Robert Walters’ data suggests that microshifting could be the next evolution of dynamic performance.
The global pandemic and the wave of AI have changed in many ways how today’s workers experience work life. Remote and hybrid opportunities have given professionals greater control over their hours, creating a stronger sense of work-life balance.
New research from recruiting platform Robert Walters suggests there may be a new work trend affecting the professional landscape: microshifting. This is defined as a way of approaching hours that sees the regular working day divided into short blocks of time, based on the professional’s personal obligations or capacity.
Robert Walters collected data on 850 professional, full-time, full-time professionals based in Ireland between December 2025 and January of this year. The report found that more than half (59pc) of Irish workers who contribute want their workplace to adopt a microshifting schedule.
Some respondents noted that flexible working models do not work as efficiently or effectively as they could. Only 36pc of Irish workers said their company’s current policy was fit for purpose.
“Despite years of debate about flexible working, many organizations are measuring their commitment by seeing results,” said Suzanne Feeney, country manager at Robert Walters Ireland. “Trends like microshifting will continue to emerge as experts seek effective flexibility, rather than policies that look progressive on paper but fail in practice.”
Changing prices
Despite concerns that flexible working results in low engagement, Robert Walters’ report highlights that flexible hours can lead to increased office attendance. Of those who contributed their data, 42pc responded that switching to microshifting would encourage them to increase the number of days they spend in the office each week.
Feeney said: “Offering flexible hours may sound counterproductive to employers looking to increase office attendance.
More than a third of team managers (37pc) surveyed by Robert Walters think that small changes can help improve engagement in their teams, while another 44% say they are open to exploring it.
Feeney added: “Microshifting is a more transparent version of the informal flexible working practices that already exist in many organizations. For managers and senior leaders, the question is whether it should be managed by trust and results or negotiated quietly among colleagues.”
According to the data, however, the concern continues, as almost 50 percent of the managers surveyed expressed concern that small changes could lead to high situations “he stopped silently“ and “excess”.
Feeney said: “While fears of microshifting fueling unemployment, the reality is that rigid work patterns are already forcing professionals to seek workarounds.
“Our findings suggest that when expectations are clear and performance is measured by results rather than visibility, microshifting has the potential to increase engagement, accountability and time spent in the office.”
More a study published today (26 February) by CPL also explored how organizations should do more to foster the loyalty of key talent. CPL’s Salary Guide for Ireland 2026 found that while compensation and benefits continue to be top of mind for 35pc of employers, 24pc of professionals say leadership and culture are the most important factors to consider when choosing an employer.
The CPL study also found that flexible working has evolved from a benefit to an important part of employee packages, ranking as the second most important benefit overall among contributing participants.
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