Robert Walters’ data suggests that microshifting could be the next evolution of flexible working.
The global pandemic and AI wave have in many ways altered how modern-day employees approach working life. Remote and hybrid opportunities have given professionals greater control over their hours, creating a stronger sense of work-life balance.
New research from recruitment platform Robert Walters indicates that there may now be a new working trend impacting the professional space: microshifting. This is defined as an approach to hours which sees the traditional working day split into shorter blocks of time, based around a professional’s personal obligations or energy peaks.
Robert Walters collected data from 850 white-collar, full-time, permanent professionals based in Ireland between December of 2025 and January of this year. What the report discovered is that more than half (59pc) of contributing Irish employees want their place of employment to adopt a microshifting schedule.
Some respondents have noted that available flexible working models are not operating as efficiently or effectively as they could. Only 36pc of Irish workers stated that their company’s current policy is fit for purpose.
“Despite years of debate around flexible working, many organisations still measure commitment by visibility rather than results,” said Suzanne Feeney, the country manager at Robert Walters Ireland. “Trends like microshifting will continue to emerge as professionals seek flexibility that actually works, instead of policies that look progressive on paper but fail in practice.”
Shifting values
Despite concerns that flexible working results in lower engagement, Robert Walters’ report highlights that flexibility in hours can lead to increased office attendance. Of those who contributed their data, 42pc responded that switching to a microshifting approach would encourage them to increase the number of days they spend in the office each week.
Feeney said: “Offering flexible hours may feel counterproductive for employers looking to increase office attendance. Yet, a more adaptable schedule, without the pressure of rush hour commutes or staying at their desk all day, could motivate professionals to attend the office more frequently.”
More than a third of line managers (37pc) surveyed by Robert Walters thought microshifting could help improve engagement within their teams, while a further 44pc said they were open to testing it out.
Feeney added: “Microshifting is a more transparent version of the unofficial flexible working arrangements that already exist in many organisations. For managers and senior leaders, the question is whether it should be governed by trust and outcomes or quietly negotiated between colleagues.”
According to the data, however, worries persist, as nearly 50pc of surveyed managers expressed concerns that microshifting could result in higher instances of “quiet quitting“ and “slacking”.
Feeney said: “While fears of microshifting fuelling disengagement are justified, the reality is that rigid working patterns are already pushing professionals to seek workarounds.
“Our findings suggest that when expectations are clear and performance is measured by results rather than visibility, microshifting has the potential to increase engagement, accountability and even time spent in the office.”
Additional research published today (26 February) by CPL also explored how organisations have to do more to encourage key talent loyalty. CPL’s Salary Guide for Ireland 2026 found that while compensation and benefits continue to be the top priority for 35pc of contributing employees, 24pc of professionals said that leadership and culture are the most important factors to consider when choosing an employer.
CPL’s research also found that flexible working has evolved from a perk to a critical component of employee packages, ranking as the second most important benefit overall among contributing participants.
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