Flexible working in actuarial: how employers can get it right

Flexible and hybrid working are now a significant consideration for actuarial employers and candidates, but there is no single approach that will suit every organisation, team or individual. 

Some actuarial professionals value regular office time, while others place greater importance on where they can work or the ability to shape their working hours.

Although the terms are often used together, hybrid and flexible working are not necessarily the same thing. Hybrid working usually describes where someone works, typically a combination of home and office working. Flexible working is broader and can also include changes to working hours, start and finish times, working days or other working patterns. You can read more about the different approaches and the wider benefits of flexible working for employers and employees.

For employers, the challenge is to offer working arrangements that support attraction and retention while still meeting the needs of the role, team, clients and wider business.

The most effective approach is usually one that is clear, consistent and appropriate for the role. In this guide, we explore the areas actuarial employers should consider when reviewing flexible and hybrid working arrangements.

Why flexible working matters in actuarial recruitment

Working arrangements can play an important part in whether a candidate considers an opportunity.

A role that requires regular office attendance may still attract strong candidates if the expectations and reasons for them are clear. Equally, greater flexibility can widen the geographical talent pool and make a role accessible to professionals who would not consider a frequent commute.

However, not every actuarial professional is looking for a fully remote position. Some value face-to-face collaboration, access to colleagues and a stronger connection with the wider business.

The recruitment advantage therefore comes from being clear about what is available, why the arrangement works for the role and where there is genuine scope for flexibility.

Be clear about hybrid and flexible working arrangements

'Hybrid working' and 'flexible working' can mean different things, and employers should be clear about what they are offering.

Hybrid working generally refers to where someone works. For one organisation, this may mean two fixed office days each week. For another, office attendance may depend on client meetings, team activity or individual choice.

Flexible working is broader and can include flexibility around working hours, start and finish times, working days, part-time arrangements, compressed hours or where someone works.

Candidates should understand the practical expectations early in the recruitment process.

When recruiting, be clear about:

• How often employees are expected to attend the office and whether those days are fixed or flexible
• Any client-site, travel or face-to-face requirements
• Whether different arrangements apply during onboarding, probation or particular periods of the year
• Any flexibility around working hours, part-time arrangements, compressed hours or other working patterns
• Any geographical or contractual restrictions on where the role can be performed

Candidates should not have to reach offer stage before understanding the expected working pattern. Early clarity reduces the risk of misalignment and gives employers, candidates and recruiters the opportunity to discuss where genuine flexibility exists.

Balance flexibility with collaboration and development

Office-based working can still provide real value within actuarial teams. Face-to-face time can support technical learning, one-to-one development, relationship building, complex collaboration and stronger connections across the wider business.

The aim should not be to require attendance for its own sake. Employers should consider which activities benefit most from people being together, such as technical reviews, team planning, training, mentoring or client meetings, and use office time purposefully.

For teams working across different locations, it is equally important to make sure remote colleagues have the same access to information, development opportunities and decision-making. Employers should avoid relying too heavily on informal office conversations that may exclude people who are not physically present.

Support new starters and developing actuaries

New starters, part-qualified actuaries and professionals moving into a new specialism may need more structured support when working in a hybrid or remote environment.

That does not mean flexible working is unsuitable for them. It simply means employers may need to be more deliberate about how development, learning and relationship building take place.

Regular manager contact, planned shadowing, access to senior colleagues, structured technical support, study support and purposeful team days can all help people build confidence and progress without requiring them to be office-based every day.

Manage performance by outcomes, not presence

Flexible working is easier to manage when expectations are clear.

Employers should define good performance through the quality and timeliness of work, delivery against objectives, client or stakeholder outcomes and contribution to the wider team.

Regular check-ins remain important, particularly where teams are dispersed, but office visibility should not become a substitute for effective performance management.

Managers should have clear objectives, appropriate information and consistent processes in place so that performance is assessed fairly regardless of where someone is working.

Protect data and confidentiality

Actuarial professionals can work with sensitive personal, financial and commercially confidential information, so flexible and remote working arrangements need appropriate safeguards.

Employers should make sure people have secure access to the systems and information they need, alongside clear expectations around data handling when working away from the office.

This may include approved devices, secure access, multifactor authentication, appropriate privacy when working remotely and clear processes for reporting security concerns.

Data security should be built into the working model from the outset rather than treated as a reason to rule out flexible working altogether.

Understand the legal position on flexible working

Flexible working is also subject to employment law, so employers should make sure their policies and processes reflect the latest requirements.

In England, Scotland and Wales, employees currently have a statutory right to request flexible working from their first day of employment. Flexible working can cover changes to working hours, start and finish times, working days and where an employee works.

The legislation and guidance around flexible working continue to develop, including further changes planned under the Employment Rights Act 2025. Employers should therefore avoid relying on outdated policies or guidance and ensure managers understand the organisation's current process for considering individual requests.

For the latest requirements, employers should refer to GOV.UK and ACAS guidance on flexible working, and seek appropriate professional advice where necessary.

Review working arrangements regularly

Flexible working arrangements should be reviewed regularly rather than treated as something that is set once and left unchanged.

Team structures, client requirements, office locations and candidate expectations can all change over time. Employers should therefore look at recruitment feedback, reasons offers are declined, employee feedback, retention, performance and client delivery to understand whether the current approach is working as intended.

Consistency is important, but that does not mean every role or team must operate in exactly the same way. Where different arrangements apply, employers should be able to explain the reasons clearly and make sure expectations are communicated consistently.

Make flexibility part of your recruitment strategy

Before going to market with an actuarial vacancy, employers should decide which aspects of the working arrangement are fixed and where there is genuine room for discussion.

Make this clear in the job advert, brief your recruiter accurately and ensure hiring managers give candidates a consistent message throughout the process.

This should include:

• The expected balance between office, home and client-site working
• Whether office days are fixed or agreed within the team
• Any flexibility around hours or working patterns
• How onboarding and development will work in practice
• Any role-specific travel or location requirements

Working arrangements are only one part of the overall opportunity, alongside the role itself, salary, benefits, progression, culture and leadership. However, uncertainty around flexibility can create an unnecessary barrier if expectations are not discussed early.

Clear information from the outset also helps recruiters represent the opportunity accurately and identify where a candidate's expectations may or may not align with the role.

Flexible working in actuarial: final thoughts

There is no single flexible working model that will suit every actuarial team or every actuarial professional.

For employers, the priority should be to create an approach that is clear, workable and appropriate for the role. That means being transparent about expectations, using office time purposefully and making sure people have the support, technology and management they need to work effectively.

When flexible and hybrid working are considered as part of the wider employee proposition, rather than in isolation, they can support both attraction and retention without losing sight of the needs of the team, clients or wider business.

Actuarial recruitment support

Sellick Partnership's actuarial recruitment team supports employers across the UK with permanent and contract recruitment. We can help you position working arrangements clearly during a recruitment process and discuss how the wider role and package may be received by candidates in the market.

If you are recruiting within actuarial, visit our actuarial recruitment page or submit a vacancy to speak to our specialist team.