I've been curious about something ever since I've heard about ROWE: how do you select and evaluate results?
To me this is a relatively ambiguous concept--especially in information work.
For example, do I evaluate a developer by lines of code written? Quantity of bugs fixed? Some other quality survey in finished code? Is there a strong process for identifying results and devising metrics for them?
How about designers? Information architects?
A possibility I was entertaining (and as a recruitment/interview tactic) was that prospective associates could choose the metrics by which their results would be evaluated.
The reason I think this may prove viable is that it encourages associates to view their contributions within the context of organizational aims. Moreover, as a recruitment tactic, I believe this question would help identify the prospects with the vision necessary to really flourish in a ROWE.
Of course, as time goes on (perhaps bi-anually or quarterly), it would be essential to revisit the usefulness of any given metric.
Thoughts?
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Topic: Pinpointing and Evaluating Results
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Hi jerwilkins! I try to look at results as OUTCOMES not ACTIVITIES. For example, I wouldn't evaluate a developer by the lines of code written. I would evaluate the outcome - perhaps its customer satisfaction, website developed on deadline and quality of team interactions. All elements are measurable and are outcomes based. In our ROWE, the results and method of evaluation are discussed and agreed upon by both the manager and employee. You're absolutely right that involving the employee will help them feel connected to the larger organization. It's up to each individual to contribute and to make ROWE work.
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Marissa, thank you so much for your thoughtful response.
I guess my sticking point here is that it can be difficult to systematize the measurement of these outcomes and ensure that we're measuring the right ones, or can at least course-correct in a timely fashion.
Any pointers/resources?
I guess my sticking point here is that it can be difficult to systematize the measurement of these outcomes and ensure that we're measuring the right ones, or can at least course-correct in a timely fashion.
Any pointers/resources?
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Hey jerwilkins,
Marissa had a great response to your question. And you are right on - it is indeed difficult to systematize the measurement of outcomes and make sure we're measuring the right ones. This is a journey - not the flip of a switch. It's going to take some time for the manager/employee conversations that Marissa mentions to take the form of something that works well. It will also take time for paradigms to shift to thinking about outcomes vs. activities.
As these things happen, the right system will settle into place and then as an organization or as a work team, you can fine tune it. But don't expect to systematize the process until ROWE is in place and some of the hiccups (which are to be expected) are worked through.
As they say, no pain, no gain - right?
C&J
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