|As you can see from
the links on the left, we are classifying our
resources by flexible topic - like Flexible
Location, Flexible Time, and so forth.
Some of our articles,
however, cover a range of flexible work styles, and
we include them in this "general" section.
Articles in this section:
This new kind of working - what should we call it?
What's in a name? This extract taken
from Smart Flexibility looks at the pros and cons of
terms such as flexible working, smart working, agile
working and all the rest.
A positive way to pre-empt resistance to change
In the second part of our
mini-series on dealing with resistance to change,
Andy Lake proposes 10
practical steps to take positive control of
influencing culture and behaviours in a Smart
Working implementation programme.
year ahead for Smart & Flexible Working
'The future is here - it's just
unevenly distributed.' We take our annual look at
what lies ahead in the world of smart and flexible
working, and see it as a year of necessary catch-up
for organisations that are lagging behind the leading edge.
Ten things I hate about change ...
Changes to working practices and
working culture always provoke some resistance. And
as Smart and Flexible Working involve changes to
workplaces, technologies and behaviours, there is
always a risk of hitting a nerve. Here we take a
look at ten of the most common reasons given, and
how to deal with them .
Smart Work ergonomics
Closing a building and letting your
employees roam free is just the beginning of good
workplace practices, not the end. Guy Osmond of
Osmond ergonomics offers 10 simple rules to ensure
mobile, homeworking and hub-working staff are fit,
healthy and following ergonomic best practice.
The Kinetic Organisation
- motion instead of hierarchy
Andrew Mawson of AWA sets out his
blueprint for new organisational design. The
ideas are based on a study with industry leaders on
the faults of traditional structures and
organisational needs for the future. It's
about agility, adaptability and delivering
organisations that are more effective, energetic and
Quo vadis Smarter Working?-
A new work dynamic
Guest author Philip Vanhoutte
reflects on how Smarter Working has progressed at
Plantronics and what the future holds for companies
travelling down the Smart Working road. A new
work dynamic is needed, as it's is more about
smarter people than technology
What makes a modern workplace?
Tim Oldman, of the Leesman Index,
takes a personal look at new trends in the
workplace, and how to align property and working
environments with new working practices.
Smart Working - evolution rather than revolution
Our guest writer, organisational development
specialist Naomi Stanford, puts the case that Smart
Working isn't so new. It's more a case of
building on best organisational practice. So
stressing too much its 'newness' risks alientaion
Government Homeworking during the Olympics shock!
The UK government is encouraging civil
servants to work from home during the Olympic period.
And , according to the Times, this is a recipe for shirking
and business leaders are 'dismayed'. We set the
story straight, and provide our own guide for businesses
looking to prepare for the Olympic period
Is your organisation ready for Future Work?
Here's a great new book to
take forward management thinking and help
organisations adapt and thrive in the new
world of work. It's about working smarter
and focusing on results - with lots of
evidence, sharp insight and a radical
Evolving Workforce - rapid change but no
A report from Dell and
Intel provides expert insight into
IT-fuelled changes to the workforce. And it
takes a look at the barriers too. More
crowdsourcing, employee-led innovation and
fruitful tension between generations. But
there are still a lot of barriers
The Future of Working: Dateline 2036
We report on a survey of employees on how
work will be in 2036. An end to the 9-5,
more homeworking, and a constant need to
update skills. And some worries about being
disconnected, with an end to office parties
and work-based romance
hours increase heart disease risk by 60%
A new study tracking 6000 workers has found a link
between working long hours and heart disease.
Flexible working is good for your health and
Flexible working tends to have positive health
effects, according to a review of medical studies by
researchers at the Cochrane Library. It's
choice and control that make the difference.
Long distance commuters more likely to leave job
Commuting distances have an impact on both staff
loyalty, and their attitudes to working flexibly.
Research commissioned by flexible officing
specialists Regus has found a correlation between
staff considering leaving their employers and the
length of their commute journey. Our own survey
evidence supports this too.
Flexible Work is better work, say Equality leaders
The Equality and Human Rights Commission have
produced a new guide to flexible work, Working
Better: A managers’ guide to Flexible Working. The
Equality Commission is a strong supporter of
flexible working, believing that flexibility is key
to achieving equal opportunities and greater
fairness in the workplace. And it is also, according
to the guide, better for business.
yourself out of recession
Most organisations are looking closely at what they
do and the resources they use. Cutting costs and
improving productivity to make leaner organisations
are the order of the day. How can flexible working
help? We offer suitably flexible solutions.
adversity - beyond swine flu to business continuity
For many companies and public sector organisations,
unforeseen events can have a catastrophic impact.
In fact in the UK, even well-predicted events - like
a light snow flurry - can bring work to a
standstill. These are the kind of event that have a
big impact on mobility, and stop employees getting
to work. How does your company react?
2018 - managing in a flexible, wired and creative world
More flexible working, self-employment, virtual
organisations, blurred boundaries, work-life
integration, diversity in the workforce, creativity,
playfulness in the workplace and routine management
tasks assigned to sophisticated software robots –
that’s what managers should expect in ten years