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.

1. Your How To Guide:

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.  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.  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.  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.  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.  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.  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.  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.

11.  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.

12.  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.

13.  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

14.  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/

15.  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