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Flexible Working Arrangements
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
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Flexible Working Arrangements
- 1. Flexible Working Arrangements AFuture of Work
- 2. Flexible Working Arrangements •The need for flexible working is growing. • The changing context of work is creating new challenges and opportunities that companies can only meet with the sort of agility that flexible working arrangements provide. • In order to convince companies to embrace or extend flexibility, the benefits must be clear.
- 3. The need forflexible working
- 4. Flexible Working Arrangements •Flexible working arrangements allow companies to meet present and future challenges by creating choice, accommodating generations, enabling complexity, and creating agility. • But even if the benefits of flexibility are widely known, an understanding of how best to implement flexible working arrangements is crucial in avoiding difficulties.
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- 6. The Changing Contextof Work • The context in which work takes place is changing rapidly, creating new challenges and opportunities for companies is essential. • Traditional ways of working are no longer valid, as the landscape of work is redefined by advanced technologies, new societal values, changing demographics, and rapid globalisation.
- 7. The Changing Contextof Work
- 8. The Changing Contextof Work • The external business context has changed significantly since the 1980s. • In terms of technology, society, demography and globalisation, a number of shifting trends have created new challenges and opportunities for companies.
- 9. The Changing Contextof Work
- 10. Advanced Technologies • MoreComplex Work: the nature of work is becoming more complex and technology- dependent, creating a need for employees to manage their own working styles and time. • Increased Collaboration: new technology platforms are facilitating greater collaboration and enabling new forms of virtual working. • Disrupting Hierarchies: social technologies encourage network-based work in place of traditional hierarchical structures.
- 11. The nature ofwork is becoming more complex and technology- dependent, creating a need for employees to manage their own working styles
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- 15. New Societal Values •A Democratic Push: there is an increased desire for employees to be able to create work and develop skills that are personally meaningful. • Autonomy and Choice: individuals want to be empowered to create their own working styles, and to feel that working relationships are ‘adult-adult’ rather than ‘parent-child’.
- 16. There is anincreased desire for employees to be able to create work and develop skills
- 17. Individuals want tobe empowered to create their own working styles
- 18. Changing Demographics • OlderWorkers: increased longevity means that employees can work for longer, requiring companies to accommodate an ageing workforce or face losing important knowledge and skills. • Multiple Generations: up to five generations are expected to operate within a company, requiring an understanding of the different needs and aspirations of each.
- 19. Increased longevity meansthat employees can work for longer, requiring companies to accommodate an ageing workforce
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- 21. Rapid Globalisation • CustomerExpectations: a growing global market presents companies with new opportunities, but capturing these opportunities and meeting customer demands requires a 24/7 culture. • Sustainable Growth: expansion cannot continue to come at the expense of increased resource use, with the needs of a low-carbon economy necessitating more agile ways of working.
- 22. meeting customer demandsrequires a 24/7 culture
- 23. needs of alow-carbon economy necessitating more agile ways of working
- 24. Rapid Globalisation • Incombination, these four forces are creating an urgent need for flexibility. • Each force represents a growing level of complexity and meeting this complexity requires a more agile approach to work.
- 25. Growing level ofcomplexity requires a more agile approach to work
- 26. Flexible Working Arrangements •In the context of an increasingly sophisticated business environment, we see flexibility as essential to the future viability of both large and small organisations. • Flexibility allows companies to confront complexity by providing a diverse offer to employees.
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- 29. Flexible Working Arrangements •Current flexibility arrangements can be anything from a formal offer to all employees, to an informal and individual negotiation between employee and employer.
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- 31. Flexible Working Arrangements •The most frequently cited forms of flexible working were: • Part-time working • Home working • Job shares • Variable hours • Compressed hours • Sabbatical / Career breaks • Staggered start / end times • Dual roles • Flexible Benefits (buying / selling holiday time)
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- 33. Types of FlexibleWork Arrangements • There are many types of flexible work arrangements, and choosing the right one can make a big difference in your office. • Whether you’re a manager or a job seeker, it’s important to know the differences between the various types of flex arrangements.
- 34. Types of FlexibleWork Arrangements
- 35. 1. Telecommuting • Telecommutingrefers to a job that’s performed remotely only part of the time. • It can be a full-time position, however since telecommuting usually means employees come into the office semi-regularly, the workers in this arrangement usually live locally.
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- 37. 2. Remote Working •Remote work is entirely performed away from the office. It can be a permanent position or temporary. Since the employee doesn’t have to come into the office at all, they can live and work anywhere around the world. • It’s a might be a good option for businesses looking to broaden their applicant pool and for job descriptions that don’t require in-person work. Video conferencing and consistent communication are keys to success.
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- 40. 3. Condensed Workweeks •While as an employer, you may want to maintain a 40-hour work week, you can be flexible on where and when those hours are spent. • Consider a condensed work week, which equates to four 10-hour days and Fridays off. For many job seekers, it’s the ultimate schedule. • However, it’s only suitable for workers who can remain productive throughout long work days. Businesses can also lower overhead with a three-day weekend, but it’s difficult to implement for an entire organization.
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- 42. 4. Customized WorkingHours • Allowing workers to choose their own work hours (within reason) is a great perk—and free for an organization to offer. • Some workers are morning people, others have more energy in the evening, and some simply want to avoid rush hour or pick up their children at a certain time. • Offering workers to choose their hours in a window (such as starting anywhere from 6 a.m. – 9 a.m.) is a popular and relatively simple system.
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- 44. 5. Part-time Positions •Not every position warrants full-time work. Offering part-time positions can help increase productivity. • However, if an employer wants to be certain to keep attracting the highest quality employees, they may want to think about offering the same benefits. • Perks and benefits packages are some of the most common reasons why employees leave or don’t pursue a job.
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- 46. 6. Job Sharing •Job sharing is somewhat like part-time work. The system consists of two or more part-time workers sharing a full-time job. • It’s not among the most common flexible work arrangements, but it can be the right fit for some positions and businesses. • For the employee, it’s a part-time job, which might be all they want or have the bandwidth for. For the employer, it’s the equivalent of full-time work without offering benefits. However, managers still need to supervise more than one person for a single job. Implementation requires negotiation with each worker.
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- 48. 7. Flexible VacationTime • There have been increasing headlines about businesses offering unlimited paid time off. • Of course, this comes with plenty of requirements. Being more generous with vacation time requires a culture that rewards a performance quality rather than hours worked. • Regardless of what type of arrangement a business offers, there needs to be a current flexible work arrangements in place. Flexibility requires practice, patience, and a little trial and error.
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- 50. Benefits of FlexibleWorking • Benefits of flexible working are still not clearly defined, and that some companies are still unwilling or unable to expand the remit of flexible arrangements beyond a certain point for fear of losing competitiveness. • More research is therefore needed to outline the tangible benefits of extending flexible working.
- 51. Benefits of FlexibleWorking
- 53. The Benefits ofFlexible Working Arrangements • Flexible working arrangements address both the business context and the employee context of work, and provide a number of benefits that meet the challenges that the four forces present.
- 54. Flexible working arrangementsaddress both the business context and the employee context of work
- 55. The Benefits ofFlexible Working Arrangements
- 56. Increased Employee Productivity •Flexibility has a substantial impact on the capacity for companies to be agile. • Flexibility enables employees to operate in an environment that best suits their personal working styles and allows companies to respond to fluctuations in workload.
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- 59. Effective Virtual Teams •As work becomes more sophisticated, more geographically distributed, and more technology-dependent, the importance of virtual teams will increase rapidly. • Flexible working supports a more significant shift towards un-tethered work, in which employees collaborate in large expert groups, and coordinate their own workflow
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- 61. Effective Virtual Teams •By connecting specialists in self-managed team environments, the role of leaders and managers becomes less an act of command- and-control and more an act of orchestration. • Given the increasing sophistication of work, these more fluid network-based structures are crucial to maintaining competitiveness and are best suited to the increasing complexity of client demands.
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- 63. Effective Virtual Teams •The shift to virtual team environments also has a positive effect on performance. • The ability to work flexibly, particularly regarding home working, necessitates a focus on measuring employee output, which in turn encourages employees to work more productively
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- 65. Meeting Customer Needs •Flexibility creates opportunities to confront an increasingly global environment by enhancing business continuity and customer coverage. • Flexibility around when and where to work creates greater opportunity to operate across locations and time zones, and improves access to new markets.
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- 67. Meeting Customer Needs •In an increasingly complex external environment, in which customers and clients demand 24/7 coverage, it is essential that companies are able to leverage the flexibility of their employees to fill in gaps and provide a more distributed and dynamic service. • The traditional office-based model of work is incapable of accommodating the level of agility that is expected in the modern age unless a company has a tangible presence across the globe. • Flexible arrangements allow employees from one location to serve a global market.
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- 69. Matching Customer Expectations •Evolving customer expectations are producing a demand for 24/7 access to goods and services. Even for companies operating for target customers, there is no longer an assumption that business activity and consumption should fall within the brackets established by 9-to-5 business. Customers increasingly want to be able to shop and access goods and services at a time that suits them, and are more frequently exhibiting a desire for 24-hour service.
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- 72. Reduced Business Travel •Flexible working has a significant effect on business travel, with associated reductions in operational costs and carbon emissions. • By creating a culture that reduces the dependence on face-to-face meetings, flexible working enforces a more agile operational model that brings people together more quickly and at lower cost. • And as the authenticity of virtual meetings increases, the comparative benefits of face-to- face interaction will continue to diminish.
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- 75. Agile Infrastructure • Flexibleworking can create tangible infrastructural savings by reducing office occupancy.
- 76. Agile Infrastructure • Forone company, each London-based desk reduction represents a £10,000 p.a. saving, while another claimed that a move to flexible working has created a 20% reduction in real-estate costs. • Flexibility also encourages a shift to cloud- based software, which one company predicted would create a 38% reduction in data centre energy expenditure by 2020.
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- 78. Agile Infrastructure • Nowthat many desk-based roles can be performed from any location and at any time, offices are often best utilised as collaborative and open environments to encourage physical interaction. • The move towards shared spaces and hot desks represents a more dynamic approach to work, where networks of employees come together in ad hoc teams to complete specific task-based projects. • In this context, flexibility is crucial, as it allows the physical organisation of work to mirror its process.
- 79. Now that manydesk-based roles can be performed from any location and at any time, offices are often best utilised as collaborative and open environments
- 80. Increased Engagement • Theability to accommodate the desire for greater choice at work is often the first cited when determining whether or not to implement flexible arrangements. • Many employees want to work flexibly as it allows greater work/life balance, which in turn leads to greater engagement and higher levels of loyalty.
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- 82. Greater Retention • Presentingemployees with choice also increases retention by providing alternative ways of working to those who may have considered leaving the company. • This has substantial economic benefits given the cost of turnover and disruption to client experience.
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- 84. Greater Retention • Flexibilityalso allows companies to retain talent throughout times of economic hardship by offering options that can save money while providing employees with time off or reduced working hours.
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- 86. More Senior Women •The ability to work flexibly is particularly important among working mothers and those returning from maternity leave, and often produces an increase in the number of women who reach the most senior levels.
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- 89. Attraction and Retentionof Senior Executives • The desire for flexibility, often seen as a primary concern for employees in the early stages of their career, is increasingly becoming an issue for executives at the most senior levels of the organisation.
- 90. Attraction and Retentionof Senior Executives
- 91. Flexible Retirement • Flexibleworking arrangements ensure greater rates of retention among employees nearing retirement, who may instead choose to move into different roles or embrace more flexible working arrangements as an alternative to full retirement.
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- 93. Flexible Retirement • Thisis important in a knowledge economy, in which much of the value of an employee is held as tacit knowledge. • Ensuring that older workers remain associated with the company helps retain this knowledge while providing an ageing population with employment options.
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- 95. Generational Working Styles •Flexible working enables different generations to exercise control over how they structure their roles. • Each of these generations will have different expectations on where, when, and how to work. Providing flexibility is crucial as it offers an opportunity to enable working styles that can respond to the needs of each generation.
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- 97. Top Companies offeringflexible working arrangements • Philips, India • No parking? Work from home • Electronics firm Philips , lets employees who drive to work and doesn’t get space for parking , go back and work from home.
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- 99. The Future Group,India • Traffic dictates office hours • Future Group allows people to come in between 8:30 am and 10:30 am and leave after eight hours of working. Logic - They change work hours to flexi timings and that gave people lot of relief from traffic.
- 100. Future Group allowspeople to come in between 8:30 am and 10:30 am
- 101. SAP Labs, India •Come and leave whenever you want • SAP labs doesn’t monitor entry and exit timings . • Women employees are entitled to twenty weeks of paid maternity leave with an additional sixteen weeks of extended maternity leave with loss of pay or a part time work option.
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- 103. KPMG, India • Workfrom anywhere • KPMG India has an agile working policy, which allows people to "work from anywhere" be it a client location or home.
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- 105. Microsoft, India • Busesand cabs • Microsoft- India, has a fleet of buses for point- to-point pick up and drop of employees within the campus and cabs for home pick up and drop after office hours.
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- 107. Infosys, India • Buses, cycles and cabs • So that their employees doesn’t have any problem in reaching office at time .
- 108. Google, India • Whenit comes to facilities, working environment and benefits, work-life balance, very few companies can compete with Google. • Employees have access to fully equipped gyms across offices in India with trainers and customised health programs. • Employees can play table tennis, pool, football, air hockey and other games in the recreation area, or go to one of the several sleep pods for a quick nap.
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- 110. Google, India • Foodat Google offices is another attraction. Three meals and unlimited snacks from the cafeteria are totally free of cost. Meals are made as healthy as possible along with an elaborate menu. • Women’s empowerment is another focus area. Google offers academic scholarships to future leaders in technology and supporting employee resource groups like Women@Google.
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- 112. Marriott Hotels, India •Marriott calls it employees ‘associates’. • On their birthdays or anniversaries, the hotel employees are allowed a meal for six in any hotel or a stay to experience their own hospitality at its best. • Access to a gym, recreation, discount on food and beverages, room stay, assignments locally and internationally, international placements and health insurance are other benefits.
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- 115. Amazon, India • InHyderabad, Amazon has a fleet of AC cabs, all sedans and SUVs. Almost a mini Uber. • Employees can opt out to get transport allowance.
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- 117. Cisco, India • Witha global workforce Cisco is working in every time zone around the world. • In annual surveys , employees repeatedly say workplace flexibility is one of the best thing about working at Cisco. • Employee uses collaborative technologies reduces travel, carbon emissions, and travel costs while increasing employee productivity and work-life balance. • 91% of employees say their managers support their efforts to balance work and personal life.
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- 119. Adobe, India • Adobedoesn’t impose restrictions on the working timings. • Free to work at your convenience keeping productivity levels in mind. It has a fully functional gym, cricket pitch, half basketball court, 3 foosball tables, 4 table tennis tables, carom, chess and of course a pool table. • Lunch and dinner is on company’s behalf. • Adobe has a visiting doctor on campus, comprehensive medical and life insurance policies, cultural events and parties.
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- 121. Successful People Whohave Flexible Work Arrangements • Richard Branson • Richard Branson is the billionaire chairman of Virgin Group • Richard Branson says he's never worked out of an office, and he never will. • "We like to give people the freedom to work where they want, safe in the knowledge that they have the drive and expertise to perform excellently, whether they at their desk or in their kitchen," -Branson
- 122. Richard Branson chairman ofVirgin Group
- 123. Successful People Whohave Flexible Work Arrangements • Amazon's James Hamilton • Amazon's star engineer James Hamilton works from a boat and occasionally telecommutes from Hawaii. • James Hamilton is in charge of Amazon's $4.5 billion tech infrastructure business. He makes sure Amazon Web Services stay up and running so thousands of sites, from Pinterest to Reddit, can function. • Hamilton works mostly from a 52-foot yacht, Dirona. Occasionally he bikes to Amazon's headquarters, but he isn't required to be in the office.
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- 125. Successful People Whohave Flexible Work Arrangements • Jeff Hyman, CEO of Retrofit • Works primarily from home • Jeff Hyman is the CEO and founder of Retrofit, a personal training and weight-loss company that has raised $11 million from venture capitalists and employees nearly 50 people full-time. • He works primarily from home now, although he did have an office job when he was the head of marketing at Dyson. • "Retrofit CEO Jeff Hyman and Retrofit work approximately 80% from home and 20% in the office.
- 126. Jeff Hyman, CEOof Retrofit
- 127. Successful People Whohave Flexible Work Arrangements • Larry Ellison, CEO Oracle • Billionaire Larry Ellison lives a lavish lifestyle, and he hasn't had to have a desk job in a long time. • He works from all over the world, from the Hawaiian island he owns, Lanai, to his collection of mansions.
- 128. Larry Ellison, CEOOracle
- 129. Successful People Whohave Flexible Work Arrangements • Rafat Ali, Skift and Paid Content founder • Rafat Ali uses his dinner table to get work done, overlooking Manhattan from 40 floors up. • Rafat Ali works from the dinner table from in his 40th floor home that overlooks New York City.
- 130. Rafat Ali, Skift andPaid Content founder
- 131. Success People Whohave Flexible Work Arrangements • Matt Drudge, Drudge Report. • Matt Drudge, the man behind Drudge Report, has a home office. • Matt Drudge generates more than $1 million annually from his news site, Drudge Report. • He runs the business from his home office, originally in Hollywood and then in Miami.
- 132. Matt Drudge, DrudgeReport
- 133. Successful People Whohave Flexible Work Arrangements • Craig Newmark, Craigslist • Craig Newmark primarily works from home and takes lots of pictures of birds. • Craig Newmark, the mastermind behind Craigslist, primarily works from home. "I overlook a small forested area and bird feeders and bird baths, which attract bird and squirrel visitors,"
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- 135. Successful People Whohave Flexible Work Arrangements • Jeff Weiner, LinkedIn CEO • Jeff Weiner doesn't work from home, but he steps out of the office frequently to do work over long walks. • While LinkedIn CEO Jeff Weiner doesn't work from home, he takes a lot of time out of his day to go on 30-minute walks around LinkedIn's headquarters where he holds business meetings. Steve Jobs used to do this too.
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- 137. Conclusion • The contextof work is changing rapidly. • The forces of technology, society, demography and globalisation are creating new challenges and opportunities for companies. • Yet meeting the challenges and leveraging the opportunities of the future requires agility. Flexible working arrangements allow companies to begin to create more agile working environments.
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- 140. Terminology • Work LifeBalance • Work–life balance is a term commonly used to describe the balance that a working individual needs between time allocated for work and other aspects of life. Areas of life other than work–life can include personal interests, family and social or leisure activities
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- 142. Terminology • Freedom atWorkplace • The way we define work is changing. Freedom in the workplace can be the ability to keep non- traditional hours, work from home, take unlimited vacation days, exercise creativity in how to approach immediate job goals
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- 144. Terminology • Remote Working •Remote work is a working style that allows professionals to work outside of a traditional office environment. • It is based on the concept that work does not need to be done in a specific place to be executed successfully.
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- 146. Terminology • Flex Time •Flextime is a flexible hours schedule that allows workers to alter workday start and finish times.
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- 148. References • Flexible WorkArrangements • https://www.inc.com/encyclopedia/flexible-work-arrangements.html • Flexible working arrangements • https://www.fairwork.gov.au/employee-entitlements/flexibility-in-the-workplace/flexible- working-arrangements • Flexible Working: The Way Of The Future • https://www.forbes.com/sites/joyburnford/2019/05/28/flexible-working-the-way-of-the- future/#7a0faad34874 • The Benefits of Flexible Working Arrangements • https://www.bc.edu/content/dam/files/centers/cwf/individuals/pdf/benefitsCEOFlex.pdf • Types of Flexible Work Arrangements • https://hrdailyadvisor.blr.com/2017/02/16/types-flexible-work-arrangements/ • Which companies in India offer flexible working arrangements? • https://www.quora.com/Which-companies-in-India-offer-flexible-working-arrangements • 9 Successful People Who Work From Home • https://www.businessinsider.com/successful-people-who-work-from-home-2013- 3#amazons-star-engineer-james-hamilton-works-from-a-boat-and-occasionally- telecommutes-from-hawaii-2
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