Breaking the executive hour‐glass

Abstract

Investigates flexible working and how it affects workers — especially in the UK, where longer hours are worked than in continental Europe — though this is mostly put down to the fact that workers believe they must be seen at work to aid in furthering careers. Discloses that 30% of all approved requests for flexible working have been from managers, mostly at senior levels. Concludes managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.

Citation

Kippenberger, T. (2000), "Breaking the executive hour‐glass", The Antidote, Vol. 5 No. 3, pp. 31-33. https://doi.org/10.1108/EUM0000000006774