How Many Hours is Part Time? 2026 Guide

Part-time work has become increasingly common in the UK as both employers and employees seek greater flexibility in their work arrangements. The trend is driven by diverse factors, including the growing importance of work-life balance, the rise of the gig economy and changing workforce demographics.

For employers, the challenges when dealing with part-time hours include understanding the rights and entitlements of this type of worker and adapting approaches to managing these working on a part-time basis.

In this guide for employers, we explain what is classed as part-time hours and how – except in limited circumstances – the law protects these workers from less favourable treatment than full-time workers by reason of working part-time.

Read more about Employment Law Considerations for Part-Time Workers here >>

Section A: How Many Hours is Part Time?

There is no fixed legal number of hours that makes someone “part-time” in the UK. In practice, part-time usually means working fewer contracted hours than a full-time worker doing the same type of role for the same employer, based on what is treated as full-time in that workplace.

There is no standard definition for part-time hours and no legal maximum or minimum number of hours before someone is considered a part-time worker. Instead, under the Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000 (“the 2000 Regulations”) a person is classed as part-time if they are not a full-time worker based on the ‘custom and practice’ where they work. The 2000 Regulations provide that a worker is a part-time worker:

“…if s/he is paid wholly or in part by reference to the time s/he works and, having regard to the custom and practice of the employer in relation to workers employed by the worker’s employer under the same type of contract, is not identifiable as a full-time worker”.

Essentially, this means that a part-time worker is someone who works fewer contracted hours than a full-time worker for that particular type of work within the workplace in question.

How many hours a week is part time?

In some organisations, full-time hours might be 30 hours and above over the course of one week, whereas in others, full-time hours might be 35 hours or more a week. What matters legally is not an external benchmark, but whether the individual is “not identifiable as a full-time worker” when compared with the employer’s own full-time arrangements for that type of contract and work.

Even though a part-time worker will undertake fewer contracted hours than a full-time worker, they may still have the option to work overtime if and when desired.

Examples of part-time working arrangements

Job sharing and term-time working are both forms of part-time working, where members of staff who work under such arrangements have the same rights as other part-time workers. Many employers will often provide these types of flexible working arrangements to allow individuals to fit their work around other commitments, creating a better work/life balance for their staff.

1. Benefits of Offering Part-Time Hours

As the nature of work continues to evolve, offering part-time hours has become an increasingly attractive option for many employers. This approach not only meets the diverse needs of the workforce but also brings numerous advantages to businesses.

a. Increased Flexibility

One of the most significant benefits of offering part-time hours is the increased flexibility it provides to both employers and employees. Employers can schedule part-time workers during peak times or to cover specific shifts, ensuring that labour costs align more closely with business needs. This flexibility allows businesses to adapt quickly to changing market demands and operational requirements without the need to maintain a larger full-time workforce.

For employees, part-time hours offer the ability to balance work with personal responsibilities, education, or other pursuits, which can lead to a more motivated and engaged workforce.

b. Improved Employee Satisfaction and Retention
Offering part-time hours can significantly boost employee satisfaction. Many workers value the ability to tailor their work schedules to fit their personal lives, leading to higher morale and job satisfaction. Satisfied employees are more likely to remain with the company, reducing turnover rates and the associated costs of recruiting and training new staff.

Additionally, when employees feel that their work-life balance is respected, they are more likely to be loyal and committed to their employer, fostering a positive workplace culture.

c. Cost Savings
From a financial perspective, part-time employment can lead to cost savings for employers primarily because fewer hours are worked overall. However, employers should take care not to assume that part-time staff can automatically be excluded from benefits or contractual entitlements that are offered to comparable full-time workers, as many benefits will need to be applied on a pro rata basis unless different treatment can be objectively justified.

Additionally, by employing part-time staff to cover busy periods or specific tasks, businesses can optimise labour costs and improve efficiency, ultimately contributing to a healthier bottom line.

d. More Diverse Talent Pool
Offering part-time hours can help attract a diverse talent pool, including individuals who may not be able to commit to full-time work. This includes students, parents, retirees, and those with other personal commitments.

By accommodating these groups, employers can tap into a broader range of skills, experiences, and perspectives, which can enhance creativity and innovation within the organisation. A diverse workforce also reflects positively on the company’s reputation, making it more attractive to potential employees and customers alike.

Section B: Part-Time Workers’ Rights

In most cases, part-time workers have the same rights and entitlements as full-time workers, albeit in an equal proportion to the number of hours that they work, which means applying the pro rata principle as appropriate.

The pro rata principle means that where a comparable full-time worker receives (or is entitled to receive) pay or any other benefit, a part-time worker is to receive (or be entitled to receive) not less than the proportion of that pay or other benefit that the number of their weekly hours bears to the number of weekly hours of the full-time worker doing the same work.

Employment law protections and rights afforded to part-time workers can apply to employees working under a contract of employment and also to individuals classed as “workers” who undertake to perform work personally under a contract. However, employers should note that while the protection against less favourable treatment under the 2000 Regulations can apply to both employees and workers, some statutory rights discussed below are available only to employees, for example redundancy payments and unfair dismissal protection.

As with full-time workers, part-time workers can hold permanent positions, and their contract of employment should contain many of the same contractual provisions as their full-time counterparts.

As such, if you employ a part-time worker, in addition to any basic statutory entitlements, they should receive the pro rata equivalent to any comparable full-time worker for any contractual entitlements provided by your company or organisation, including:

a. Pay rates and bonuses

b. Sick pay

c. Annual leave

d. Maternity, paternity and adoption leave and pay

e. Training and career development

f. Opportunities for career breaks

g. Selection for promotion and transfer

h. Selection for redundancy

i. Occupational pension opportunities and benefits

1. Protection Against Unfavourable Treatment

The 2000 Regulations give part-time workers the right, in principle, not to be treated less favourably than full-time workers of the same employer who work under the same type of employment contract simply because they are part-time.

However, there are some limited circumstances in which less favourable treatment can be justified on objective grounds. This means that the normal rules relating to part-time workers can be broken where the reason for the difference in treatment is necessary to achieve a legitimate aim and is the most appropriate and proportionate way to meet a genuine business need.

An example of objective justification could include a part-time worker who is denied health insurance, even though a comparable full-time worker has this, because of the disproportionate cost to the business of providing the benefit, although whether this is lawful will depend on the facts and whether the employer can show the approach is proportionate.

It is worth noting that it will not necessarily be treated as less favourable treatment to pay a part-time worker the standard rate of pay for any additional hours worked beyond their normal hours, provided the same hours threshold for enhanced overtime pay applies to full-time workers and the approach can be objectively justified. This means that an employer may set the same hours threshold for enhanced overtime pay as for full-time workers, and only once this threshold has been reached will the part-time worker become entitled to a higher pay rate, but employers should take care where enhancements relate to the nature or timing of work, such as unsocial hours, rather than total hours worked.

a. Written Statement of Reasons

If a part-time worker is treated less favourably as regards the terms of their contract or by being subjected to any other detriment within the workplace under the 2000 Regulations, they have a statutory right, on request, to a written statement of reasons for the treatment.

Having received a request, you must respond in writing within 21 days. If the worker is not satisfied that the reasons given for not treating them in the same way as a full-time worker are objectively justified, they may be able to take a case to an employment tribunal. Any written statement you provide can be taken into account by the tribunal hearing the complaint.

If it appears to the tribunal that you have deliberately, and without reasonable excuse, omitted to provide a written statement or that the written statement is evasive or equivocal, it may draw an inference that the rights of the part-time worker have been infringed.

b. Identifying a Comparable Full-Time Worker

A comparable worker is defined as a full-time worker who is employed by the same employer under the same type of contract as the part-time worker and is engaged in the same or broadly similar work.
When considering whether the work is similar, the level of qualifications, skills and experience necessary to undertake the job roles may be taken into account, although minor differences, especially where the work of the part-time worker is of equal or greater value, should be disregarded.

In circumstances where a full-time worker has reduced their hours to become a part-time worker, that worker is entitled to compare their new part-time terms and conditions with those s/he had when they worked on a full-time basis.

2. Pay Rates and Bonuses

Part-time workers have the legal right to equal pay for equal work. This means that they must be paid the same hourly rate or basic rate of pay as a comparable full-time worker.

In the case of bonuses, the benefit may need to be applied pro-rata, i.e., in proportion to the number of hours undertaken by the part-time worker. For example, if a full-time worker is paid an annual bonus of £500, whereas a part-time worker works only half the number of hours, they should be paid £250.

3. Selection for Redundancy

In a redundancy situation, part-time workers should be treated no less favourably than their full-time equivalents. Different treatment of part-time and full-time workers will only be lawful if it can be justified on objective grounds. Employers should also note that statutory redundancy rights, including statutory redundancy pay, apply to employees and eligibility depends on the individual meeting the relevant statutory criteria.

4. Sick Pay

To comply with the law in relation to contractual sick pay, part-time workers should not be treated less favourably than comparable full-time workers in terms of calculating the rate of pay, the length of service required to qualify for any payment of contractual sick pay and the length of time the payment is received.

5. Annual leave

In cases where comparable full-time workers have an enhanced contractual entitlement to annual leave, part-time workers should have the same entitlement on a pro-rata basis. This means that if a part-time worker undertakes 50% of the hours of their full-time colleague doing the same job, they will be entitled to the equivalent of 50% of their annual leave allocation.

6. Maternity, Paternity and Adoption Leave and Pay

As with contractual sick pay, part-time workers should not be treated less favourably than comparable full-time workers in terms of calculating the rate of maternity, paternity and adoption pay, the length of service needed to qualify for any such payment and the length of time the payment is received.

In relation to any enhanced contractual right to maternity, paternity and adoption leave, the right to take leave should be available to part-time workers in the same way as for comparable full time workers.

7. Training and Career Development

Part-time workers must not be excluded from training or opportunities for career development simply because they work on a part-time basis. This means that, wherever possible, training will need to be scheduled to suit most members of staff, including part-time workers.

8. Opportunities for Career Breaks

Career break schemes should be available to part-time workers in the same way as for comparable full-time workers unless their exclusion is objectively justified on grounds other than their part-time status.

9. Selection for Promotion and Transfer

Part-time workers must not be excluded from promotion or transfer because they work on a part-time basis unless it can be justified objectively.

10. Occupational Pension Benefits

Both full-time and part-time workers should have equal access to any occupational pension schemes. This means that part-time workers have the same rights to join any workplace pension scheme or be automatically enrolled, provided that they meet the relevant statutory age and earnings thresholds, and otherwise may have the right to opt in.

11. Changing from Full Time to Part Time Hours

It is possible to change an employee’s contracted hours from full to part-time, provided you have agreed the changes with them.

In addition, a right is given to workers who become part-time or, having been full-time, return part-time after absence, for example, following maternity leave, to not be treated less favourably than they were before going part-time. In these circumstances, the worker would be entitled to compare their part-time conditions with their previous full-time contract.

Section C: Strategies for Implementing Part-Time Hours

Implementing part-time hours effectively requires careful planning and strategic management to ensure compliance with employment laws and that both business needs and employee expectations are met.

1. Assessing Business Needs and Roles Suitable for Part-Time Work

The first step in implementing part-time hours is to conduct a thorough assessment of your business needs and identify which roles can be effectively filled by part-time employees. Determine which tasks or projects have fluctuating demands and could benefit from the flexibility of part-time staff. Evaluate each role to see if its responsibilities can be distributed among part-time employees without compromising productivity or quality. Seek feedback from current employees about their interest in part-time work and any suggestions they might have for structuring such roles. Ensure that the creation of part-time roles adheres to all relevant labour laws and regulations.

2. Scheduling Strategies

Effective scheduling is critical to the success of part-time work arrangements. Offer flexible hours that accommodate the personal commitments of part-time employees, such as family care, education, or other jobs. Implement staggered shifts to ensure coverage throughout the day without overstaffing during low-demand periods. Schedule part-time workers during peak periods to manage high workloads efficiently.

Continuously review and adjust schedules based on business needs and employee availability.

3. Using Technology for Managing Part-Time Schedules

Leveraging technology can simplify the management of part-time schedules and improve overall efficiency. Scheduling software can be used to create, adjust, and communicate schedules easily. Many platforms offer features like shift swapping, availability tracking, and automated reminders.

Implement time tracking systems to monitor hours worked and ensure accurate payroll processing. Also, encourage the use of mobile apps that allow part-time employees to view their schedules, request changes, and receive updates in real time. Use data analytics to predict staffing needs and optimise scheduling based on historical patterns and trends.

4. Communicating Clearly with Part-Time Employees

Clear and consistent communication is essential for managing part-time employees effectively. Provide comprehensive orientation and training to ensure part-time employees understand their roles, responsibilities, and expectations. Managers should schedule regular check-ins to discuss performance, address concerns, provide feedback, and maintain open communication channels, such as email, messaging apps, or intranet platforms, for easy and timely communication.

Also, part-time employees should be included in team meetings and company updates to foster a sense of inclusion and keep them informed about organisational developments.

Section D: Common Challenges and Solutions

Implementing part-time work arrangements can present several challenges that employers need to address to ensure effective operations and a motivated workforce.

1. Managing Workload Distribution

One of the primary challenges of part-time work is ensuring that the workload is distributed evenly and appropriately among employees. This can be particularly difficult when coordinating tasks between full-time and part-time staff or when part-time employees work on different schedules.

Solutions to this challenge include developing comprehensive work plans that outline specific tasks and responsibilities for each employee. This ensures clarity and helps balance the workload. Task prioritisation is also crucial; by prioritising tasks based on urgency and importance and allocating them accordingly, employers can manage workloads more effectively. Using project management tools to track progress and deadlines can further aid in this effort.

In addition, creating a flexible workforce by maintaining a pool of part-time workers who can be called upon to cover additional shifts or tasks when needed can help manage workload fluctuations effectively. Regular reviews are also important; conducting regular workload assessments and adjusting task allocations as necessary can prevent overburdening any single employee, ensuring a more balanced and efficient workflow.

2. Communication

Effective communication is essential for maintaining productivity and team cohesion. However, ensuring seamless communication can be challenging when part-time employees work different hours or are not always present during regular business hours.

One solution is to use unified communication tools such as Slack, Microsoft Teams, or other collaboration software to keep all employees connected regardless of their schedules. These platforms facilitate instant messaging, file sharing, and virtual meetings, making it easier for everyone to stay in touch and up-to-date.

Implementing regular update meetings or check-ins that include part-time employees is another effective strategy. These meetings can be brief but ensure that everyone is informed about ongoing projects and company news, helping to bridge the communication gap caused by different working hours.

Establishing clear communication channels and protocols is also crucial. Designating points of contact for different issues and ensuring that part-time employees know who to reach out to when they need information or assistance can greatly enhance communication efficiency.

Finally, maintaining a centralised repository of information, such as an intranet or shared drive, allows employees to access important documents, schedules, and updates at any time. This ensures that part-time staff have the resources they need, even when they are not present during regular business hours, thereby improving overall communication and cohesion within the team.

3. Handling Employee Requests and Expectations

Balancing employee requests for flexibility with business needs can be challenging. Part-time employees may have varying expectations regarding their hours, roles, and career progression, which can lead to potential conflicts or dissatisfaction if not managed properly.

To address this, develop clear and transparent policies regarding part-time work arrangements. These policies should include how requests for changes in hours or roles will be handled and should be communicated to all employees to ensure everyone is aware of the guidelines.

Equitable treatment of part-time employees is also crucial. Ensure that they receive the same access to training, development opportunities, and benefits as full-time staff, where applicable. This helps maintain morale and supports career progression for all employees.

Establishing regular feedback mechanisms, such as surveys or one-on-one meetings, is another important strategy. By understanding employee needs and expectations through regular feedback, employers can make informed decisions about work arrangements and policies, reducing potential conflicts and increasing satisfaction.

Offering flexible solutions that meet both employee requests and business needs is essential. This might include job sharing, flexible hours, or opportunities for remote work. Finding a balance between flexibility and business requirements can help create a more harmonious and productive work environment.

Section E: Case Studies and Examples

Implementing part-time work arrangements has proven successful for many UK organisations across a range of sectors. The examples below are illustrative and are intended to show how part-time hours can be used in practice to support operational needs, improve flexibility, and enhance workforce engagement.

1. Case Studies

a. Retail sector example

Large UK retailers commonly rely on part-time workers to manage fluctuations in customer demand, particularly during peak trading periods such as weekends, seasonal sales, and holidays. By increasing part-time staffing levels during busy periods and reducing hours during quieter times, employers can maintain service standards while controlling labour costs. Part-time roles in retail are often attractive to students, parents, and carers seeking predictable but flexible hours.

b. Transport and travel sector example

In sectors such as aviation and public transport, part-time roles are frequently used to align staffing levels with operational timetables and passenger demand. Employers may offer part-time contracts to cabin crew, customer service staff, or ground operations teams to ensure adequate coverage at peak times without over-reliance on overtime. These arrangements can support workforce retention by offering greater work-life balance in roles that would otherwise involve long or irregular hours.

c. Professional services sector example

Professional services firms increasingly offer part-time and reduced-hours roles across a range of seniority levels. By allowing experienced professionals to work part-time, employers can retain valuable skills and knowledge that might otherwise be lost if employees are unable to work full-time due to caring responsibilities or other commitments. Structured part-time arrangements can also support diversity and inclusion objectives.

2. Sector Perspectives

a. Healthcare

Part-time work is widely used in the healthcare sector to address staffing pressures and support employee wellbeing. NHS Trusts and private healthcare providers often offer part-time roles to nurses, clinicians, and support staff, enabling employees to balance demanding roles with personal commitments. These arrangements can help reduce burnout and improve retention, while still ensuring continuity of patient care.

b. Education

Schools, colleges, and universities frequently employ part-time teachers, lecturers, and support staff. Part-time arrangements can allow institutions to manage budgets effectively while benefiting from specialist expertise. For employees, part-time roles can support portfolio careers, research activity, or phased retirement.

c. Technology and digital roles

Technology-focused organisations increasingly use part-time and flexible working arrangements to attract talent in a competitive labour market. Part-time roles may be combined with remote or hybrid working models, enabling employers to access a wider talent pool and support employees with varied working preferences.

d. Hospitality and leisure

The hospitality sector makes extensive use of part-time work to respond to variable demand. Hotels, restaurants, and event venues often rely on part-time staff to cover evenings, weekends, and seasonal peaks. These arrangements provide employers with operational flexibility while offering workers opportunities for employment that fits around other commitments.

Section F: Future Trends in Part-Time Work

The landscape of part-time work in the UK continues to evolve in response to changing workforce expectations, legal developments, and advances in technology. Employers should remain alert to these trends, as they are likely to influence how part-time hours are structured and managed in the years ahead.

1. Growing Acceptance of Flexible and Reduced Hours

Part-time working is becoming increasingly normalised across many sectors, driven by changing attitudes to work-life balance and greater demand for flexibility from the workforce. Legislative change has reinforced this shift, with employees in the UK now having the statutory right to request flexible working from the first day of employment. This means that requests to reduce hours or move to part-time working are likely to become more common.

The traditional full-time, fixed-hours model is giving way to a broader range of working patterns, including reduced hours, job sharing, and hybrid arrangements. Employers that adapt their policies and management practices to accommodate these changes are likely to be better placed to attract and retain talent.

2. Impact of Technology on Part-Time Working

Technology continues to play a significant role in shaping part-time work arrangements. Digital scheduling tools, time-recording systems, and collaboration platforms enable employers to manage part-time hours more efficiently and ensure compliance with working time and pay obligations.

Remote working technology has also expanded the range of roles that can be performed on a part-time basis, particularly in professional and knowledge-based sectors. As a result, part-time work is no longer confined to traditionally flexible roles, such as retail or hospitality, but is increasingly available across a wide range of occupations.

Automation and artificial intelligence may further influence part-time working patterns by reducing the need for continuous staffing in certain roles, while increasing demand for flexible, skills-based work delivered over shorter periods.

3. Evolving Workforce Demographics and Expectations

Demographic change is likely to continue driving growth in part-time employment. Older workers may seek to reduce hours as they approach retirement, while remaining economically active. At the same time, younger workers may favour part-time or reduced-hours roles to accommodate education, caring responsibilities, or portfolio careers.

Economic uncertainty and cost pressures may also encourage employers to favour part-time or flexible staffing models to maintain agility. As part-time work becomes more widespread, employers will need to ensure that policies and practices continue to comply with the Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000 and that part-time roles offer fair access to development and progression.

Section G: Summary

Understanding how many hours count as part-time is an important starting point for employers managing flexible working arrangements. UK law does not set a fixed number of hours that defines part-time work. Instead, whether someone is classed as part-time depends on whether they work fewer hours than a comparable full-time worker doing the same type of work for the same employer.

Part-time workers are protected under the Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000 and, in most cases, are entitled to the same pay and employment benefits as full-time workers on a pro rata basis. Employers must ensure that part-time workers are not treated less favourably because of their working hours unless any difference in treatment can be objectively justified.

By understanding the legal framework and adopting clear, fair approaches to scheduling, pay, and benefits, employers can use part-time working effectively while remaining compliant with UK employment law.

Section H: Need Assistance?

Managing part-time hours lawfully requires careful consideration of contractual terms, statutory rights, and business needs. With expertise in employment law and HR, advisers can help organisations implement part-time working arrangements, review contracts and policies, and manage risks associated with less favourable treatment.

For specialist guidance on part-time workers and flexible working arrangements, employers may wish to seek professional advice tailored to their circumstances.

Section I: FAQs

What is considered part-time hours in the UK?
There is no fixed number of hours that defines part-time work in the UK. A part-time worker is someone who works fewer contracted hours than a full-time worker doing the same type of role for the same employer, based on what is treated as full-time in that workplace.

How many hours a week is part-time?
Part-time hours are assessed by comparison with a full-time worker rather than against a statutory weekly figure. In some organisations full-time hours may be around 30 hours per week, while in others they may be closer to 35 hours or more.

Is there a minimum or maximum number of hours for part-time work?
There is no legal minimum or maximum number of hours for part-time work. The key issue is whether the individual is identifiable as working fewer hours than a comparable full-time worker.

Does part-time work mean fewer employment rights?
No. Part-time workers are protected from less favourable treatment and are generally entitled to the same rights as full-time workers on a pro rata basis, subject to employee or worker status and statutory eligibility requirements.

Do employers have to agree to part-time hours?
Employers are not required to agree to part-time hours in all cases. However, employees have the statutory right to request flexible working from the first day of employment, and employers must deal with such requests in a reasonable manner.

Section J: Glossary

Section K: Additional Resources