Quality Progress - November 2015 - (Page 52)

CAREER CORNER BY DENISE WRESTLER Clocking Out Work-life balance drives employee satisfaction, efficiency TO SATISFY AND retain employees, balance and only evaluate your work per- time to look for other job opportunities. If compensation may be losing its foothold formance and output. looking for another job isn't an option, try as a driving factor. In a 2014 survey of U.S. The stress-is-best style of manager being more proactive when voicing your employees, 67% said they would choose a wants you working weekends, to be the concerns. Often, managers will respond job that offered more free time over one first one in the office and the last one to well to criticism from their subordinates, with higher pay.1 leave the building every day. If you aren't especially when paired with reassurance guzzling 10 cups of coffee and have circles that you have everything under control and pensation is a battle for many industries, around your eyes, the manager assumes taken care of. but so is improving the work environment you're just not working hard. In this situ- Don't wait for your boss to ask how in which employees spend the majority ation, efficiency is measured in wrinkles things are going right after he or she asked of their daylight hours. As organizations and physical hours in the office. You're how your two-hour lunch was. Communi- realize these new expectations, many are expected to answer emails 24/7, and any cate and identify your expectations up front removing unrealistic, outdated and unspo- work done outside the office is not consid- by reassuring your manager that the report ken cultural traditions, such as: tracking ered actual work. will be submitted this evening as planned, Offering competitive employee com- the time employees spend away from their Conversely, managers who care more right after you step out of the office for a desks and counting it as a demerit in per- about work-life balance base your work few hours. Until the concern is brought formance reviews, and managers' expecta- performance on just that: your perfor- to their attention, many managers might tions that employees remain connected to mance. They're more concerned about not realize how much their clockwatching the office at home or even on vacation. answers to questions such as: How many demeanor affects their employees. reports did you put out last month? How Stress is best? detailed were they? Are you consistently Sent from vacation At a recent ASQ Fort Worth Section updated on your projects? There are employees who rarely take vaca- meeting, author and professional speaker These managers are usually upset to see tion, and when they do, it's usually just to Elizabeth Lions mentioned the practice of employees working past 5 p.m. because sneak under the organization's 100-hour clockwatching: a term used to describe an they know they'll hit that dreaded rush- per year limit on rolling over paid time office environment in which your every hour traffic and that any extra time at work off (PTO). These employees usually have move is monitored by someone at all is being taken away from their families. important job duties, and it goes without times. This is a culture in which managers Organizations that insist on following saying that when they're not the office, know exactly to the minute when each clockwatching policies are discovering work just doesn't get done. Unfortunately, employee walks in the door, note any time their cultures are deal breakers for many this has become the norm not just for an someone came back from lunch at 1:15 dedicated employees. They're being traded organization's key decision makers, but p.m. and not 1 p.m., and silently judges in for high-performing cultures that expect also for most employees at every level. staff members who leave on time instead a simple, 40-hour workweek in which you of staying late. meet or exceed expectations, and your Americans have not taken a vacation in the availability is expected only during normal last year.2 What's even more alarming is between clockwatching and high-perfor- business hours to answer emails and at- that 61% of employees admitted they check mance cultures: In addition to tallying the tend meetings. their work email on vacation,3 meaning Lions explained the key differences instances you're not in your chair, manag- If you're putting in extraordinary effort A 2015 survey revealed that 56% of even the few people who do take vacation ers in clockwatching atmospheres often to ensure your work performance con- believe stress equals productivity, but sistently exceeds expectations and your high-performance organizations typically manager still cares more about your physi- swayed, and now, large PTO balances may understand the importance of a work-life cal time in the office, it's a sign that it's have a negative effect on an employee, 52 QP * www.qualityprogress.com aren't actually on vacation. Fortunately, workplace cultures have http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - November 2015

Up Front
LogOn
Expert Answers
Keeping Current
Mr Pareto Head
Pop Culture
On the Horizon
Shatterproof
To Measure is to Know
Measure for Measure
Innovation Imperative
Quality in the First Person
Career Corner
Statistics Roundtable
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

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