Flexibility at work: not just a summer perk
Flexibility at work shouldn’t be seen as a seasonal ‘nice-to-have’. It’s not a gesture to smooth over the ‘summertime blues’, it’s a fundamental part of building a truly people-first organisation, all year round. The reality is that meaningful flexibility can be the difference between being a mediocre employer and being a brilliant one.
Yes, the summer months can highlight just how valuable flexibility at work is. With schools closed and childcare costs skyrocketing, £300+ for just a few days of holiday clubs in our Employee Engagement Consultant Jen Robinson’s experience.
So, it’s clear why some companies ramp up their flexible offerings this time of year. HR Grapevine recently asked, “Little children, little problems – big children, big problems.” Is it time we introduced teen leave?
But let’s be clear: flexibility isn’t, and shouldn’t be, just for parents, or for summer
And what about people who don’t have dependents at all? Is their need for flexibility somehow less valid?
As our Senior Employer Brand Consultant Kuba Trzcinski puts it: “I’m not a parent – so what about me?”
And Kuba’s point is important. Flexibility isn’t just about being a parent; it’s about being a person. People get sick, they travel and they need downtime. Life doesn’t only throw curveballs in August. A flexible workplace needs to account for the February flu, the October burnout, and the everyday responsibilities that don’t fit neatly into a seasonal box.
Too often, “summer perks” feel like quick fixes, reactive, not proactive. Too often, companies build flexible working models around business needs instead of human ones. Instead of flexibility as a stopgap to keep people happy while clients are on holiday, organisations can embed it as a year-round strategy, one that shows trust, consistency, and long-term thinking.
At its core, flexible work is about give and get
Great organisations trust people to deliver their best work and give them the autonomy to manage life’s demands in return.
Employers who want to lead the way should stop treating flexibility as a seasonal favour and start recognising it as a core part of their EVP and people strategy. One that respects people’s whole lives and acknowledges that flexibility doesn’t have to be earned.
