The concept of Microshifting became more visible in autumn 2025 following an Owl Labs poll of 2,000 UK workers that found more than two-thirds were interested in this pattern of work.

Microshifting developed from flexible arrangements adopted during the COVID-19 pandemic and is now used by parents, global teams, and gig workers who need to balance work with caregiving, exercise, and other responsibilities.

The model differs from hybrid work by emphasizing when work is done rather than where it occurs, although it can coexist with hybrid policies.

Microshifting is defined as working in short segments aligned with personal energy levels and productivity patterns, and it is reported to be particularly popular with Gen Z and Millennial workers compared with older generations.

The approach appears better suited to output-driven organizations that evaluate employees based on results and that can support scheduling flexibility while still coordinating key meetings and in-person commitments.

So, the question for our readers is: Should Employers Use Microshifting?

Here is the opinion of one of the McCalmon editorial staff:

Jack McCalmon, Esq.

Microshifting, as it is being promoted, looks a lot like working whenever you choose, rather than within a defined workday. I recognize that giving employees freedom to work when they are at their best can improve output. However, it also raises basic questions of fairness: who actually has the flexibility to microshift and who does not? Without common expectations around start and stop times, it becomes difficult to compare workloads, measure performance, or even know when someone is truly available. In short, when there is no baseline for time and hours worked, it is hard to judge success in any consistent way.

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