What if I were to tell you that after discounting the hours we spend being paid for our skills by someone else, sleeping or commuting, the time we have left over is nearly enough to do two more full-time jobs. 62 hours, in fact. How do we use that time more effectively?
In my last post (available here) I explored the arguments for and against the 4-day working week, outlining perceived opportunities and challenges of the concept. I also examined emerging evidence on the benefits for both businesses and employees. In this post I’ll be reviewing the claims in each side of the argument from my own…
What is a 4-day working week and does it really work? There’s been plenty of interest, articles and debate in the media and press recently on 4-day working weeks. The idea has reached a new level of interest with the Labour Party in the UK making a pledge to reduce the average working week to…
Simply complying with equalities legislation bring no benefits. Creating a strategy to embrace and harness diversity to create competitive advantage
What are the real benefits of equalities and diversity in the workplace beyond the sloppy, unsubstantiated generalised statements usually trotted out as ‘benefits’? Is there evidence to support the idea effective E&D brings competitive advantage and benefits to businesses?
What are the benefits of equalities and diversity in the workplace? Why do we need it? is there evidence of value to it?
Putting Kanban into practice as a project management tool in the public sector to drive service delivery