What Happens at a Flexible Working Request Meeting

Flexible working requests are now a routine part of managing people, and the way an employer handles them says a great deal about its culture. A request that is dismissed in a corridor conversation creates resentment and legal risk. One that is handled properly, even when the answer is no, tends to be accepted as fair.

This post explains what a flexible working request meeting involves, what the law requires today, and what is changing in 2027. It is written primarily for employers and managers, but it is also relevant for employees who are thinking about making a request.

The current rules

Employees have had a right to make a statutory flexible working request from their first day of employment since April 2024. An employee can make two requests in any 12-month period, and no longer has to explain how their request might affect the employer. The employer must deal with the request in a reasonable manner, consult the employee before refusing it, and give a decision within two months of receiving it, including any appeal, unless a longer period is agreed.

The request must be in writing, and should say that it is a statutory request, give the date and set out the change sought and the date it should start. It can cover hours, times, place of work or a combination, such as compressed hours, job sharing, part-time working, term-time working or working from home.

An employer can refuse a request only on one or more of eight statutory business grounds: the burden of additional costs, a detrimental effect on the ability to meet customer demand, an inability to reorganise work among existing staff, an inability to recruit additional staff, a detrimental impact on quality, a detrimental impact on performance, insufficient work during the periods the employee proposes to work, and planned structural changes.

What is changing in 2027

The Employment Rights Act 2025 makes two further changes, which the Government has confirmed will take effect in autumn 2027. The first is a reasonableness test. An employer will still have to rely on one or more of the eight grounds, but will also have to show that it is reasonable to refuse the request on that basis, and explain why. The second is a prescribed consultation process before a refusal. The Government has said employers will have to meet the employee to discuss the request and any alternatives, and will have to confirm the outcome of the meeting, any agreed next steps and the final decision in writing.

Acas will consult on an updated Code of Practice on flexible working to take effect at the same time. Until then, the current rules apply. It is sensible to start working in the new way now, since it reflects good practice and will avoid a rushed change of approach later.

Before the meeting: preparation

The manager should start by reading the request carefully and making sure they understand what is being asked for. If anything is unclear, ask, rather than guess.

The next step is to think about how the arrangement might work. Which tasks would be affected, what cover or handover would be needed, and what would be the impact on the team, customers and cost? It helps to think of options as well as objections. Could the arrangement be trialled? Could it work on certain days or in part? Would a different pattern meet the same need?

The employee should be invited to a meeting, with reasonable notice and a clear explanation that it is to discuss their request. There is no statutory right to be accompanied at a flexible working meeting, but allowing a colleague or representative to attend is a reasonable step, particularly if the employee would find the meeting difficult.

Managers should also be aware of the wider legal picture. A refusal that disadvantages employees who are women, disabled or carers can raise discrimination issues, in particular indirect sex discrimination and the duty to make reasonable adjustments. The employer should check whether the request is connected to a disability or a caring responsibility.

At the meeting: what actually happens

The manager opens by explaining that the purpose of the meeting is to understand the request and talk through how it could work. Tone matters. An employee who feels they are being interrogated will hold back the information that would help find a workable solution.

The employee is invited to explain what they are asking for and why. They do not have to give personal reasons, but doing so often helps the discussion. The manager listens, asks open questions and makes sure they understand the arrangement being proposed.

The manager then shares any concerns about how the arrangement would work, clearly and with specifics, and invites the employee's views on how those could be addressed. This is where creative options are found: a trial period, a phased start, a different pattern of days or a shared handover. If a full agreement is not possible, the manager should explore whether part of the request, or an alternative, might work.

Before the meeting ends, the manager should say when they will respond and what the next steps are. If the employee is to be told the answer later, the timescale should be realistic and within the two-month limit.

After the meeting: the decision

The decision should be confirmed in writing. If the request is accepted, the letter should set out the new arrangements, the start date and any trial or review period, and explain that the change to the contract is permanent unless agreed otherwise. If it is accepted for a trial, the letter should say when the trial ends and how it will be reviewed.

If the request is refused, the letter should identify which of the eight grounds applies and explain why, with specifics rather than a general statement, and should set out the right of appeal. From 2027 it will also need to explain why the refusal is reasonable. The employee should have a fair opportunity to appeal to someone other than the person who made the decision, and the appeal should be finished within the two-month time limit.

An employee who believes the request has not been handled properly can bring a claim to an employment tribunal, which can order the employer to reconsider and award compensation of up to eight weeks' pay. Employees are also protected from dismissal or detriment for making a statutory request.

The final word

Flexible working is rarely simple, but the process for handling it can be. Employers who listen, explore options and explain their reasons find that most requests are resolved without dispute, and many end up with arrangements that help retain good people.