Monday, June 18, 2012

Hours or Results – What’s Important and How Do You Make Sure Your Manager Knows

I think that it’s really an interesting time in the professional world.  There seems to be a generation gap and a fear or unwillingness to work “outside the box” and give employees the responsibility and flexibility to achieve.  The old school belief that putting in more hours is the measure of value needs to change.  This post from the Harvard Business Review blog is an interesting discussion of this issue. 

""He's one of my best employees. He always puts in ten-hour days, sometimes much more."  Is this how your boss judges you and your colleagues? …
At first glance, this seems perfectly reasonable. Hourly wages and the classic 40-hour work week have trained us to measure our labor by the number of hours we log. However, this mindset is dead wrong when applied to today's professionals. The value of lawyers, consultants, and analysts isn't the time they spend, but the value they create through their knowledge.

Even worse, when managers judge their employees' work by the time they spend at the office, they impede the development of productive habits…

While individual employees can change their own habits, organizations need strong-willed leaders to make more radical changes. These leaders must thoroughly reform their organization's implicit and explicit reward structure. Are employees praised for coming in on Saturday — even if only to finish work that could have been completed during regular hours? Are employees suspicious of others who leave early for the day in order to watch their child's Little League games?"

How do you measure/demonstrate success?   


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