![]() Right?įind out how you can use people analytics to predict, manage and measure the impact of HR operations by downloading our new white paper. Or, in the real world, did Melissa stay later than Bob each day this week? She must be more productive and deserving of a promotion. If you worked 30 hours, you must have produced 300 widgets. Instead, they looked at hours worked both quantitatively and qualitatively as a measure of productivity. This makes sense in the widget factory but in real life, many employers stopped looking at the actual number of widgets produced because it’s not always as black and white (what if the person is a manager or more difficult to measure position). ![]() And if an employee only worked 30 hours and produced 300 widgets, they were shown the door. So, the manager rewards the employee who produces 700 widgets with a raise and promotion to keep them around. For the company 700 widgets means more revenue and more profit. If you work 40 hours, you produce 400 widgets, but, if you work 70, you produce 700 widgets. If they can’t see their employees, how do they know if they’re actually at their desks?īut what if this is the wrong way to look at it? What if what matters most is output? The Obsession With Hours Workedįor years employers have rewarded employees who worked the most.įor example, say you work in a widget factory and can produce 10 widgets per hour. Arguably the biggest concern that employers and managers have with remote work is how to make sure their employees are really spending the full 40, 50, 60 or whatever it may be hours per week working. ![]()
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