The dangers of flex-washing: Why organisations must prioritise true flexibility to attract and retain talent
- Written by Nick Martin, GTM Lead APAC Remote
In the modern workplace, flexibility has become one of the most sought-after benefits for employees. As companies seek to attract top talent, many are advertising hybrid or remote work options as a key selling point. However, there’s a growing trend that could undermine the value of these flexible work policies: flex-washing.
What is flex-washing?
Flex-washing refers to the practice of companies promoting flexible work options in their job ads—such as remote or hybrid roles—only to impose rigid policies or expectations that contradict these promises once employees are hired. This practice misleads both job seekers and current employees into believing they have work-life balance benefits that ultimately don’t exist.
In Australia, this disconnect is becoming more evident. While 36% of Australians were working from home in 2024, only 30% had formal agreements for flexible hours, revealing a significant gap between the flexibility companies claim to offer and the reality employees face. Organisations that market flexibility but fail to deliver risk damaging their reputations, eroding trust with employees, and ultimately losing talent to companies that practice genuine flexibility.
Despite the overwhelming demand for flexible work, many organisations are pulling back from offering meaningful flexible work options, leaving employees frustrated. Flex-washing creates confusion and undermines employees’ trust, ultimately harming both employee engagement and retention.
The risks of flex-washing to organisations
While flex-washing may initially seem like a harmless tactic to attract talent, it carries significant risks that can have long-term consequences for organisations. First, it can severely damage a company’s reputation. Employees who feel misled by promises of flexibility will quickly lose trust, leading to disengagement. In today’s digital age, negative experiences are often shared on social media and review platforms, which can tarnish an organisation's employer brand and make it harder to attract top talent in the future.
Additionally, flex-washing can result in higher turnover rates. Remote's research found that 81% of working parents would consider quitting if they were forced to return to the office more frequently. When companies advertise flexibility but fail to follow through, they risk losing their best employees to competitors offering genuine flexibility, ultimately increasing recruitment and training costs. This was in fact confirmed in another study, where it found that 73.3% of companies have lost employees to other companies that offered more flexibility. Furthermore, a lack of flexibility can reduce employee productivity and morale. Without control over where and when they work, employees experience higher stress, burnout, and a decrease in motivation, which negatively impacts innovation and performance.
Finally, companies that don't offer true flexibility miss out on attracting top talent, especially as the demand for remote and hybrid work continues to grow. Sticking to outdated office-first policies risks leaving organisations behind in the global talent race.
What organisations can do instead of flex-washing
To attract and retain top talent, organisations must make flexibility a core part of their culture—not just a superficial offer designed to lure candidates. There are five key measures organisations can take to avoid flex-washing and ensure flexibility is genuinely embedded in their culture:
1. Move beyond buzzwords
Don’t just claim to be flexible—make it clear and actionable. Define what flexible work means within your organisation. This could include remote-first policies, flexible hours, or hybrid work models. Ensure that these policies are reflected in your day-to-day operations and match the promises you make in job ads.
2. Empower employees with choice
Flexibility isn’t about offering a few remote days here and there—it’s about empowering employees to decide where and when they work. Organisations should give employees autonomy over their schedules and work environments. Focus on output, not office attendance, and create a culture that values results over physical presence.
3. Lead with trust
Leaders must lead by example. For flexibility to work, trust is paramount. Employees need to know they’re trusted to manage their work schedules effectively. Create an environment where leaders support remote and hybrid work models and encourage employees to take ownership of their work-life balance.
4. Train managers for remote leadership
Managing hybrid or remote teams requires different skills than traditional in-office leadership. Equip managers with the tools and training they need to engage and support flexible workers. Effective remote leadership should be an integral part of your company’s approach to flexibility.
5. Measure and adapt
Finally, companies should continuously assess whether their flexible work policies are working. Track employee feedback, retention rates, and productivity to ensure flexibility is benefiting both employees and the organisation. Adapt policies as needed based on this data to meet the evolving needs of your workforce.
Flexibility isn’t just a perk—it’s a strategic business decision. Organisations that make flexibility a core value, not just a recruitment tool, will be better positioned for long-term success. By embracing genuine flexibility, companies can attract and retain top talent, improve employee morale, and increase productivity. Those who engage in flex-washing risk damaging their reputation, losing valuable talent, and falling behind in the competitive global marketplace.
Now, more than ever, it’s time for organisations to reject surface-level flexibility and invest in building a culture that truly values autonomy and work-life balance.
