WORK TRANSFORMERS

Can Flexible Working be a hindrance?

Introduction

 

Flexible working has become a celebrated outcome of the pandemic, enabling millions to balance their personal and professional lives more effectively. Yet, Debbie Crosbie, CEO of Nationwide Building Society, recently raised a critical concern about its unintended consequences on career progression, particularly for women.


This article explores why Flexible Working, while empowering on the surface, can inadvertently hinder growth and representation in leadership roles—and what organisations must do to address these challenges.

The Nationwide Experience: A Case Study

 

Nationwide’s story offers a compelling lens to examine flexible working policies. As one of the UK’s largest building societies:

    • Nationwide serves 17 million customers and employs 18,000 people.

    • Women make up 60% of its workforce.

    • A “work anywhere” policy was introduced but later revised to hybrid working, requiring two office days per week.

Crosbie’s comments on a BBC Radio 4 programme highlighted the challenges women face. While flexible working has allowed many to manage childcare and other responsibilities, it may also impede their career growth due to reduced workplace presence and fewer opportunities for learning by osmosis—the subtle absorption of knowledge and behaviours through everyday interactions.

The Data: The hidden costs of Flexible Working

Research from Durham University and the University of Sheffield supports Crosbie’s concerns. It reveals:

    • Women are more likely to experience blurred boundaries between work and family life when working flexibly.

    • They are also less likely to benefit from informal mentoring, visibility and spontaneous networking opportunities that can be crucial for career advancement.

These challenges are compounded by societal norms, with women still bearing a disproportionate share of caregiving responsibilities. As a result, flexible working can become a double-edged sword: a tool for balance but a barrier to growth.

Why presence still matters in many organisations

Physical presence in the workplace has traditionally allowed for:

 

  • Learning Opportunities: Observing colleagues and leaders in action helps employees develop skills and adapt to organisational culture.

 

  • Visibility: Regular face-to-face interactions can boost recognition and credibility, especially in competitive environments.

 

  • Networking: Casual conversations and impromptu collaborations often lead to mentorship and career-defining opportunities.

 

Without intentional policies to replicate these benefits in Hybrid Work, organisations risk perpetuating systemic inequities.

The stakes: Women in Leadership

What’s at stake is not just individual career growth but also the broader representation of women in leadership. A lack of progression pathways could diminish the pipeline of female leaders, undermining decades of progress towards gender equity in the workplace.

I know what you are thinking – so what are the solutions Sam?

Well, good news is that there are methods to redefining growth in a Hybrid World.


But organisations must act now to ensure flexible working supports ambition rather than stifling it. Here are actionable steps:

Inclusive growth mechanisms

    • Create structured mentoring programs that are accessible both in-office and remotely.

    • Use technology to facilitate learning opportunities, such as virtual shadowing (with 1:1 follow ups) and skill-building workshops as events.

Equal visibility

    • Recognise contributions via KPI’s regardless of location through equitable performance reviews and transparent career advancement criteria.

    • Encourage hybrid teams to celebrate achievements collectively, ensuring remote workers are not overlooked and invited to share events and experiences.

Design for flexibility, not inequity

    • Equip offices with purpose-driven spaces that foster problem solving and innovation during in-person days. I co-created Propeller and Destination 2.0 framework to support this and happy to share that with you.

    • Implement and openly voice your pledges on flexible policies that accommodate caregiving responsibilities without penalising employees for reduced physical presence. Committing publicly will make you accountable.

Conclusion

Flexible working should be a gateway to opportunity, not a barrier to advancement. For this to happen, organisations must rethink growth pathways, mentorship and visibility in a hybrid world. By doing so, they can unlock the full potential of their workforce and ensure the next generation of leaders reflects the diversity of talent within their ranks.


Does this resonate with you? Did you find this version of the newsletter helpful? Please do let us know.


Let’s start a conversation about how we can make flexibility truly work for everyone.

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