Flexible work in Singapore: Why flexi-load should be given more attention

Reflecting on my early career two decades ago, flexible work arrangements (FWAs) were virtually unheard of in the workplace.

Back then, it seemed like dedicating the majority of your waking hours to your career was pretty much the workplace expectation.

After all, if you wanted to climb, you had to put in the time.

Fast forward to today. Between juggling work, managing my kids’ one-too-many home-based learnings and chauffeuring them to forgotten medical appointments, I must admit being part of an organisation that offers FWAs goes beyond being a “good to have”.

It is a godsend.

The flexible-work explosion

FWAs have become a defining feature in Singapore’s evolving workplace.

Since the early 2000s, with a firm push from NTUC, incorporating FWAs has steadily turned into a long-term shift in employment practices. And there is data suggesting the momentum is real.

According to statistics shared by the Ministry of Manpower (MOM), firms offering FWAs rose from 46.8 per cent in 2014 to 72.7 per cent in 2024.

While the numbers are encouraging, why is it then that Singapore often ranks amongst the highest for the most overworked and burnt-out populations in the world?

I believe the answer lies in the type of FWA offered.

Place, time, load

Under Singapore’s tripartite framework, flexible work arrangements generally fall into three categories:

• Flexi-place refers to allowing work from different locations, such as home or satellite offices.

• Flexi-time is about flexible work schedules, such as staggered hours or shorter workweeks.

• Flexi-load implies adjusting workloads with pay adjusted accordingly. This includes part-time work or job-sharing.

In many workplaces, flexibility still revolves primarily around where and when employees work.

Far fewer organisations are exploring flexibility in how much work employees take on or flexi-load.

According to a 2024 survey done by the Singapore Business Federation on companies that offer FWAs, 58 per cent and 47 per cent offer flexi-place and flexi-time arrangements, respectively, with only 12 per cent provide flexi-load.

And of this 12 per cent, the main bulk of their flexi-load offerings tend to centre around part-time work.

Challenges of implementing flexi-load

Unlike working from home or simply adjusting the time we clock into work, reducing workloads often requires job redesign.

Employers may need to split responsibilities, create job-sharing arrangements or restructure teams.

Take, for example, 10 workers who can each produce 100 pencils a day. If I allow one worker to produce only 50 pencils a day, how do I make up the difference?

Do I pass down the difference to my other workers, hire another worker, or implement new technology so that each worker can produce more pencils?

And each solution has its own problems. Passing the load to others could lead to unhappiness, burnout or even workflow disruptions. Hiring additional staff or investing in new technology could increase costs.

These challenges are particularly pronounced for smaller companies with lean teams.

How employers can introduce flexi-load

Despite the hurdles, organisations can implement flexi-load effectively.

Job redesign

Take job redesign, for example. It is often a primary enabler of flexible workloads. 

By breaking down roles into tasks and redistributing responsibilities, companies can create part-time roles or job-sharing structures without sacrificing productivity.

The Singapore Government has programmes such as the Enterprise Workforce Transformation Package and the SkillsFuture Workforce Development Grant (Job Redesign+), which can also support companies in redesigning roles to manage FWAs more efficiently.

NTUC’s Company Training Committee (CTC) initiative can also help companies implement flexi-load arrangements. While not designed exclusively for the purpose, CTCs support job redesign and workforce transformation, which can help accelerate the adoption of flexi-load arrangements.

Establishing a clear FWA-request process

The Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR) require employers to implement formal processes for employees to request flexible work and respond within two months.

Having clear procedures ensures transparency and helps employers evaluate whether flexi-load arrangements are feasible for specific roles.

For more specific advice on flexible work arrangements, employers can contact the Singapore National Employers Federation (SNEF), while workers can contact NTUC for more details on FWAs.

Start small by piloting

Instead of rolling out flexi-load across the entire organisation, companies can start with pilot programmes. For example, job-sharing roles or reduced-load arrangements can be extended to certain departments.

This will allow companies to test productivity impacts and iron out issues before scaling the programme to the rest of the organisation.

Flexible work is a win-win for employers and employees

Flexi-load may be more complex to implement, but it also offers some good long-term benefits.

It helps companies retain talent, support diverse workforce needs, and retain experienced workers.

While having flexi-place provisions is all I need now, knowing that I am part of an organisation that understands my personal commitments as much as it values my workplace contributions goes beyond appreciation.

It creates a sense of belonging, reassuring me that I am seen not just as an employee defined by deadlines and deliverables, but as a person with responsibilities and relationships beyond the workplace.

Be part of a movement that champions workers’ wages, welfare and work prospects. Become an NTUC member today!