Exploring Flexible Working Models for Employee Retention

This paper examines how flexible working models (FWMs) — including hybrid work, remote work, flexible hours, compressed workweeks, and job sharing — influence employee retention. Drawing on recent large-scale studies and meta-analytic evidence, the paper develops a theoretical framework linking FWMs to retention through job satisfaction, work–life balance, organizational commitment, and perceived career prospects. A mixed-methods empirical design is proposed (survey + interviews + organizational HR metrics) to test hypotheses about which FWM types and implementation features most effectively reduce voluntary turnover. Practical recommendations for HR practitioners and avenues for future research are presented. Key findings from existing literature indicate that hybrid models in particular reduce quit rates substantially without harming performance, while the effect of full-time remote work is more nuanced.