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The dividing line between work and personal time is becoming increasingly blurred. Giving staff the responsibility of organising their own time can, however, offer significant benefits, argues Simon Norris of software supplier Temperus.

But the growing popularity of sites such as Facebook, YouTube and eBay provides an ever-increasing source of distraction for staff and can undermine the freedom given to them by employers. Managers are under pressure to ensure that employees fulfil their contracted working hours and that this time is used productively.

One solution that is increasingly popular is to block websites. Lloyds TSB, Goldman Sachs, Credit Suisse and Transport for London are just four organisations that have recently implemented such restrictions.

Big brother is watching
Yet this approach can lead to frustrations among staff, and can give the impression of an intolerant working environment. Blocks can often be easy to bypass by using one of the wealth of ‘proxy’ sites that replicate content from sites such as Facebook under a different domain name.

The problems don’t end there. Blocking often involves a high level of inconvenience and administrative overheads for IT departments. And providing staff with ‘block-free’ periods at scheduled times – such as lunchtimes – can cause work to suddenly grind to a halt.

Fortunately, alternative solutions are starting to emerge. One approach is to install software that measures the time employees spend using different websites or computer applications. By providing the employer with a clear breakdown of how working time is spent on a daily basis you can ensure that staff are working effectively.

The open approach
Of course, it is vital that time management software is introduced in an open and transparent manner, and presented as a tool to encourage self-regulation rather than a sinister means of surveillance.

Alyson Pellowe, managing director of People Vision HR, comments: ‘A great deal of my clients have banned social networking sites. But employers need to treat their staff like adults; you don’t want to alienate people. However, the line manager has to concentrate on output as well. If staff are hitting their targets then managers should be happy for them to organise their day as they please.’

It is clear that patterns of work are changing, and there is no evidence to suggest a likely reversal in the need for flexibility. As we come to rely more heavily upon technology in both the work and personal spheres of life, so employers and employees alike will look to technology to help them to monitor and improve their working practices. A system that works to inform and protect both parties will surely equip them to deal with the changing face of working life.

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