ROWE
- 1. Converting to a ROWE (Results-Only-Work-Environment) Legalities • PTO (Paid Time Off) is a benefit that is not mandated by the government, so recording vacation time is not a legal requirement. o Recording whom was on vacation displayed the staffing level during the time period • The real legal ramification is calculating how many hours each employee has worked. o Varies by State o Some States consider 40+ hours a week as overtime o Some States consider working 8+ hours a day as overtime Track the time the employees have worked by allowing their network login information count how many hours they are working. Communicating the Transition • Explain what ROWE is: o It is a results only working environment. o ROWE is based on performance and goal meeting. o Employees make their own work hours. Example: Someone takes the afternoon off to play golf, as long as they have a way to be contacted it is fine to do so. Example: Not all employees are required to be at their “physical” desks at a set time, you may come to work at 2 pm if you so choose to do so o Employees are allowed to work remotely. • Explain why transiting to ROWE is beneficial o ROWE measures the actual employee results and performance meaning that physical attendance is not needed to be a high performer. o Employees have the freedom to plan their time: Aids in the work-life balance aspect for employees. Employees do not need to explain their comings and goings to managers.
- 2. No longer are required to save up vacation and/or sick days to attend to personal affairs. o Employer saves money from not being required to pay costs of renting and or owning a building to house all their employees at one time. o Reduces employee turnover which means no employee is given more work while we look for a replacement. • Explain when and how the transition will occur: o Give a timeline of when each phrase of the transition will occur. Whomever is spearheading the transition must be available for questions • Give out contact information for employees to direct their questions and concerns. • Allow employees to give suggestions on how to make the new working environment a success. o State to the employees what you need from them to make the transition a success Measuring Productivity • Departments will have a department wide conversation about its departmental goals for the year. o Discuss what will need to be done to attain these goals. Needs honest and open communication throughout the entire department. Needs teamwork to make the department goals a reality. Assess if any additional technology is needed to attain goals. • If it is needed look to the budget to see if it is affordable for the department to buy or lease the technology. • If it is not in the budget, then figure out a way to perform the work without the technology. o Assess if the department has everything it needs to attain these goals. o Department director distributes work amount among the department managers.
- 3. Managers will check in with the department director to discuss how their teams are progressing through the quarter(s). o Managers distributes among amongst their team. • Managers will have a one-on-one meeting with each employee to discuss what goals to make for each quarter of the year. o Make realistic and attainable goals for each quarter. o Discuss the strengths and weaknesses of the employee: Discuss how to improve upon the strengths. Discuss how to decrease or limit the weaknesses. • Create a plan to improve the strengths and to decrease the weaknesses. o Manager is available to the employees to discuss any problems, concerns or questions the employee may have. Send managers updates about their progression through each quarter. If the employee has fallen behind, discuss possible reasons why it has occurred and develop a plan for the employee to catch up. • Possible Plan: Arrange for another meeting to discuss if the goals were too advantageous and ambitious and craft new goals. • Possible Plan: Help the employee prioritize their goals so they will know which goals must be completed by what date and which are of great importance. • Possible Plan: Arrange for training for the employee so they may sharpen their skills to allow the employee to produce better results. • Possible Plan: Shifting responsibilities to another employee that is ahead so that the one that has fallen behind does not feel overwhelmed. • Base the performance reviews on the goals that were attained. o Raises and bonuses are given out based on the goals that were attained. o If an employee has good overall performance, but fell short of meeting their goals have a consultation with the manager to discuss what happened as to why they did not meet their goals.
- 4. Give the employees tools to use to increase their productivity. • Tips on time management and goal setting. o Probation will be given to employees that failed to meet the majority or most important goals. Probation will last for two quarters. • During this probation the employee will work directly with the manager or mentor to improve their performance. o Attend mandatory training sessions: Training Session Topic: Time Management Skills. Training Session Topic: Creating Realistic and Attainable Goals. Training Session Topic: Technical skills for the employee’s position Manager would know what technical skills the employee need to be successful • If there is improvement the employee will be expected to continue improving without the direct guidance of the manager or mentor. • If there is no improvement then the employee must be let go. o The departments that have good overall performance reviews, but fell short of their departmental goals should have a department meeting and or conversation about why they did not meet their goals. Were the goals unrealistic? Is the department understaffed? • Consider hiring more people if it is in the budget. • If it is not in the budget to do any hiring, rethink how the work was distributed. Talk to the departments that were successful in meeting their goals and ask them what they did. o The departments that did not meet their goals at all are on a department wide probation.
- 5. Department probation lasts for four quarters. o During this time the department director will work with the Human Resources department to see if they are setting appropriate and attainable goals. o The Human Resources department will work with the department to see what could have been an obstacle in obtaining their goals. Bad management? • Improvement management style with training. • Replace management staff. Understaffed? • Consider hiring more employees. o Part-time or full-time. Not up to date on the latest information about their positions? • Have a training session to sharpen their skills. Needs new technology? • See if new technology can be provided to the department.
- 6. Sources Blakely, L. (2008). What is a Results-Only-Work-Environment? CBSNews. Retrieved from http://www.cbsnews.com/8301-505125_162-51237128/what-is-a-results-only-work-environment/ Colin, M. (2006). Smashing the Clock. Business Week Magazine. Retrieved from http://www.businessweek.com/stories/2006-12-10/smashing-the-clock Fox, A. (2009). Gap Outlet: Second Retailer Adopts Results-Only Work Environment Strategy. SHRM.org. Retrieved from http://www.shrm.org/hrdisciplines/orgempdev/articles/pages/gapoutletrowe.aspx Galbraith, S. (2012). Counting Hours at Work is so Yesterday. Forbes. Retrieved from http://www.forbes.com/sites/sashagalbraith/2012/05/10/counting-hours-at-work-is-so-yesterday/ Miller, S. (2011). Study: Flexible Schedules Reduce Conflict, Lower Turnover. SHRM.Org. Retrieved from http://www.shrm.org/hrdisciplines/benefits/articles/pages/flexschedules.aspx Overtime: Eligibility: Are employees working a compressed workweek and paid bi-weekly entitled to overtime in the week they work over 40 hours? SHR: HR Q & A. Retrieved from http://www.shrm.org/templatestools/hrqa/pages/cms_011787.aspx