trade off higher pay for meaningful flexibility, and in industries where skill shortages bite, being known as a flexible employer gives you an edge. From a retention perspective, flexibility builds trust, supports wellbeing, and reduces turnover costs.
The businesses that win talent are the ones that design flexibility around operational realities and communicate it as part of the overall employment offering.