This article summarizes the findings of the CIPD global report, with practical implications directed at the non-profit sector in Saudi Arabia.

In a rapidly changing world, traditional work patterns are no longer the only option for organizations seeking effectiveness and impact. A recent report from the Chartered Institute of Personnel and Development (CIPD) in the UK, titled "Flexible and Hybrid Working Practices", highlights the importance of flexible and hybrid work as one of the most significant transformations in modern work environments.

While the business sectors are leading this global shift, the Saudi non-profit sector finds itself with an opportunity to redefine the work environment in line with Vision 2030, enhancing its appeal, sustainability, and operational efficiency.

First: What are Flexible and Hybrid Work?

  • Flexible Work:

    This is any work pattern that differs from traditional full-time office hours. This includes flexible hours, fewer days, part-time options, or intensive workdays on specific days.

  • Hybrid Work:

    This is a model that combines working from the office and working remotely, allowing employees to shift between physical and virtual environments to perform their tasks.

Second: Why should the non-profit sector seriously consider implementing this model?

1. Enhancing job attractiveness in a competitive market

Data from the report indicates that flexible work has become an important standard in deciding to join or remain at an organization. For associations and charitable organizations looking to attract talent, offering flexible options can compensate for limited salaries or financial benefits.

2. Increasing satisfaction and productivity levels

More than half of the employees in the study reported that flexible work has contributed to improving their work-life balance, positively impacting productivity levels, organizational loyalty, and job stability.

3. Supporting diversity and inclusion

Flexible work helps in including groups that have been marginalized from the labor market, such as mothers, persons with disabilities, or those living in remote areas.

Third: Challenges to be aware of

The report's findings show that despite the gains, implementing this model is not without difficulties, especially in organizations with traditional structures. The most notable challenges include:

1. Weak technical infrastructure

The absence of communication and digital documentation systems affects teams' ability to coordinate and follow up remotely, which reduces effectiveness and increases the likelihood of misunderstandings.

2. Managing performance remotely

Some managers lack the skills necessary to manage geographically distributed teams, leading to gaps in evaluation or accountability.

3. Erosion of organizational culture

With colleagues distanced physically, the team spirit can be affected, weakening institutional belonging, especially for new joiners.

Fourth: Recommendations provided by the report

To ensure the success of the flexible and hybrid work experience, the report recommends several practices that the non-profit sector in Saudi Arabia can adopt flexibly according to the nature of each organization:

1. Developing a written flexible work policy

It is important to have clear and announced policies that define the types of flexible work available, the application and approval mechanisms, and the job entitlements for each type.

2. Training leaders on flexible management

There should be a focus on building specialized leadership capabilities to handle flexible teams: effective communication, managing performance remotely, and enhancing cultural cohesion.

3. Designing work from the outset with flexibility

Permitting flexible work is not enough as an individual initiative; rather, jobs should be redesigned to enable flexible implementation without compromising the quality of outputs.

4. Involving employees in the design

Involvement enhances commitment. Therefore, conducting surveys and focus groups to understand employee priorities and adapting models to fit the organizational context is recommended.

5. Monitoring impact and continuous improvement

Evaluation should be periodic and based on indicators such as: satisfaction rate, productivity, absenteeism, and employee turnover.

Fifth: How can these recommendations be aligned with the realities of the non-profit sector in the Kingdom?

Despite the specificity of charitable and social work, the implementation of flexible work is not impossible; rather, it can be a helping factor in:

  • Reducing operational costs (such as office expenses).
  • Accessing competencies outside major cities.
  • Enhancing diversity and empowerment for women.
  • Aligning work with the nature of field and seasonal programs.

Moreover, flexible work aligns with the Ministry of Human Resources' trends in enhancing labor market efficiency and increasing the participation of the national workforce, especially in the non-profit sector, which shows rapid growth.

Not a luxury, but a necessity

Flexible and hybrid work is no longer an elitist option or an organizational luxury. It is a strategic shift that non-profit sector organizations must view as an enabling and sustainability tool, rather than a concession on discipline or quality.

It is also important not to view this shift solely from a technical perspective, but to link it to our Islamic and social values in achieving justice, considering circumstances, and stimulating creativity and personal accountability.

Here we are pleased at the Third Bank to present you with the highlights of the report:

First: Context of the report and its methodology

The report was issued by the UK CIPD organization and is based on a survey that included more than 2,000 employers and 2,000 employees in the UK during 2023, reviewing both parties' opinions on flexible and hybrid working practices, their prevalence, and their impact on performance, well-being, and productivity.

Although the data relates to the UK, the general trends can inspire those working in the non-profit sector in Saudi Arabia, especially in light of the organizational expansion in the sector and its transformations within Saudi Vision 2030.

Second: Key transformations in flexible and hybrid work practices

1. The spread of flexible work:

  • 91% of employers offer some form of flexible work.
  • However, only 60% of employees reported having actual flexible arrangements.

The gap between supply and utilization indicates the presence of cultural or managerial barriers that limit actual implementation.

2. Diversity of flexible work formats:

Among the most commonly used or desired options by employees are:

  • Working from home (50%)
  • A 4-day workweek without salary reduction (45%)
  • Compressed hours (25%)
  • Flexible hours (20%)

In the non-profit sector, especially for field-oriented associations, these formats can be gradually adopted through support or coordination teams.

Third: Reasons and motivations behind the shift towards flexibility

For employers:

  • 60% aim to attract and retain talents.
  • 54% seek to enhance the mental health of employees.
  • 42% intend to improve organizational flexibility.

For employees:

  • 83% see flexibility as supporting work-life balance.
  • 40% confirm that it is a means to reduce costs.
  • 37% believe it gives them time for their hobbies or other responsibilities.

This data shows that flexibility is no longer an organizational luxury, but a strategic necessity.

Fourth: Challenges hindering the expansion of flexible and hybrid work

  1. Lack of equity in access to flexibility:

    • Only 28% of employees have actual flexible opportunities.
    • Frontline job holders (field, operational) do not receive the same opportunities.

  2. Negative perceptions from leaders:

    • 57% believe that being present in the office enhances connections.
    • 55% say that collaboration is better face-to-face.
    • 47% think direct interaction enhances integration.

  3. Technical and administrative challenges:

    • 42% of leaders face difficulties in bringing employees back to the office when necessary.
    • 41% struggle with managing remote teams in terms of performance and well-being.
    • Issues with communication, culture, performance evaluation, and belonging.

In associations, this challenge may be compounded by weak technical infrastructures or lack of manager training.

Fifth: Has flexibility impacted productivity?

  • 38% of organizations have witnessed an increase in productivity thanks to hybrid work.
  • Conversely, only 13% have noticed a decline.
  • And 46% of leaders believe their employees are more productive in remote/hybrid work models.

This clearly indicates that flexible work does not harm efficiency but may enhance it in a mature managerial environment.

Sixth: Potential opportunities for the non-profit sector in Saudi Arabia

The sector can benefit from these trends through:

  1. Reducing operational expenses (rent, offices).
  2. Accessing talents beyond major cities (working from remote areas).
  3. Achieving employment empowerment for women and persons with disabilities.
  4. Enhancing employee loyalty and reducing turnover.

Seventh: Practical recommendations for Saudi non-profit organizations

  1. Develop a clear, written flexible work policy that includes types of flexibility and application procedures.
  2. Train managers on leading flexible teams, especially in motivation and evaluation.
  3. Ensure equity in access to opportunities among employees, whether present or remote.
  4. Involve employees in designing the suitable model according to the nature of each role.
  5. Conduct periodic reviews of the organizational impact through clear indicators such as productivity and satisfaction.

Eighth: A warning about the equity and inclusion gap

  • 39% of employers expressed concern that remote work may lead to unintended discrimination in:

    • Opportunities for professional development
    • Employee involvement in projects
    • Promotion or incentive decisions

Flexibility should not be viewed as a class privilege but as a tool for achieving professional fairness.

Towards a conscious flexibility that preserves impact

Building a flexible work environment in the Saudi non-profit sector is not just an adoption of a global model, but a strategic investment in sustainability, efficiency, and equity.

When managed wisely, flexibility becomes a source of attraction, retention, and motivation, rather than a threat to discipline.

Main results

Availability and use of flexible work:

The vast majority of employers (91%) say they offer some form of flexible work arrangements. Employees report that the most common types of flexible work they use are:

  • Working from home during official working hours (50%)
  • Flexible working hours (38%)

Unmet demand for some types of flexible work:

When asked what types of flexible arrangements they would utilize if available, employees indicated several options, most notably:

  • Four-day workweek without salary reduction (45%)
  • Compressed working hours (25%)
  • Flexible working hours (20%)

Job flexibility mentioned as an important attraction factor:

61% of employers believe it is important to offer flexible work as an option when advertising jobs to attract employees and address skill or labor shortages.

Access to flexible work is not equally available to all:

Two in five employers report that only some employees (28%) or few of them (12%) are able to work flexibly.

Impact of the 2023 Employment Relations Act (flexible work):

18% of employers reported noticing an increase in flexible work requests since the introduction of the