ROWE

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This presentation is offering 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 presentation for my current internship with JumpStart: HR.

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ROWE

  1. 1. Your How To Guide:
  2. 2.  PTO (Paid Time Off) is a benefit that is not mandated by the government, so recording vacation time is not a legal requirement.  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.  Varies by State  Some States consider working 40+ hours a week as overtime  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.
  3. 3.  Explain what ROWE is:  It is a results only working environment.  ROWE is based on performance and goal meeting.  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  Employees are allowed to work remotely.
  4. 4.  Explain why transiting to ROWE is beneficial  ROWE measures the actual employee results and performance meaning that physical attendance is not needed to be a high performer.  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.  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.  Reduces employee turnover which means no employee is given more work while we look for a replacement.
  5. 5.  Explain when and how the transition will occur:  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.  State to the employees what you need from them to make the transition a success
  6. 6.  Departments will have a department wide conversation about its departmental goals for the year.  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.  Assess if the department has everything it needs to attain these goals.  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).  Managers distributes work amongst their team.
  7. 7.  Managers will have a one-on-one meeting with each employee to discuss what goals to make for each quarter of the year.  Make realistic and attainable goals for each quarter.  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.
  8. 8.  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 a 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.
  9. 9.  Base the performance reviews on the goals that were attained.  Raises and bonuses are given out based on the goals that were attained.  If an employee has good overall performance but fell short of meeting their goals must 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.
  10. 10.  The departments that have good overall performance reviews but fell short of their departmental goals should have a department meet 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.
  11. 11.  The departments that did not meet their goals at all are on a department wide probation. Department probation lasts for four quarters.  During this time the department director will work with the Human Resources department to see if they are setting appropriate and attainable goals.  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.  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.
  12. 12.  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
  13. 13.  Fox, A. (2009). Gap Outlet: Second Retailer Adopts Results-Only Work Environment Strategy. SHRM.org. Retrieved from http://www.shrm.org/hrdisciplines/orgempdev/article s/pages/gapoutletrowe.aspx Galbraith, S. (2012). Counting Hours at Work is so Yesterday. Forbes. Retrieved from http://www.forbes.com/sites/sashagalbraith/2012/0 5/10/counting-hours-at-work-is-so-yesterday/
  14. 14.  Miller, S. (2011). Study: Flexible Schedules Reduce Conflict, Lower Turnover. SHRM.Org. Retrieved from http://www.shrm.org/hrdisciplines/benefits/articles/p ages/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/cm s_011787.aspx

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