Workplace flexibility practices have become a crucial approach to redesign work and the number of organizations embracing workplace flexibility in terms of when (e.g., time of the day) and/or where (e.g., location in the office, home office) is growing. Workplace flexibility practices have become a vehicle for cost reductions and performance gains for employers and have shown to positively influence job satisfaction and work-life balance for employees. However, although the potential positive effects are being touted by many organizations, and many articles mention the problem of the inability to “unplug” in this context, little is known about the consequences of workplace flexibility for individual well-being. Particularly work engagement as a context-specific form of well-being has been identified as a key factor for organizational success but has largely been neglected in workplace flexibility research. Drawing on the Job Demands-Resources model of work engagement, we conceptualize the influence of perceived workplace flexibility on work engagement. We also specify how specific work locations and the hybrid workspace influence work engagement through modifying important job resources. Applying workplace flexibility literature to the JD-R model seems to be particularly useful as the JD-R model unveils important job resources of work engagement, which are likely to get altered by workplace flexibility and which in turn influence work engagement and productivity.