The Rise of Microshifting: Redefining the Workday for Flexibility and Well-being
In today’s fast-paced world, the traditional nine-to-five workday is increasingly being challenged by a more fluid approach known as “microshifting.” This flexible scheduling strategy involves tackling job duties in short, productive bursts, allowing paid labour to seamlessly integrate with personal responsibilities and priorities. Instead of a rigid, contiguous block of hours, performance is primarily measured by output, with less emphasis placed on the sheer amount of time spent at a desk or in front of a screen.
Jen Meegan, a cofounder of a creative services agency, exemplifies this modern work style. Her day begins with a quiet hour or so dedicated to company emails and reviewing her previous night’s ideas. This is before the household buzzes to life with her teenagers needing breakfast and rides to school. After the morning rush, she might run errands like grocery shopping or getting fuel before diving back into her work. This rhythm – focused work sessions interspersed with breaks for family and personal needs – continues until late at night.
Meegan notes that these breaks can often be the most productive periods for her, allowing her mind to wander and generate ideas without the pressure of staring at a screen. “Sometimes the break’s when most of the work will get done in your head, because you’re not sitting in front of a laptop just staring at a screen going, ‘I can’t come up with anything,’” she explains.
This practice is gaining traction among workers and finding acceptance within organisations as a valuable tool for improving work-life balance. The widespread adoption of remote and hybrid arrangements during the COVID-19 pandemic highlighted the need for greater flexibility, especially as return-to-office mandates began to emerge, leaving many yearning for more time to care for loved ones or themselves.
Kevin Rockmann, a professor of management at George Mason University’s Costello College of Business, observes that as managers and organisations become more adept at granting autonomy, microshifting is not only growing in popularity but also empowering employees to request such arrangements.
Boosting Creativity and Productivity Through Intermittent Work
While independent contractors have long embraced flexible scheduling, the term “microshifting” is now resonating with individuals in roles that traditionally demanded fixed, continuous hours. Some companies are proactively offering this flexibility, while others tacitly acknowledge employees working this way, even if it’s not an officially sanctioned policy.
Advocates for microshifting argue that working in increments enhances productivity by providing essential mental breaks. Supporters suggest that activities like taking a walk or attending a child’s school event can be incredibly invigorating for those who find prolonged periods at a desk or in front of a computer screen draining.
“From a creativity standpoint, it’s good to take breaks,” Rockmann states. “When you stop thinking about a task is when your best ideas come to you.”
Shellie Garrett, who previously led an eight-person team as director of investigations and appeals, found this approach beneficial. She allowed her team members to set their own schedules, with the exception of weekly team meetings. “Everybody needed to maintain availability for emergency questions or issues. But I let people determine what worked best for them productivity-wise,” Garrett recalls. “If productivity was lapsing, we had to figure out different solutions. But overall, I feel like giving that autonomy led to better production and happier employees.”
During their designated work hours, Garrett’s team members focused on tasks like updating spreadsheets, cross-referencing documents, and conducting investigative work. Outside of these core hours, employees managed personal commitments, such as one team member nursing an infant and homeschooling a preschooler, and another working a second job as a real estate agent.
The Impact of Microshifting on Relationships
Amanda Elyse, a full-time professor of legal writing and a part-time policy and programs lead, finds that microshifting allows her to synchronise her schedule with her partner, who works nights, and dedicate time to her dogs during the day. “There’s just so many little things in the day that, when you’re in control of your schedule, you can take that time to do,” Elyse comments.
However, Rockmann points out that while microshifting often benefits personal relationships, it can sometimes strain professional ones. He explains that effective teams rely on collaborative effort, and “the whole idea of microshifting is taking care of yourself. It’s not that taking care of yourself is bad. It places the emphasis on the individual, not the relationships.”
Pranav Dalal, founder and CEO of Office Beacon, a remote staffing firm, manages a global team and acknowledges that some employees engage in microshifting to manage personal needs. He observes this happening organically, particularly among those in managerial roles, and doesn’t necessarily question it as long as work is being completed effectively. As a single father himself, Dalal understands the need for flexibility. Yet, he cautions against extremes, citing an instance where an employee’s persistent lateness due to personal matters negatively impacted the team and led to their dismissal. “If someone really abuses that, it becomes destructive to the team because then resentment builds,” Dalal warns. “As an employer, it definitely is a big shift for companies. And the shift is, essentially, can you deliver the same quality service, reliably, when there’s microshifting happening?”
Supporting Health and Well-being Through Flexible Scheduling
Isabelle “Izzy” Young, a political organiser in Texas, finds that her ability to largely choose her own hours, provided she meets her work obligations, is crucial for managing her autism and a chronic illness that can cause dizziness and rapid heart rate. This flexibility allows her to adjust her schedule based on her health needs, such as scheduling meetings later in the day if she requires more rest or taking midday breaks to decompress. “I am very lucky to have a principal that is a compassionate person,” Young says. “He’s acutely aware that life happens, and you can be incredibly productive and chronically ill.”
A potential drawback, Young notes, is the feeling of being perpetually on call. “The job never ends, so you’re never really off the clock.”
Garrett, the former team leader, also found microshifting invaluable for managing chronic health conditions, including an autoimmune disease and premenstrual dysphoric disorder. Working in two-hour blocks allowed her to harness periods of creativity and then take time for rest or exercise. “Microshifting was honestly a godsend,” Garrett states. “I don’t know if I could have done this job without being able to do that.”
Navigating the Conversation: Making the Case for Flexibility
When seeking the flexibility to set one’s own hours, Garrett advises focusing on how this arrangement will benefit the employer. “You have to go into the interview and sell it,” she suggests. “You have go in and say, ‘I’m willing to do whatever schedule and put my best foot forward, but if you want me to be most productive or most creative, this is how I work best, if this is something you’re willing to work with.’”
