Flex is on the up. 87% of full-time employees either work flexibly already, or say they want to (Timewise research).

So what’s the key to achieving this fabled work-life balance? It’s all about making a compelling case for flex.

Do not skip this step. It is the difference between success and failure.

–  Know exactly what your company’s flexible working policy says.
–  Gather case studies about flexible working. Find out how they won the argument, how they make it work and who their champions are.
–  Find comparable examples with rival employers - a competitor’s excellent approach to talent will be very persuasive, so turn it into a short case study (one side of A4).

Is it about where you work, is it about having the autonomy to make a doctor’s appointment or a school play without feeling like you’re letting everyone down, is it about part-time hours or compressing your week? Start with your ideal and work from there.

These will be senior people who think that you are brilliant and/or are visible supporters of flex. In an ideal world, they would underwrite your application and be vocal about its merits. So set up a coffee and ask!

This is when it stops being about you and about making the case to your employer. You need to think about it from their perspective.

–  Set out clearly what you are requesting (seems obvious, I know, but you’d be surprised...)

–  Explain precisely how you will deliver in these new circumstances. Your goal is to allay your employer fears (getting work done, managing your team, attending important meetings, reacting to crises and so forth) and also any clients, customers and stakeholders. Note – this is NOT about negotiating fewer days and then doing the same volume of work for less pay.

–  Use data – from within the organisation and competitors.

–  Clearly set out the additional benefits. Flex increases wellbeing and resilience and reduces stress – all of which leads to better delivery. If you are going to do something different with your time which will increase your skillset or network, say so.

–  If you are proposing job-sharing, show how you will work with your employer to recruit a job share partner.

Give them time to consider your proposal. (The law requires the process to be completed within three months of the request being received, which includes any appeals.)

Perhaps your employer will be happy with part of your proposal or suggest a different working pattern. Take time to consider their idea and whether it will work for you.

– Be clear about your new working pattern. Email colleagues and clients unapologetically setting out when you are working and who to get
hold of in your absence. Put this in your email signature too.

–  Leave loudly. Don’t be embarrassed. You get paid to work, and then you go home. And remember, there will be lots of more junior people for whom you are shaping a path.

–  Be disciplined. Don’t check your emails on your non-working days, or over promise on the days you are working.

–  Equally, if (and only if) you can make a one- off genuinely vital meeting on your day off, then that shows willing. Remember that if you are job-sharing, this kind of issue never arises because there is always someone on the job.

–  Reflect your working arrangement in your objectives. If you’re reducing your hours, remember you will need to alter your deliverables too (you will have covered this work in your business case). And include the skills you need to work flexibly in your objectives – perhaps enhanced communication skills or programme management and organisation?

Increasing numbers of employers are up for Flex. SO - polish your CV, get networking and find a job which does work for you!