The way we work has already changed, but what about management? Most companies in the post-industrial world are somewhat capable of measuring the working hours. A big question in some workplaces might still be if one should stamp the time card when drinking coffee next to one’s work laptop.
But how many companies can really manage performance so, that the employees would reflect on what they consider to be the most meaningful things in their own performance? The question is relevant, because good performance and good results can’t be achieved merely by accident.
I thought about this issue when I spent a long weekend in Berlin practising my beloved hobby, singing. Our two performances of Kullervo Symphony by Sibelius seemed to do their work on the audience at the Konzerthaus. I had also packed my work laptop with me, as I agreed with my boss Jukka that I’d do some work during my trip. The plentiful breakfast at the hotel, running in the springlike Tiergarten park, performing good classical music in a high-class milieu for enthusiastic audience and choosing a place to eat from the abundance of Berlin restaurants were a nice change for the ordinary workweek.
What about results? Two offers, one adjustment for an offer, one presentation material and one semifinished offer. Apart from the last, all of these are easily measured variables. Board meeting scheduled for Monday was postponed, so I even had some spare time to shop for souvenirs. It was also very educational and inspiring to listen to 72-year-old Jorma Hynninen’s dazzling and compelling singing.
Remote work doesn’t fit for all situations and work tasks but clear metrics and goals which have been agreed together make both work and the management of work easier and more free. Could this also affect the employees’ performance? When it comes to my own trip, Cloudriven’s customer cases and general research, the impact has been distinctly positive.