A new workplace trend is gaining momentum in 2026, offering a fresh perspective on how employees can structure their workdays. Called “microshifting,” this approach breaks the workday into smaller, non-continuous blocks scattered throughout the day, marking a significant departure from both traditional schedules and hybrid work models.
The model allows employees to work when they feel most productive rather than forcing focus during natural energy lulls.
Proponents argue it offers unprecedented flexibility to balance demanding professional responsibilities with personal commitments like childcare, exercise, and self-care. However, critics worry it could create an “always-on” culture that blurs boundaries between work and personal life.
As the trend of microshifting picks up pace, companies face a critical question: is this new way of working just a fad? If not, should they embrace this radical new approach, or does it pose too many risks to organizational culture and employee well-being?
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Understanding Microshifting
The concept of microshifting began gaining traction in autumn 2025 after a 2,000-person poll by video-conferencing company Owl Labs found more than two-thirds of UK workers were interested in the practice.
Microshifting is defined as working “in short, non-linear blocks based on personal energy, responsibilities, or productivity patterns.” Employees divide their workday into multiple focused sessions, typically lasting 45 to 90 minutes, with significant breaks in between for personal activities.
A typical microshifting schedule looks dramatically different from the traditional nine-to-five workday. An employee might start at dawn to handle urgent tasks, log off for school drop-off, complete another work block in late morning, take an extended lunch for exercise, and finish remaining tasks in the evening. Work happens in focused bursts rather than one continuous stretch.
This model emerged during the pandemic when school closures disrupted conventional schedules. What began as a crisis response has evolved into a deliberate strategy embraced by parents, global teams, and gig workers managing complex lives.
The approach goes beyond hybrid work, which focuses on where people work rather than when. While hybrid policies still require office presence several days a week, microshifting challenges the assumption that those hours must be consecutive. Research from Jones Lang LaSalle shows that high-value employees who don’t comply with traditional schedules are becoming “empowered” because of their specialized contributions.
Enthusiasm, Skepticism, and Real-World Application
Interest in microshifting appears substantial, with Owl Labs’ research finding it most popular among Gen Z (72%) and Millennials, compared with 45% of Gen X and 19% of Boomers. Enthusiasm is also high among managers, caregivers, and employees with side jobs.
Advocates emphasize that microshifting aligns work with natural productivity rhythms. Short, intense work blocks enable deep, highly focused effort on cognitively demanding tasks while creating space for exercise routines, medical appointments, or family responsibilities that rarely fit into rigid office hours. Over half of employees now schedule personal appointments during work hours, with those who have caregiving responsibilities doing so at higher rates. Lisa Hallewell, Co-founder of HR consultancy hoomph, notes that microshifting “may significantly improve inclusion and retention, particularly for neurodivergent employees” by matching tasks to natural energy levels.
Gustas Germanavicius, a Lithuanian Ironman competitor and CEO of InRento, described his approach to Fortune in November 2025, drawing parallels to athletic training and time studying with Shaolin monks. “Basically, I work in marathons and sprints,” he explained. “Two months I work 24/7, seven days a week, then two weeks off.” He emphasized the importance of avoiding burnout, recalling the Shaolin lesson that “practice makes tired,” and stressed companies shouldn’t become dependent on any single person.
However, Day One Ventures Founder Masha Bucher has previously told Fortune magazine that people in her Silicon Valley circle “work seven days a week, from 6:00 or 7:00 a.m., with a break for sports until midnight or 1:00 or 2:00 a.m.”
Critics point to such examples as evidence that microshifting can enable an unhealthy work culture masquerading as flexibility. Labor experts warn that schedule autonomy can turn into unrealistic expectations, with employees extending availability across 14 or 16 waking hours to remain responsive across time zones. Joanna Hart, Director of Products, Services, and Innovation at Mauve Group, cautions that without careful coordination and clear communication, microshifting can lead to negative outcomes, noting it works best where roles don’t have frequent, time-sensitive requirements.
Should Your Company Adopt Microshifting?
The decision to implement microshifting requires careful consideration of your organization’s specific needs and culture. The model works best for output-driven organizations where results matter more than hours logged and where managers assess performance based on deliverables.
When implemented intentionally, microshifting can reduce burnout by allowing workers to genuinely disconnect between focused sessions. However, it does not happen automatically.
Matt Jenkins, Founder of business strategy consultancy Dream and Leap, emphasizes that success requires hiring people who are “both responsible and accountable” and ensuring that expectations around outputs are clear.
For companies exploring this approach, success depends on clear guidelines and the right organizational culture. Organizations should define core collaboration hours when all team members are available for meetings while allowing flexibility outside those windows.
However, microshifting “requires an organization to be culturally mature,” according to Hallewell, with success depending on alignment with the organization’s culture and business priorities. Without proper systems or supportive managers, microshifting can be abused, eroding trust and sparking employee resistance.
For organizations considering integrating more flexibility, the Owl Labs study offers a stark warning: 44% of workers are prepared to reject roles that don’t offer flexible hours.
Employees increasingly prioritize management of time over place, suggesting that organizations resistant to scheduling flexibility may struggle to attract and retain talent.
As we move through 2026, microshifting represents both an opportunity and a challenge. Companies that can harness its benefits while establishing boundaries and maintaining team cohesion may gain a competitive advantage in the ongoing war for talent.
Companies wanting to test the concept might consider piloting microshifting with specific teams before a broader rollout, gathering data on productivity, satisfaction, and operational challenges.
