How should we communicate changes to flexible working?

Agree the approach with the people responsible: HR, operations, communications, leadership and employees. The Frameworks argues that shaping flexible working should be a collaborative effort, not a responsibility left to internal communications alone. Bring employees into planning alongside the teams responsible for working arrangements, so communication reflects an approach they have helped shape rather than a decision simply handed down.

Give employees a voice in their working future and the culture that supports it. The Frameworks recommends a feedback loop that allows organisations to listen and adjust working practices and cultural expectations together. The practical starting point is joint planning: communication should support how the organisation will work, not stand apart from those decisions.

Explain why working arrangements are changing and what the new arrangements mean for employees. The Frameworks recommends clear communication that spells out both the reasons for change and its implications for everyone. Give employees information in good time as working patterns shift, whether their work takes place remotely or in the office. Use plain language, and make trust and transparency central to the explanation.

A 2025 Staffbase survey of employees in Australia, Austria, Germany, Switzerland, the United Kingdom and the United States found that 39% felt poorly informed about the reasons for recent company changes, rising to 45% among non-desk workers versus 36% among desk-based workers. Keep the explanation focused on the questions employees need answered: why working arrangements are changing and what the change means for their own working lives.

Keep employees informed as the transition unfolds, sharing what is working and what needs adjustment. The Frameworks argues that communication about flexible working should remain a dialogue: keep learning about individual needs, invite employees' views and stay open to necessary changes. Regular updates should acknowledge employees' efforts as well as explain how working practices are developing.

Leaders also need to model behaviours that support new ways of working. The Frameworks recommends clear objectives, recognition when employees meet goals or go beyond them, and regular reinforcement of the message. Keep communication channels open so employees can explain what works for them and what does not. Treat feedback as part of learning how to work together, rather than ending communication once the new arrangements have been announced.