Why is flexible working not working for single parents?
A belated happy Single Parents Day to everyone raising children on their own while juggling work, care, and everything in between. Despite the clear benefits of flexible working for single parents, employers and wider society, evidence demonstrates that many single parents struggle to access the flexible working arrangements they need, affecting their ability to access and progress in work. Research finds that, as a result, 50% of single parents are not working at a level that reflects their skills and experience. All of this has implications for financial security, wellbeing, economic growth and the public purse. Why is this the case? Why, in an age where flexible working is often promoted as the solution, do many policies not work in practice for single parents?
Underpinning many of the challenges single parents face is what I call ‘flexism’, the subtle but persistent belief that flexible workers are somehow less committed, less available, or less valuable than their full‑time or office‑based peers. Flexible working becomes something to be earned, negotiated, or justified. And that mindset is a problem, not just for single parents, but for anyone who needs or wants to work differently. Flexible working is not special treatment. It is a way of enabling people to work at their best and contribute fully to organisational success.
IES’ research found that 46% of single parents work in routine occupations, compared with 26% of couple parents. These roles, often in retail, hospitality, and frontline services, tend to have fixed schedules and limited autonomy. Our Flexible Working for All report highlighted several considerations for employers introducing flexibility in frontline or site‑based roles, where lack of time flexibility is often the key challenge:
- Pilot first: Testing new patterns helps identify what works operationally and culturally.
- Plan ahead: Flexibility in site‑based roles requires thoughtful scheduling and strong communication.
- Balance autonomy with teamwork: Individuals value control, but team‑level coordination is essential for fairness and coverage.
- Support managers: Managers need confidence and backing from senior leaders to make flexibility work.
- Share stories: When leaders model flexible working, it normalises it for everyone.
By adopting the above principles, managers were supported in growing their confidence and ability to accommodate flexible working, shifting mindsets and helping change culture.
Our report showed clear business benefits when flexibility is done well: reduced sickness absence, higher organisational loyalty, and improved performance. In other words, flexibility is not a cost, it’s an investment. These are practical, evidence‑based steps that make a real difference.
In addition to the above, one of the most actionable changes employers can make is also one of the simplest: advertise flexible options upfront and make flexible working options the default. Research found that 87% of single parents avoid applying for jobs that don’t mention flexibility. That’s a huge loss of talent. The evidence for changing job advertisement defaults is compelling: A 2021 trial with the John Lewis Partnership found that including flexible options in job adverts increased applications by 50%. A at Zurich Insurance was so successful that they now advertise all roles as available on a part‑time, job‑share, or full‑time basis. One striking outcome from the Zurich trial was an 8% increase in part‑time employees reporting a sense of belonging. When organisations proactively value flexible working, people working flexibly feel valued too.
This is how we counter ‘flexism’, not by waiting for employees to ask for flexibility, but by signalling from the outset that flexibility is normal and supported. Single parents don’t want special treatment. They want fair access to good work, the ability to progress, and the chance to contribute fully without being penalised for the structure of their family. Flexible working (done well) can unlock that. But it requires a shift in mindset: from flexibility as a favour to flexibility as a foundation of good work. Where employers make this shift, the benefits are felt not just by single parents, but across their organisations, wider economy and society.
To hear more from Astrid Allen on this subject, please see the LinkedIn live panel: Supporting Single Parents at Work. If your organisation needs support on flexible working, please contact [email protected]
Any views expressed are those of the author and not necessarily those of the Institute as a whole.