Written by Sarah Warburton
Why Flexibility Needs a Framework
It’s all about flexibility, within a framework.
At Equilibrium, culture and the well-being of our team have always been paramount to our success. We want people to work in a way that suits them, our clients and our business. Like many businesses around the world, we want to hit the right balance between home working and office working. We want to address the impact that hybrid working has on company culture, as well as, the long-term impact that spending less time together has on learning and development. The truth is, striking that balance is hard! We’ve recently tweaked our flexible working framework, adding a little more structure. We didn't want to just pluck a framework out of thin air. Our approach was based on research about what actually works, both for our team and our clients.
According to the Office for National Statistics, 28% of working adults across Great Britain are now working in hybrid arrangements, and 87% of UK employees prefer this kind of flexibility. Interestingly, the companies achieving the best results aren't the ones that say "work from anywhere, anytime." They are those, like us, who've thought carefully about structure. 41% of UK employers report that hybrid working has increased organisational productivity, but only when it's done thoughtfully.
Why we ask for 3 days in the office
This is probably the part of our policy that raises the most questions. But there's solid reasoning behind it. More and more firms now require minimum workplace attendance, with nearly half asking for exactly what we do, three days. Why? Because collaboration often works better face-to-face. It’s much easier to have a meaningful conversation with a colleague by the coffee machine or to sort out a complex client issue through a quick chat rather than a chain of emails, and missed Teams calls.
When we're all together, we can bounce ideas off each other instantly and bring different perspectives to complex problems. We can deliver that extra level of service that comes from seamless teamwork. But it’s not just about the work. Being together helps us build stronger relationships, reinforce our culture, and foster a genuine sense of community.
The logic behind our Anchor Hours
We’ve also introduced something called Anchor Hours, where we expect everyone to work (unless on leave, of course) between 10am and 4pm. This isn’t about micromanaging; it’s about ensuring that we can collaborate effectively, wherever we’re based. When teams coordinate their availability, everything works better.
Anchor Hours mean that when we need a quick answer, want to brainstorm an idea, or need to respond to a client urgently, we know the whole team is available. It's not about restricting flexibility. Our team can still start earlier or finish later to suit their personal commitments, but we now expect them to do so in a thoughtful way. Most importantly, we ask that everyone consider the needs of others when making decisions. Put simply, an individual's flexible working approach should not create more work for others. It's about creating ‘shared windows’ where we’re all ‘switched on’ together.
What this means for development
One thing we're particularly conscious of is ensuring that flexible working enhances career development, and crucially, this only works when we're connected to our team and taking advantage of those valuable learning opportunities. That's why we're deliberate about having everyone together regularly. Those spontaneous conversations, mentoring moments, and collaborative problem-solving sessions are more challenging to replicate virtually, but they're essential for growth.
The client service excellence advantage
Research shows that companies with flexible working policies experience higher revenue growth compared to those without such policies. Why? Because when people are less stressed about work-life balance, they can focus more energy on delivering exceptional service. Our framework ensures that when clients need us, we're available and we're working as a coordinated team. Clients can reach us when they need to, and the office days mean we can be together to collaborate, learn and strengthen our culture, all while giving our team a work-life balance that matters.
Looking ahead
We're trying, like many businesses, to create a workplace where our team can do their best work, advance their careers, serve clients exceptionally well, and still have a fulfilling life outside of work. We recognise that our framework is still evolving and that we’ll never please everyone all the time. Ultimately, the success of our flexible framework depends on all of us approaching it with the right mindset. This isn't about what we can get away with; it's about how we can work most effectively together while giving everyone the flexibility they need to thrive.
When we're in the office, we make those days count by collaborating, building relationships, and tackling complex problems together. When we're working from home, we use that focused time for deep work and maintaining that all-important work-life balance.
The evidence is clear: when we get this balance right, everyone wins. Teammates get better work-life integration, we deliver better results for our clients, and we build a stronger, more sustainable business together.
Sources
1. Office for National Statistics – Homeworking in the UK
2. CIPD – Flexible and hybrid working practices
3. Chartered Management Institute – The future of hybrid work
