Page 152 - Managing the Mobile Workforce
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Autonomy or not Autonomy? that Is the Question  � 131


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                      Every person we’ve interviewed and every source we found has told
                      us that the key to creating a successful mobile workforce is to create
                      and set clear expectations; there must also be a focus on observable
                      results. Best Buy has introduced a new performance management sys-
                      tem, called ROWE, that takes that wisdom to its ultimate conclusion.
                         ROWE stands for Results-Only Work Environment, a human
                      resource development practice developed by Best Buy that facilitates
                      the mobile workforce in its purest form. The philosophy behind a
                      Results-Only Work Environment is that “each person is free to do
                      whatever they want, whenever they want, as long as work gets done.” 9
                      As long as people get their work done, Best Buy doesn’t care when
                      they do it or where they do it. In fact, they don’t care if workers come
                      in at all. So what does that mean?
                         First, no one has to worry about calling in sick or asking for vaca-
                      tion. No one requests time off to go see the doctor or to take one of
                      their children to school. Why worry about flextime, when you can go
                      anytime you want? And anyone who wants to be a mobile worker can
                      be, because it really doesn’t matter where you get your work done, as
                      long as it’s done.
                         In their book Why Work Sucks and How to Fix It, Cali Ressler and
                      Jody Thompson share the Best Buy story. Both authors were the key
                      employees at Best Buy who helped the company, through fits and
                      starts, to develop what they would come to call a Results-Only Work
                      Environment. Let’s look at the results for Best Buy.
                         First, both types of turnover at Best Buy are going in the right
                      direction. Voluntary turnover is going down, as much as 90 percent,
                      which means that employees want to stay. Involuntary turnover, on
                      the other hand, is going up, as managers focus on performance. Poor
                      performers don’t get to stay at Best Buy. The result of that is millions
                      of dollars of savings in reduced turnover costs, and an incalculable
                      amount of savings from cutting out pay for people who aren’t doing
                      their work.
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