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This write up offers information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment ...

This write up offers information on how an organization can transition from their current organizational culture and processes to a Results-Only Working Environment. This new working environment allows employees the ultimate freedom in controlling and scheduling their time to have a greater work-life balance. I created this write up for my current internship with JumpStart: HR.

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    ROWE ROWE Document Transcript

    • 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.
    •  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 successMeasuring 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.
    •  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.
    •  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.
    •  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.
    • SourcesBlakely, 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-clockFox, 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.aspxGalbraith, 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.aspxOvertime: 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