A new term has entered the lexicon of flexible working. Microshifting is the practice of breaking the traditional working day into shorter, non-linear blocks of time, allowing individuals to slot work around other commitments, energy levels or personal rhythms.
While hybrid focuses on where work happens, microshifting offers greater flexibility around when work occurs. It comes hot on the heels of the trend toward improved work-life balance and higher productivity through initiatives such as the four-day work week and condensed or staggered working hours.
This shift reflects a more profound change in how employers and employees think of time, output and flexibility: moving away from the traditional eight-hour shift toward more dynamic working patterns that adapt to individual needs.
Common examples of this in current working practice include arranging work commitments around school pick-ups, or taking a break to fit in a walk or exercise class. Microshifting puts the onus on the employee to deliver their workload effectively while working in a way that best suits them.
Employers may be nervous about removing the traditional constraints of the set working day, but there are benefits to be gained. Microshifting can help raise productivity by allowing employees to align work with personal productivity rhythms, offer greater flexibility for those with caring responsibilities, and offer a highly competitive benefit for those looking to attract and retain top talent.
The “State of Hybrid Work 2025” report found 67% of workers are interested in micro-shifting, defined as “short, non-linear work blocks matched to your energy, duties or productivity patterns.”
Of course, microshifting isn’t possible in all roles; the practice may not be suitable for areas where fixed hours are required to ensure cover, or a high degree of synchronisation across the workplace is necessary. There are also risks for employees, as microshifting can blur the boundaries between work and personal life, increasing the risk of burnout across the workforce.
Employers interested in making microshifting available in their organisation should be mindful of the impact on communication, collaboration and coordination amongst employees. Where team members are working in very different micro-blocks coordinating meetings can be hard, so it can be helpful to set guardrails and ensure clarity on the priority given to key meetings and to task delivery. We recommend piloting with a single team to assess the impact and establish appropriate guidelines before rolling out across an organisation.
When managed effectively, microshifting adds another tool in the flexible-work toolbox. For employers, it offers the potential to boost autonomy, engagement, and work-life integration, but it also brings challenges around cohesion, boundaries, and fairness. While hybrid working, four-day weeks and condensed hours are already more familiar, micro-shifting pushes the envelope further into “when” and “how” work happens. Habits, culture, role design, and leadership will all matter if they are to deliver positive outcomes.