What is *Flexible Working* by Gemma Dale about?

*Flexible Working* is a practical guide for HR professionals on implementing workplace flexibility to boost employee engagement, talent retention, and sustainability. It provides actionable strategies for designing policies, training managers, and overcoming barriers, with case studies like Zurich Insurance. The book highlights benefits like reduced workplace stress and a smaller carbon footprint while debunking myths about non-traditional schedules.

Who should read *Flexible Working*?

HR leaders, managers, and business executives seeking to modernize workplace practices will benefit most. It’s also valuable for diversity officers aiming to attract multigenerational talent (e.g., 37% of millennials reject inflexible roles) and sustainability teams focused on reducing office energy use.

Is *Flexible Working* worth reading?

Yes. Shortlisted for the 2021 Business Book Awards, it combines evidence-based frameworks (like MinHash data analysis) with real-world examples. Its focus on post-pandemic trends like hybrid work and Gen Z’s demand for autonomy makes it a timely resource for future-proofing organizations.

What are the key benefits of flexible working according to the book?

Flexible policies improve retention, cut costs, and diversify hiring pools. For employees, they reduce burnout and support caregivers. Environmentally, remote work lowers corporate carbon footprints. Case studies show companies like Zurich Insurance achieved higher productivity through customized schedules.

How does *Flexible Working* address generational differences?

The book notes 78% of employees over 50 prioritize flexible hours, while Gen Z often rejects roles without hybrid options. It advises tailoring policies: older workers value phased retirement, while younger staff seek location autonomy. This approach prevents “organizational nostalgia” conflicts with traditional 9-5 models.

What myths about flexible work does Gemma Dale debunk?

Dale challenges the stereotype that flexibility is only for mothers, citing data showing demand across genders and ages. She also disputes claims that remote workers underperform, pointing to studies on output consistency and tools for tracking virtual collaboration.

Does the book provide steps to implement flexible policies?

Yes. A 4-stage framework includes: * Auditing current practices using MinHash data deduplication. * Training managers on bias-free flexibility assessments. * Piloting programs with measurable KPIs (e.g., retention rates). * Scaling successful models company-wide, as demonstrated by Zurich Insurance.

How does *Flexible Working* handle sustainability?

It links reduced office occupancy to lower energy consumption and commuting emissions. Strategies include “green flexibility” incentives for employees using public transport and aligning remote work policies with corporate ESG goals.

유연 근무 리포트 요약

직원 및 비즈니스 성과 향상을 위해 직장 내 유연성을 구현하는 방법

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유연 근무 리포트 요약 개요

우리가 일하는 방식을 새롭게 정의하며 수상 경력에 빛나는 가이드, "유연 근무(Flexible Working)"로 여러분의 일터를 혁신하십시오. 캐리 쿠퍼(Cary Cooper) 경 교수가 추천하는 이 시의적절한 리소스는 성과를 높이는 동시에 다양한 인재 풀을 지원하고 탄소 발자국을 줄이는 유연성 구현을 위한 실질적인 전략을 제공합니다.

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1장

The Future is Flexible: Reimagining How We Work

The 9-to-5 office model that has dominated our working lives since the Industrial Revolution is facing a reckoning. In her groundbreaking book "Flexible Working," Gemma Dale makes a compelling case that this industrial-era approach is increasingly outdated in our digital age. As Bill Gates once noted, this book represents "a crucial roadmap for the future of work" - a sentiment echoed by countless business leaders seeking to adapt to changing workforce expectations. The book has become required reading in MBA programs worldwide and has influenced policy at companies like Microsoft and Google, who have embraced flexibility as a competitive advantage in the war for talent. Dale's work couldn't be more timely - with 87% of employees desiring some form of flexibility but only 15% of job listings offering it, we're witnessing a fundamental disconnect between what workers want and what organizations provide. What if we could reimagine work in a way that benefits everyone involved? What if the future of work isn't about where we go, but what we accomplish?

2장

The Multifaceted Nature of Workplace Flexibility

Flexible working encompasses far more than just working from home. It represents a fundamental shift in control from employers to employees regarding when, where, and how work happens. This three-dimensional approach to flexibility includes time flexibility (when work is done), location flexibility (where it's performed), and method flexibility (how tasks are accomplished). The most common flexible arrangement remains part-time work, representing 23% of UK employment in 2018. However, numerous other options exist: job-sharing (two people sharing one role's responsibilities), compressed hours (full-time hours over fewer days), nine-day fortnights (working nine days instead of ten per two-week period), annualized hours (varying schedules with consistent pay), term-time working (no work during school holidays), flexi-time (variable start/finish times with core hours), and remote/homeworking (which increased 27% over a decade before the pandemic). Less common but equally valuable arrangements include staggered hours (different start/finish times from organizational norms), self-rostering (teams determining their own schedules), career breaks/sabbaticals (extended unpaid time away while maintaining employment status), and phased retirement (gradually reducing hours before full retirement). Some organizations also offer flexibility through benefits like purchasing additional leave or taking unplanned "duvet days." The distinction between formal and informal flexibility is crucial. Formal arrangements typically create permanent contractual changes, while informal flexibility operates on an ad-hoc basis in high-trust environments. Both have advantages - formal arrangements provide security while informal ones offer spontaneity. The ideal approach depends on organizational culture and individual needs. Despite growing demand, flexibility remains unevenly distributed. Research consistently shows demand outstripping supply, with over a third of employees preferring flexible hours to a pay rise. Public sector and larger organizations typically offer more options, while only 10% of UK employees report no flexible options at their workplace. However, job advertisements mentioning flexibility remain rare at just 15%, suggesting a significant opportunity for employers willing to embrace this revolution.

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3장

The Compelling Business Case for Flexibility

The benefits of flexible working extend far beyond employee convenience, creating a powerful business case for organizations. For talent acquisition, flexibility has become a crucial differentiator - 88% of women and 81% of men consider work-family balance very important when choosing jobs, while 80% would reject offers without flexible options. In today's competitive talent market, flexibility costs little compared to other perks yet ranks among candidates' top priorities. For retention, flexibility helps organizations keep valuable employees who might otherwise leave. A 2019 Deloitte survey found one-third of millennial fathers had changed jobs for more flexibility, with another third considering it. BT achieved a remarkable 97% maternity return rate through homeworking options. Without flexibility, organizations risk losing institutional knowledge while incurring high recruitment costs. Employee engagement also improves with flexible arrangements. Research consistently shows flexible workers report higher job satisfaction, with benefits extending even to non-flexible colleagues in organizations where flexibility is available. The NHS found 92% of staff consider flexibility important, with their research showing flexible workers feeling more content, cheerful and calm - translating to discretionary effort and better performance. Perhaps most compelling is the impact on performance itself. The RSA found flexibility drives organizational performance through innovation, skills utilization and motivation. The International Workplace Group reported 85% of business people across 80 nations experienced increased productivity from flexible working. A two-year Working Families study found positive relationships between flexibility and individual performance, with less than 5% reporting negative impacts. Notably, part-time workers outperformed full-time colleagues, with 34% receiving top performance ratings compared to 14% across all staff. Cost savings represent another significant benefit. Flexible working reduces sickness absence, work-related stress, turnover, and recruitment expenses. It can also decrease office space requirements, with 65% of businesses reporting that flexible working helps reduce capital or operational expenditure. Unlike expensive perks such as on-site gyms, flexibility often costs little to implement while delivering substantial returns. Environmental sustainability gains are also noteworthy. BT estimates their flexible working initiatives saved 12 million liters of fuel and reduced CO2 emissions by approximately 97,000 tonnes. A four-day working week could potentially reduce weekly car mileage by 558 million miles across the UK. While the environmental impact is complex - with potential "rebound effects" as saved commuting time leads to other journeys - meaningful benefits are possible with widespread adoption combined with appropriate technology.

4장

Flexibility in the Context of Future Work Trends

Flexible working represents more than an accommodation for individual employees - it's a fundamental component of the evolving workplace landscape. Several major trends are reshaping how we work, with flexibility sitting at their intersection. Demographic shifts are creating unprecedented generational diversity in the workforce. People are living and working longer, with 1 in 3 UK babies expected to reach 100 years old. This longevity has profound implications - employees may not want traditional retirement at 65, instead seeking flexible alternatives. Flexible work arrangements appeal across age groups: 92% of 18-34 year olds, 88% of 35-54 year olds, and 72% of those 55+ want flexibility. Lynda Gratton theorizes that longer lives will disrupt the traditional three-phase life (education, work, retirement), leading to multiple careers, regular breaks, and mid-life education - all supported by flexible approaches. Technology has transformed how we live and work, enabling entirely new services and ways of connecting. It's the key enabler of flexible working, connecting colleagues and customers worldwide through wifi, cloud computing, and mobile devices. Numerous tools support flexibility - from video conferencing apps like Zoom to collaboration platforms like Slack and Microsoft Teams, enterprise social networks, and cloud storage solutions. Yet many organizations aren't fully leveraging these capabilities, often incorporating technology into old approaches rather than fundamentally rethinking work methods. Globalization has removed traditional barriers to international business. Internet, email, mobile devices and social media enable organizations to operate globally on a 24/7 basis. For global organizations with distributed teams serving virtual markets, flexible working becomes essential rather than optional. Employees can potentially work and live anywhere, allowing businesses to serve new markets and access global talent. Some organizations like Automatic (WordPress's parent company) have embraced this fully - they own no offices, their employees work from anywhere without fixed schedules, and teams communicate almost entirely through technology despite being dispersed across different countries and time zones. Organizations must respond to these trends or risk falling behind competitors and losing talent. While flexible working can be handled case-by-case, maximum benefits come from taking a strategic approach that considers these future implications. With continuous rapid change in the workplace, true flexibility includes the ability to constantly adapt, and organizational approaches must evolve accordingly.

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5장

Flexibility as a Catalyst for Workplace Inclusion

Flexible working offers powerful benefits for equality, diversity and inclusion by opening the labor market to those who cannot engage in traditional full-time, office-based work. While equality focuses on preventing discrimination and diversity recognizes differences, inclusion creates environments where differences are valued as benefits leading to better decisions. Gender equality particularly benefits from well-implemented flexibility. The UK has one of the highest proportions of female part-time workers in the EU, reflecting childcare challenges and school timetable incompatibility with standard work hours. However, part-time working often halts pay progression for women, contributing to the gender pay gap (currently 8.9% for full-time employees but 17.3% when including all workers). The gap widens significantly after women become parents, with the Women and Equalities Committee calling part-time work "career death" due to the "part-time pay penalty." Flexible working can help reduce this gap through quality part-time opportunities at senior levels and alternative arrangements like compressed hours or homeworking. Encouraging fathers to work flexibly benefits everyone - when men are equally likely to take leave or request flexibility, gender-based discrimination diminishes and traditional roles are challenged. A 2019 Deloitte survey found one-third of millennial fathers had already left jobs seeking better work-family balance, highlighting that flexibility isn't just a women's issue. Employees with disabilities also benefit substantially. Nearly 20% of the UK population aged 16-64 has a disability, yet only 50.9% are employed compared to 80.7% of non-disabled people. Disabled employees typically earn over 12% less than non-disabled colleagues. As a reasonable adjustment under the Equality Act 2010, flexible arrangements like homeworking, reduced hours, or adjusted start/finish times can help disabled workers participate effectively in the labor market. Carers represent another group who benefit greatly from flexibility. One in seven workers provides care for someone elderly, seriously ill, or disabled, with around 600 people daily leaving their jobs to provide care. With an aging population, this trend will only increase. Flexibility is crucial as caring needs often vary unpredictably - while some carers need traditional arrangements like part-time hours, others require adaptability for fluctuating responsibilities like hospital appointments. Older workers increasingly seek flexibility as they approach retirement. Over one million UK workers are now over 65, a figure steadily increasing for more than a decade. Phased retirement allows organizations to retain valuable skills and experience while providing choices for individuals approaching retirement age. Organizations can use flexible working to attract diverse job candidates while enhancing their reputation as fair employers. Though not a complete solution to structural and systemic issues, flexible working forms part of a broader approach to workplace inclusion.

6장

The Complex Relationship Between Flexibility and Wellbeing

Employee wellbeing has become increasingly important as organizations face rising mental-health-related absences. The UK particularly struggles with work-life balance, ranking last among 25 comparator economies. Flexible working can enhance wellbeing in several ways, though its impact varies significantly between individuals and arrangements. Commuting represents a major wellbeing challenge, with two out of five workers defining it as the worst part of their day. Research shows longer commutes negatively impact all four measures of wellbeing: life satisfaction, sense of worthwhile activities, happiness, and anxiety levels. Flexible arrangements like homeworking, remote working, flexi-time or staggered hours can help reduce this stress by eliminating or shifting travel to less congested times. Work-life balance improvements are another potential benefit. CIPD research found 65% of flexible workers were satisfied with their work-life balance compared to just 47% of non-flexible workers. However, the effectiveness varies based on individual circumstances and arrangement type, with some workers experiencing a "gift exchange" mentality where they feel obligated to work harder in return for flexibility. This highlights an important complexity - flexible working doesn't automatically improve wellbeing. Different arrangements produce varied outcomes depending on who uses them and why. Homeworking can lead to work intensification, boundary blurring between work and home, isolation, and fewer social relationships. Research shows 41% of remote workers report high stress levels compared to 25% of office workers. Work intensification is a real problem for both reduced-hours and remote workers, who may work harder due to fewer distractions, extended working hours, or feeling they need to prove themselves. Organizations should implement effective communication, manager training, and wellness initiatives designed with flexible workers in mind. The subjective nature of wellbeing means what benefits one person may not help another. When flexibility becomes organizational norm rather than exception, employees can more effectively use it to improve their work-life balance.

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유연 근무 리포트 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

Confronting Myths That Block Flexibility Adoption

Despite substantial evidence supporting flexible working benefits, persistent myths with negative connotations continue to act as barriers to both individual requests and broader organizational adoption. These myths range from assumptions about who wants flexibility to practical implementation concerns. The "ideal worker" myth portrays the perfect employee as someone who prioritizes work above all else, remains available 24/7, demonstrates unwavering commitment, and has minimal outside obligations. This mythical worker rarely seeks flexibility except when benefiting the organization. In reality, this ideal doesn't exist - every employee has priorities outside work. Yet organizations continue recruiting in this image, creating the foundation for flexibility stigma. The "9 to 5 default model" myth assumes work must follow traditional industrial-era patterns despite dramatic societal changes. This ignores the possibility of organizing work differently to meet contemporary needs and presents significant challenges to flexible working acceptance. Other common myths include: • "Flexible working isn't for our organization" - This particularly dangerous myth reflects cognitive bias toward the status quo. In reality, few organizations can claim flexibility is entirely irrelevant. • "Flexible workers aren't committed" - Research consistently shows part-time workers often bring increased enthusiasm and energy to their workplace. • "Setting a precedent" - Managers fear approving one request will bind them to approve all subsequent requests. Each request should be evaluated independently based on current circumstances. • "If I can't see people working, they might take advantage" - This stems from low-trust management perspectives. Few knowledge workers can be continuously monitored for performance anyway. • "Working with others needs to be face-to-face" - Many organizations default to in-person meetings despite viable technological alternatives, not because they're superior but because they're tradition. • "Managers can't work flexibly" - This forces employees to "step down" to less responsible positions to gain flexibility. Timewise's Power 50 awards showcase senior leaders successfully working reduced hours or in job-shares. • "Flexible working means working fewer hours" - Many flexible arrangements maintain the same total hours, just organized differently. • "Flexible working is a women's issue" - CIPD research shows caring responsibilities drove flexible working for fewer than 25% of employees. This myth creates barriers particularly for fathers seeking flexibility. Organizations should identify which myths are prevalent in their specific context and develop strategies to address them, as they remain difficult to change and require ongoing effort to dismantle.

8장

Building a Strategic Approach to Flexible Working

Implementing flexible working effectively requires a strategic approach rather than ad-hoc responses to individual requests. Organizations should develop a comprehensive strategy with six foundational elements that transform flexibility from something merely tolerated to something celebrated. First, flexibility should be available to everyone (or as many people as practicably possible). Even roles requiring physical presence at specific times can incorporate some flexibility through job-sharing or self-rostering. A truly flexible organization starts from the premise that all jobs can be done flexibly unless proven otherwise - "flexible by default." Second, organizations should accept flexibility in all its forms, not just familiar options like part-time work. They should be willing to experiment with employee-suggested arrangements rather than making assumptions about what will work, judging performance by outcomes rather than hours worked. Third, high trust is essential. Flexible working thrives in environments where organizations value outcomes over face time. While difficult to establish quickly, trust can be built by empowering employees to determine their optimal working arrangements. Fourth, enabling and supportive managers at all levels are critical. Senior leaders provide permission and role modeling, while line managers handle day-to-day implementation and requests. Managers must understand that flexibility benefits everyone and view it as an opportunity rather than something to tolerate. Fifth, an effective policy goes beyond legal compliance to provide clear, accessible guidance tailored to the organization. It should support manager discretion, encourage collaborative solutions, avoid focusing exclusively on parents, and maintain a welcoming tone. Finally, enabling technology is essential. Organizations must provide remote workers the same access and functionality they would have in an office. The barrier isn't typically technological but cultural, requiring shifts in work habits like replacing face-to-face meetings with online alternatives. Implementing these elements requires a deliberate change management approach. John Kotter's model offers relevant guidance: create urgency by explaining why change is necessary now, develop a compelling vision, reward those supporting the change, create quick wins, share success stories regularly, address concerns, form diverse teams to guide implementation, and involve stakeholders in policy development. Organizations should assess their current position against these six elements, identify gaps, review relevant barriers, plan specific actions to address potential resistance, and develop a compelling vision for flexible working that's accessible to both internal and external audiences.

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9장

From Policy to Practice: Making Flexibility Work

Even the best-designed flexible working strategy requires practical implementation tools to succeed. Effective policies need supporting guidance, communication strategies, and measurement approaches to create lasting change. Policy development should begin with analyzing existing data to understand current flexibility patterns: who works flexibly, what forms are used, request trends, acceptance/rejection rates, and promotion patterns among flexible workers. Organizations should gather input from diverse stakeholders to understand the lived experience of current policies and processes. Effective policies should open with a strong statement demonstrating organizational support for flexibility and exceed legal minimums. They should enable "Day One" flexibility requests rather than enforcing the statutory 26-week waiting period, set shorter timescales than the three-month legal maximum for handling requests, provide simple application forms that don't ask for personal reasons, and include appeal processes for rejected requests. Trial periods are essential policy components, allowing both parties to assess arrangements before permanent implementation. Communication is equally crucial. Organizations should reference flexible working in employee handbooks, induction materials, intranets, external websites (especially recruitment pages), management training, job advertisements, wellbeing programs, and relevant HR policies. Launch activities might include formal communications from senior leaders explaining the approach and benefits, dedicated events, online resource hubs, and an internal brand or logo to increase visibility. Ongoing promotion activities help sustain momentum. A network of flexible working champions can raise awareness, open conversations, bust myths, and provide role models. Internal networking groups for flexible workers provide space to discuss challenges and share ideas. Highlighting success stories from diverse roles and organizational levels brings the concept to life and normalizes flexibility throughout the hierarchy. Manager training is perhaps the most critical implementation element. According to the CIPD, training managers on flexible working benefits and management techniques is the most effective way to increase both quality and quantity of flexible arrangements. Training should cover legal frameworks, organizational policies, process responsibilities, role assessment for flexibility potential, different flexible working forms, handling practical issues, addressing myths with evidence, and adapting management styles for flexible workers. Finally, measuring progress is essential. Organizations should collect both baseline and ongoing data to assess effectiveness against objectives and identify problem areas. Regular analysis should examine flexible working request metrics, promotion rates of flexible workers, and trend analysis by department and gender. This quantitative data should be complemented by qualitative feedback through surveys, focus groups, or one-on-one discussions. Beyond flexibility metrics, organizations should measure broader impacts through key indicators like employee turnover/retention rates, recruitment costs, productivity, employee engagement scores, and absence rates.

10장

A Call to Action for the Future of Work

The time has come for a flexible working revolution that fundamentally transforms how we think about work. From comprehensive academic research spanning multiple industries to large-scale industry surveys involving thousands of employees, the evidence overwhelmingly demonstrates that flexible working delivers tangible benefits across multiple stakeholders - from improved work-life balance for employees to enhanced productivity for organizations and reduced environmental impact for society. We must radically rethink traditional 9-to-5 work models designed for an industrial era, moving beyond mere legal compliance toward creating inclusive cultures where everyone can work to their full potential. Currently, flexible working remains available primarily to "the lucky few," often restricted to knowledge workers, senior roles, or specific departments rather than being equitably distributed throughout the labor market. Access frequently depends on individual manager discretion rather than systematic policy, creating inconsistency and inequality. The flexibility stigma remains deeply entrenched - with research showing flexible workers often face slower career progression and reduced access to development opportunities. Yet organizations that have fully embraced flexibility report significant measurable benefits: 40% better talent retention, up to 20% reduction in gender pay disparities, 30% higher employee engagement scores, and substantial progress toward sustainability goals through reduced commuting and office space requirements. The COVID-19 pandemic has served as an unprecedented global experiment in remote work, giving millions of employees firsthand experience of alternative working patterns. Early research from multiple countries indicates widespread positive reception, with studies showing 65-70% of workers wanting to maintain increased work location flexibility post-pandemic. Productivity has remained stable or improved in most cases, challenging long-held assumptions about office presence. Organizations that can't or won't meet this growing demand for flexibility risk losing talent - surveys indicate 30-40% of employees would consider changing jobs to gain more flexible arrangements. No business can afford to ignore these fundamental shifts in how work gets done or the converging trends affecting employees, customers, and stakeholders. Smart businesses are already embracing flexibility's benefits through comprehensive programs that combine remote work, flexible hours, compressed workweeks, and job sharing. The evidence is clear, the digital tools are mature, and the technology infrastructure is robust. It's time to decisively bust persistent myths, eliminate stigma, challenge outdated attitudes about "face time," and break through cultural and structural barriers. The flexible working revolution isn't just coming - it's already here. Forward-thinking organizations are seizing this moment to reimagine work arrangements, redesign processes, and rebuild cultures around flexibility as a core operating principle rather than an occasional accommodation. The question isn't whether to embrace flexibility, but how quickly you'll adapt to this new reality. Are you ready to lead this transformation?

★★★★★

유연 근무 리포트 요약 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

유연 근무 리포트 요약의 핵심 주제

workplace autonomy
remote work strategy
talent retention
work-life integration
organizational performance

유연 근무 리포트 요약의 명문장

Flexibility costs little compared to other perks yet ranks among candidates' top priorities.
Without flexibility, organizations risk losing institutional knowledge.
Research consistently shows demand outstripping supply.
Flexibility has become a crucial differentiator.

유연 근무 리포트 요약의 등장인물

Gemma DaleAuthor and expert on flexible working models

저자 소개

Flexible Working: A Practical Guide to Organizing Work Outside the Nine-to-Five의 저자인 젬마 데일(Gemma Dale)은 선도적인 인사관리(HR) 전문가이자 공인 경영 교육자이며, 현대적인 직장 문화를 옹호하는 활동가입니다.

20년 이상의 인사관리 경력을 보유한 데일은 리버풀 존 무어스 대학교(Liverpool John Moores University) 강사로서의 학문적 엄격함과 기술 기업 드로우 앤 코드(Draw & Code)의 HR 전략가로서 얻은 실무적 통찰력을 결합합니다. 그녀의 전문 분야는 하이브리드 근무, 직원의 웰빙, 조직 행동론을 아우르며, 이는 생산성과 일과 삶의 통합 사이의 균형을 맞추기 위한 실행 가능한 전략을 제시하는 그녀의 저서에서 핵심적인 주제로 다뤄집니다.

CIPD(영국 인사관리협회) 공인 펠로우인 데일은 수상 경력에 빛나는 HR 블로그 People Stuff의 운영자이자 How to Work Remotely의 공동 저자이기도 합니다. 그녀는 2021년과 2022년에 영국에서 가장 영향력 있는 HR 사상가 중 한 명으로 선정되었으며, 팬데믹 이후의 업무 트렌드에 관한 그녀의 연구는 다양한 산업 컨퍼런스와 언론 매체에 소개되었습니다. Flexible Working은 학술적 연구와 현장 HR 리더십 모두를 바탕으로 직장 문화를 재편하려는 그녀의 의지를 반영하고 있습니다.

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The Introvert's Guide to Workplace Presence

This guide is designed for introverted professionals who feel overlooked in fast-paced environments. It provides actionable strategies to master physiological responses, contribute strategically, and manage energy for long-term career success.

1 h 26 m•3 섹션

학습 계획

From Desk-Bound to Daily Movement

This learning plan is essential for professionals who feel trapped by sedentary work cultures and want to reclaim their physical health without sacrificing productivity. It bridges the gap between behavioral psychology and office ergonomics, making it ideal for anyone seeking to build a sustainable movement habit from their desk.

1 h 30 m•3 섹션

학습 계획

Discipline by Design

This plan is essential for professionals and creators who struggle with inconsistency and burnout. It shifts the focus from mental grit to environmental design, making it ideal for anyone looking to master their time and energy through better systems.

1 h 30 m•3 섹션

학습 계획

Getting Things Done for Creatives

Creatives often struggle with the friction between spontaneous inspiration and the administrative overhead of a professional career. This plan provides a structured framework to capture ideas and manage workflows without sacrificing artistic freedom. It is ideal for freelancers, artists, and designers looking to regain control over their time and mental energy.

2 h•4 섹션

학습 계획

The Cognitive Agility Playbook

In an era of information overload and rapid change, the ability to think on your feet is a critical competitive advantage. This plan is designed for professionals and leaders who need to maintain mental clarity, social dominance, and decisive action during high-stress moments.

2 h•4 섹션

컬럼비아 대학교 동문들이 제작 | 샌프란시스코에서 개발

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

4.7

평균 평점

앱 평가 7.84천 개 이상

BeFreed 커뮤니티

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

9장

유연 근무 리포트 요약

유연 근무 리포트 요약 개요

다양한 학습 방식으로 유연 근무 리포트 요약 살펴보기

The Future is Flexible: Reimagining How We Work

The Multifaceted Nature of Workplace Flexibility

들리는 모든 단어를 눈으로 확인하세요

The Compelling Business Case for Flexibility

Flexibility in the Context of Future Work Trends

유연 근무 리포트 요약에서 더 많은 것을 얻으세요

Flexibility as a Catalyst for Workplace Inclusion

The Complex Relationship Between Flexibility and Wellbeing

들리는 모든 단어를 눈으로 확인하세요

Confronting Myths That Block Flexibility Adoption

Building a Strategic Approach to Flexible Working

유연 근무 리포트 요약에서 더 많은 것을 얻으세요

From Policy to Practice: Making Flexibility Work

A Call to Action for the Future of Work

유연 근무 리포트 요약 완독을 축하합니다

유연 근무 리포트 요약의 핵심 주제

유연 근무 리포트 요약의 명문장

유연 근무 리포트 요약의 등장인물

저자 소개

유연 근무 리포트 요약 다운로드

다른 사용자들도 좋아한 책

유연 근무 리포트 요약에 관한 자주 묻는 질문

What is Flexible Working by Gemma Dale about?

Who should read Flexible Working?

Is Flexible Working worth reading?

What are the key benefits of flexible working according to the book?

더 알아보기

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

다양한 학습 방식으로 유연 근무 리포트 요약 살펴보기

The Future is Flexible: Reimagining How We Work

The Multifaceted Nature of Workplace Flexibility

들리는 모든 단어를 눈으로 확인하세요

The Compelling Business Case for Flexibility

Flexibility in the Context of Future Work Trends

유연 근무 리포트 요약에서 더 많은 것을 얻으세요

Flexibility as a Catalyst for Workplace Inclusion

The Complex Relationship Between Flexibility and Wellbeing

들리는 모든 단어를 눈으로 확인하세요

Confronting Myths That Block Flexibility Adoption

Building a Strategic Approach to Flexible Working

유연 근무 리포트 요약에서 더 많은 것을 얻으세요

From Policy to Practice: Making Flexibility Work

A Call to Action for the Future of Work

유연 근무 리포트 요약 완독을 축하합니다

다른 사용자들도 좋아한 책

더 알아보기