Flexible Working, Inflexible Attitudes

A page in the Business section of recent edition of the Press made interesting reading.  The lead article was a report on the implications of the new Flexible Work Arrangements Act, which will allow those employees who care for others the legal right to flexible working arrangements.  The business community – or part of it at any rate – is predictably upset by the new Act, arguing that it will make unacceptable demands on small- to medium-sized enterprises (SMEs).  The feedback to Claire Massey of the NZCentre for SME Research is that these employers resent being dictated to, and that their view is ‘Come on, give us a break, we have more common sense than that’ – in other words, you don’t need to legislate, we look after our staff already.

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Management: People, not procedures

The Challenge of Change offers a unique perspective on resilience training: that resilience is not about keeping your head above water for longer, which would still mean paddling furiously to keep afloat.  Instead, it says that there is no water to keep your head above, other than imagined ‘what-ifs’ and ‘if-onlys’, which the programme describes as ruminating about the worst things in your life that never happened.

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Work-life balance?

To me, the phrase ‘work-life balance’ means that at work you don’t have a life.  Unfortunately this is a widely-held view – work is something you have to do to earn money, but while you’re there you have to give up ‘your’ time.  An inevitable consequence of believing in work-life balance is the feeling that work is cheating you out of your life.

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