Research shows two-thirds of UK workers say they want to break up the workday into shorter, flexible bursts.
Across the UK, many of us are looking to break the working day into smaller, more flexible blocks. That might mean early-morning emails, a long pause for childcare or errands, afternoon meetings, then a final stint of evening admin before calling it a day.
The Owl Labs’ latest State of Hybrid Work Report polled 2,000 full-time UK employees and found that flexibility has become a central driver of job satisfaction, career decisions and retention. More than two-thirds of UK workers say they are interested in working in short, flexible blocks, a model increasingly referred to as “microshifting”.
For employers, particularly startups and small businesses competing for talent, the trend raises an important question: should flexible working patterns be redesigned around output, rather than fixed hours?
What is microshifting?
Microshifting describes a way of working where the day is split into shorter, flexible blocks rather than fixed hours. The emphasis is on balancing work output with employees’ schedules, energy levels, and personal commitments.
A day spent microshifting might start earlier than the typical workday. Then, that extra time might be spent attending a morning yoga class or dropping the kids off at school.
Night owls may have a lighter morning, then lock into higher-value work in the evening if that’s when their creativity peaks. As long as the work gets done, when it happens matters less.
According to Owl Labs’ research, 67% of UK workers are interested in this kind of non-linear working day. Demand is strongest among younger generations, rising to 72% for Gen Z and millennials, compared with 45% of Gen X and just 19% of boomers.
Why businesses are paying attention
For employers, microshifting is not just about employee satisfaction. It can also address productivity, coverage and engagement.
Owl Labs’ report shows that more than half of UK workers now regularly schedule personal appointments during working hours, with those who have caring responsibilities far more likely to do so.
Rather than resisting this reality, some businesses might begin to design working patterns around it.
Microshifting can allow employees to work during their most productive periods, potentially improving focus and reducing burnout. For companies operating across time zones, it can also extend availability without increasing headcount.
The report also reveals that many workers are already adopting a more creative schedule. They might block out calendar time, decline late meetings, or limit work strictly to contracted hours.
For managers, this suggests that flexibility is happening regardless; the next step is to incorporate it intentionally.
Why flexibility now shapes hiring and retention
Flexibility is increasingly becoming a basic expectation in the job market, alongside hybrid and remote working. For many, the ability to maintain control over your schedule is becoming as important as the RTO vs. WFH debate.
Owl Labs found that 44% of UK workers would reject a role that does not offer flexible hours, up from 39% the year before.
For startups and small businesses, this could present an opportunity. When higher salaries or bonuses are not always feasible, flexible working patterns can become an attractive prospect for high-value candidates.
The findings also show that it’s not just entry-level recruits who are keen to loosen up their working hours.
Nearly half of managers said they engage in practices like “coffee badging”, attending the office briefly to show face, while 80% of managers said meetings after 4:30pm were too late in the day. This suggests that rigid schedules are also falling out of favour with leadership teams.
So while microshifting may not suit every organisation, it could reflect the broader shift away from hustle culture and a ‘live to work’ mentality. For companies open to it, it offers a chance to give staff at every level greater control over their working day while supporting a healthier work-life balance.
