As workplace productivity and flexible work collide at the centre of political debate, their economic importance is impossible to ignore.
There’s not a week that goes by without media attention hotly debating the virtues and woes of the flexible work dilemma, as both government and business leaders alike are desperate to shore up productivity. It’s hard to think of a time when workplace approaches to flexible work have ever been under more scrutiny, with many organisations staring down the barrel of making some hard productivity choices; some MPs and business leaders pulling hard with a return to the office days, whilst others remain steadfast in championing workplace flexibility.
One thing is clear. Access to flexible work isn’t just an employee perk. It’s a critical lever for sustaining productivity and driving economic strength.
Workers are following flexible jobs.
The Sydney Morning Herald recently revealed a clear shift in the labour market: workers are actively “following the flexible jobs.”
Employees are no longer passively accepting rigid 9-to-5 schedules. They’re reshaping work to fit life – not forcing life to bend around work. Far from a passing trend, this structural shift is driving how people choose employment. Even in an uncertain economy, workers are redefining how, when, and where they work writes Nina Hendy.
Organisations that fail to adapt risk losing talent to those who truly embed flexibility.
Productivity starts with real life.
Productivity must be based on human experience, not just numbers.
Annabel Crabb, writing for ABC News, summed it up perfectly:
“Productivity is an economic concept, but it should be fired by the universal human experience of being driven mad by unnecessary stuff that makes life harder.”
Think about the small, relentless frictions we all face, school pickups, dentist appointments, caring for a sick child, coordinating after-school activities, taking ageing parents to the doctor. These are not distractions from work; they are part of life. When employers ignore them, they create an invisible drain on focus and performance.
Now imagine a workplace that removes those frictions through flexible schedules, hybrid options, or even onsite services. The result is happier employees and a measurable boost in productivity and economic output.
Why flexible work is a win-win
- Boosting productivity by easing life’s frictions
When work environments adapt to human realities – broken school schedules, caregiving demands, impromptu errands – people spend less energy managing logistics and more energy on their jobs.
- Empowers women
Unpaid labour such as housework, caregiving and mental load still falls disproportionately to women. By accommodating this reality, employers tap into an enormous, often underutilised pool of skill and capability.
- Attracting and retaining talent
Inflexible policies risk disillusioning employees. In contrast, flexibility signals trust and modernity, strengthening recruitment and retention.
Flexible work: Practical action steps
- Design roles around real life, not just business hours: Employers must craft policies that account for all the interruptions and responsibilities humans carry, not just deliverables.
- Value the invisible work: Recognise that unpaid labour contributes to economic resilience. Supportive work policies reflect that value.
- Make flexibility standard, not exceptional: Flexible work shouldn’t be a negotiation. Embed it into the culture and systems of your organisation.
The bottom line: Flexible work isn’t just good for people, it’s good for business, and it’s good for the economy.
It’s time to stop treating it as a luxury we can’t afford and start seeing it for what it is: a driver of productivity, a magnet for talent, and a cornerstone of an inclusive economy.
By Emma Walsh, CEO of Parents At Work & Founder of Family Friendly Workplaces
