Model 4: Fully Flexible

What is Fully Flexible?

The worker is free to choose their work location every day. However, there will be times when they have to either be on site (e.g. for a meeting) or work remotely (e.g. space restrictions on site ). 

Workers reported the highest self-perceived job performance with this model, but it may not be suitable for every organisation or every worker. 

Focus on:

Role clarity – Give workers and managers clarity about their roles and monitor how their roles change over time. 

Work–life boundaries – How can you support a variety of work–life dynamics?

Workplace relationships – How can you foster connections between team members and across teams?

Good job design – What is the best location for various job tasks?

Hybrid working guidelines – Work with your team to decide on matters such as when and where to conduct team meetings.

Pros and cons of Fully Flexible

The Fully Flexible model is great for:

• High worker autonomy – Workers benefit from flexibility, autonomy, skill utilisation and the ability to work undisturbed. 
• Worker satisfaction – Workers reported the highest overall self-perceived job performance. This model recorded the most positive worker experience and the highest levels of worker satisfaction.    

But, there are also some things to watch out for:

• Those who require support – This model may not be suitable for workers who need close supervision, guidance or support, such as new or early career workers. 
• Increase in stressors – This model has the least amount of role clarity. It demands high levels of self-regulation, effective collaboration with colleagues and timely delivery of work. 
• Exacerbates work–life interference – The lack of structure may lead to workers feeling like they are ‘always on’ or always available. 
• Suitability for your organisation – This model may not be possible for many job roles.  

Suggested actions for workplaces adopting Fully Flexible 

Action 1: Establish role clarity.

• Reassess roles to improve role clarity – because uncertainty can increase with flexibility.  
• Review managers’ roles – to understand how their role expands while coordinating work across dispersed locations, and analyse whether their tasks remain compatible and feasible. 

Action 2: Create hybrid working guidelines.

• Establish and continuously review your hybrid work model – to remove any ambiguity, confusion or increased stress for both workers and managers.

Action 3: Cultivate workplace relationships. 

• Create awareness and provide guidelines on how to tackle proximity bias – i.e. limit the role of chance in a person’s career and professional development by providing sufficient levels of team coordination. 

Action 4: Optimise job tasks.

• Coordinate work locations in proportion to the level of available flexibility – i.e. coordinate workers to be in the office at the same time to avoid workers showing up to an empty office or missing out on connecting with colleagues. 

Action 5: Manage work–life boundaries.

• Establish policies and norms that guide workers in managing work–life boundaries – e.g. policies on use of communications outside standard working hours, and when and how meetings occur.