The Impact of Job Flexibility on Retention Rates

Headlines about companies mandating a full return to the office dominate the conversation, but they often misrepresent broader trends. Reliable data from the U.S. Bureau of Labor Statistics shows that hybrid and remote work arrangements are growing, not shrinking. In August 2024, 22.8% of workers reported teleworking part- or full-time, up from 19.5% the previous year. This flexibility isn’t just about convenience—it’s a key driver of retention and productivity. Companies enforcing strict in-office policies face higher turnover, while flexible organizations retain talent and report better employee well-being. Trends like “hushed hybrid” arrangements and “coffee badging” reflect employees’ preference for autonomy, even under mandates. The message is clear: flexibility isn’t a trend; it’s the future of work. Organizations that adapt will not only retain top talent but also foster more innovative and engaged workplaces.

🏢 Architects: Flexibility isn't a perk. It's infrastructure. We spend our careers designing spaces for adaptability—multi-use buildings, responsive environments, modular systems. So why are we still clinging to rigid workplace models? The firms that will thrive aren’t the ones demanding a return to pre-2020 norms. They’re the ones building cultures that trust people to work with autonomy, not just show up for face time. Here’s what that looks like in practice: A firm once hired someone who had bounced around a few places. When they called for references, the feedback was consistent—this person dragged themselves into the office late and didn’t really get going until after lunch. Instead of making assumptions, the hiring team asked a better question: How do you work best? Turns out, they were a night owl. So the firm adjusted expectations, giving them the flexibility to work during their peak hours. The result? They became a top performer. As someone who does my best focus work between 9PM and midnight, I can relate. That also means I take time during the day to care for myself, run errands, and show up as a parent at my kids’ school. Flexibility isn’t about letting people stay home in their pajamas. It’s about designing ways of working that support real productivity, autonomy, and wellbeing. And the data backs this up: 🔹 Gallup reports that employees with schedule flexibility are 43% less likely to experience burnout. 🔹 McKinsey found that 87% of workers will choose a flexible job when given the option—especially when it doesn't sacrifice career growth. 🔹 Flexible firms tend to outperform on retention, engagement, and even profitability. We talk a lot about innovation in architecture—but too often, we adopt new tools just to replicate outdated processes. Let’s apply the same design thinking we bring to buildings… to the business of architecture. What’s one flexible policy or practice your firm has adopted that’s actually working? _____________________ Hi, 👋🏻 I'm Evelyn Lee, FAIA | NOMA I've been on the client side for over a decade and have spent the last five years in tech, helping create exceptional employee experiences while growing the business. Now, I help architects: ⇒ Think Differently ⇒ Redefine Processes ⇒ Create Opportunities

87% of public health professionals under 35 want remote work—yet nearly half are still fully in person. This isn’t a generational preference. It’s a structural issue. And it's a retention crisis in disguise. In the latest PH WINS data from de Beaumont Foundation , young professionals made their priorities clear: 🖥 Flexibility isn’t a “nice-to-have”—it’s a make-or-break factor in their decision to stay. 🩺They want to attend medical appointments without burning PTO. 👩🏽💻 They want to support their kids, manage chronic health needs, or simply work without commuting 90 minutes each way. 🔄 They want control over their work environment, not just work responsibilities. And yet, many public health institutions still treat flexibility like a privilege to be earned, not a basic equity standard. 💡 What If We Treated Flexibility as a Form of Workforce Justice? At The Public Health Club flexibility is baked into our model—because we see the barriers our professionals face: ✅ Our coaching programs are designed for asynchronous access ✅ Our career and consulting workshops are virtual and community-driven ✅ Our career development tools support hybrid and remote job searches ✅ Our events are recorded, captioned, and mobile-accessible—because accessibility is strategy When you lead with flexibility, you don’t lower standards. You raise retention. You deepen engagement. You invite in the brilliant people who’ve been locked out by outdated structures. 🧠 So the question isn’t “Can we afford to offer remote options?” It’s “Can we afford to keep losing talent because we won’t?” If we want to build a future public health workforce that reflects the diversity, creativity, and complexity of our communities, flexibility has to be foundational—not optional. Let’s stop treating burnout like an individual issue and start treating flexibility like the system-level solution it actually is. 📣 At The Public Health Club, we’re building toward that future every day. 💬 And to our friends at de Beaumont Foundation —thank you for putting data behind what our members live every day. #PublicHealthLeadership #FutureOfWork #EquityInPublicHealth #RemoteWorkJustice #RetentionMatters #PHWins #DeBeaumontFoundation #PHCLeads #FlexibleWork #WorkforceEquity #CareerDevelopment

As more and more employers are requiring workers to #returntooffice, a new study suggests that allowing workers to retain at least some #flexibility in deciding when and where to work is still a good idea. Marta Angelici and Paola Profeta partnered with an Italian firm to study the effects of offering workers the ability to take one “smart day” a week in which the worker could determine where and when to complete their work. Using a randomized controlled trial, they find that workers in the treatment group took significantly fewer days of leave than those who did not have “smart days”, indicating that the workers in the treatment condition were using those days to accomplish other tasks that they might otherwise have had to ask for time off to do (doctor’s appointments, care for sick children, etc.). However, the ability to take care of these extra-work tasks did not negatively impact the #productivity of the workers; if anything, workers in the treatment group had higher productivity than those in the control group, significantly so going into month 7 and 8 of the 9 month study. The workers were also asked to complete a set of after-treatment questionnaires, and the researchers found that women workers in the treatment condition reported significantly higher #worklifebalance. Now, one question that is often asked is if both genders benefit equally from flexible work. The concern is that men use the flexibility to do more work, whereas women might use the flexibility to engage in more household related tasks, thereby perpetuating the gender gap. These researchers find that all workers in the treatment condition – both men and women – report spending more time on housework and care activities, suggesting that the option of smart work relieved the stress that women felt about their household and care-taking responsibilities, while also increasing the participation of men in those tasks. Another fascinating finding: the workers in the treatment condition reported exerting more #effort in their work, but also that they were more #satisfied. Workers, in essence, are willing to exchange effort for flexibility, and to feel more satisfied in the process. So before company leaders go all in on bring workers back to the office, consider retaining some flexibility in work arrangements. The research suggests that flexible work can be win-win for workers and companies. Marta Angelici, Paola Profeta (2024) Smart Working: Work Flexibility Without Constraints. Management Science, 70(3):1680-1705   https://lnkd.in/gSPKfXE6

No surprise here…. In today’s market, the companies we work with that offer hybrid or remote flexibility are seeing significantly stronger interest from top talent. The data backs up what we’re seeing every day. Turnover rates are 27% higher at companies that mandate a full return to office, according to a 2024 Owl Labs report. Meanwhile, job seekers are actively seeking roles that support work-life balance, autonomy, and trust. The average commute in the U.S. is now 26.4 minutes one way, which adds up to over 220 hours per year. That’s more than five full workweeks just spent getting to and from work. For many candidates, regaining that time is a game changer. At the same time, a McKinsey study found that 87% of workers offered flexible or remote options are taking them. They’re also reporting higher satisfaction and stronger engagement. For employers, this is an opportunity. The organizations that remain flexible are winning in the talent market, not just with more applicants, but with better-aligned, longer-tenured hires. If your open roles support flexibility, highlight it. It’s no longer just a perk, it’s one of the most powerful tools you have to attract and retain great people.