Handling an unusual flexible working request to increase working hours

One client I supported recently had a part-time team member in a fairly senior support role who submitted a flexible working request to increase their weekly hours from 20 to 32. While most flexible working requests seek reduced hours or different patterns, this was an unusual case where the employee wanted to contribute more.

The request was submitted in writing as a statutory request, and clearly outlined the proposed working pattern and preferred start date.

Step 1: Following the Correct Process

I advised the employer to acknowledge the request promptly and helped them arrange a meeting within 14 days, in line with the ACAS Code of Practice on handling flexible working requests that states consultation must be held 'without delay'. At the employee’s request, they were accompanied by a colleague during the meeting — something we encouraged as good practice, even though it’s not a legal requirement.

We used templates from the Flexible and Hybrid Working Templates Toolkit to support the process — including the Flexible Working Request Acknowledgement Letter and Meeting Invitation Template.

During the meeting, the employee explained their reasons for requesting additional hours, citing capacity, enthusiasm for their role, and a desire to contribute more to the team. The employer, supported by my guidance, listened carefully, asked clarifying questions, and committed to considering the request fairly and objectively.

Step 2: Assessing the Business Impact

I worked with the leadership team to assess the operational implications of the proposed increase in hours. This involved reviewing their staffing model, workload pipeline, and budget allocations. While the employee’s performance and commitment were not in question, two key issues emerged:

• Cost constraints: Increasing weekly hours would have resulted in a significant and ongoing cost that was not budgeted for and could not be absorbed.

• Lack of sustainable work: There wasn’t enough consistent, ongoing work at the employee’s level to justify the increase.

Although the client was considering bringing in additional support at a more junior level within 3–6 months, this would be on a significantly lower salary and with different responsibilities. The client did not feel it would be financially viable or appropriate to expand the employee’s role instead. There was concern that this might be perceived negatively, or even result in a grievance — so part of my support was helping the employer evidence a fair, robust process that clearly aligned with business need rather than individual performance.

Step 3: Making and Communicating the Decision

We supported the employer in writing to the employee within the required 14-day timeframe after the meeting to confirm the decision. It was explained that after careful consideration, the request had been declined due to the burden of additional costs and the inability to reorganise work or identify sufficient new work at their level. These are both valid business reasons under the ACAS Code.

The decision was made and communicated within two months of the original request, in line with the statutory time frame.

To support this, we used the Flexible Working Outcome Letter (Request Rejected) template from the toolkit.

Although there is no legal requirement to offer an appeal for flexible working decisions, we advised doing so as a matter of good practice. The employee chose not to appeal but appreciated being offered the option. We also provided the Appeal Invitation Template to support transparency and fairness.

Step 4: Encouraging Future Dialogue

While the request was declined, we made sure the employee understood this was not a reflection on their value or contribution. They were encouraged to revisit the conversation if future business needs changed, and the employer committed to offering additional hours on an informal basis where possible.

Although the employee was understandably disappointed, the process was handled with care, clarity, and respect. By applying the process fairly and consistently — and documenting each step — we helped the employer mitigate risk and maintain trust. It also demonstrated how an independent HR consultant can support organisations to make confident, compliant decisions in sensitive situations.

All templates mentioned here — and many others to support flexible and hybrid working — are available in the Flexible and Hybrid Working Templates Toolkit.