Butts in Seats ≠ Productivity

Every organization strives for an environment that helps everyone be productive. We look for ways to streamline processes, cut down on meetings to provide more time for project work or working with clients, and get employees the tools and education they need to thrive. But we all know that doesn’t always happen. Many working environments still believe that more hours mean better results. If we get this much out of our people working 45 hours a week, we should get even more if they work 65 hours a week.

Let’s start with the hours worked. Is there a breaking point when more hours means more mistakes and less productivity? The answer is yes. This is not a new discussion. Henry Ford paid for his own research to understand how to maximize productivity in his workforce. This was done in 1926. His research found that reducing the workday from 10 to 8 hours and making the workweek five days instead of six increased productivity and resulted in a decrease in production expenses. Fewer hours resulted in better business results.

There have been numerous studies since then that clearly show more hours, anything over 50 hours a week, can have very negative results. Too many working hours also have an impact on employees' overall health. Mental and physical fatigue increases leading to more potential accidents and higher employee health costs.

It may sound counterintuitive, but decreasing hours can result in better productivity. In the U.S., too many people buy into the myth of the ideal employee who can always be found at their desk. A study released by BambooHR shows that being seen or working visibility tends to be viewed as more important than actual productivity. Another term for this is productivity theater. So, maybe it’s time to think about a few questions.

• Is it more important for employees to show up in person just to have the appearance of being engaged?
• Are employees keeping open work apps and CRM systems to appear “active?”
• When viewing on-site employees vs. remote employees, which group is socializing more, and which group is getting more work-related tasks done?
• And maybe most importantly, are employees being judged for just hours or is there a measurement of actual productivity?

Post-COVID, we also need to be thinking about what makes sense for a variety of employees. For those caring for children and/or aging adults, more flexible hours or the ability to work from home can increase their productivity. Those employees with disabilities overwhelmingly prefer the opportunity to work from home. However, there are always exceptions, so allowing people to create a schedule allowing them to be more productive makes sense.

There is also a view that a return to the office fortifies company culture. That may not be true in all cases or for all departments. It can mean sustaining the work culture your leadership team wants can be more challenging. However, long commutes and more required in-person meetings may not be contributing to the culture your company wants.

What Your Company Can Do:

• Find out if leadership views longer hours and working weekends as a way to increase productivity. If so, consider presenting an overview of the productivity data that is now over 100 years old.
• Think about ways to reward real productivity versus hours on the job.
• Ask managers to survey their teams to see if a return-to-work or hybrid policy is working and what preferences may be for different groups of employees. The goal is not necessarily the same for everyone, but an approach that allows employees to be more productive.