Time for a Deadtime Directive?
by Derek Williamson - Monday, 3rd September 2007
Time for a Deadtime Directive?
In 2006, the issue of Working Hours is on the public agenda more than ever before. This year sees the likely arrival of revisions to the EU Working Time Directive requiring a closer look at flexible working practices. This paper examines how a flexible approach to when and where we work, through access to mobile working opportunities can help businesses improve productivity whilst ensuring that staff benefit from an optimum work-life balance at the same time.
Introduction
The issue of working hours is becoming an increasingly pressing issue. The European Parliament and a number of EU states are keen that all member nations adhere to the EU Working Time Directive – a working week of no longer than 48 hours. However, the
In May 2005, the
Time for a Deadtime Directive
T-Mobile calls for all parties to take a fresh look at flexible working practices as a mutually beneficial solution. The
T-Mobile is calling on businesses to embrace mobile working to enable staff to work more effectively throughout the day to free up personal time. The growth in the range of mobile devices that enable users to access information on the move is opening the floodgates for business to work almost anywhere. It is providing a plethora of options for where, when and how they can work.
Five steps to mobile working
Businesses of all sizes know that, in order to compete in the modern world, they need to be efficient and flexible. T-Mobile is urging businesses to embrace the mobile working practices made increasingly possible by new technology.
- The need to define project responsibility. Who will be driving the mobile implementation forward and assuming control of the project? Who will be responsible for liaising with relevant units and departments including IT? The appointment of a key stakeholder, person or group is critical to the success of the project. Without a driving force, the plan will falter and fail.
- Assess current working practices. The plan needs to formally consider who will actually benefit from use of the mobile devices and how mobile working will actually help people do their jobs. There needs to be consideration as to which information needs to be accessed remotely. Is it just data or voice, or is it a combination of the two services? Do users need access to the company database, or just access to personal and professional contacts, calendar information and/or email?
- A review of the current mobile activity and an assessment of the types and costs of mobile devices available.
- Training the people who will actually be using the devices. User support, as well as a clear policy on mobile working, are critical.
- Finally, there should be an agreed criteria by which the success or otherwise of the strategy is assessed. What are they?
Planning for and adopting mobile working may seem like significant extra work for businesses to undertake. But developing a carefully thought-out plan will pay dividends in the future. Indeed, it is a vital first step towards making progress in the international economy, where business is done anywhere, at any time.
Summary
The desire for a country to preserve any legislation that maintains its competitive edge is clearly understandable. Countries no longer find themselves competing with others that are simply in the same geographical area. They compete in a global marketplace, where every country in the world is a potential competitor. As such, a competitive advantage of any sort will be fiercely defended. However, it is also clear to see why other Member States of the same
It is T-Mobile’s belief that whilst mobile working is not the entire solution to such complex and emotive issues, it is one step in the right direction, and can help bridge the gap that currently splits the EU Member States.
With a decision regarding the
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