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From YouTube: Live Speaker Series with Krystal Wilkinson
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A
We'll
get
started
thanks
all
for
being
here
for
today's
live
speaker
series.
This
is
part
of
an
initiative
that
the
learning
and
development
team
is
running
this
week
called
well-being
week.
So,
if
you
want
to
follow
along
with
more
asynchronous
and
asynchronous
content
that
we're
sharing
this
week,
you
can
join
the
well-being
dash
week,
slack
channel,
there's
lots
of
like
links
to
video,
snippets
and
async
resources
you
can
follow
along
with
and
today
super
excited
to
host
krista
wilkinson.
A
A
While
people
join
the
meeting,
then
for
the
first
20
minutes
of
the
call
crystal-
and
I
will
do
like
a
fireside
chat,
kind
of
conversation
and
the
questions
I'm
gonna
ask
her
are
in
the
document,
so
you
can
read
them
ahead
of
time
and
feel
free
to
help
take
notes
underneath
the
questions,
if
you're
able
and
then
for
the
last
20
minutes
of
the
call,
we
will
open
it
up
to
a
q
a
to
see
what
questions
you
might
have
either
about
things
that
crystal
and
I
talk
about
during
the
fireside
chat
or
any
other
questions
that
you
might
have
for
crystal
for
researcher
or
her
expertise
in
remote
work
and
what
the
how
the
non-linear
workday
fits
into
that
or
anything
else.
A
You
want
to
ask
her.
So
that's
going
to
be
the
structure
of
the
call,
we're
recording
as
well
so
we'll
share
this
in
our
handbook
afterwards
or
if
you
need
to
drop,
and
you
want
to
re-watch
it
later
on.
A
B
Hi,
I'm
crystal
wilkinson,
I'm
a
senior
lecturer
at
manchester
metropolitan
university
in
the
uk,
and
so
I
worked
in
human
resource
management
for
a
few
years
before
going
back
to
study
and
my
phd
was
on
work-life
balance
and
the
work
life
interface
for
people
who
live
alone
and
don't
have
children
because
most
of
the
the
literature
on
the
work,
life
interface,
work-life
balance
is
really
work.
B
Family
balanced
for
for
kind
of
a
very
narrow
definition
of
what
family
is,
which
is
usually
married
with
young
children
and
I'm
currently
doing
research
on
the
work,
life,
interface
and
well-being
and
again
in
kind
of
some
of
the
topics
that
aren't
as
prevalent
in
the
literature
in
organization
and
human
resource
management.
So
I'm
doing
research
on
complex
fertility
journeys
and
employment.
So
that's
fertility
tests,
fertility
treatments,
miscarriage
involved,
childlessness
and
I'm
doing
a
study
at
the
moment
on
perinatal
mental
health
and
employment.
B
So
that's
a
kind
of
mental
illness
during
pregnancy
and
post-birth
and
what
we
did
last
year.
I
think
the
main,
the
mainstream
that
I'm
talking
gonna
talk
about
today
is
about
converting
to
very
short
notice
and
forced
homework
in
because
of
the
kovid19
pandemic.
B
A
Josh,
do
you
hear
crystal's
audio
fine
but
see
her
frozen
too.
A
B
A
Can
you
hear
me
I
can
hear
you
crystal,
but
your
video
isn't
coming
through
if
you
want
to
just
turn
your
video
off
and
we
can
just
use
audio,
that's
fine.
B
A
A
No,
it's
fine,
so
yeah,
we'll
just
move
on
to
the
fireside
chat
questions
thanks
for
giving
your
introduction
super
interesting
to
hear
about
your
work
and
excited
to
kind
of
dive
into
it,
a
little
deeper
yeah.
So
this
first
question
that
I
have
for
you
is
much
of
your
recent
research,
like
you
kind
of
just
mentioned,
focuses
on
the
work-life
interface,
including
experiences
of
remote
work
during
the
pandemic.
So
I'm
wondering
you
know
beyond
like
the
intro
to
intro
you
just
give.
A
Can
you
speak
to
some
of
the
some
of
these
challenges
that
you
found
in
your
research
and
share
any
like,
maybe
great
efforts
or
or
results
that
you
have
seen
different
companies
make
that
have
that
different
companies
have
taken
to
address
these
challenges.
B
Yeah,
so
the
main
challenge,
I
think,
was
that
for
most
companies,
remote
working
was
a
whole
new
way
of
working,
so
it
was
implemented
at
short
notice.
It
was
implemented
with
little
planning
and
it
was
very
reactive
from
hr,
very
reactive
from
managers
and
quite
a
lot
of
the
time.
The
individuals
didn't
have
the
right
tools.
B
You
know
that
was
compounded
by
other
challenges,
so
people
who
had
homeschooling
responsibilities,
their
child
care
was
was
compromised
for
the
people
that
I
spoke
to
different
challenges,
potentially
in
that
quite
a
lot
of
people
who
live
alone,
living
quite
small
places,
so
they
didn't
necessarily
have
a
home
office
set
up.
They
didn't
have
somewhere
that
was
different
from
their
living
space.
To
work
in
quite
often,
managers
were
very,
I
don't
know
skeptical
of
homework
in
there.
The
truth
there's
trust
issues
you
know
where
it
isn't.
B
I
mean
it
seems
like
at
gitlab,
there's
been
a
culture
of
remote
working
and
high
trust,
but
when
that's
not
been
the
norm,
when
the
norm
has
been
face
time,
you
know
we
think
you're
working,
because
we
can
see
you
sat
at
your
desk
then
to
have
suddenly
people
remote
working.
That
was
very
difficult
for
for
managers
to
to
know
how
my
stuff
working
do.
I
need
to
be
constantly
monitoring
them.
B
Do
I
need
to
be
constantly
having
meetings
to
check
what
they're
doing
asking
for
frequent
updates
and
for
some
staff
as
well,
who
they
were
used
to
being
performance
managed
in
that
way,
and
they
were
sort
of
like
well?
How
do
I
prove?
How
do
I
prove
that
I'm
working?
B
Do
I
need
to
be
logged
on
all
the
time
in
case
an
email
comes
through,
so
I
can
reply
straight
away,
so
I
think
a
lot
of
it
is
because
a
lot
of
the
challenges
in
the
pandemic
were
because
remote
working
was
not
the
norm
and
it
there
was
yeah
like
a
kind
of
like
a
trust
on
both
sides
and
also
a
lot
of
some
workers.
Don't
want
it.
You
know
I
mean
again
with
your
company.
B
It
might
be
quite
different,
because
your
manifesto
is
very
clear
and
I
assume
that
at
recruitment
stage,
people
who
are
attracted
to
that
sort
of
work
will
apply
for
those
sorts
of
jobs,
whereas
for
some
people,
if
they
really
don't
want
to
be
to
be
working
at
home,
they
they
get
their
their
sense
of
kind
of
social
cohesion
from
work.
B
Sometimes
people's
colleagues
are
their
closest
friends
and
their
interaction
getting
out
of
the
house
particular
kind
of
extrovert
people
and
when
that's
combined
with
homework
and
lockdown,
so
people
haven't
got
alternative
avenues
to
to
get
those
things.
So
I
mean
one
thing
that
came
up
in
our
interviews:
was
some
people
had
been
remote
working
before,
but
that
wasn't
homeworking
so
they'd
have
the
option
to
go
to
a
different
office,
occasionally
or
cafes.
B
Lots
of
people
went
to
cafes
to
get
the
sense
of
being
out
of
the
house
and
a
transition,
so
I'm
out
of
homework
and
all
that
was
was
taken
away.
They
found
it
very,
very
difficult
to
to
make
the
cognitive
shift
to.
I
need
to
be
in
work
now
and
then
the
cognitive
shift
back
to
like
this
is
leisure
time.
A
Yeah,
that's
fascinating
any
more
challenges.
No,
no!
That's
great
and
two
of
those
points,
because
sometimes
I
think
that
we
like
talk
about
the
challenges
from
the
pandemic,
and
then
you
might
think
like
oh,
like
gitlab
knows
how
to
do
it
and
so,
like
being
remote,
was
maybe
easier
but
two
things
that
I
think
you
said
that
both
really
apply
to
the
culture
and
kind
of
work
that
we
do
is
like.
A
That's
like
probably
a
pretty
similar
journey
journey
for
new
managers
who
have
never
managed
remotely
before
and
also
the
like,
remote
working,
but
not
homeworking,
I
think,
is
a
really
good
thing
to
bring
up
as
well,
because
I
think
that
a
lot
of
people
join
git
lab,
because
not
only
do
we
work
remotely
but
like
we're
going
to
get
into.
A
We
work
like
with
a
non-linear
focus
and
a
really
flexible
opportunity
to
work,
and
so
a
lot
of
people
join
gitlab
because
they
want
to
travel
while
they
work
for
gitlab
and
when
the
pandemic
hit.
That
was
all
taken
away.
You
couldn't
even
really
go
to
a
coffee
shop
or
a
co-working
spot
to
work
for
a
good
chunk
of
the
time,
depending
on
where
you
are
in
the
world,
and
so
it's
just
interesting
because
I
think
maybe
the
automatic
thought
was
like.
Oh
git
lab
knows
how
to
do
this.
A
B
B
You
know
quite
quite
quick
on
the
change
curve.
You
know
going
through
the
stages
to
acceptance
and
kind
of
flourishing.
Absolutely
a
lot
of
people
really
have
valued
elements
of
of
the
homework
in
transition.
You
know
the
autonomy
temporal
flexibility
is
what
the
term
that
I
use,
which
is,
I
think,
they're
similar
to
the
non-linear
workday.
You
know
this
idea
that
that
people
can
work.
You
know
work
the
hours
that
work
for
them
around
self-care
activities
around
social
commitments
around
child
care
commitments.
Whatever
your
non-work
commitments
might
be.
B
There's
you
know,
work-life
balance
for
summer's
is
increased
and
there's
you
know
lack
of
a
commute.
So
some
people
are
loving
the
lack
of
a
commute,
and
so
there
are
benefits
as
well.
But
it's
it's
a
case
of
it's
going
to
be
different
for
different
people
and
it
might
be
different
for
different
people
at
different
times.
You
know
some
people
started
off
in
our
interviews.
B
You
know
that
we
spoke
to
some
people
started
off
really
struggling,
but
after
a
while
they'd
adjusted-
and
that
was
an
element
of
you-
know
the
workplace,
being
responsive
managers
being
responsive
and,
having
conversations
and
saying
I
notice,
you
know,
I
noticed
that
yeah
you're
struggling
a
bit
there's
a
couple
of
examples
of
managers
sending
like
daily
memes
to
their
stuff
in
text
messages
or
in
kind
of
their
online
messaging
things
just
to
kind
of
check
the
temperature
of
the
room
and
if
you've
got
a
response
back
they're
like
okay,
the
guys
are
okay,
whereas
if
somebody
suddenly
went
quiet,
then
they
need
to
check
in
on
them
more
and
but
it's
also
the
other
way
as
well
as
people
become
more
competent
at
kind
of
job
crafting,
which
is
sort
of
you
know,
trying
to
to
pick
the
activities
that
play
to
my
strengths
pick
the
the
the
the
time
the
working
patterns
that
come
to
my
strengths
and
people
feel
more
confident
in
that
that
you
know
over
time.
B
They
adjust
it
themselves,
so
the
work
life
interface
becomes
more
suitable
for
them.
But
one
interesting
thing
that
came
up
in
our
research
was
how
you
really
have
to
be
aware
of
the
job
crafting
of
other
people,
and
that's
particularly
why
a
lot
of
the
people
that
we
spoke
to,
who
live
alone
or
don't
have
children
felt
that
the
organization
was
prioritizing
the
needs
of
working
parents
and
they
couldn't
necessarily
do
their
own
job
crafting
because
they
might
choose
to
work
at
a
particular
time
because
that
works
best
for
them.
B
But
the
people
with
parents
were
saying
no.
No,
no.
We
need
our
meetings
at
this
time
because
we've
got
children,
and
so
you
might
think
everyone's
got
temporal
flexibility.
Everyone
can
do
job
crafting,
but
if
the
needs
of
particular
people
in
the
group
are
always
foreground,
then
that
can
be.
That
can
be
quite
tricky
and
I.
B
B
You
know
historically
hugely
disadvantaged,
but
when
you
are
thinking
of
ways
of
working
and
you're
thinking
of
policies
and
particularly
when
it's
in
a
transition,
and
particularly
in
a
transition
where
everyone's
non-work
lives
have
been
thrown
up
in
the
air
as
well,
is
that
you're
just
having
communications
and
making
sure
that
that
you're
trying
to
get
an
idea
of
the
different
challenges
of
different
people?
And
there
might
be
different
things
that
you
can
do
to
support
different
people
in
different
ways.
A
And
that's
fascinating.
You've
essentially
answered
my
second
question,
so
I
think
I'm
not
going
to
ask
it,
but
I
did
want
to
add
something
to
it
because
yesterday
in
the
live
speaker
series
that
we
had,
the
idea
of
job
crafting
also
came
up
but
kind
of
in
in
a
bit
of
a
different
light.
A
But
the
first
thought
that
I'm
having
is
like
the
opportunity
to
job
craft,
because
you
have
to
drive
your
children
to
school
at
a
certain
time
or
the
opportunity
to
job
craft
with
the
non-linear
workday,
because
you
volunteer
in
your
community
at
one
o'clock
in
the
afternoon
on
wednesdays
or
whatever.
It
is,
and
it
the
way
that
you're
talking
about
job
crafting
seems
kind
of
like
there's
that
practical
aspect
of
it
as
well.
B
Yeah
yeah
I
mean
the
literature,
covers
all
sorts,
so
relational
crafting
is
another
in
that
some
people,
you
know,
want
a
lot
more
frequent
communications
and
they
might
want
frequent
communications
with
their
team
members
that
they're
superiors
you
know
and
the
the
the
frequency
the
the
quality
of
relationships
temporal
crafting.
You
know
the
the
the
times
that
you
work
and
when
you
work
task
crafting,
which
might
be
around
kind
of
whether
it
gives
you
meaning
and
purpose
whether
you've
got
you
have
autonomy
everything.
So
you
can.
B
You
can
take
control
in
different
ways,
but
it
all
you
know
all
relies
on
the
broader
system
allowing
you
to
do
that.
So
you
need
to
have
the
policies
and
procedures
that,
for
example,
allow
the
flexible
working
you
need
to
have
team
dynamics
that
allow
for
that.
You
need
supervisors
that
are
supportive
and
in
that,
but
again
it's
it's
quite
interesting
that
different
people
will
want
very
different
things.
B
So
I
know
this
is
your
second
question,
but
this
idea
of
a
non-linear
work
day
is
is,
is
great
because
there'll
be
some
people
that
want
a
nine-to-five
monday
to
friday.
They
they
are
particularly
if
you've
got
kind
of
a
segmenting
work-life
balance
strategy.
You
know
you
want
to
you
know:
you'll,
do
some
boundary
management
activity,
but
be
your
commute
or
something
else
that
shifts
you
out
of
your
homework
home
mode
into
your
work
mode.
B
So
we
have
people
in
our
study,
one
lady
in
particular,
who
set
up
a
exercise
bike
in
a
spare
room
and
she'd
cycle
for
20
minutes
to
work
in
the
morning
and
then
she'd
go
back
to
the
same
room
that
she
slept
in
where
her
desk
was,
but
that
was
now
work
because
I've
done
my
boundary
crossing
activity
and
some
people
would
like
to
work
just
to
set
two
hours
because
that
works
better
for
them
to
segment.
That's
my
work
time,
that's
my
time.
Other
people
will
probably
like
a
non-linear
work
day.
B
Well,
that's
their
normal,
so
you
know,
particularly
they
might
do
every
day
I
like
to
do
a
few
hours
in
the
morning,
then
I
need
a
break
I
need
to
get
out.
I
need
to
go
for
a
walk.
I
need
to
do
some
yoga.
Whatever
it
is
again.
Working
parents
quite
often
will
take
a
chunk
out
to
go
and
collect
the
children,
but
then
they
and
sort
them
out
give
them
the
tea,
but
then
they
might
work
again
in
the
evening,
but
that's
their
normal.
B
You
know
every
day
these
are
the
set
and
they
can
still
be
segmenting
kind
of
a
work-life
segmenting
strategy
and
then
there's
other
people
that
have
integrators
work
like
integrators
and
they
don't
really
need
want
that
that
it's
clear
demarcation
between
my
work
and
my
home
and
they're
more
likely
to
be
quite
happy
to
check
their
emails
frequently
even
through
into
the
night,
even
at
weekends,
because
they
feel
in
my
head.
I
feel
less
stressed
when
I
know
what's
going
on.
B
I've
responded,
but
they
might
be
more
spontaneously
needing
an
hour
off
here
and
there
you
know
it's
it.
Individuals
will
be
will
have
different
needs
and
I
suppose
the
challenge,
then,
is
that
if
you
are
working
in
teams
and
if
you're
a
manager,
it's
how
the
hell
do
you
manage
everybody
so
that
this
all
works
and
that
your
employees
can
still
get
hold
of
you
when
they
need
you.
They
can
still
get
information
from
colleagues
and
they
need
that
information
and
they
don't
feel
that
they
have
to
be
responding
to
their
emails.
B
B
If
I'm
thinking
about
something
I
get
it
down
on
paper,
but
then
I'm
well
aware
that
other
people
might
then,
for
example,
if
I
did
that
with
my
students
and
then
my
students
then
expect
an
email
from
the
weekend
from
other
teachers
or
the
tutors.
B
So
you
have
to
be
really
really
quite
careful
of
what
the
culture
is
in
the
organization
and
particularly,
if
you're
a
manager,
what
your
team,
what
your
team
needs
and
somehow
try
and
marry
that
up,
because
that
is
one
of
the
issues,
as
I
came
up
in
our
interviews,
is
that
the
people
without
children
were
feeling
you
know.
I
have
to
work
around
my
manager's
availability
and
his
his
availability
is
based
on
his
kids.
I
have
to
fit
the
meetings
around
three
other
people
in
the
team
who
are
in
school
and
okay.
B
That
was
a
limited,
limited
time
period
in
the
first
wave
of
the
pandemic
here
in
the
uk,
and
we
spoke
to
people
overseas
as
well,
including
america,
but
it
was
that
kind
of
first
wave
in
2020,
so
the
disruption
was
more,
people
were
homeschooling.
Child
care,
schools
were
shot,
so
it
was
kind
of
more
extreme.
B
A
Yeah,
that's
fascinating,
and
it's
interesting
to
hear
you
talk
about
like
these
different
kinds
of
splitting
of
the
day
like
it,
and
it
makes
me
think
of
like
personally.
I
really
love
the
nonlinear
workday
and
I
lean
into
it
a
lot
and
I've
heard
of
a
lot
of
other
people
who
hate
it
because
they
feel
like
the
work,
never
ends,
and
that
made
me
think
of
the
example
that
you
shared
of
the
woman
who
would
like
cycle
to
work
and
then
cycle
home,
because
that
gives
like
a
clear
end
of
the
day.
A
B
Yeah,
I
think
again
for
the
solo
living
people
as
well.
It's
important
to
remember
that
quite
often
they
don't
have
all
the
roles
in
the
home
that
will
pull
them
away
from
work.
So
if
you're,
a
parent,
you're
a
spouse
quite
often
there's
either
people
talk
about
the
conflict.
The
world
life
conflict
of
having
children
responsibilities
because
they
demand
your
time.
They
demand
your
energy,
but
it
is
also
it's
another
role
that
that
gives
you.
B
You
know
a
reason
to
I
mean
some
of
the
people
we
spoke
to
were
just
working
all
night
because
they
were
like
well
it's
in
a
pandemic.
I'm
stressed
about
the
pandemic,
I'm
worried
about
things
and
I'll
just
work,
because
at
least
then
it
gives
me
something
to
focus
on
and
short
term
that
was
actually
a
benefit
to
them,
because
they,
you
know
it
gave
them
something
to
do
in
those
lonely
hours.
But
if
you've
got
people
like
that,
not
in
a
pandemic
who,
for
whatever
reason,
then
they're
gonna,
end
up
burning
out.
A
Well,
thank
you.
So
I
have
one
more
question
and
before
I
ask
it,
I'm
just
going
to
remind
everyone.
If
you
have
any
questions
that
you
want
to
ask
crystal
afterwards,
you
can
put
them
at
the
bottom
of
the
dock,
there's
already
one
in
there,
which
is
great
and
so
yeah.
This
last
question
and
we've
touched
on
it
a
little
bit
already,
but
I'm
curious.
A
We've
talked
about
the
like
challenges
that
come
with
a
work
like
work
with
a
work
structure
like
this
like
a
non-linear
day
or
when
your
manager
works
one
way
and
you
work
another
and
your
team
member
works
another
and
I'm
curious
in
your
research
other
than
like
parents
and
non-parents
or
yeah
parents
and
non-parents.
I
guess,
are
there
other
populations
of
team
members
that
see
these
challenges
amplified
and
if
you
didn't
touch
on
those
in
your
research
and
you
want
to
skip
this
question.
B
I
mean
the
literature
suggests
for
some
reason
that
younger
workers
quite
often
find
it
quite
difficult
because
of
the
isolation
element
and
because
they're
less
confident
so,
if
you're
new
to
a
company-
or
you
know
new
to
the
world
of
work
and
you're,
going
straight
into
this,
there's
no
induction,
there's
there's
just
a
lot
of
the
cues
that
you
normally
take
for
knowing
that
you're
doing
well
and
the
accessibility
of
people,
you
know
someone
sat
next
to
you
and
you
can
ask
a
question
as
opposed
to
I'll
have
to
schedule
a
call
with
them,
or
I
have
to
put
something
in
a
group
chat
which
everyone
can
see
that
I
don't
you
know.
B
Somebody
in
our
research
actually
was
neutral,
talked
about
that
they
were
talking
about
like
when
you're
in
the
office.
You
can
sort
of
eyeball
people
and
you
can
see
if
they're
looking
really
stressed
and
busy
or
you
know
if
they
go
for
coffee,
oh
well,
I'll
just
go
for
a
coffee.
At
the
same
time,
I
can
start
a
chat
and
it's
just
a
lot
easier.
I
think
again
some
of
the
challenges
of
the
young
younger
people,
quite
often
in
smaller
home
spaces.
B
Again,
so
you
don't
necessarily
always
have
the
the
technology
and
the
space
to
do
it.
People
in
lower
paid
positions
tend
to
find
it
challenging.
The
people
that
are
kind
of
extroverts
do
do
sometimes
again.
This
is
homework
and
it's
just
a
remote
working,
but
you
know,
just
being
you
know,
being.
B
Day
missing,
just
the
interaction
of
missing
physical
touch
for
some
people,
I
think
there'll
be
different
challenges
for
different
people
and
in
different
companies
as
well.
A
Yeah
and
it's
actually
what
you're
just
saying
too
about
like
one
piece.
What
you
just
said
also
just
makes
me
think
about
onboarding,
which
I
know
is
like
not
related
necessarily
to
directly
to
well-being
or
the
pandemic
at
all.
A
But
to
me,
it
feels
like
some
of
the
things
you're
saying
is
like
these
different
populations
of
people
are
having
these
same
questions
or
challenges
as
they're
onboarding
like
less
confidence
as
they
start
their
role
or
not,
really
having
a
clear
understanding
of
how
they're
getting
feedback,
not
sure
where
to
get
their
questions,
answered,
not
sure
how
to
use
the
technology.
It's
like
you
know.
C
B
Be
the
same
for
people
who
are
promoted
into
quite
a
different
role:
people
if
they're
moving
between
departments
or
projects
and
people
coming
back
from
long-term
sick
people
coming
back
from
maternity.
You
know
I
mean
I
had.
B
I
had
a
colleague
who,
who
a
couple
of
colleagues
who
were
on
maternity
leave
during
the
big
transition
and
they
came
back
to
a
completely
different
way
of
working
completely
different
way
of
teaching
online
and
people
were
we'd,
move
to
block
teaching
structure
from
from
semester
teaching,
and
you
know
all
of
these
different
changes,
and
I
think
most
you
know
most
companies
would
have
been
the
same
in
that
the
nature
of
what
the
work
the
work
had
changed
and
at
least
when
you're,
a
new
employee
you've
got
slightly
more.
B
I
think
justification
for
saying
I'm
struggling.
Can
you
help
and
sort
of
people
who
are
just
particularly
if
you're
being
promoted,
because
you
want
to
sort
of
show
competence
that
the
promotion
was
justified,
that
you
know
what
you're
doing
and
very
difficult
again
for
people
who
promoted
to
becoming
a
team
manager
over
the
team
that
they
were
in?
You
know
it's
it's.
B
I
think,
although
it's
amplified
when
you're
remote,
because
you
know
again
it's
that,
it's
that
lack
of
the
you
know
the
the
eye
contact
the
cues,
the
the
sense
in
the
room
that
you
can
get
a
bit
more
easy.
A
Great
well
thanks
so
much
crystal.
This
was
great
to
kind
of
cut.
Through
these
questions,
we
can
move
on
now.
There's
a
couple
questions
in
the
doc
from
some
team
members
on
the
call
and
elsie
just
sent
a
message
that
she
has
a
delivery,
so
she
might
miss
it.
So,
let's
skip
to
question
two.
E
E
Yes,
so
I
wanted
to
know
if
there's
been
any
resource
to
understand
what
style
of
work
is
actually
healthier.
You
name
different
styles
of
work.
Right,
you
could
be
an
integrator,
you
could
submit
your
work,
you
could
all
these
different
things,
but
was
there
actual
research
showing
what's
healthy
or
not?
You
may
be
an
integrator,
because
that's
just
your
niche
natural
behavior
and
maybe
or
you
fear,
missing
something
or
different
examples
of
you
know.
Psychological
behavior
patterns
that
translate
into
how
you
work
but
doesn't
mean
it
necessarily
is
healthier.
B
Yeah,
to
be
honest,
I
would
have
to
look
up
on
the
literature
and
if
you
want
to
drop
me
an
email,
I
can
have
a
look
into
it
and
and
get
back
to
you.
Is
it
from
all
the
literature
that
I've
read
it's
talking
about.
These
are
the
strategies
that
people
employ,
and
you
know
when
a
work
environment
suits
your
strategy,
then
that
is
positive
for
your
well-being
and
positive
for
the
work-life
interface.
B
But
I
would
I'd
have
to
look
whether
there's
been
you
know,
particular
empirical
research
to
find
out
which
one
you
know,
which
one
is
is
from
everything
that
I'm
aware
of
it
says
that
you
know
if
you
have
a
workplace
that
is
conducive
to
your
strategy,
then
that's
that's
positive.
E
All
right,
I
guess
we
could
skip.
Thank
you
to
the
next
question
I
had,
and
the
other
question
was.
E
I
think,
that's
also
something
that
transitioning
to
remote
work
is
is
very
difficult,
especially
more
perhaps
for
people
that
don't
have
a
if
you
will
a
full-time
job
if
they
have
a
part-time
job
and
they
are
supposed
to
work,
let's
say
four
or
six
hours
a
day.
How
do
we
measure
or
has
there
been
a
way
to
evaluate
what
sort
of
what
sort
of
attention
span
workers
will
exhibit
that
can
sustain,
focused
work
throughout
the
day.
B
Yeah
again,
that's
not
my
area
of
expertise.
I'm
not
aware
of
particular
studies
to
reference
you
to,
but
absolutely
from
everything
that
I've
I've
read
around
well-being
at
work
is
yeah.
I
mean
what
we
say
like
for
within
the
university
system
and
students.
You
know
that
you,
you
can't
expect
sustained
attention.
We
have
to
structure
our
lectures
around.
You
know
we
can
maybe
expect
an
hour
of
sustained
attention.
B
Then,
when
people
need
regular
breaks
and
over
the
course
of
a
day,
it's
gonna,
it's
gonna
fluctuate
and
it's
gonna
fluctuate,
depending
on
what
other
people
have
kind
of
got
going
on
as
well.
You
know,
if
you're
very,
very
stressed
because
of
your
personal
circumstances
or,
if
you're
new,
to
a
job.
You
know
you're
learning
different
things.
B
Your
productivity
is
going
to
going
to
shift
so
yeah
again,
I'm
not
being
very
helpful
in
terms
of
the
particular
particular
research
I
don't
know,
but
I
I
would
you
know
people
have
got
to
enjoy
it's
a
new
way
of
working.
B
People
need
to
adjust
to
a
new
way
of
working,
which
is
is
is
one
thing
and
we
talked
to
people
whose
companies
had,
for
example,
there
was
some
therapists
who
were
transitioning
to
online
therapy
and
they
got
a
lot
of
additional
kind
of
agency
staff
to
come
in
and
try
and
help,
and
they
they
re-jigged
it
so
that
some
of
the
clients
were
were
deferred
because
they
were
saying
look.
We
can't
expect
you
to
hit
the
hours
contact
hours
that
you
would
have
done
pretty
pandemic,
so
we're
halving
your
contact
hours.
B
So
you
know
there
are
organizations
that
realize
that
your
your
targets
will
need
to
be
adjusted
when
when
you're
going
through
a
transition,
but
I
definitely
from
what
from
what
I'm
aware
of
you
know
the
working
time.
Regulations
that
we
have
in
the
uk
is
based
on
40
hour
work
week.
You
know,
because
working
more
than
40
hours
a
week
is
not
very
good
to
you
to
your
health.
B
E
B
B
When
we
we
spoke
to
actually
a
lot
of
people
that
said
that
they
were
working
longer
hours,
but
they
would
they
knew
they
were
being
less
efficient
than
they
were
before,
and
you
know
some
of
the
people
that
were
working
because
they
felt
that
they
needed
to
work
because
it
will
stop
them
worrying
about
something
else
or
because
I've
got
nothing
else
to
do.
They
were
like.
I
just
wasted
all
those
hours.
I
know
you
know,
and
I
know
it
wasn't
good
for
me.
B
B
So
you
know
your
performance
monitoring
is
based
on.
Do
you
get
your
goals
achieved
and
I
think
that
you
know
if
people
are
very,
very
clear
of
their
goals
and
they've
been
involved
in
setting
those
goals
and
that
can
be
really
really
effective,
because
it's
not
about
how
many
hours
I
was
working.
It's
did.
B
I
achieve
my
goals
or
not,
and
if
you
realize
that
somebody
is
potentially
not
hitting
their
milestones,
you
can
have
discussions
with
the
manager
to
sort
of
try
and
find
out
what
the
issue
is
and
for
some
people
it
might
be
yeah
that
they're
so
stressed,
they're
so
worried
that
they're
just
working
hours
and
hours
and
hours
and
they're
not
actually
being
very
productive
in
those
hours,
and
so
you
can
maybe
try
and
work
out.
Is
it
a
training
development
need?
B
Is
it
a
matching
to
the
type
of
work
that
they're
doing,
for
whatever
reason,
so
I
think
manager,
conversations
with
their
employees
are
gonna
are
really
you
know
really
important
in
any
organization,
but
particularly
where
it
is
something
like
management
by
objectives
rather
than
hours
at
your
desk,
because
if
people
feel
that
the
the
goals
that
they've
been
set
are
too
difficult,
then
they
will
either
spend
lots
and
lots
of
extra
time
trying
to
achieve
them
or
their
their
self-confidence
will
just
go
down.
B
So
they'll
think
I
can't
do
it
anyway
and
so
they'll
just
disengage
so
yeah
and
that's.
That
is
the
one
thing
that
I
was
I
questioned
with
samantha.
Actually,
whenever
I
do
manifesto,
I
was
like
this
sounds
fantastic
in
terms
of
you
know
what
we
read
in
the
literature,
giving
people
the
opportunity
to
craft
their
own
jobs
and
stuff.
But
if,
if
everything
is
down
to
trust,
then
it's
good,
you
know
you're
not
being
monitored
you're,
not
having
your
login
hours
and
stuff
monitored
against
just
a
spreadsheet
you're,
not
doing
timesheets
of
when
you're.
B
What
you're
allocating
certain
tasks
to
then
it
all
goes
down
to
do.
What
can
I
do?
Can
I
achieve?
Can
I
deliver
on
my
objectives
or
not,
and
if
that's
the
case,
then
you've
got
to
be
involved
in
setting
those
objectives.
Those
objectives
have
got
to
be
achievable.
They've
got
to
be
stretch
objectives
you
know,
they've
got
to.
You
won't
be
motivated
if
they're
they're
too
easy.
You
know,
then
you
need
to
get
that
fine
balance
and
that's
why
it
really
should
be
sort
of
co-production.
B
You
know
you
and
your
manager
deciding
what's
appropriate
and
the
team
which
again
it's
difficult,
because
I'm
always
thinking
about
perceptions
of
fairness
within
a
team
and
for
a
man.
I
just
balance
that
as
well,
that
you
know
you've
got
to
have
stretched
and
challenging
objectives
for
each
team,
but
then
they've
got
to
feel
that's
fair
and
that
somebody's
not
being
expected
to
do
everything.
D
Yeah-
and
I
think
crystal
you,
you
kind
of
answered
it
with
your
last
statement.
Just
about
managers
managing
towards
objectives,
not
number
of
hours
worked,
but
you
know
I'm
just
curious,
you
know.
Are
there
any
other
skills
that
managers
can
implement
when
managing
you
know
remote
employees?
D
You
know
across
the
globe
and
you
know
maybe
some
of
them
want
to
work.
Non-Linear
work
days
like
it
can
be.
It
can
be
tough
for
for
managers,
because
their
direct
reports
aren't
working
in
the
same
hours.
They
are,
and
you
know
everyone's
dispersed.
So
I'm
just
curious.
If
there's
other
skills
they
can,
they
can
apply.
B
Yeah
I
mean
employee
voice
is
probably
one
of
the
highest
ranked
in
any
engagement
studies
in
any
literature,
on
kind
of
diversity
and
inclusion
and
well-being
at
work,
and
that
is
that
you
know
people
having
a
say
in
how
they
are
managed.
You
know
are
much
likely
to
be
more
supportive
of
that
that
management.
So
if,
if
an
induction
stage
or
regularly,
you
can
have
chats
with
individual
employees
as
well
as
with
teams
just
to
kind
of
discuss
these
sorts
of
things.
B
So
you
know
making
sure
that
people
are
feeling
that
you
know
it's
that
cultivating
a
high
trust
environment
again,
isn't
it
that
people
feel
listened
to
and
that
their
particular
needs
and
preferences,
or
at
least
you're
aware
of
them.
But
it's
a
two-way
process
as
well.
So
you
know
your
employees
need
to
be
aware
of
your
challenges
as
a
manager.
So
you
know
in
another
study
that
we're
doing
at
the
moment
on
complex
fertility
journeys.
B
You
know
there's
we
spoke
to
a
lot
of
people
going
through
fertility
treatment
and
miscarriage
about
their
challenges,
but
we
also
spoke
to
a
lot
of
managers
about
the
challenges
of
trying
to
manage
this,
and
quite
often
it
was
there's
no
policy.
There's
no
hr
policy
on
this
or
there's
a
hr
policy.
That's
not
actually
fit
for
practice.
B
It's
not
actually
what
my
employee
needs,
so
I'm
sort
of
having
to
make
it
up
as
I
go
and
then
quite
often
they
want
to
be
sensitive
to
the
needs
of
that
employee,
but
they
might
have
another
team,
who's,
pregnant
and-
and
you
know
the
person
who's
having
a
miscarriage
or
fertility
treatment,
saying
how
difficult
it
is
to
be
around
triggers
in
the
workplace
and
pregnancy
announcements.
Well,
the
person
who's
pregnant,
maybe
you're
worried
about
their
mental
health
you're
wanting
to
offer
support
in
the
workplace.
B
So
I
think
for
managers
quite
often
there's
sometimes
a
lack
of
training
and
support.
Sometimes
there
is
training
support,
but
sometimes
there's
a
lack
of
it
and
sometimes
there's
a
feeling
that
I
have
to.
I
have
to
be
this
robot.
That's
just
doing
it
right,
whereas
I
think
if
employees
are
aware
of
the
decision
making
around
things,
if
they're
aware
of
the
manager's
challenges
as
well,
and
that
communication
is
two
way
so
absolutely
try
and
find
out,
you
know
what
would
help
your
employees
to
craft
their
jobs
appropriately.
B
You
know
if
they're
trying
to
do
particular
working
hours
but
they're
coming
up
with
with
challenges,
because
it
doesn't
suit
your
your
particular
working
hours
and
your
needs
or
team
members.
Then,
can
you
do
some
sort
of
agreement
within
the
team
that
you
know
we?
We
will
have
meetings,
maybe
one
of
the
meetings
that
suits
their
time.
Another
meeting
regularly
that
suits.
What's
your
preference,
what
instant
messaging
apps
are
we
gonna
use?
Are
there
any
limits
to
that?
B
I
might
want
to
send
emails
out
of
hours,
but
that
doesn't
mean
I
expect
to
reply.
You
make
it
all,
really
really
clear
about
what
works
for
you
as
a
manager.
What
works
for
them
when
it
when
there
are
tensions
between
the
group
of
different
people
needing
different
things,
then
communication.
B
So
again,
a
theory
around
this
is
around
organizational
justice
and
there's
it's.
It's
about
distributive
justice,
which
is
the
the
perceived
fairness
of
outcomes,
for
example,
a
pay
rise.
You
know
the
perceived
fairness
of
my
pay
rise
compared
to
that
person's
pay
rights
is
called
distributive
justice,
but
procedural
justice
is
actually
rated
much
higher
and
procedural
justices
do.
I
feel
that
that
was
that
that
decision
was
come
to
in
a
fair
way.
B
Sometimes
organizations
don't
really
be
honest
with
people
enough
in
the
why
this
is
happening
to
happen
and
and
people
feel
things
are
being
done
to
them
rather
than
a
two-way
process
of
voice.
So
I
think
the
more
people
can
be
consulted
and
included,
and
you
ask
the
suggestions
on
how
we
might
manage
things
rather
than
assuming
that
as
a
manager,
you
have
to
be
the
one
that
knows
it
and
imposes
it
on
people,
then,
hopefully
that
there
might
be
more
likelihood
of
a
way
forward
that
suits.
A
C
Nice
to
meet
you
crystal,
you
did
answer
your
ques,
the
the
question
a
bit
further
up
when
you
talked
about
younger
employees,
but
I
was
curious
in
your
research.
What
differences
have
you
noticed
between
older
and
younger
employees
and
companies
with
regard
to
remote
work
and
how
they
handle
that,
and
the
reason
for
asking
me
is:
is
I
run
a
few
sales
development
teams
and
the
intake
is
generally
quite
young.
C
B
B
You
know
in
some
ways
it
can
make
it
easier
because
it's
legitimate,
because
I'm
new,
but
also
people
are
they
find
it
quite
difficult,
especially
in
like
a
remote
context,
so
emailing
someone
quite
senior,
whereas
it
might
be
a
bit
more
easier
in
the
office,
especially
because
maybe
someone
else
you
can
ask
somebody
else
to
you
know
when
when's
the
good
time
to
you
know
to
knock
on
his
door
or
well
his
door's
open.
So
I
know
I
can
go
now.
B
You
know
the
kind
of
power
the
power
relational
dynamics
can
be
a
challenge
and
obviously,
in
the
non
work
interface,
you
know
people
might
be
less
financially
secure,
so
very
worried
about
furlough.
B
We
have
furlough
in
the
uk
and
in
the
pandemic,
very
worried
about
further,
very
worried
about
redundancy,
absolutely
feeling
the
need
that
I
need
to
work
all
the
hours
to
show
that
I'm
dedicated
so
again,
if
they're,
not
very,
if
there's
not
clear
instructions
from
management
that
remember
your
technology,
it's
non-linear
work
that
you
know
that
it
is
still
okay
to
just
work,
eight
hours
because
there's
a
a
possibility,
particularly
with
the
instant
messaging
things
and
people
emailing
out
about
us,
that
they
see
someone
on
at
seven
in
the
morning
and
they
see
some
somebody
else
on
eight
at
night
and
assume
that
people
work
from
seven
a.m
until
again,
because
they've
just
not
got
the
cultural
capital,
I
guess
to
kind
of
understand
in
the
organization
how
how
it
all
works
and-
and
sometimes
there
are
senior
managers
who
are
a
bit
of
a
workaholic-
you
know
and
who
are
going
to
be
there,
and
they
don't
understand
that.
B
That's
not
expected
of
them
as
well.
Moving
through,
you
might
absolutely
have
people
that
you
know
I
kind
of
think
of
the
the
work.
The
life
course
is
like
fluctuations
in
your
productivity
as
well,
so
you
know
you,
you
might
be
working
really
really
really
hard
straight
after
graduation
you're
in
your
first
couple
of
jobs
you
work
really
really
hard
and
really
long
hours,
but
there's
a
sense
of
you
know.
I'm
doing
this
to
to
learn
and
I'll
get
promoted
for
it.
B
The
confidence
might
have
gone,
I'm
doing
obviously
complex
fertility
journeys
and
there's
a
big
thing
around,
for
some
people
might
have
quite
a
long
fertility
journey
and
the
end
of
that
is
childlessness
and
there's
a
period
of
so
they
might
have
been
working
full
full
health
for
quite
a
long
time.
B
Assuming
that
they'd
have
children
and
then
they'd
be
able
to
you
know,
and
then
that
doesn't
happen
and
that's
grief,
you
know,
and
they
might
need
space
and
time
to
come
to
terms
with
that,
to
find
other
things
in
the
life
that
are
going
to
give
them
that
sense
of
purpose.
And
then
they
will
be.
You
know
back
on
full
pal
and
there's
a
huge
thing
around.
You
know
some
older
workers
are
actually
the
most
productive.
You
know
the
most
dedicated
they've
got
a
lot
of
experience
to
share.
B
They
want
to
share
that
with
younger
generations
so
that
they
might
have
a
lot
of
energy
to
give,
but
they
don't
necessarily
want
to
give
it
in
the
same
way
that
they
were
before
they
might
be
more
into
coaching
and
mentoring.
They
might
you
know
they
might
want
lateral
moves
and
some
people
are
there.
Most
I've
got
colleagues
who
are
researching
menopause
and
work
about
how.
Sometimes
this
is
a
period
where
women
are
really
hot.
B
You
know
they
are
sorry,
excuse
my
language
but
they're,
really
on
fire
with
their
careers
and
sometimes
they're,
for
whatever
reason
the
employer
or
the
organization
doesn't
recognize
that
and
they
don't
feel
like
they've.
You
know,
they've
got
all
this
passion
to
want
to
want
to
achieve
something
and
there's
not
the
opportunities.
So
you
know,
all
I
can
say
is
you
know,
just
try
and
be
sensitive
to
the
fact
that
different
people
are
going
to
have
different
challenges,
because
again
the
older
workers
also
sometimes
have
their
parents.
B
B
So
I
guess
it's
just
not
making
assumptions
everybody's
the
same,
not
making
assumptions
that
productivity
now
is
what
your
productivity
will
always
be,
not
making
assumptions
that
somebody
might
need
support,
just
because
it's
not
what
the
book
says
is
the
work-life
balance,
challenge,
which
is
young
children,
that
you
know
the
the
the
work
family
balance
tradition,
I'm
going
off
on
again.
I'm
sorry.
C
A
Yeah,
thank
you
crystal.
That
was
the
last
question
in
the
doc.
So
I'll
just
wrap
things
up
but
really
appreciate.
A
It's
okay,
it's
okay!
I
think
this
was
a
really
great
conversation
and,
like
touched
on
some
really
relevant
things
that
I
think
at
get
lab.
We
face
with
an
all
remote
team
and
an
all
remote
team
that
looks
pretty
diverse
and
has
very
different
experiences
based
on
their
age,
where
they're
located
what
they're
doing
everything
about
that
about
people's
lives
outside
of
work
that
they
bring
to
gitlab.
A
So
really
appreciate
you
being
here
and
having
this
conversation,
and
thank
you
all
to
for
attending
I'm
going
to
work
on
editing
the
recording
today
and
get
it
posted
to
our
handbook
and
then
I'll
send
you
the
link
to
it
crystal
once.
It's
posted
up
there.