by Anna Gurun, Research Manager.
How many times have you wished that there were more hours in the day? At our recent Masterclass, we explored how organisations can work with their employees to build a narrative on the future of work, and discussions on time as a resource particularly resonated with our members. Time is both a construct that contextualises our lives, and a resource that impacts the decisions we make for how to spend or save it, and therefore our happiness and well-being. So how can organisations rethink time to help improve the happiness and productivity of their employees? Here are two questions that will help you think about this in the context of your company:
- Do we really know how we spend our time?
For many professionals working in high-pressure jobs, time is status. The busier you are the more important you are. In fact, people often overestimate the number of hours they work, remembering their busiest week as typical. One study found that people estimating 75 plus hour work weeks were off, on average, by about 25 hours. To enable people to accurately assess how they are investing their time, organisations can consider new tools such as time-tracking apps that run in the background of computer operating systems. This replaces perceptions with data and could enable people to cut out activities that are taking time but adding little value. Better still, assessing an organisation’s culture to ensure that presenteeism is not an indicator of status will help people make effective decisions about when to work and for how long. This starts with leaders and line managers role modelling healthy work hours.
- Are we balancing our time horizons?
In addition to misunderstanding how we spend our time, we also make rigid divisions between the present/short-term and the future/long-term, with significant implications for decision making. A focus on the short-term can be constricting, with employees much less likely to invest in activities with delayed payoffs, such as learning. When people think short-term, they tend to view time as a scare resource and are more likely to make trade-offs, thinking about whether they should do something. Viewing the future as abstract, they put off decisions that could be beneficial in the longer term, like saving or learning. This is a problem for organisations, particularly those going through change and therefore requiring people to learn new skills and adapt behaviours. Research from the University of Stanford proposes that organisations take an elevated view of time. This involves viewing all units of time as equal. In this mosaic view of time, a day is like any other day, not more important because of its proximity to your present. This zoomed out perspective forces people to consider now and later, making the future less abstract and pulling potential opportunities into the present. 
Time is a key organisational resource, and to support employees in investing in their future learning and saving, companies must rethink time, starting with taking an elevated view.
Perhaps begin by asking yourself the questions above: ‘How accurately do I understand how I use my time? And, what is my default time orientation – short term or longer term?’ Then consider this in the context of your team. It may be the key to freeing up the most precious resource we have as individuals and organisations.
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 Yanofsky, D. (Oct 18, 2012), ‘Study: People claiming to work more than 70 hours a Week are totally lying, probably’, The Atlantic
 Mogilner, C. Hershfiel, H.E and Aaker, J. (2018) ‘Rethinking Time – Implications for well-being’ Consumer Pscyhology Review 1-41, 53