Forty-two entries on introducing this, reading it, and living with it.

Why timesheets are left blank, what makes entry cheap enough to happen, and how a rollout is lost in its first fortnight.

• Why timesheets are left blank

  A timesheet asks somebody to reconstruct a fragmented day hours later. The reconstruction is a guess and everybody knows it.

• Choosing the categories

  The list somebody picks in week one governs everything the record can later answer.

• Reminders, nudges and escalation

  Reminders, nudges and escalation. What decides it, what it costs, and what usually goes wrong.

• What a manager should do with it

  What a manager should do with it. What decides it, what it costs, and what usually goes wrong.

• Running a pilot that answers something

  Running a pilot that answers something. What decides it, what it costs, and what usually goes wrong.

• Adoption decays, and what to watch

  Adoption decays, and what to watch. What decides it, what it costs, and what usually goes wrong.

Notice, consent, biometric clocks, works councils, retention and the right to disconnect. Named, not advised on.

• Notice, and what it has to contain

  Notice, and what it has to contain. What decides it, what it costs, and what usually goes wrong.

• Fingerprint and face clocks

  Fingerprint and face clocks. What decides it, what it costs, and what usually goes wrong.

• Consultation before deployment

  Consultation before deployment. What decides it, what it costs, and what usually goes wrong.

• Time records as personal data

  Time records as personal data. What decides it, what it costs, and what usually goes wrong.

• How long to keep any of it

  How long to keep any of it. What decides it, what it costs, and what usually goes wrong.

• Availability, overtime and the right to disconnect

  Availability, overtime and the right to disconnect. What decides it, what it costs, and what usually goes wrong.

Turning records into invoices without an argument: rounding, write-offs, disputes, rates and the profitability nobody sees.

• From a record to an invoice

  From a record to an invoice. What decides it, what it costs, and what usually goes wrong.

• Rounding, and being honest about it

  Rounding, and being honest about it. What decides it, what it costs, and what usually goes wrong.

• When a client questions an hour

  When a client questions an hour. What decides it, what it costs, and what usually goes wrong.

• Write-offs and what they are telling you

  Write-offs and what they are telling you. What decides it, what it costs, and what usually goes wrong.

• Rate cards and the blended figure

  Rate cards and the blended figure. What decides it, what it costs, and what usually goes wrong.

• Which work is actually profitable

  Which work is actually profitable. What decides it, what it costs, and what usually goes wrong.

The evidence on trust, turnover, gaming and autonomy, what the research actually establishes, and what the alternatives to measurement achieve instead.

• What measurement does to trust

  What measurement does to trust. What decides it, what it costs, and what usually goes wrong.

• Monitoring and who leaves

  Monitoring and who leaves. What decides it, what it costs, and what usually goes wrong.

• How people adapt to being measured

  How people adapt to being measured. What decides it, what it costs, and what usually goes wrong.

• Autonomy, and why it is not a perk

  Autonomy, and why it is not a perk. What decides it, what it costs, and what usually goes wrong.

• What the research actually shows

  What the research actually shows. What decides it, what it costs, and what usually goes wrong.

• What to do instead

  What to do instead. What decides it, what it costs, and what usually goes wrong.