New report finds employees are breaking down the traditional workday
Employees are breaking down the traditional nine-to-five workday by microshifting, a new workplace practice that experts said is more than just a scheduling trend.
Microshifting refers to employees' new practice of breaking down their workday into smaller blocks of time in order to better align work with personal responsibilities, productivity patterns, and daily demands.
Findings from Monster's recent report showed that 53% of employees are practising this, with 94% of them saying they do this at least weekly.
"That means microshifting is not an occasional workaround for many workers. It is part of how they structure their workweek," the report read.
More than a third of microshifters (37%) cite the need for greater flexibility and control as their primary reason for doing this, with 78% saying that the practice makes them more productive than the traditional working schedule.
"Microshifting is not just a scheduling trend. It is a signal that many employees are trying to make work fit better around productivity, caregiving, health, errands, and daily responsibilities," the report read.
The problem with microshifting
While the report pointed out the benefits of microshifting, the findings discovered that 53% of microshifters are breaking down their working day without their manager knowing.
"That matters because hidden flexibility can create tension for both employees and employers," the report read.
"Managers may not know when team members are available, coworkers may experience slower communication, and employees may worry that taking time away during the day could hurt visibility or career growth."
The secrecy behind microshifting stems from issues on workplace culture, with 36% citing the lack of manager trust and support.
"That disconnect points to a larger workplace issue. Employees are adapting their schedules to match how they work best, but many may not feel they have the trust, clarity, or formal flexibility to do so openly," the report read.
Responding to microshifting
The report pointed out that the rise of microshifting is an opportunity for employers to rethink flexibility and communication in the workplace.
It noted that the findings indicate that the one-size-fits-all schedule may not always match when employees do their best work.
"For employers, the issue is not whether every role can or should support microshifting. The issue is whether workplace expectations are clear, realistic, and aligned with how work is actually happening," the report read.
It urged employers to start with role requirements, where they should identify which positions may allow for microshifting and where covered needs limit flexibility.
From there, it advised leaders to define core collaboration windows where teams are expected to be reachable for meetings, decisions, and cross-functional work.
The report also underscored the need to train managers to lead with trust and clarity, and encourage transparency so employees can discuss schedule needs openly.
"Watch for boundary issues. If microshifting leads employees to feel always 'on,' employers should reinforce healthy expectations around response times and after-hours work," the report read.
The report stressed that clearly communicated and structured flexibility will support employees in the long-term.
"Organisations that bring structure to flexible work, instead of leaving employees to navigate it quietly, may be better positioned to support productivity, engagement, and retention," it added.
