In 2025, team management is based on adaptability, compliance with current regulations and, above all, finding new ways to facilitate the management of workers by promoting their well-being. The reduction of the working day, the obligation of digital time recording and the transformation of the office model are redefining what is meant by“time organization” at work.
How are organizations coping? Many are turning to tools to help them plan better. From our experience, we share key ideas to address this new scenario, based on how teams that are already using BOLD in people planning are doing it.
1. Plan differently in times of reduced working hours.
Working hours in Spain are currently undergoing a process of transformation towards a definitive reduction to 37.5 hours per week. The implementation of the initiative may seem easy if it is not taken into account that it involves the readjustment of shifts, coverages and breaks.
The key is to have a clear vision of the entire team, their schedules, availability and above all the service needs of the organization.
How do we take all these factors into account? Tools such as BOLD make it easy to visualize how this reduction affects each team by focusing on schedule and shift planning and adjusting each variable.
2. Time recording: from paper to real traceability
Hourly registration was already mandatory, but in 2025 it has been established to guarantee a comprehensive regulation through digital registration. This has led many companies to move from having one system to having much more rigorous control.
Knowing where each person is, how many hours they have worked or how to justify shift changes, are some of the answers that a workday registration system seeks to establish through monthly reports.
With BOLD, organizations record the day directly from the planning system. This means real traceability, as every movement is reflected and easy to audit.
3. Artificial intelligence comes to shifts
AI is everywhere, and it’s coming to HR as well. But these are not robots that replace people, but systems that help to make better decisions.
In planning, this means detecting patterns and moving ahead of them: knowing what the needs are within the organization, foreseeing which teams need reinforcement, managing schedule exchanges and substitutions in an agile way, or taking into account counters and balances that each worker can accumulate.
BOLD incorporates this predictive and comprehensive view in a unified way. It does not make decisions for you, but it does offer you all the data that can be useful for the planner to make decisions with criteria and adjusted to the reality of the moment.
4. Flexibility accompanied by operational coordination
Flexible work is establishing itself as an increasingly important way of working. How can it be managed to be organized and productive?
The key lies in the combination of autonomy and organizational structure: allowing people to make requests or swap shifts, but within a framework that guarantees coverage, breaks and is sustainable for both parties.
What we see with BOLD is that flexibility works best when there are clear rules and a tool to support and track them.