rugby team time tracking

Team Time Tracking or Team Not Time Tracking: The Modern Workforce Debate

Time tracking has been a recent-esque development in the past 5 years. If you’re unfamiliar with this particular work tool, time trackers theoretically aim to support company productivity by having employees use an daily timer whilst working on various projects. Think of the old-fashioned punch cards that employees would use every morning and evening to clock in and out of work. Fast word to modern times: Whenever an employee is changing tasks throughout the day, they record their movements every. single. time.

Time tracking remains controversial in exactly how productive it actually is. The advantages are evident, at least on paper. Employers can better oversee and manage the time of their employees. Employees can do their assigned tasks and reflect on long it takes. It also could vary: time tracking could be more useful for remote workers or freelancers, but less so for in-house employees.  But beyond paper, what are the pros and cons of using time trackers? Do the tool’s benefits and frustrations extend to both employees and employers?

Employee Pros

Possess the proof that certain projects are wasting your time

Time trackers show the good and the bad. You had a hunch the proposed project would be incredibly time-consuming and hardly effective for the time and energy invested. With a time tracker, it could be easier to prove your case to your boss. A time tracker could be another member of team to corroborate your story. An employee could offer recommendations to an employer about how to optimize time towards a project.

Optimize future planning

Better planning means better execution. When you’re in a department, you own a certain group of tasks and projects. Some projects may be similar to others. If you’re able to track similar projects, you’ll be better to estimate at how long projects will take, what resources you’ll need (and how long it takes to procure those), and quantify the time it takes for other group members to get things done. This will be incredibly useful when debating about a potential project. Maybe your team will be unable to meet a similar project’s deadline given the time parameters. But because you know the parameters of other stakeholders, you can eliminate the unneeded departments or activities to meet the end point.

Employee Cons

Frustrate workers

Tech can be frustrating. Depending on the tech, it can be a gateway to frustrated employees and lowered morale. Time tracking is a tool. Like every tool, it takes a certain amount of understanding to utilize it. For employees that already are a bit tech-anxious, introducing a new tool may be a cause for concern. Our work lives can be fast paced; introducing another tool gives another mechanism to adapt to, which may lead to anxiety.

Frustration may not only stem from understanding how to execute the tool, but also the “why” behind the new tool. Why must I integrate this into my daily work? Is my work not good enough? Why does my employer need to feel they have to track my every move? An employee may feel a certain of distrust towards the tool and their boss. For employees of tech companies, this might be an added stressor to an already-angsty work situation.

Employer Pros

Gives a precise record

Time trackers show who, what, and how time is being spent. What’s valuable to employers is how time trackers show when employees leave and depart and precisely what they’re dedicating their work hours to. Because of the record, a company can see how an employee’s abilities and tasks have evolved. It could be a thoughtful jumping-off point to discuss an employee’s evolving (or devolving) position.

Motivates employees to finish on time

Companies want to deliver on time. If employers have given their workers a reasonable amount of time to complete a project (time tracking does not create time), this signals employees to remained focus and complete tasks accordingly. Time tracking software gives the ability for employees to reflect on how long a task is taking. This can be valuable feedback, as an employee can explain to an employer a task is taking longer than projected. Thereafter, the manager can quickly put out a potential fire before it starts by dedicating more staff to the task or rethinking resources.

Employer Cons

Shift company culture into burn-out

Creating a company full of burnt-out employees may be the greatest risk. Employees may be fired up and ready, integrating the tool into their daily work. Initially, they put in their hours and may come into work early to show dedication. After time has passed, employees may feel burnt out from the constant updating and checking. They may choose to do non-work activities with their time as they recover—making it difficult to meet deadlines. Simply, a time tracker could prove exhausting to a workforce. Productivity expert, Laura Stack, of The Productivity Pro, explains that “People are spending far more time creating these elaborate systems than it would have taken just to do the task. You’re constantly on your app refiguring, recalculating, recategorizing.” The amount of time dedicated to tracking time may exhaust employees to the point of reversing the tool’s productivity aspirations.


At, our tool has been tried and tested in simplifying work life: companies like MyTheresa and Check24 trust us for easy absence management. No great debate here. We deliver results.


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best ceo traits

According to Harvard Business, Here are Best-Performing CEO Traits

Judging leaders by their long-term results, rather than short-term hype is the most-common sense solution when analyzing how effective CEOs are in their positions. Harvard Business Review’s 2016 ranking of the 100 Top Performing CEOs has incorporated new metrics and tools to measure executives’ performance, adding 33 new CEOs to the list, having 30 CEOs remain for the third year in a row, and ranking the same CEO as number 1 for a consecutive year.

How does one rate a CEO?
Turns out, it's more of an objective art.

Rating CEOs is more of an objective art as HBR fine-tuned its performance measuring metrics. In addition to incorporating the environmental, social, and governance metrics of a company (ESG) from firms like Sustainalytics, HBR drew from CSRHub, a service that aggregates ESG data and gives feedback on areas of improvement to a company. Through these methods, offering more objective insight into leader performance, one is able to understand the effectiveness of an entire career, rather than drawing conclusions from quarterly ratings.

The ranking gives insight into what shareholders could consider when selecting C-Level members. Given the hire-and-fire feel of the job (in 2015, the turnover rate of global CEOs was 17%), it’s essential to find indicators for success. Amongst the 100 ranked CEOs, the average tenure has been 17 years and churned out an annual return of 20.2%.

It’s important to note that many of these high-performing CEOs do not have “traditional” business backgrounds. The top spot, belonging to Lars Rebien Sørensen, studied forestry. 24 of the ranked CEOs were engineers by trade. For those selecting talent, it’s not about finding the leader with the “right credentials”, but rather foreseeing the longevity based on past performance—even if in other industry.

How to judge a CEO (according to the experts)?

According to Elena Botehlo, a partner at ghSMART, a consulting firm, weighs in to Harvard Business School on what traits set great CEOs apart.

1. Usually have had a major career blow up.

Botehlo cites an interesting find: CEOs that had a major career event occur, like being fired, were more likely to be recommended to be hired. In fact, 45 percent of CEOs in Botehlo's survey of hundreds of participants. Why? Boards and companies want to someone who has been tested and seen the rough side of the road. To be back in the role, they will have usually have had to prove their worth again, making them smarter (hopefully) in the climb up.

2. Know perseverance

This ties in with creating a comeback after a major blowup. A CEO has to have a certain must-do-it-ness. They plod on despite the hardship. Think of well-known business leaders like Steve Jobs or Thomas Edison, who kept innovating despite numerous and considerable setbacks. Perseverance is not something one is a born with; it's a honed virtue.

3. Make "tough calls"

Being the boss comes with a set of challenges. It often means making some tough decisions, like laying off employees, cutting product features, or knowing to step aside. They make the right calls by rising above the "noise" and can be lasered focus on what needs to happen. They head straight to the core of a tough issue and know how to find the answer --- even if they don't know it quite yet. Great CEOs know how to prioritize and how to commit to enacting the best decision for the company.

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how to work with freelancers

Rules of Engagement: How Managers Should(n't) Work with Freelancers

If you’re leading a company with employees, it can’t be that different when working freelancers, right?

A common misconception is that freelancers are just like employees and thus, can be treated the same. But while employees can duck into the employee kitchen to avoid a bad boss, freelancers can simply stop working with clients.

A manager doesn't want to have the reputation in being difficult to work with. Freelancers may talk and warn other colleagues to avoid a certain client. This may leave a manager with unexperienced newbies to do the work. While cheaper, freelancer newbies may not deliver  expectations or add seasoned insight onto project. This may leave a manager responsible for an under-delivering freelancer.

freelancer boss

What should I not do when working with a freelancer?

Ask them to do something for free

No bueno. This is the most unforgivable strike in the freelancer manual. It’s understandable when manager and companies want a sample of their work. They want to see how a freelancer can contribute to a few of the issues they’re facing. Request work samples or browse their online portfolio or Github to become better acquainted with their work experience. Avoid asking them to do any work for free.

Hire without clear goals

You’ve got to know what you want done. A freelancer can execute, but they can’t execute well if they don’t know what to exactly do. If you know that you need to update your logo, but give little direction in exactly what you want to convey or the color scheme, a freelancer can only do so much.  Before you hire, clarify your company’s needs: if do need a logo, but are open to design suggestions, pull a few sample logos for inspiration. Be careful as to avoid being the boss that constantly changes their opinion on a project. Depending on the contract, a freelancer can often make only one or two revisions. So, best to know what you’re end-goal is before hiring.

Question their rates

As as manager, you’re familiar with the average salary in your industry at your seniority. Just like you’re an expert in salary, trust your freelancer is knowledgable about their own rates.  It’s unprofessional to question how a freelancer came up with their rates. It may signal that your focus is more on the wage rather than on what you want accomplished. You may have a small budget, so let them know how you have to be a bit more money-conscious this year.


Here’s what to do:

Sign a contract

Contracts are protective means for both client and freelancer. It acts as a plumb line in expectations as you begin working together. You’re a professional; they are a professional. A contract signals a respectful relationship. Also, if you don’t offer a contract, a seasoned freelancer will avoid you. They could do work and not receive payment, if a contract is not signed. Contracts also act as guidelines if freelancers do not deliver. Show you’re professionalism in providing a contract, or asking a freelancer to send over their own.

Respect boundaries

Freelancers differ from employees in a few ways. Different boundaries are another. Because freelancers typically a lot a certain number hours to a particular client—and usually have multiple clients—they can’t be expected to adhere to the same boundaries as employees. If you worry in reaching a freelancer, discuss and make specific time slots where they make themselves available for a call or an in-person appointment.

Understand that things take time

Projects take time. Even though you found a razor-sharp freelancer, be aware that even the brightest need time to re-focus, concentrate, and change a solution. You may find yourself saying, “You were so fast with this change. How hard will it be to change this?”. Revision takes time.

freelancer boss

What's the best relationship a manager can offer a freelancer?

The best managers offer collaboration, transparency, and autonomy. Choose to be an inclusive manager, opening up the floor for a freelancer to contribute to ideas—even alongside full-time employees. When there are difficulties, operational, or product changes, keep the freelancer in the loop. They work for the company and will feel closer as they are told what’s going on within the space. Lastly, like employees, freelancers thrive with autonomous rule. Offer them the option to work remotely and contribute free-flowing ideas.

Share success

Managers have the tough job of having to get others to adopt their own agenda. Part of that is showing them they have real value in reaching company goals. Share with freelancers how they can or how they’ve already helped your department or business reach milestones.

Get the right tools!

At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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next gen in hr tech

Meet 'n Greet the Next Gen in HR Tech: Eynat Guez, CEO of Papaya Global

Here at, we prepare our clients—which range from legacy companies, governments, to startups—to easily manage planned and unplanned absences. Beyond our snazzy tech, we’re committed to providing talent managers and business owners key insights into the future of work and people management.

Because bringing out the best people takes work.

And the right tools.

We’re the eyes-on-the-ground for what tech tools are moving the HR industry forward. Our latest discovery is moving mountains in bringing how global companies manage their global workforce. With offices around the world, Papaya Global oversees global payroll, keeps employee records, and makes sure their clients remain 100 percent compliant with national and international standards. In fact, they were the first HRIS solution to promise 100 percent GDPR compliance. Which tells you they’re committed to solving problems before their clients receive a hefty fee.

future of workPapaya Global CEO, Eynat Guez, shares her insight into the critical social movements affecting HR, the challenges a global company faces in managing a global workforce, the future of work, and her love of open water swimming.


What led you to founding Papaya?

The beginnings of Papaya goes way back. My career started in global relocation and holding companies. Projects were mainly in Africa and Asia. But what I saw firsthand was companies, that had no local presence, had difficulties in keeping compliant because they had no local insight on the rules. They also seemed to have issues with immigration, because they had few resources to understand what policies were changing. This kind of challenge stuck with me.

What does Papaya Global do?

We provide the transparency and execution of one of the biggest challenges for international companies. A global company has to follow the rules of a local company, which makes sense, but for an international company with employees from all over the world (with different visa requirements, etc.) it quickly becomes a tangled problem. Payroll includes contracts, local benefits, immigration, and administration red tape.

China provides different payroll data than Brazil does, for example. They both have such different regulations and demands. Most companies still don’t have any idea on how to consolidate that kind of data, local information; there is a lack of understanding in how to adhere to local compliance easily—and quickly. Before us, clients struggled getting this kind of information beforehand. Now, they understand the environment they’re operating in.

What are the changes you’ve seen in how tech is augmenting the human work experience?

Firstly, regulations are getting stricter. It becomes more difficult to relocate people. When I worked in relocation services earlier in my career, contractors were not bothered by local compliance. Today, companies need to be more aware. With tech, rules can change faster. So companies need to  have a system in place that allows them to be more agile while still be able to find and manage the best talent.

What are trends that are shaping how companies work with employees?

Recently, President Trump made immigrating to the United State more difficult by heightening requirements. Talented people are being denied access to the U.S., so companies are having to figure out where to place them. It feels benefits are becoming more stratified. For example, some freelancers want the same social benefits as regular employees, like having local holidays off. On the other hand, regulations are changing where it’s more difficult to terminate employees under the guise of “let’s protect our work force”. This has been happening in the last 3-4 years.

How do you envision the human work experience in the next 5-10 years?

Companies will be facing compliant-heavy issues, as regulations are growing stricter. Companies will have a global workforce, with freelancers and remote employees working in different time zones. Employees will be asking for employers to provide local benefits, like meal vouchers and gym memberships. There was a recent story on how a group of engineers working for Facebook wanted the same benefits as their Menlo Park colleagues, though this group engineers worked elsewhere in the world.

future work
Members of the Papaya Global team.

What are companies asking for now they didn’t ask for 2-5 years ago?

Determination processes have become super important. Benchmark what are the local benefits and packages. They want to understand what annual costs look like in their respective industries. Many companies are starting to roll out paternity leave.

You were one of the first HRIS solutions to offer virtual currencies as a payment method for employees. Why was that important to you?

Social forces affect how companies run their company, but also affect employees expectations about their employer. We want to provide a solution for employees and employers where they can meet and work easily together. Crypto is a symbol of that. Exchange ranges can be crazy and change their monthly income, so we want to be sure our customers can always remain compliant.

Since you see how companies manage people, do you have any advice to managers or founders in how they oversee?

Be open and transparent. It’s important to speak about the bad thing too. Keep an open relationship with employees, sharing both the troubling and the good. When employees feel they know what’s going on in the company, they will feel more connected to it.

You’re an open water swimmer, are there exercises or methods that you carry between swimming and running a company?

It’s my time to disconnect. It’s my own form of meditation. When I’m in the water, it becomes the only place on Earth where I can renew. When you’re able to go into such a space, you bring new energy into your work.


Special thanks to Eynat Guez for this interview!


At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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office decor

Wake Up Your Walls: Office Decor is the Other Team Member

Office decor may seem like it should be the after-thought of the after-thought when it comes to building an effective company culture. Normally, it's at the bottom of the Idea Bin when it comes to employee happiness.

The real work lies in how a company can "delight" their customers, not in how a company makes their filing cabinets look pretty...right?

Filing cabinets aside (one can only do so much to make those look attractive), why should a company care so much what they put on their walls?

Firstly, it goes beyond providing motivation to employees. 51 percent of employees feel disengaged at work. A space that is both beautiful and functional can spark an employees subconscious mind. Design consultant Avantika Agarwal, the growing trend of startups and co-working spaces have raised awareness on how the modern workforce wants their space to look like. Speaking to India Times, “Millennials don’t want just a good salary. They are looking for soft benefits and companies are going all out to keep them motivated.” As trite as it might seem, an attractive office may mean higher employee retention. A pretty office shows potential and current employees that they are worth investing in, which signals a sense of commitment to employee well-being.

Research conducted by Teknion and multiple design-industry leaders, like Joan Blumenfeld found the workplace must be promoting two essential virtues. Their paper, Ethonomics: Designing For The Principles Of The Modern Workplace, believe that offices should provide movement throughout the day and should be visually appealing. The authors find that mixed spaces like open and closed offices, lounges, and private rooms provide the ability to retreat and collaborate as need be. Colors and texture, they find, can bring teams to a creative solution or help them focus. Walls can be the biggest focal point in keeping employees motivated, with whimsical colors or quotes.

It turns out, walls really do talk.


Displays of funky fonts and motivational quotes are a great use of space

Modern stripes in calming shades of blue and green promote focus

Try a funky decal for visual panache

Make a bold statement with graphic art

Post company values in a fun, creative manner

For peace and serenity, quiet hues of white and beige could help employees relax

Try something different than a motivational poster--motivational clipboards!

Beautiful and bold without being distracting

A bit whimsical to spark creative conversation or deep thinking mode

Perhaps open up walls as a medium to brainstorm and illustrate on white-board walls


At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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bad company habbits

This Habit Could Ruin Your Career and Cost Your Company

We tend to think of perfectionism in a more positive light than not. Mistakenly, both employees and employers fall into this train of thought: “My perfectionism produces better results”.

But the science shows otherwise.

Dr. Brené Brown, famed TED speaker and a professor specializing in the research of shame and vulnerability says that perfectionism is simply another strategy for people to avoid being hurt. Brown explain that perfectionism is how some humans cope with fear of being criticized, blamed, or ridiculed.

With a workplace that’s becoming emotionally and mentally intensive, perfectionism could be how some employees and managers cope with uncertainty or stress. According to Brown, perfectionism happens when people set unattainable standards for themselves and nitpick their own.

However, it can be useful in the work place—when only applied minimally.

Extensive research on perfectionism has been done. Experts actually divide perfectionism into two categories.

Adaptive perfectionism:

which is defined when people derive satisfaction from intensive effort, but don’t beat themselves over the head when they do fail. They view relationships as cooperative and are more prone to ask for help and to delegate tasks.

Maladaptive Perfectionist:

In contrast, this type of perfectionism means people tend to be incredibly self-critical and create unattainable standards. Their goals are derived from a sense of failure and view their relationships as competitive rather than as cooperative. Unsurprisingly, those with tendencies towards maladaptive perfectionism have higher correlation with burn out.

Dire psychological associations with this form of perfectionism include depression, anxiety, high levels of stress, eating disorders, or even physical pain. Employees with overwhelming perfectionism may be likely be absent from work as they deal with illness caused from stress or depression.

Not only does absenteeism associated with this tendency cost companies money, but the processes perfectionistic employees impose. For example, a person needing control and a flawless performance will be redoing already-complete (and often totally well-done) tasks. Deadlines will be missed, team members will be discouraged or angry, and clients will be angry. This adds up to the company suffering from this dangerous habit.

A 2010 study revealed how academic productivity and levels of perfectionism affected psychology professors and the quality of academic publications they created. The researchers observed that those with high levels of perfectionism produced more publications, but the papers were not superior. In fact, this group tended to contribute less to their research field. Perfectionism does not necessarily correlate with excellence.

What to do if you manage employees with a maladaptive perfectionistic streak?

First, arrange a convenient time with your team member. Think of diffident examples of when things went wrong because they failed to delegate or because they redid tasks. Assure them you like their commitment to excellence, but show them that there is a more productive way to gain excellent results. Write down a few processes that they could dole out and even the members of the team that could take over, allowing them to to be free on the tasks they were hired for/ enjoy. Also be sure to frame how delegating will help junior team members grow professionally. This is especially important for those with micromanagement tendencies.


At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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conflict transformation in the workplace

Conflict Transformation: How to Stay Authentic Whilst Disagreeing in the Workplace

Politics. Conflict. Workplace. Oh my.  You share a desk with the work colleague who makes fun of Asian features. Your boss has hung a poster of a “Black Lives Matter” on his office door and rolls his eyes when newbies ask about the movement. Sometimes you lean towards visa quotes for certain countries, but your co-workers scoff your views at lunchtime.

Whether we like it or not, political and social shifts are being brought into the workplace.

More often than not, the modern workplace has never been prepared quite for an era like this: employees possess instant access to terabytes of information; they can share their opinions with a click of a button with a mass audience; they take part in online communities that have offline influence…

Little has been done to equip employees with conflict management in these situations. Employers would prefer a “Don’t Ask, Don’t Tell” policy when it comes to discussion controversial topics. Some employees may feel bullied, undervalued, or judged for their viewpoints—a perfect recipe for employee dissatisfaction, low morale, and high turnover.

Companies are missing on an opportunity to impact more than a higher dividend payout to shareholders.  Employers could be the ones demonstrating and training how people can possess starkly opposite opinions, but still learn from each other, and work together.

But how? This is all new territory.

With Millennials as the majority of the workforce, they vocalize political and social issues in the workplace, more so than previous generations. How can a manager train their employees to meet conflict head-on and come out on the other side better for their disagreement.

Brené Brown, shame researcher at the University of Houston and celebrated author of several New York Times Best Selling books, knows a thing a two about conflict in the workplace. After her TEDx talk, “The Power of Vulnerability” became viral, Brown became Fortune 500 companies’ favorite invitee, sharing her work with executives and employees alike.

In an interview with business and life coach guru, Maria Forleo, Brown discusses how people can “be brave” in expressing their authentic self—but also allowing others to express themselves, including controversial opinions they may hold. Employers and employees can benefit from Brown’s work in creating a space where conflict can be healthfully discussed.

Be in the arena

Own your viewpoint. Be willing to be criticized for your perspective. Get ready to un-learn, learn, and share your learning. Brown highlights anonymous forum contributors who bully other contributors, but don’t have the guts to own their own remarks. Own your own viewpoint does not mean you have to discuss it or be pressed to discuss it. But once you begin sharing, you’re in the arena. This is different place than a soap box. The arena is  a place with others. Yes, you may spar with others, but it’s also a place where you can deconstruct your own thoughts and motivations. The arena is the space for learning, which is far from the easiest place to be.

Ban “If you aren’t with us, then you’re against us” thinking.

Conversations cannot happen and learnings cannot be made if coworkers feel at arms. Too often, we forget every individual has a reason or motivation for believing what they believe. There is nuance. It is not a conducive to any space to have already-formed lines. Innovation will fail, as conversations have pre-set conclusions. Shaming others for not disliking the same people you do creates a space of hostility. When disagreements occur, be sure to treat them respectfully—and most importantly, kindness.

Create an invitation about your viewpoint

The best way to avoid drawing lines within a conflict is by opening up the floor to your counterpart. Healthy disagreements involves varying sides; by creating an invitation that there are other points of views shows you want to learn, takes the issue and put it on the communal discussion table, rather than associating a point of view with an entire person. A simple invitation is as easy as “What do you think?”. Then, listen.

Contribute more than criticize

Perhaps on the biggest contributions could be listening. Or it could look like voicing your opinion, even if you have the chance not to. For example, two coworkers are making racial statements. You could easily name call and be critical, but that wouldn’t get to the heart of the matter. Brown suggested, a “Jeez” or “That’s not right” for moments like this. It’s easy to fall into the spiral of name calling, rolling eyes, or looking for the one point to criticize into oblivion. Also, if you see people who are trying to create a healthy conversation around a topic, don’t tell them to stop. If they’re trying to create peace in the workplace, contribute to supporting them. One big idea Brown suggests is that choosing to opt out of a conversation or a controversial topic is the definition of privilege. Contributing may be standing up for a person or an idea at work.

Remember accountability is different from shaming

Share, discuss, debate, or disagree. This is politics—it gets messy! Discussing how the world should be run or how society should react can quickly become complex. If coworkers are disagree, there should be a rule of no name-calling, shaming, or putting others down. Accountability is holding ourselves or someone else responsible for actions and consequence. If you see someone doing something out of alignment with company values, then speak up and tell them what they’re doing is wrong. Brown highlights shame  never drives positive behavior; it drives rage, rationalization, and blame. She continues that holding people accountable is not as much fun and does not give as much emotional satisfaction as shaming. “It feels good, your anger has a place to go”, but it is not the way to peace.

At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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your company needs digital absence management

Why Your Company Needs Digital Absence Management to Survive the 21st Century

The old school way tracking people and their absences probably meant a stone and hammer. Absence management in the 21st century has come a long way...and yet, not. Some companies have barely upgraded beyond ye olde paper and pen. Their bottom line is missing out.

In the early 20th century, workers would “punch in” at the beginning and end of their shift. This method carried on through the rest of the century, with little change. Only when the knowledge economy began burgeoning did the outlook on how to manage knowledge workers change. The onset of a little invention called the “Internet” finally has executives managing their workforce differently.

Famed management guru, Peter Drucker, created the term "knowledge economy" to describe how members of the workforce now relied on their cognitive function and intellectual edge to solve problems. This differs from the centuries-past worker, who often was given a rote job with specific responsibilities (think steel worker or an office secretary). These kinds of workers were given little autonomy compared to today’s workers. Often work could be performed between the daily card punches. Positions like these are still in existence; over 23,000 workers in Los Angeles still punch in daily.

However the knowledge economy does not operate in a vacuum. Social changes, like that of equal career opportunities for women, the need for maternity and paternity leave, and much-earned vacation days have created a more equitable and livable life for the average worker.

But the modern day challenge: employers have found little solution in tracking the diverse needs of every employee.

Combining how knowledge workers dole out higher amounts of energy and cognitive skill and the industrial demand for more autonomous decision makers within a company creates a special need: how to successfully manage the absences of these skilled workers.

Here's how too many companies manage employee absences:

absence management


Ugh. Even the sight of the word makes you want to pull out your hair. Excel proves useful for business modeling, budget tracking, and other business means. As an absence management tool, well, it wasn’t built to manage people. How does one tell Excel that an employee will be absent an afternoon every month for a doctor’s appointment?

Usually, employees have to:

  • Find Excel Sheet

  • Check remaining days

  • Enter vacation days

  • Print and sign

  • Send to manager

Companies need to move at a notched-up, 21st Century speed. This isn't cutting it. Manual entry is time-consuming and fails to give a fast experience for employees and managers on-the-go.

Sickness absence tools

There are useful tools that give employees to log and monitor sick absences. They’re great to get a bird’s eye view on sickness absence, but the tool is limited. Additionally, a manager could be juggling up to 5 different tools on tracking employee performance, absence, sickness, or holidays. Productivity is lost, not to mention employee frustration may be amped.

While creating a “tick” in logging absences, these tools fail to show what’s behind the absences (a sickness, a doctor’s appointment) nor does the tool use easy-to-access information. Only a few companies take account of all the employee data at their disposal—mostly because it’s too poorly organized to make interesting amends to policies. These single-use tools were helpful, but in Web 2.0, tools should be multipurpose and accessible.

The 7-Point System

This system comes in handy when managing employees and their absences. But like the single-use management tools, this process can already be done through a software, like For those unaware of what the 7-Point System:

  1.  Reviewing existing policy and checking that everyone is aware of what the policies are.
  2. Hold manager meetings to clear up any confusion about policies or to sift through a difficult situation.
  3. Make contact people, so managers and employees know who to defer to. 4.
  4. Teach clear reporting on the myriad of types of employee absences, from unpaid absences to paternal leave.
  5. Make the report, which includes counting team members and tallying up absences.
  6. Set up an appointment to welcome employees back after a prolonged absence, if applicable.
  7. Create a system of accountability.

No doubt this system is helpful in carving out the conceptual goals of managing people. But operationally...

How does a company create a system of accountability?

Digital absence management is the antidote to this modern day challenge.


absence management


Customizable absence management

Company executives and human resources take extra pains in creating company culture, curating employee-company fit, why is managing team absence often a one-size fit solution?
You can tailor your absence management to your company. If employees work in the part of the world that observes Ramadan or celebrates the World Cup, managers can customize the system to fit the social fabric employees are naturally a part of.

Accessible Request Process

Managers and employees save time when digitally requesting time off. No more trying to catch the boss between meetings to request a week off in a 3 months. No more awkward conversations of “I don’t remember us discussing your leave…” An employee sends a request to their manager, an email is sent along with the requested time slot pending in the dashboard. Employees can see whether their manager has approved it or not; if no response, then an employee can easily follow up.

No more leave inquiries lost in the Internet ether.

Quick Approval Process

As requesting time off becomes streamlined, so does approving employee requests. Old methods include using time-sucking Excel sheets, email, and shared files. With a smart dashboard, approving an employee request is as simple as one click.

Smart Calendar Integration

Dashboards are cool, but have you ever thought how convenient life could be if it were integrated into your calendar? With, you can easily check your calendar and see who’s in the office. Our tool works for the world’s favorite calendars, Google and Outlook.

Dream Team Calendar

Planning takes preparation. What’s the fastest way to prepare and plan? Having an overview of when team members are in and out of the office. For all-hands-on-deck meeting, you can easily block out times on a calendar that will restrict team members from requesting out-of-office time. Add structure to how you manage your team. With structure, people feel confident to make more autonomous decisions. Energy is focused on the project, rather than trying to tie up the loose ends of planning. No more accidental overlaps or other scheduling mishaps.

Instant reporting

Collecting and filing documents usually ranks last in terms of job enjoyment. Why do what office managers and filing cabinets did in the 1970s, when you can click a button and instantly receive a report? records absences, like sick and vacation days. It also has a time tracker for instant feedback. Employees and managers can both check on how many vacation days they have left, or whether they’ve used all their sick days. Hiring mangers can quickly create a report as our reporting function exports all data. Say goodbye to Excel sheets and juggling different employee files or management tools.

Here's the Best Part

We've nailed how to manage a team's planned (and unplanned) absences. Companies and even governments trust us to modernize how they manage people.
Check out exactly how they use

At, we’re doing something different when it comes to absence management. Governments, companies–like MyTheresa and Check24–trust our digital method to help them navigate planned (and unplanned) employee absence.

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best job ever

People Confess What Their Best Job Ever Was - No Mention of a Corner Office

What's really the best job ever?

Does it involve a company car, the corner office, your own assistant, or your own hefty bank account?

A few users on Reddit named what their favorite jobs have been.

From pizza delivery guy to a bouncer, there's little mention of a Benz or a Central Park View.

According to professional development program manager at EDUCLAUSE, Joan F. Cheverie, autonomy is the primary ingredient to a satisfied employee. In her interview with Inc., Cheverie highlights that autonomy brings employees happiness because they

"perceive that they have choices, that what they are doing is of their own volition, and that they are the source of their own actions".

Besides lower turn over and higher engagement at work, autonomous employees means higher employee morale. Below,  From interacting with people, getting in shape, or hanging by the water, the a few people what made their best job ever, their favorite.



AKA Introvert Heaven

best jobs ever


Music + well-behaved people is a win

Music and well behaved people is a win


Paid to scare

Paid to scare


Sun and booze, not too shabby

Sun and booze not too shabby


Mailrooms are a riot

best job


Pizza is (work) bliss

Pizza is work bliss


Bowlers do seem like legit nice people

Bowlers do seem like legit nice people


Creativity in the workplace

Creativity in the workplace


Pizza guys delivers happiness

Pizza guys delivers happiness


"Sunshine on my shoulders"

Sunshine on my shoulders


At , we’ve optimized absence management. Companies like MyTheresa, Check24, and even governments trust our tool to easily manage their employees’ planned (and unplanned) absences.

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adam grant modern day peter drucker

If You Hire, Then You Need to Know These 10 Lines from the Modern Day Peter Drucker

If you hire people, manage people, or talk to people on a daily basis, then Adam Grant is your patron saint.

He may be a management guru and an esteemed Wharton professor, but his expertise in organizational psychology remains applicable to anyone in the modern workplace. Fortune 500 executives and industry leaders listen to Grant’s ability to understand the determining social and psychological dynamics that underlie business. One might call him this generation's Peter Drucker.

In short, hiring managers should be subscribing to his TED original podcast or dropping a few of Grant’s books in their Amazon cart, like Give and Take: A Revolutionary Approach to Success.

But his achievements and expertise aren't the entire reason to call for his "people management" sainthood.

What’s so incredible about Grant is that his methods remain down-to-earth and accessible. He could be withholding from the mere mortals overseeing talent. He could be publishing his insights in an Invite-only blog. Fortunately for us, Grant has one foot planted in the Twittersphere; he delivers 140+ charactered grains of wisdom that entrepreneurs and managers can easily implement.

We’ve sorted through the Holy Scroll (pun intended) of Grant’s Twitter profile (@AdamMGrant) to showcase his ability to prioritize the human element whilst providing practical suggestions in navigating the social workplace.


How to define a leader

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Too-experienced is not a thing

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Beware of bias when hiring

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Practical tip---don't forget it

practical tip don’t forget it


Work with your weakness differently

work with your weakness differently


At , we’ve optimized absence management. Companies like MyTheresa, Check24, and even governments trust our tool to easily manage their employees’ planned (and unplanned) absences.

As another saint, Saint DJ Khalid would say, "Bless up".

adam grant is god

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