ABSTRACT
Various flexible arrangements are tools to support the lives and needs of staff, and the implementation of such arrangements, within the limits of what it entails to get the job done, is a recognition of the vulnerabilities and responsibilities of staff over their life cycle. With nexus programming, much of the development, humanitarian, and peace work is inherently linked and sometimes even hard to distinguish, and many of the same organisations implement both humanitarian and development programming. Efficiency is often better when hours are limited, because people self-regulate, and many work better with clear deadlines. The paradox is that the irregularity of humanitarian work should make flexible arrangements around office hours ideal from the organisations’ perspective. The flexibility of staff in terms of their hours would suit dealing with different time zones and irregular emergencies.
