Not too long ago, flexible working was hailed as the future of work.
It was the buzzword on every corporate leader’s lips, the promise dangled before candidates, and, for many, a lifeline during and after the chaos of the pandemic years.
But fast-forward to 2026, and a subtle shift is underway. What was once a staple expectation is starting to feel like a luxury…
So, what’s actually going on in contact centres? Are we seeing a reversal in progress? And what does this mean for the future of hiring, retention, and workforce morale in one of the most high-pressure jobs going? Let’s take a look!
Flexible Working Has Always Been Around at Executive Level
Flexible working has always been around for the right people – that is, if you had a high enough position or were at executive level – but it was only during the Covid-19 pandemic that it became mainstream, and we saw the explosion of remote and hybrid working for the everyday individual.
Studies flooded in about productivity staying stable (or even improving), while workers basked in better work/life balance.
Global trends followed suit, with major companies like Dropbox, Twitter (pre-Musk), and even government departments embracing the remote revolution.
But by late 2023 and into 2024, the tone began to regress. Companies started pulling teams back to the office – either partially or fully. The reason? Collaboration, culture, and, in some cases, control.
In 2025 and going into 2026, we’ve now landed in a strange limbo. Flexible working isn’t disappearing entirely, but it’s certainly being treated with more scrutiny. Rather than the default, it’s becoming something that has to be earned, justified, or defended.
Flexible Working Rights Offer a “Port in the Storm” (in the UK)
The good news is legislation has continued to evolve to support employee choice.
As of April 2024, the UK’s new Flexible Working Regulations came into force, giving all employees the day-one right to request flexible working (as opposed to waiting 26 weeks).
Employees are also now allowed to make two requests per year, and employers must respond within two months – a shorter window than before.
But, and it’s a big BUT, the right to request doesn’t equal the right to receive.
Employers can still deny requests for a range of reasons – from cost, to business needs, to quality and performance concerns. That grey area leaves room for inconsistency, especially in sectors where output is tightly monitored.
So legally, we’ve made progress. But practically? It’s still a mixed bag.
Many Contact Centres Are Now Edging Backwards
During Covid-19, many centres rapidly adapted, enabling remote access to systems, bolstering cybersecurity, and training agents to handle customer queries from their living rooms – and the shift brought in clear benefits.
Absenteeism dropped. Morale went up. Recruitment pools widened significantly. Suddenly, parents, carers, and people living outside major cities were in the running for jobs they previously wouldn’t have been able to apply for.
Employers got to hear feedback like:
- “As a working mum of two under five, flexible hours mean I can do the school run and still exceed my monthly call targets – I’ve actually increased my CSAT score by 12% since going remote.”
- “As a carer for my elderly father, flexible working has been life-changing. I’ve had zero sick days this year and maintained 100% adherence to my shift schedule.”
- “I live in a rural village with limited job opportunities – remote working opened a whole new career path for me. My quality scores are consistently above 95%.”
- “Flexible scheduling allowed me to return to work after burnout. I now work four shorter shifts a week, and my first-call resolution rate is the highest on my team.”
Yet now, many contact centres are edging backwards.
This rollback is subtle but significant, harsh and cutting, and it raises the question: if flexible working worked, why is it being dialled down?
Well, some are mandating a return to on-site work – citing data security concerns, performance management difficulties, or simply “team culture”. And while these seem valid on the surface, they exude an aura of control and inconvenience for employees that they have not been accustomed to for around five years.
The Truth About Flexible Working (the Pros and Cons)
So, let’s talk about it: what are the pros and cons of flexible working, exactly? Because there are both! What it really comes down to is where your culture and values lie.
The Pros
- A better reputation – Being known as a flexible employer attracts stronger candidates and positions a contact centre as progressive. In an industry with notoriously high churn, that reputation can be a lifeline.
- Productivity increases – Most studies show that productivity doesn’t drop with flexible working – in fact, it often increases, especially when workers feel trusted and supported – so any fears on this level are outdated.
- Happier customers – Content, empowered agents deliver better service. They’re more likely to go the extra mile when they’re not burnt out or distracted by life stressors that a rigid schedule worsens.
- Wider talent pools – With flexibility, centres can hire people who couldn’t physically commute or work rigid hours. That includes parents, carers, students, neurodivergent candidates, and those with disabilities.
- Lower absenteeism and higher morale – Workers with more control over their schedules often report higher satisfaction – and are less likely to take unnecessary sick days.
- Improved retention – With burnout being a major cause of attrition, flexibility can help agents stay in roles longer. (This has the added benefit of lowering year-round recruitment costs.)
- Cost savings on office space – Remote or hybrid models can reduce the need for large office spaces and overheads.
