An employer's flexible working record should show receipt, consultation, consideration and the decision. It should be possible to understand why the particular proposal was accepted, modified or refused, rather than finding only a ticked business-reason box.
Start the statutory timetable accurately
Record the date received, proposed change and start date, and whether the request uses the statutory route. Check the current rules about requests and decision timing. The Acas Code describes reasonable handling and consultation before rejection. [1]
If more information is needed, ask focused questions. Do not leave the request unacknowledged while operational managers discuss it informally.
Evaluate the actual working arrangement
Consider staffing, work allocation and the effect on service delivery, supported by evidence. Discuss alternatives or a trial where useful. If disability or another protected issue is involved, assess the separate legal duties rather than treating the flexible working procedure as the only question.
Confirm the outcome and any contract change in writing, including whether a trial reverts automatically or needs another decision. Employee requests identifies the proposal details; reasonable adjustments covers a distinct duty. Retain the reasoning and review arrangements so the decision remains understandable after a change of manager.
Register the request where a manager can act on it Record receipt, the proposed hours or location change, intended start date and whether the statutory route is invoked. Check information about earlier requests and any live application. If something necessary is missing, seek focused clarification promptly rather than leaving the request outside the workflow. The Acas Code sets out current statutory handling requirements and good practice. [1] Make the responsible decision-maker and timetable visible from the outset, especially where HR administers the process but an operational manager must evaluate how the work would be arranged.
Distinguish a statutory application from an informal discussion, while considering both reasonably. Do not assume that a worker's use of the wrong internal form removes the substance of a clear request. In Great Britain, the statutory right is available from day one for employees under the current rules. Check the actual category and procedure before rejecting a request for lack of service. Keep the acknowledgement and any agreed extension of the decision period with the record, so later staff changes do not leave the organisation relying on an undocumented conversation about more time.
Gather evidence about the proposed pattern Ask the manager to identify the work affected and the practical concern, supported by information about demand, staffing, quality or other relevant factors. A statement that the team has always worked these hours is not an analysis of the requested change. Consider the potential benefits and effects for both sides. If additional cost is cited, identify the actual cost and the assumptions behind it. The record should make clear why the proposal can or cannot work in this role, rather than reproducing the wording of a business ground without supporting facts.
Discuss the request before refusing it and consider alternatives where useful. Ask which elements matter most to the employee and whether a trial could resolve a genuine uncertainty. Record suggestions and responses, including reasons an alternative is unsuitable. Avoid requiring the employee to solve every staffing problem before the employer engages. If several requests affect the same coverage period, assess them fairly and seek advice on the process rather than inventing a blanket rule that automatically favours the most senior person or a particular personal reason.
Assess equality questions alongside the procedure Identify disability-related adjustment needs and consider them under the separate duty. The request-count and timetable rules for statutory flexible working should not be used to avoid that assessment. Other protected circumstances can also be relevant to the effect of a refusal or criterion. Keep the employee's sensitive information proportionate and accessible only to appropriate staff. The decision record should show the additional legal issue considered and its outcome, instead of assuming that selecting a recognised business reason resolves every possible discrimination concern.
If health or another circumstance affects participation, consider appropriate meeting arrangements. The Acas Code distinguishes legal requirements from recommended practice, including useful support and appeal arrangements. Apply the current position rather than adding future reform requirements as though already in force. Where a future change is being tracked, record its commencement separately in the policy review. Managers dealing with a live September 2026 request need clear instructions for that case and a route to advice on unusual facts, not a mixture of current and planned standards.
Write a decision that payroll and scheduling can implement If accepted, confirm the exact pattern, start date, contractual effect and any changes to pay, holiday or benefits. For a trial, identify its duration, review measures and the arrangement afterwards. Notify operational teams of the information needed to implement it. An approval email saying agreed as discussed is insufficient if the discussion contained several alternative schedules. Keep the final arrangement unambiguous so the employee, line manager and payroll all act on the same understanding from the intended date.
If refused, give the applicable reason and explain its connection to the evidence and proposal. Check the review or appeal route and any remaining time within the statutory decision period. Preserve the consultation record and response to alternatives. If an error is identified, correct it transparently rather than replacing the reasons with a new explanation without acknowledging the change. The file should allow a later reviewer to follow receipt, consideration, discussion and decision, and to see that a contractual change or refusal was actually communicated through a usable process.
Frequently asked questions
What is wrong with recording only a ticked business reason for refusal?
It may not explain how that reason applies to the actual proposal. Retain the operational evidence, consultation and reasoning connecting the ground to the decision.
Can a disability-related request be rejected solely because two statutory requests were already made?
No automatic conclusion follows. The reasonable adjustment duty is separate and must be considered on its own facts rather than reduced to the statutory request count.
How should the employer record an agreed extension to the decision period?
Keep the employee's agreement, revised deadline and reason for the additional time, with responsibility for completing the remaining steps before that date.
What must be clarified when a flexible working trial is approved?
Record the exact pattern, duration, pay implications, review measures and what happens afterwards, so neither party mistakes an experiment for an undefined permanent change.
Why should managers distinguish current rules from planned flexible working reforms?
Live requests must be assessed under the applicable rules and dates. Mixing future requirements with current instructions can produce an inaccurate procedure or explanation.
Official sources
Sources checked: 9 September 2026. Check the linked guidance for subsequent changes.
General information only. The appropriate action depends on your circumstances and the applicable jurisdiction.
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