The planned phasing out of zero-hours contracts and stronger day-one rights means that organisations can no longer rely on just-in-time labour models or entry-level flexibility to plug gaps in staffing.
But while 50% of desk-free workers welcome this move toward stability, the response from HR leaders reveals a stark divide: nearly half admit they depend on these contracts to manage costs, and 53% say they may now avoid hiring inexperienced candidates altogether.
Read more: How HR can prepare for the employment law changes of 2025
This legislative pivot is forcing a fundamental reckoning in workforce strategy – especially for industries reliant on shift-based, front-line or seasonal labour. Rather than scaling back opportunity or flexibility, the smarter approach is investing in long-term workforce planning, skills development and inclusive hiring pipelines.
Outdated notions of flexibility, particularly those that place all control in the hands of the employer, are quickly becoming not only ineffective, but potentially damaging. With the Employment Rights Bill banning exploitative zero-hour contracts and pushing for equitable treatment from day one, businesses must look to retire legacy models that deny predictability or job security. Continued reliance on rigid or one-sided flexibility structures risks legal scrutiny, regulatory penalties, and reputational damage in an era where workers, consumers, and investors alike are prioritising ethical employment practices. True flexibility must work both ways.
Be proactive and turn this into a competitive advantage
Rather than view the incoming legislation as a compliance burden, forward-thinking employers have a rare opportunity to modernise their people strategy and position themselves as employers of choice. Organisations that invest in fairer pay structures, more transparent career progression, meaningful skills development, and an improved overall employee experience – particularly for desk-free workers – will be better placed to attract, develop and retain critical talent.
Read more: Employment Rights Bill: HR reacts
This isn’t just about being compliant; it’s about building an employment brand that appeals to today’s workforce, many of whom are actively seeking purpose, growth and long-term security.
What 'fair flexibility' looks like in practice
Fair flexibility doesn’t mean returning to rigid schedules or utilising unfair staffing models. It means offering predictability where possible – in shift patterns, pay frequency and job expectations – while still allowing workers some control over how, when, and where they work. It also means investing in workforce management practices that make it easy to request time off, swap shifts, and engage with management, creating a more participatory culture. Aligning with modern worker expectations means recognising that flexibility must be mutual, and grounded in trust, communication and fairness.
Be open minded about all candidates
In sectors already struggling with talent shortages such as manufacturing, logistics and healthcare, overlooking candidates because they lack prior experience or a traditional CV is not only short-sighted, it's self-defeating. Desk-free industries in particular benefit from diversity of background, perspective and transferable skills, yet too many recruitment strategies are built to filter out rather than nurture.
Read more: Employment law
This mindset blocks innovation and growth, while actively undermining the inclusive hiring pipelines that are needed for long-term workforce resilience. By prioritising high-quality performance management capabilities that support development from day one, employers can unlock hidden potential, widen access and build a more future-ready team.
The talent bottleneck risk
If employers delay adapting to new regulations and evolving workforce expectations, they risk a serious talent bottleneck. Industries that rely most heavily on desk-free workers – logistics, retail, manufacturing, transport – are already under pressure from high staff attrition and skills shortages. Failure to modernise working environments, reward models and retention strategies will only accelerate churn and hinder business continuity.
HR strategy must be grounded in listening to worker experience and acting on it. With the Employment Rights Bill serving as both a catalyst and a wake-up call, the time to act is now – or risk being left behind by those who do.
By Anwen Robinson, senior vice president at OneAdvanced
