Uses of Time

Measures for time management involve an agreement to change the standard rule about when and, in some cases, where work is done.

Flexibility is becoming increasingly important for everyone.

Beyond the possibility of teleworking, it encompasses many other measures, such as greater flexibility in start and finish times, compressed workweeks, compressed workdays (e.g. reducing lunch breaks), the use of annual working time (hour banks, annualization of work schedules and calendars), etc.

Because we cannot stop the future.

Historically, these measures arose as a benefit aimed at people, especially those who had to combine work with care responsibilities. But this is only one dimension of time policies.

Gradually, there was a growing awareness of the positive impact of these measures on business outcomes and society as a whole.

With the evolution of production models, they become a key element of the new work culture: a culture oriented towards results rather than presence or processes.

Greater autonomy over when, where, and how one works is a key dimension of this new culture and an essential requirement to attract and retain committed and responsible professionals who can make it possible.

We know that the implementation of these measures:

• Improves productivity

Many studies have identified the relationship between these measures and improved productivity. People who are involved with the company are more productive. Reciprocity is a key element of labor relations. When people perceive that the company cares about their well-being, job satisfaction, performance, and commitment increase.

Typically, these measures are accompanied by others such as reviewing work processes to make them more efficient, training actions for better time management, or implementing tools to improve and make internal communication more operational.

• Increases involvement, commitment, and job satisfaction of people.

Greater perceived autonomy, the ability to balance different aspects of life, produces a sense of well-being, reduces stress, and allows for a better balance between work and personal life.
 

• It increases the attractiveness of the company as an employer and therefore the ability to attract and retain the best professionals.

People are increasingly looking for autonomy in where, when, and how they work. Studies also indicate that younger people have different expectations about how they want to work.

Recent studies indicate that younger generations expect to work longer than previous generations, but they also expect to have the flexibility to achieve their goals and a better balance between work and family life.

Using technology to avoid unnecessary travel or deciding where to work based on the task at hand.

• It increases well-being and reduces fatigue. People with more energy and better physical and mental health also work better.

Reducing unnecessary travel, adapting work rhythms better to personal rhythms, increasing the quantity and quality of sleep, or the possibility of having a more balanced diet have a clear impact on people's well-being and health.

They also help to combine work life with hobbies, studies, or physical activity.

• Facilitate the ability to retain members of your team, even when their life circumstances change.

Facilitating a greater autonomy in the use of time is the best way to support people through different life transitions: becoming a parent, caring for sick people, recovering from illness, or continuing the training process.

• It contributes to making businesses more equal and therefore making better use of talent.

They facilitate co-responsibility of men and women in care tasks.

• It reduces the carbon footprint of the organization - the impact on the environment - and therefore contributes to making a more sustainable city.

Various studies have measured the impact of these measures on the reduction of greenhouse gas emissions generated.

Promoting telecommuting or flexibilizing schedules are some of the main measures to achieve more sustainable mobility.

Some types of work are highly dependent on a location and others on a fixed schedule.

However, there is a wide range of measures that are compatible with physical presence and proximity. And some activities can surely be done differently.

Many organizations still consider time management measures or flexibility in the workplace to be incompatible or too difficult for certain types of occupations or sectors (such as caregiving, commerce, or hospitality).

Companies that require on-site engagement or provide in-person services also have various options to facilitate better time management:

• Flexible shifts so that employees have more control over when they work
• Shift swapping options or an app to help employees change their shift with shorter notice
• Part-time work arrangements that allow workers to choose their work days

In the NUST Network, companies of all sizes and from different sectors participate, each with different constraints.

However, precisely the smaller companies are the ones that can have more facilities to incorporate these changes and obtain greater benefits from their implementation.

Because the ability to adapt to the needs of each person and generate "tailored social benefits" are key when competing with larger companies to retain or attract talent.

Small businesses can benefit greatly from the experience of others. That's why NUST places special importance on the needs of smaller companies.

In short, size doesn't matter when it comes to making businesses more efficient and responsive to the needs of workers.

Often, an innovative measure implemented by one company can be very inspiring for an organization of a completely different size or sector.