December 8, 2024 • 21 mins
2 months on from the first attempt of feeding Notebook LM 2 ReThink documents to produce its Podcast, we are back with number 2. We wanted to see how the technology had progressed. Let us know what you think
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
All right.
So today we're going to kind ofshift gears a little bit and
talk about something that Ithink a lot of you listeners are
probably grappling with.
It's it's this idea of how dowe make every second count,
especially when we're talkingabout our teams and their time
and all those precious resourcesthat go into keeping a business
running.
Speaker 2 (00:19):
Yeah, it's.
You know, in today's worldright, everyone's talking about
efficiency and productivity andall those buzzwords and it's
easy to get caught up in thehype.
But what I find fascinating isthat a lot of businesses are
still making decisions based ongut feeling rather than data.
Speaker 1 (00:35):
Yeah, and that's where I think today's deep dive
is going to be particularlyinsightful, because we've got
some great resources fromRethink Productivity to help us
kind of break down this wholeconcept of work study.
Speaker 2 (00:45):
Right, we've got these two brochures.
They've given us One's kind ofa broad overview of different
levels of analysis, and theother one zeroes in on this
thing called role study formanagers.
Speaker 1 (00:55):
Okay, so two sources, both about work study, and I
think what's really cool aboutthis is that it's not just
theoretical, it's very muchgrounded in the real world
challenges that a lot of us arefacing right now, especially
those of you in retail andhospitality.
Speaker 2 (01:08):
I absolutely think about it.
Rising labor costs, staffshortages, customers who are
more demanding than ever it's atough environment out there.
Speaker 1 (01:17):
No kidding.
So how does work-study fit intoall of this?
I mean, is this just a fancyway of saying we need to work
harder and faster?
Speaker 2 (01:25):
Not at all.
It's really about workingsmarter, about understanding
where those seconds are goingand how we can optimize the way
we use that most preciousresource, which is people's time
.
Speaker 1 (01:35):
So it's not a new concept, right?
I mean, didn't we leave thosetime and motion studies back in
the last century?
Speaker 2 (01:40):
Well, the concept's been around for a while, but
what's different now is thetechnology and the data-driven
approach that we can bring to it, and that's really what's
driving this resurgence ofinterest in work-study.
Speaker 1 (01:50):
Okay, so less about stopwatches and clipboards and
more about leveraging data tomake smarter decisions.
Speaker 2 (01:56):
Exactly, and those decisions can impact everything
from staffing levels to processimprovements staffing levels to
process improvements.
Speaker 1 (02:07):
Okay, I'm intrigued.
Let's dive into those differentlevels of analysis that Rethink
outlines.
In their brochure they startthis thing called a team
efficiency study.
I'm already curious like whatdoes that even mean?
Speaker 2 (02:15):
So imagine being able to see a time lapse of your
entire team's day.
You know where are theyspending their time.
How are they interacting withcustomers?
Are there differences betweenhow different locations are
operating?
Speaker 1 (02:29):
It's like that bird's eye view.
Right, you can spot those macrotrends and patterns that you
might miss when you're just downin the weeds.
Speaker 2 (02:36):
Exactly, and what Rethink does really well is
benchmarking.
They've got this massivedatabase of work-study
information so you can see howyour team stacks up against
industry standards.
Speaker 1 (02:45):
Okay, so it's not just about comparing your own
teams, but seeing how youmeasure up against the
competition.
Speaker 2 (02:50):
Exactly.
You might find that yourcheckout process is taking way
longer than the average forsimilar retail businesses.
Speaker 1 (02:56):
Oh, talk about a wake-up call, but I guess that's
the point right To identifythose areas where you're falling
behind or maybe where you'reactually excelling.
Speaker 2 (03:04):
It's about uncovering those hidden opportunities,
whether it's bottlenecks thatare slowing you down or pockets
of downtime that you could beutilizing better.
Speaker 1 (03:13):
Okay, so we've zoomed out and gotten that big picture
view.
Now let's zoom in.
Level two is all about taskanalysis, and this is where we
get granular right.
Speaker 2 (03:22):
This is where we break it down, those big picture
observations, into thoseindividual tasks that make up
your team's day, and we're notjust talking about estimates,
we're talking about actuallyunderstanding how long it takes
to do specific tasks.
Speaker 1 (03:34):
And I imagine this is crucial for things like
scheduling and resourceallocation no more relying on
guesswork.
Speaker 2 (03:41):
And what's even more fascinating is when you break
those tasks down even furtherinto individual steps.
Rethink gives this greatexample in their brochure about
warehouse picking.
Speaker 1 (03:50):
OK, tell me more about that.
Speaker 2 (03:51):
So they found that a huge chunk of time, like
sometimes up to 50 percent, wasbeing wasted on just travel time
between locations 50 percent.
Speaker 1 (03:58):
Yeah, that's crazy.
You'd never realize that justby looking at the big picture
numbers.
Speaker 2 (04:03):
Right, and once you identify these bottlenecks and
you can start thinking aboutsolutions.
Maybe it's optimizing thewarehouse layout, maybe it's,
you know, adjusting forkliftspeed limits.
Speaker 1 (04:13):
I love those little tweaks.
Speaker 2 (04:14):
They can make such a difference especially in a high
volume retail environment,shaving off even a few seconds
per task can have a massiveimpact.
Speaker 1 (04:22):
Absolutely All right.
And then level three.
They call it deep dive movementanalysis.
This sounds intense.
Speaker 2 (04:27):
This is where it gets really interesting.
We're talking about analyzingthose high frequency, repetitive
tasks that you know might seeminsignificant on their own but
add up to a huge chunk of timeover the course of a day, a week
, a year.
Speaker 1 (04:39):
So it's not just about working faster, it's about
working smarter right,eliminating those unnecessary
movements.
Speaker 2 (04:46):
And the methodology they use here is called MTM
methods time measurement.
Speaker 1 (04:50):
OK, so, without getting too technical, what's
the magic of this MTM approach?
Speaker 2 (04:55):
It's all about breaking down those movements
into tiny measurable units soyou can really get precise about
how long a task should take.
Speaker 1 (05:03):
OK, so paint a picture for me.
How would this deep diveanalysis play out?
Ok, so paint a picture for me.
How would this deep diveanalysis play out in, say a fast
food restaurant.
Speaker 2 (05:09):
Imagine something as simple as assembling a burger.
They might find thatrearranging the workstation
layout could save a few secondsper burger, or that installing a
hands-free sauce dispensercould eliminate those little
wasted movements.
Speaker 1 (05:23):
And when you're making thousands of burgers a
day, those seconds add up.
Speaker 2 (05:27):
And that's just the tip of the iceberg.
We've only talked aboutoptimizing tasks, but what about
optimizing the people leadingthose tasks?
Speaker 1 (05:33):
Okay, let's shift gears then.
We've talked about optimizingtasks, but what about optimizing
the people leading those tasks,especially in the world of
retail and hospitality, whereyou often have multiple
locations, each with its ownmanager?
Speaker 2 (05:46):
That's where I think things get really interesting,
because you can have the mostefficient processes in place,
but if your local leaders aren'tempowered and equipped to lead
effectively, you're leavingpotential on the table.
Speaker 1 (05:58):
And I imagine that's a challenge a lot of folks are
facing.
How do we make sure our storemanagers, our area managers, all
those folks on the front lines,are spending their time in the
most impactful way?
Speaker 2 (06:09):
And that's what this concept of role study helps us
understand.
It's about taking a data-drivenlook at what managers are
actually doing all day andidentifying those tasks that are
truly adding value versus thosethat are bogging them down.
Speaker 1 (06:23):
I have a feeling this could reveal some uncomfortable
truths.
Speaker 2 (06:27):
Oh for sure.
One case study that stood outto me involved an area manager
who was spending 15% of theirtime just responding to messages
across email teams, whatsapp.
Speaker 1 (06:36):
Oh gosh, I can feel that in my soul, the constant
bombardment of messages.
Speaker 2 (06:40):
Right, and for this manager, it was preventing them
from doing what they're actuallyhired to do coaching their
store managers, visitinglocations, you know, actually
driving the business forward.
Speaker 1 (06:50):
So it's not just about making those individual
tasks more efficient.
It's about looking at thebigger picture of how a
manager's time is beingallocated.
Speaker 2 (06:59):
Exactly, and in this case the company realized they
had to rethink their entirecommunication strategy to free
up that manager's time.
Speaker 1 (07:06):
Wow, that's a big shift, but it makes sense when
you see the data.
Speaker 2 (07:10):
And there was another case study where they found an
area team support role wherealmost half the person's time
was spent on tasks that didn'teven directly contribute to
their core responsibilities.
Speaker 1 (07:20):
Oh, wow, and think about all the potential if that
time could be reclaimed.
Speaker 2 (07:23):
It's amazing what your teams can achieve if even a
fraction of their day is freedup to focus on those high value
activities.
Speaker 1 (07:29):
So this is where I think that data driven approach
becomes so crucial.
It's not about micromanaging,it's about providing actionable
insights.
Speaker 2 (07:37):
It's about creating a culture of continuous
improvement, where you'reconstantly evaluating and
optimizing how work gets done.
Speaker 1 (07:45):
And I imagine a big part of that is comparing your
internal data to those industrybenchmarks we talked about
earlier.
Speaker 2 (07:52):
Absolutely.
That's where the real magichappens seeing where your
organization excels and wherethere's room for improvement,
especially compared to yourcompetitors.
They have a great visual in thebrochure a chart comparing
store managers with manualversus automated stock ordering.
Speaker 1 (08:08):
Okay, I love a good visual.
Speaker 2 (08:10):
Yeah.
Speaker 1 (08:10):
So what does that chart tell us?
Speaker 2 (08:12):
It clearly illustrates the potential for
time and cost savings when youmove from those manual,
paper-based processes to moreautomated systems.
Speaker 1 (08:21):
Okay, so we've gone from the big picture of team
efficiency all the way down tothe minutia of individual
movements.
But before we move on, let'slet this all sink in for our
listeners out there.
What's the key takeaway youwant them to walk away with?
Speaker 2 (08:35):
I think the big takeaway here is that work study
isn't about making people workharder.
It's about making them worksmarter.
Speaker 1 (08:40):
It's about challenging those assumptions
and questioning those.
We've always done it this wayhabits.
Speaker 2 (08:45):
Exactly, and it's about embracing a more objective
analytical approach to optimizeevery aspect of your operations
.
Speaker 1 (08:52):
And that's a journey we're going to continue
exploring in part two of thisdeep dive, where we'll talk
about the how of optimizingtasks and the tools and
strategies you can use to makethose improvements stick.
So stay tuned, folks, we'll beright back after a short break.
Speaker 2 (09:05):
Welcome back.
I'm excited to kind of pick upwhere we left off and really get
into the nitty gritty of how dowe put these work study
insights into action.
You know, because we can talkabout data all day long.
Speaker 1 (09:17):
Right.
Data is great, but it's whatyou do with it that matters.
Speaker 2 (09:21):
Exactly, and one of the most powerful tools and I
think particularly relevant forretail and hospitality is this
idea of process mapping.
Speaker 1 (09:30):
Okay, process mapping .
Remind us what that is and howit fits into this whole picture.
Speaker 2 (09:34):
Think of it like you're creating a visual roadmap
of a specific process.
You're literally outlining eachstep from start to finish.
Speaker 1 (09:41):
So you're taking that task, analysis data and making
it tangible, something you cansee and interact with.
Speaker 2 (09:46):
Exactly, and what's great about it is it's
collaborative.
You're not just dictatingchanges from head office, you're
involving the people whoactually do the work.
Speaker 1 (09:53):
I love that you're empowering your team to be part
of the solution.
Speaker 2 (09:56):
Their insights are invaluable.
They're the ones who know theins and outs of the process
better than anyone.
Speaker 1 (10:02):
And it gives them a sense of ownership over those
changes, which is so important.
Speaker 2 (10:06):
Absolutely OK.
So let's say, we've mapped outour processes, we've identified
some areas for improvement.
What happens next?
Speaker 1 (10:14):
Yeah, where do we go from there?
Speaker 2 (10:15):
Well, this is where we can start getting strategic,
about optimization and Rethink.
Talks about three key areastask elimination, task
simplification and taskautomation.
Speaker 1 (10:26):
Okay, let's unpack those, starting with task
elimination.
It sounds kind of scary.
Are we talking about cuttingjobs here?
Speaker 2 (10:31):
Not necessarily.
It's more about taking a hardlook at each task and asking is
this really necessary?
Does it add value?
Could we achieve the sameoutcome in a different way?
Speaker 1 (10:40):
It's about challenging those assumptions
right, those we've always doneit this way habits.
Speaker 2 (10:45):
Exactly, and sometimes the answer might be to
just get rid of the taskaltogether.
Speaker 1 (10:54):
Can you?
Speaker 2 (10:54):
give us an example of a task that might be right for
elimination in the retail world.
Sure, let's say you have aprocess where every single
customer receipt needs to besigned by a manager before it
can be filed.
In today's digital world, thatextra step might be completely
redundant.
Speaker 1 (11:06):
Yeah, it's not adding any real value, just slowing
things down.
Speaker 2 (11:09):
Exactly OK.
So what about tasksimplification?
Speaker 1 (11:13):
How do we approach that one?
Speaker 2 (11:14):
This is where you get really granular.
You look at each step in a taskand you ask yourself can we
make this simpler?
Can we eliminate anyunnecessary actions or movements
?
Speaker 1 (11:24):
And this is where those deep dive movement
analysis observations come inhandy.
Right those little tweaks thatcan save seconds here and there.
Speaker 2 (11:32):
Absolutely.
And again, involving yourfrontline team is crucial.
They're the ones who can spotthose little things that make a
big difference.
Speaker 1 (11:39):
Like a barista making coffee.
Maybe there's a way torearrange the equipment or
streamline the steps that couldshave a few seconds off each
drink.
Speaker 2 (11:46):
Exactly.
And when you're making hundredsof lattes a day, those seconds
add up.
Speaker 1 (11:50):
Okay, and then, finally, we have task automation
.
This is the big buzzword thesedays.
Everyone's talking about AI androbots taking over.
Speaker 2 (11:57):
Right, but like any tool, it needs to be used
strategically.
Speaker 1 (12:01):
So it's not about replacing humans with robots.
Speaker 2 (12:03):
It's about finding that sweet spot where technology
can augment human capabilities.
Speaker 1 (12:11):
It's about freeing up people to focus on those tasks
that require uniquely humanskills.
Speaker 2 (12:15):
Exactly Like those repetitive data entry tasks.
Automate those and you not onlyfree up time, but you also
reduce errors.
Speaker 1 (12:22):
Win-win, but I imagine it's not a
one-size-fits-all solution.
Speaker 2 (12:26):
You're right, you need to carefully consider which
tasks are best suited forautomation.
Speaker 1 (12:30):
And you don't want to lose that human touch that's so
crucial in retail andhospitality.
Speaker 2 (12:34):
Absolutely.
It's about finding that balancewhere automation enhances the
customer experience.
Speaker 1 (12:39):
Like self-checkout kiosks or online ordering
systems.
Speaker 2 (12:42):
Exactly, giving customers more control and
convenience.
Okay, okay, so we've talkedabout the how of optimizing
tasks, but what about the who?
The people leading theseinitiatives?
Speaker 1 (12:51):
Right.
How do we make sure our leadersare equipped to create a
culture of continuousimprovement?
Speaker 2 (12:57):
It starts with setting clear expectations and
providing the right support.
Speaker 1 (13:01):
And I think a big part of that is empowering
managers to delegate effectively.
Speaker 2 (13:05):
Delegation can be a struggle, especially in
fast-paced environments.
Speaker 1 (13:09):
Managers might feel like they need to control
everything or they're worriedabout overburdening their team.
Speaker 2 (13:14):
But effective delegation is about identifying
the right person for the job,giving them clear instructions
and then stepping back.
Speaker 1 (13:21):
And providing the necessary support along the way.
Speaker 2 (13:23):
Exactly, and creating a culture of feedback and
continuous learning.
Speaker 1 (13:28):
It's not just about optimizing tasks.
It's about optimizing how wework together as a team.
Speaker 2 (13:33):
Exactly, and that's an ongoing journey.
But even with the bestintentions, you need the right
tools to make this happen.
Speaker 1 (13:39):
You're talking technology and I got to say it
can feel overwhelming all theapps and platforms out there.
Speaker 2 (13:46):
It's a lot, but the key is to focus on your specific
needs.
Speaker 1 (13:49):
So start with the problem, not the solution.
Speaker 2 (13:51):
Exactly.
Once you've identified yourneeds, you can start exploring
different tools, and there are afew key areas to consider task
management software,communication platforms and data
analytics tools.
Speaker 1 (14:01):
Okay, let's break those down, Starting with task
management software.
What are the benefits there?
Speaker 2 (14:06):
Task management software can really streamline
workflows assign tasks, trackprogress, improve collaboration.
So it's like a digital to-dolist for your whole team, but
way more sophisticated Exactly,and there are options for every
budget, from simple to-do liststo robust project management
platforms.
Speaker 1 (14:23):
Okay, what about communication platforms?
We talked earlier about thatarea manager, drowning in
messages.
Speaker 2 (14:28):
Right, and there's no easy answer, because every
organization has its owncommunication style.
Speaker 1 (14:33):
But the key is to be intentional about which
platforms you use and how youuse them.
Speaker 2 (14:36):
Exactly and establish clear guidelines and
expectations.
You know which platform forwhat purpose.
How do we respond to messages?
How do we avoid thoseunnecessary interruptions?
Speaker 1 (14:46):
It's about finding that balance between staying
connected and creating space forfocused work.
Speaker 2 (14:52):
And that's where technology can help.
You know, streamlinecommunication, reduce noise.
Speaker 1 (14:57):
Okay, and finally data analytics tools.
Speaker 2 (14:59):
These are crucial for measuring the impact of your
work study initiatives.
Speaker 1 (15:04):
This is where you see if all this effort is actually
paying off.
Speaker 2 (15:06):
Exactly.
You can track those key metrics, identify trends, measure the
effectiveness of your strategies.
Speaker 1 (15:12):
So it's not about data for data's sake.
It's about using that data tomake decisions.
Speaker 2 (15:17):
Absolutely, and the tools can range from simple
spreadsheets to sophisticatedbusiness intelligence platforms.
Speaker 1 (15:24):
Wow, we've covered a lot of ground.
It's clear that work-study canhave a huge impact, but there's
one crucial aspect we need toexplore the human element.
Speaker 2 (15:33):
Right, Because you can have the most optimized
processes in the world.
But if your employees aren'tengaged and motivated, you're
not going to see those gains.
Speaker 1 (15:40):
Exactly.
We'll dive into thatfascinating topic in part three
of this deep dive, so stay tuned.
Welcome back for the final partof our deep dive into work
study.
We've talked about optimizingtasks and processes and using
all the right tools andtechnology, but as we wrap
things up, I want to kind ofshift gears and talk about
something that I think oftengets overlooked in this whole
quest for efficiency, and that'sthe human element.
Speaker 2 (16:01):
Yeah, you know you can have all the data and the
fancy systems in the world, butif your employees aren't engaged
and motivated, you're not goingto see those gains in
productivity.
Speaker 1 (16:10):
It's like having a shiny new sports car with the
flat tire.
Yeah, you know all thepotential, but you're not going
anywhere.
Speaker 2 (16:16):
Exactly.
So how do we make sure ourteams have those metaphorical
inflated tires?
You know what really motivatespeople to bring their A-game to
work, especially in theseindustries like retail and
hospitality, that can be reallydemanding.
Speaker 1 (16:30):
Yeah, it's not always easy to stay motivated when
you're dealing with long hoursand difficult customers.
Speaker 2 (16:35):
Right, and that's where understanding a bit of
psychology comes in.
One of the mostwell-established theories in
this area is self-determinationtheory.
Speaker 1 (16:43):
Okay, self-determination theory.
I'm listening.
Speaker 2 (16:45):
This theory basically identifies three core
psychological needs that drivemotivation autonomy, mastery and
purpose.
Speaker 1 (16:53):
All right, let's break those down, starting with
autonomy.
What does that mean in thecontext of work?
Speaker 2 (16:57):
Autonomy is about feeling like you have some
control over your work, you know, not just being a cog in the
machine but having some say inhow things are done.
Speaker 1 (17:05):
So it's about empowering employees on the
front lines to make decisions.
Speaker 2 (17:08):
Exactly, and when people feel like they have
choices and some ownership overtheir work, they're more likely
to be engaged and motivated.
Speaker 1 (17:16):
But wouldn't that lead to inconsistencies, you
know, across different locations?
How do you balance that needfor autonomy with maintaining
brand standards?
Speaker 2 (17:25):
That's where clear guidelines and training come in.
You can give employees thefreedom to make decisions within
a defined framework.
It's like giving them a roadmapbut letting them choose the
route.
Speaker 1 (17:35):
Exactly.
Speaker 2 (17:36):
Okay, so the next one is mastery.
Speaker 1 (17:37):
Mastery, oh no, I like the sound of that.
Speaker 2 (17:39):
This is all about feeling competent and skilled in
your work.
People are naturally motivatedto learn and grow, to challenge
themselves.
Speaker 1 (17:47):
It's that sense of accomplishment, right Seeing
yourself improve.
Speaker 2 (17:50):
And I think this is especially important in roles
that can become repetitive orroutine, like a lot of jobs in
retail and hospitality.
Speaker 1 (17:57):
Right.
How do you keep people engagedand prevent them from feeling
like they're just going throughthe motions?
Speaker 2 (18:02):
That's where providing opportunities for
growth and development comes in.
It could be cross-training,mentorship programs, even just
giving someone the chance tolead a small project.
Speaker 1 (18:12):
So it's about showing them that there's a path for
growth within the company.
Speaker 2 (18:16):
Exactly when people feel like they're learning,
they're less likely to get bored.
Speaker 1 (18:20):
Makes sense, okay, and the third element you said
was purpose board Makes sense.
Speaker 2 (18:26):
Okay, and the third element you said was purpose
Purpose.
This is about feeling like yourwork has meaning, like it's
contributing to something biggerthan yourself.
Speaker 1 (18:31):
But that can be hard in those frontline roles where
it's easy to feel like you'rejust serving transactions all
day long.
Speaker 2 (18:37):
Absolutely.
That's where connecting thedots between those individual
tasks and the bigger picturebecomes so important.
Speaker 1 (18:43):
So how do we do that?
How do we help employees seethe forest for the trees, so to
speak?
Speaker 2 (18:48):
Communication is key.
Share your company's missionand values.
Talk about the impact yourbusiness has on the community.
Celebrate successes.
Acknowledge the contributionsof your team.
Speaker 1 (18:59):
It's about creating that sense of shared purpose
where everyone feels likethey're part of something bigger
.
Speaker 2 (19:04):
Exactly.
Okay.
So we've talked about thepsychology, but what about the
practical stuff?
How do we actually apply theseprinciples in a real world
setting?
Speaker 1 (19:12):
Yeah, give us some tangible things we can do.
Speaker 2 (19:14):
Well, first involve employees in the work study
process.
Don't just spring changes onthem from on high.
Speaker 1 (19:20):
Right, we talked about this with process mapping,
but it's really about extendingthat collaborative spirit to
everything.
Speaker 2 (19:27):
Ask for their input, listen to their ideas, make them
feel heard.
Speaker 1 (19:31):
And when they feel ownership over those changes,
they're much more likely toembrace them.
Speaker 2 (19:36):
Absolutely.
Second, provide thoseopportunities for growth and
development that we talked about.
Speaker 1 (19:40):
Invest in training, Create mentorship programs.
Programs encourage people tostretch themselves.
Speaker 2 (19:45):
And third, communicate the why behind
work-study initiatives, explainthe rationale and how it
benefits everyone.
Speaker 1 (19:53):
Transparency is key.
When people understand thebigger picture, they're more
likely to be on board.
Speaker 2 (19:57):
And don't forget to celebrate successes.
You know, when you achievethose improvements through
work-study, acknowledge them,recognize the contributions of
your team.
Speaker 1 (20:05):
It's amazing what a difference those little things
can make.
Okay, so we've covered a lot ofground in this deep dive.
We've explored the technicalside, the psychology and some
practical strategies.
Speaker 2 (20:15):
It's been quite a journey.
Speaker 1 (20:16):
It really has.
And I guess, as we wrap thingsup, I want to leave our
listeners with a final thoughtto ponder.
You know we've talked a lotabout efficiency and optimizing
processes, but what if the realgoal of work-study isn't just
about doing more with less, butabout doing better with less?
What if it's not just aboutspeed and output, but about
(20:42):
quality and meaning, aboutcreating a work environment
where people feel valued andengaged and fulfilled, where
they can bring their best selvesto work each day?
I love that.
So, as you go forth and embracethe power of work-study,
remember it's not just about thenumbers, it's about the people,
it's about creating a workplacewhere efficiency and humanity
go hand in hand.
Speaker 2 (20:57):
Where every second counts towards a better future
for everyone.
Speaker 1 (21:00):
Thanks for joining us on this deep dive into the
fascinating world of work-study.
We hope you've gained somevaluable insights and
inspiration.
Until next time, keep thosebrains buzzing and those
efficiency engines running.
All right.
So today we're going to kind ofshift gears a little bit and
talk about something that Ithink a lot of you listeners are
probably grappling with.
It's it's this idea of how dowe make every second count,
especially when we're talkingabout our teams and their time
and all those precious resourcesthat go into keeping a business
running.
Speaker 2 (00:19):
Yeah, it's.
You know, in today's worldright, everyone's talking about
efficiency and productivity andall those buzzwords and it's
easy to get caught up in thehype.
But what I find fascinating isthat a lot of businesses are
still making decisions based ongut feeling rather than data.
Speaker 1 (00:35):
Yeah, and that's where I think today's deep dive
is going to be particularlyinsightful, because we've got
some great resources fromRethink Productivity to help us
kind of break down this wholeconcept of work study.
Speaker 2 (00:45):
Right, we've got these two brochures.
They've given us One's kind ofa broad overview of different
levels of analysis, and theother one zeroes in on this
thing called role study formanagers.
Speaker 1 (00:55):
Okay, so two sources, both about work study, and I
think what's really cool aboutthis is that it's not just
theoretical, it's very muchgrounded in the real world
challenges that a lot of us arefacing right now, especially
those of you in retail andhospitality.
Speaker 2 (01:08):
I absolutely think about it.
Rising labor costs, staffshortages, customers who are
more demanding than ever it's atough environment out there.
Speaker 1 (01:17):
No kidding.
So how does work-study fit intoall of this?
I mean, is this just a fancyway of saying we need to work
harder and faster?
Speaker 2 (01:25):
Not at all.
It's really about workingsmarter, about understanding
where those seconds are goingand how we can optimize the way
we use that most preciousresource, which is people's time
.
Speaker 1 (01:35):
So it's not a new concept, right?
I mean, didn't we leave thosetime and motion studies back in
the last century?
Speaker 2 (01:40):
Well, the concept's been around for a while, but
what's different now is thetechnology and the data-driven
approach that we can bring to it, and that's really what's
driving this resurgence ofinterest in work-study.
Speaker 1 (01:50):
Okay, so less about stopwatches and clipboards and
more about leveraging data tomake smarter decisions.
Speaker 2 (01:56):
Exactly, and those decisions can impact everything
from staffing levels to processimprovements staffing levels to
process improvements.
Speaker 1 (02:07):
Okay, I'm intrigued.
Let's dive into those differentlevels of analysis that Rethink
outlines.
In their brochure they startthis thing called a team
efficiency study.
I'm already curious like whatdoes that even mean?
Speaker 2 (02:15):
So imagine being able to see a time lapse of your
entire team's day.
You know where are theyspending their time.
How are they interacting withcustomers?
Are there differences betweenhow different locations are
operating?
Speaker 1 (02:29):
It's like that bird's eye view.
Right, you can spot those macrotrends and patterns that you
might miss when you're just downin the weeds.
Speaker 2 (02:36):
Exactly, and what Rethink does really well is
benchmarking.
They've got this massivedatabase of work-study
information so you can see howyour team stacks up against
industry standards.
Speaker 1 (02:45):
Okay, so it's not just about comparing your own
teams, but seeing how youmeasure up against the
competition.
Speaker 2 (02:50):
Exactly.
You might find that yourcheckout process is taking way
longer than the average forsimilar retail businesses.
Speaker 1 (02:56):
Oh, talk about a wake-up call, but I guess that's
the point right To identifythose areas where you're falling
behind or maybe where you'reactually excelling.
Speaker 2 (03:04):
It's about uncovering those hidden opportunities,
whether it's bottlenecks thatare slowing you down or pockets
of downtime that you could beutilizing better.
Speaker 1 (03:13):
Okay, so we've zoomed out and gotten that big picture
view.
Now let's zoom in.
Level two is all about taskanalysis, and this is where we
get granular right.
Speaker 2 (03:22):
This is where we break it down, those big picture
observations, into thoseindividual tasks that make up
your team's day, and we're notjust talking about estimates,
we're talking about actuallyunderstanding how long it takes
to do specific tasks.
Speaker 1 (03:34):
And I imagine this is crucial for things like
scheduling and resourceallocation no more relying on
guesswork.
Speaker 2 (03:41):
And what's even more fascinating is when you break
those tasks down even furtherinto individual steps.
Rethink gives this greatexample in their brochure about
warehouse picking.
Speaker 1 (03:50):
OK, tell me more about that.
Speaker 2 (03:51):
So they found that a huge chunk of time, like
sometimes up to 50 percent, wasbeing wasted on just travel time
between locations 50 percent.
Speaker 1 (03:58):
Yeah, that's crazy.
You'd never realize that justby looking at the big picture
numbers.
Speaker 2 (04:03):
Right, and once you identify these bottlenecks and
you can start thinking aboutsolutions.
Maybe it's optimizing thewarehouse layout, maybe it's,
you know, adjusting forkliftspeed limits.
Speaker 1 (04:13):
I love those little tweaks.
Speaker 2 (04:14):
They can make such a difference especially in a high
volume retail environment,shaving off even a few seconds
per task can have a massiveimpact.
Speaker 1 (04:22):
Absolutely All right.
And then level three.
They call it deep dive movementanalysis.
This sounds intense.
Speaker 2 (04:27):
This is where it gets really interesting.
We're talking about analyzingthose high frequency, repetitive
tasks that you know might seeminsignificant on their own but
add up to a huge chunk of timeover the course of a day, a week
, a year.
Speaker 1 (04:39):
So it's not just about working faster, it's about
working smarter right,eliminating those unnecessary
movements.
Speaker 2 (04:46):
And the methodology they use here is called MTM
methods time measurement.
Speaker 1 (04:50):
OK, so, without getting too technical, what's
the magic of this MTM approach?
Speaker 2 (04:55):
It's all about breaking down those movements
into tiny measurable units soyou can really get precise about
how long a task should take.
Speaker 1 (05:03):
OK, so paint a picture for me.
How would this deep diveanalysis play out?
Ok, so paint a picture for me.
How would this deep diveanalysis play out in, say a fast
food restaurant.
Speaker 2 (05:09):
Imagine something as simple as assembling a burger.
They might find thatrearranging the workstation
layout could save a few secondsper burger, or that installing a
hands-free sauce dispensercould eliminate those little
wasted movements.
Speaker 1 (05:23):
And when you're making thousands of burgers a
day, those seconds add up.
Speaker 2 (05:27):
And that's just the tip of the iceberg.
We've only talked aboutoptimizing tasks, but what about
optimizing the people leadingthose tasks?
Speaker 1 (05:33):
Okay, let's shift gears then.
We've talked about optimizingtasks, but what about optimizing
the people leading those tasks,especially in the world of
retail and hospitality, whereyou often have multiple
locations, each with its ownmanager?
Speaker 2 (05:46):
That's where I think things get really interesting,
because you can have the mostefficient processes in place,
but if your local leaders aren'tempowered and equipped to lead
effectively, you're leavingpotential on the table.
Speaker 1 (05:58):
And I imagine that's a challenge a lot of folks are
facing.
How do we make sure our storemanagers, our area managers, all
those folks on the front lines,are spending their time in the
most impactful way?
Speaker 2 (06:09):
And that's what this concept of role study helps us
understand.
It's about taking a data-drivenlook at what managers are
actually doing all day andidentifying those tasks that are
truly adding value versus thosethat are bogging them down.
Speaker 1 (06:23):
I have a feeling this could reveal some uncomfortable
truths.
Speaker 2 (06:27):
Oh for sure.
One case study that stood outto me involved an area manager
who was spending 15% of theirtime just responding to messages
across email teams, whatsapp.
Speaker 1 (06:36):
Oh gosh, I can feel that in my soul, the constant
bombardment of messages.
Speaker 2 (06:40):
Right, and for this manager, it was preventing them
from doing what they're actuallyhired to do coaching their
store managers, visitinglocations, you know, actually
driving the business forward.
Speaker 1 (06:50):
So it's not just about making those individual
tasks more efficient.
It's about looking at thebigger picture of how a
manager's time is beingallocated.
Speaker 2 (06:59):
Exactly, and in this case the company realized they
had to rethink their entirecommunication strategy to free
up that manager's time.
Speaker 1 (07:06):
Wow, that's a big shift, but it makes sense when
you see the data.
Speaker 2 (07:10):
And there was another case study where they found an
area team support role wherealmost half the person's time
was spent on tasks that didn'teven directly contribute to
their core responsibilities.
Speaker 1 (07:20):
Oh, wow, and think about all the potential if that
time could be reclaimed.
Speaker 2 (07:23):
It's amazing what your teams can achieve if even a
fraction of their day is freedup to focus on those high value
activities.
Speaker 1 (07:29):
So this is where I think that data driven approach
becomes so crucial.
It's not about micromanaging,it's about providing actionable
insights.
Speaker 2 (07:37):
It's about creating a culture of continuous
improvement, where you'reconstantly evaluating and
optimizing how work gets done.
Speaker 1 (07:45):
And I imagine a big part of that is comparing your
internal data to those industrybenchmarks we talked about
earlier.
Speaker 2 (07:52):
Absolutely.
That's where the real magichappens seeing where your
organization excels and wherethere's room for improvement,
especially compared to yourcompetitors.
They have a great visual in thebrochure a chart comparing
store managers with manualversus automated stock ordering.
Speaker 1 (08:08):
Okay, I love a good visual.
Speaker 2 (08:10):
Yeah.
Speaker 1 (08:10):
So what does that chart tell us?
Speaker 2 (08:12):
It clearly illustrates the potential for
time and cost savings when youmove from those manual,
paper-based processes to moreautomated systems.
Speaker 1 (08:21):
Okay, so we've gone from the big picture of team
efficiency all the way down tothe minutia of individual
movements.
But before we move on, let'slet this all sink in for our
listeners out there.
What's the key takeaway youwant them to walk away with?
Speaker 2 (08:35):
I think the big takeaway here is that work study
isn't about making people workharder.
It's about making them worksmarter.
Speaker 1 (08:40):
It's about challenging those assumptions
and questioning those.
We've always done it this wayhabits.
Speaker 2 (08:45):
Exactly, and it's about embracing a more objective
analytical approach to optimizeevery aspect of your operations
.
Speaker 1 (08:52):
And that's a journey we're going to continue
exploring in part two of thisdeep dive, where we'll talk
about the how of optimizingtasks and the tools and
strategies you can use to makethose improvements stick.
So stay tuned, folks, we'll beright back after a short break.
Speaker 2 (09:05):
Welcome back.
I'm excited to kind of pick upwhere we left off and really get
into the nitty gritty of how dowe put these work study
insights into action.
You know, because we can talkabout data all day long.
Speaker 1 (09:17):
Right.
Data is great, but it's whatyou do with it that matters.
Speaker 2 (09:21):
Exactly, and one of the most powerful tools and I
think particularly relevant forretail and hospitality is this
idea of process mapping.
Speaker 1 (09:30):
Okay, process mapping .
Remind us what that is and howit fits into this whole picture.
Speaker 2 (09:34):
Think of it like you're creating a visual roadmap
of a specific process.
You're literally outlining eachstep from start to finish.
Speaker 1 (09:41):
So you're taking that task, analysis data and making
it tangible, something you cansee and interact with.
Speaker 2 (09:46):
Exactly, and what's great about it is it's
collaborative.
You're not just dictatingchanges from head office, you're
involving the people whoactually do the work.
Speaker 1 (09:53):
I love that you're empowering your team to be part
of the solution.
Speaker 2 (09:56):
Their insights are invaluable.
They're the ones who know theins and outs of the process
better than anyone.
Speaker 1 (10:02):
And it gives them a sense of ownership over those
changes, which is so important.
Speaker 2 (10:06):
Absolutely OK.
So let's say, we've mapped outour processes, we've identified
some areas for improvement.
What happens next?
Speaker 1 (10:14):
Yeah, where do we go from there?
Speaker 2 (10:15):
Well, this is where we can start getting strategic,
about optimization and Rethink.
Talks about three key areastask elimination, task
simplification and taskautomation.
Speaker 1 (10:26):
Okay, let's unpack those, starting with task
elimination.
It sounds kind of scary.
Are we talking about cuttingjobs here?
Speaker 2 (10:31):
Not necessarily.
It's more about taking a hardlook at each task and asking is
this really necessary?
Does it add value?
Could we achieve the sameoutcome in a different way?
Speaker 1 (10:40):
It's about challenging those assumptions
right, those we've always doneit this way habits.
Speaker 2 (10:45):
Exactly, and sometimes the answer might be to
just get rid of the taskaltogether.
Speaker 1 (10:54):
Can you?
Speaker 2 (10:54):
give us an example of a task that might be right for
elimination in the retail world.
Sure, let's say you have aprocess where every single
customer receipt needs to besigned by a manager before it
can be filed.
In today's digital world, thatextra step might be completely
redundant.
Speaker 1 (11:06):
Yeah, it's not adding any real value, just slowing
things down.
Speaker 2 (11:09):
Exactly OK.
So what about tasksimplification?
Speaker 1 (11:13):
How do we approach that one?
Speaker 2 (11:14):
This is where you get really granular.
You look at each step in a taskand you ask yourself can we
make this simpler?
Can we eliminate anyunnecessary actions or movements
?
Speaker 1 (11:24):
And this is where those deep dive movement
analysis observations come inhandy.
Right those little tweaks thatcan save seconds here and there.
Speaker 2 (11:32):
Absolutely.
And again, involving yourfrontline team is crucial.
They're the ones who can spotthose little things that make a
big difference.
Speaker 1 (11:39):
Like a barista making coffee.
Maybe there's a way torearrange the equipment or
streamline the steps that couldshave a few seconds off each
drink.
Speaker 2 (11:46):
Exactly.
And when you're making hundredsof lattes a day, those seconds
add up.
Speaker 1 (11:50):
Okay, and then, finally, we have task automation
.
This is the big buzzword thesedays.
Everyone's talking about AI androbots taking over.
Speaker 2 (11:57):
Right, but like any tool, it needs to be used
strategically.
Speaker 1 (12:01):
So it's not about replacing humans with robots.
Speaker 2 (12:03):
It's about finding that sweet spot where technology
can augment human capabilities.
Speaker 1 (12:11):
It's about freeing up people to focus on those tasks
that require uniquely humanskills.
Speaker 2 (12:15):
Exactly Like those repetitive data entry tasks.
Automate those and you not onlyfree up time, but you also
reduce errors.
Speaker 1 (12:22):
Win-win, but I imagine it's not a
one-size-fits-all solution.
Speaker 2 (12:26):
You're right, you need to carefully consider which
tasks are best suited forautomation.
Speaker 1 (12:30):
And you don't want to lose that human touch that's so
crucial in retail andhospitality.
Speaker 2 (12:34):
Absolutely.
It's about finding that balancewhere automation enhances the
customer experience.
Speaker 1 (12:39):
Like self-checkout kiosks or online ordering
systems.
Speaker 2 (12:42):
Exactly, giving customers more control and
convenience.
Okay, okay, so we've talkedabout the how of optimizing
tasks, but what about the who?
The people leading theseinitiatives?
Speaker 1 (12:51):
Right.
How do we make sure our leadersare equipped to create a
culture of continuousimprovement?
Speaker 2 (12:57):
It starts with setting clear expectations and
providing the right support.
Speaker 1 (13:01):
And I think a big part of that is empowering
managers to delegate effectively.
Speaker 2 (13:05):
Delegation can be a struggle, especially in
fast-paced environments.
Speaker 1 (13:09):
Managers might feel like they need to control
everything or they're worriedabout overburdening their team.
Speaker 2 (13:14):
But effective delegation is about identifying
the right person for the job,giving them clear instructions
and then stepping back.
Speaker 1 (13:21):
And providing the necessary support along the way.
Speaker 2 (13:23):
Exactly, and creating a culture of feedback and
continuous learning.
Speaker 1 (13:28):
It's not just about optimizing tasks.
It's about optimizing how wework together as a team.
Speaker 2 (13:33):
Exactly, and that's an ongoing journey.
But even with the bestintentions, you need the right
tools to make this happen.
Speaker 1 (13:39):
You're talking technology and I got to say it
can feel overwhelming all theapps and platforms out there.
Speaker 2 (13:46):
It's a lot, but the key is to focus on your specific
needs.
Speaker 1 (13:49):
So start with the problem, not the solution.
Speaker 2 (13:51):
Exactly.
Once you've identified yourneeds, you can start exploring
different tools, and there are afew key areas to consider task
management software,communication platforms and data
analytics tools.
Speaker 1 (14:01):
Okay, let's break those down, Starting with task
management software.
What are the benefits there?
Speaker 2 (14:06):
Task management software can really streamline
workflows assign tasks, trackprogress, improve collaboration.
So it's like a digital to-dolist for your whole team, but
way more sophisticated Exactly,and there are options for every
budget, from simple to-do liststo robust project management
platforms.
Speaker 1 (14:23):
Okay, what about communication platforms?
We talked earlier about thatarea manager, drowning in
messages.
Speaker 2 (14:28):
Right, and there's no easy answer, because every
organization has its owncommunication style.
Speaker 1 (14:33):
But the key is to be intentional about which
platforms you use and how youuse them.
Speaker 2 (14:36):
Exactly and establish clear guidelines and
expectations.
You know which platform forwhat purpose.
How do we respond to messages?
How do we avoid thoseunnecessary interruptions?
Speaker 1 (14:46):
It's about finding that balance between staying
connected and creating space forfocused work.
Speaker 2 (14:52):
And that's where technology can help.
You know, streamlinecommunication, reduce noise.
Speaker 1 (14:57):
Okay, and finally data analytics tools.
Speaker 2 (14:59):
These are crucial for measuring the impact of your
work study initiatives.
Speaker 1 (15:04):
This is where you see if all this effort is actually
paying off.
Speaker 2 (15:06):
Exactly.
You can track those key metrics, identify trends, measure the
effectiveness of your strategies.
Speaker 1 (15:12):
So it's not about data for data's sake.
It's about using that data tomake decisions.
Speaker 2 (15:17):
Absolutely, and the tools can range from simple
spreadsheets to sophisticatedbusiness intelligence platforms.
Speaker 1 (15:24):
Wow, we've covered a lot of ground.
It's clear that work-study canhave a huge impact, but there's
one crucial aspect we need toexplore the human element.
Speaker 2 (15:33):
Right, Because you can have the most optimized
processes in the world.
But if your employees aren'tengaged and motivated, you're
not going to see those gains.
Speaker 1 (15:40):
Exactly.
We'll dive into thatfascinating topic in part three
of this deep dive, so stay tuned.
Welcome back for the final partof our deep dive into work
study.
We've talked about optimizingtasks and processes and using
all the right tools andtechnology, but as we wrap
things up, I want to kind ofshift gears and talk about
something that I think oftengets overlooked in this whole
quest for efficiency, and that'sthe human element.
Speaker 2 (16:01):
Yeah, you know you can have all the data and the
fancy systems in the world, butif your employees aren't engaged
and motivated, you're not goingto see those gains in
productivity.
Speaker 1 (16:10):
It's like having a shiny new sports car with the
flat tire.
Yeah, you know all thepotential, but you're not going
anywhere.
Speaker 2 (16:16):
Exactly.
So how do we make sure ourteams have those metaphorical
inflated tires?
You know what really motivatespeople to bring their A-game to
work, especially in theseindustries like retail and
hospitality, that can be reallydemanding.
Speaker 1 (16:30):
Yeah, it's not always easy to stay motivated when
you're dealing with long hoursand difficult customers.
Speaker 2 (16:35):
Right, and that's where understanding a bit of
psychology comes in.
One of the mostwell-established theories in
this area is self-determinationtheory.
Speaker 1 (16:43):
Okay, self-determination theory.
I'm listening.
Speaker 2 (16:45):
This theory basically identifies three core
psychological needs that drivemotivation autonomy, mastery and
purpose.
Speaker 1 (16:53):
All right, let's break those down, starting with
autonomy.
What does that mean in thecontext of work?
Speaker 2 (16:57):
Autonomy is about feeling like you have some
control over your work, you know, not just being a cog in the
machine but having some say inhow things are done.
Speaker 1 (17:05):
So it's about empowering employees on the
front lines to make decisions.
Speaker 2 (17:08):
Exactly, and when people feel like they have
choices and some ownership overtheir work, they're more likely
to be engaged and motivated.
Speaker 1 (17:16):
But wouldn't that lead to inconsistencies, you
know, across different locations?
How do you balance that needfor autonomy with maintaining
brand standards?
Speaker 2 (17:25):
That's where clear guidelines and training come in.
You can give employees thefreedom to make decisions within
a defined framework.
It's like giving them a roadmapbut letting them choose the
route.
Speaker 1 (17:35):
Exactly.
Speaker 2 (17:36):
Okay, so the next one is mastery.
Speaker 1 (17:37):
Mastery, oh no, I like the sound of that.
Speaker 2 (17:39):
This is all about feeling competent and skilled in
your work.
People are naturally motivatedto learn and grow, to challenge
themselves.
Speaker 1 (17:47):
It's that sense of accomplishment, right Seeing
yourself improve.
Speaker 2 (17:50):
And I think this is especially important in roles
that can become repetitive orroutine, like a lot of jobs in
retail and hospitality.
Speaker 1 (17:57):
Right.
How do you keep people engagedand prevent them from feeling
like they're just going throughthe motions?
Speaker 2 (18:02):
That's where providing opportunities for
growth and development comes in.
It could be cross-training,mentorship programs, even just
giving someone the chance tolead a small project.
Speaker 1 (18:12):
So it's about showing them that there's a path for
growth within the company.
Speaker 2 (18:16):
Exactly when people feel like they're learning,
they're less likely to get bored.
Speaker 1 (18:20):
Makes sense, okay, and the third element you said
was purpose board Makes sense.
Speaker 2 (18:26):
Okay, and the third element you said was purpose
Purpose.
This is about feeling like yourwork has meaning, like it's
contributing to something biggerthan yourself.
Speaker 1 (18:31):
But that can be hard in those frontline roles where
it's easy to feel like you'rejust serving transactions all
day long.
Speaker 2 (18:37):
Absolutely.
That's where connecting thedots between those individual
tasks and the bigger picturebecomes so important.
Speaker 1 (18:43):
So how do we do that?
How do we help employees seethe forest for the trees, so to
speak?
Speaker 2 (18:48):
Communication is key.
Share your company's missionand values.
Talk about the impact yourbusiness has on the community.
Celebrate successes.
Acknowledge the contributionsof your team.
Speaker 1 (18:59):
It's about creating that sense of shared purpose
where everyone feels likethey're part of something bigger
.
Speaker 2 (19:04):
Exactly.
Okay.
So we've talked about thepsychology, but what about the
practical stuff?
How do we actually apply theseprinciples in a real world
setting?
Speaker 1 (19:12):
Yeah, give us some tangible things we can do.
Speaker 2 (19:14):
Well, first involve employees in the work study
process.
Don't just spring changes onthem from on high.
Speaker 1 (19:20):
Right, we talked about this with process mapping,
but it's really about extendingthat collaborative spirit to
everything.
Speaker 2 (19:27):
Ask for their input, listen to their ideas, make them
feel heard.
Speaker 1 (19:31):
And when they feel ownership over those changes,
they're much more likely toembrace them.
Speaker 2 (19:36):
Absolutely.
Second, provide thoseopportunities for growth and
development that we talked about.
Speaker 1 (19:40):
Invest in training, Create mentorship programs.
Programs encourage people tostretch themselves.
Speaker 2 (19:45):
And third, communicate the why behind
work-study initiatives, explainthe rationale and how it
benefits everyone.
Speaker 1 (19:53):
Transparency is key.
When people understand thebigger picture, they're more
likely to be on board.
Speaker 2 (19:57):
And don't forget to celebrate successes.
You know, when you achievethose improvements through
work-study, acknowledge them,recognize the contributions of
your team.
Speaker 1 (20:05):
It's amazing what a difference those little things
can make.
Okay, so we've covered a lot ofground in this deep dive.
We've explored the technicalside, the psychology and some
practical strategies.
Speaker 2 (20:15):
It's been quite a journey.
Speaker 1 (20:16):
It really has.
And I guess, as we wrap thingsup, I want to leave our
listeners with a final thoughtto ponder.
You know we've talked a lotabout efficiency and optimizing
processes, but what if the realgoal of work-study isn't just
about doing more with less, butabout doing better with less?
What if it's not just aboutspeed and output, but about
(20:42):
quality and meaning, aboutcreating a work environment
where people feel valued andengaged and fulfilled, where
they can bring their best selvesto work each day?
I love that.
So, as you go forth and embracethe power of work-study,
remember it's not just about thenumbers, it's about the people,
it's about creating a workplacewhere efficiency and humanity
go hand in hand.
Speaker 2 (20:57):
Where every second counts towards a better future
for everyone.
Speaker 1 (21:00):
Thanks for joining us on this deep dive into the
fascinating world of work-study.
We hope you've gained somevaluable insights and
inspiration.
Until next time, keep thosebrains buzzing and those
efficiency engines running.
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