This is radical stuff. So radical that Cali and Jody rolled ROWE out in several divisions over a couple years before fully briefing CEO Brad Anderson on the program (he’s now an enthusiast). Today, nearly all of the 4,000 headquarters employees are working in ROWE and there are plans for pilots among retail employees this year (which will be interesting to watch).
The results have been spectacular: an average 35% boost in productivity in divisions working in ROWE and a decrease in voluntary turnover by 52-90% depending on department. (Interestingly, involuntary turnover increased among ROWE workers—while it might seem like slacker paradise, shirkers have no place to hide when the only measure of work is results. What’s more, as the number of meetings fell, collaboration and teamwork improved.) Just as important, employee engagement and other “soft†metrics (like energy and hours of sleep and family time) went up significantly.
The basic principle: people can do whatever they want, whenever they want, as long as the work gets done. Period. You can come in at 2pm on Tuesday. Leave at 3pm on Friday. Go grocery shopping at 10am on Wednesday. Take a nap or go to the movies anytime. Do your work while following your favorite band around the country. ^
Most of these articles try to blame an external force, like Generation Y-Me coming into the workforce, so that it seems we all must react to it.
Instead, we should just ask ourselves: why not?
Not all jobs will work with ROWE. In fact, most won’t. But for industries where creativity is needed, I think it’s a good idea. It’ll get us out of the rhythm of work at desk, go to meeting, wonder what’s for lunch. It’ll bring a breath of joy into the workplace and make it seem less obligatory, reducing resentment.
But the number one reason for this kind of workplace is a very simple one: it gives people a new way to play, and if work becomes play, it gets done the same as before, but with much of the mind active and seeking innovation.