In the book ‘Deep Work: Rules for Focused Success in a Distracted World‘, author Cal Newport argues that knowledge workers today are spending most of their time completing ‘shallow work’ (low-value, fragmented tasks) rather than ‘deep work’ (cognitively demanding work requiring intense focus).

In a climate where attracting and retaining people is increasingly difficult, could a shift towards deep work offer organisations a competitive advantage?

In this two-part content series, HRZone editor Becky Norman explores this question, examining the shallow work epidemic, the business case for cognitively demanding work and how to nurture a culture where going ‘deep’ is the norm.