Women and burnout-how do we create socially sustainable environments where people feel good?

Idea Collection

Value results more than presence

Today valued presence excessively high. Many people need not be in his Office eight hours a day to do its job. Yet so it seems to be a star in the edge if you come early and go late.
What happens if you start redefining working time in work value? The important thing is that it has solved its task not how many hours it took, or where to do so.

Värdera resultat mer än närvaro

Idag värderas närvaro orimligt högt. Många människor behöver ju inte vara på sitt kontor åtta timmar om dagen för att sköta sitt jobb. Men ändå så verkar det vara en stjärna i kanten om man kommer tidigt och går sent.
Vad händer om man börjar definiera om arbetstid i arbetsvärde? Det viktiga är att man har löst sin uppgift inte hur många timmar det tog eller var man gjorde det.

Comments
  • Linnea 5 years ago

    Det här är extremt viktigt för att även faktiskt öka produktiviteten och positiva energin hos de anställda! Det är viktigt att se att vissa människor är väldigt effektiva och får samma arbete gjort på 1 timme som hade tagit gemene person 4 timmar. Idag ser arbetsgivare lätt förbi att personen som det tog 1 timme för, har förbrukat lika mycket energi som den det tog 4 timmar för; de har bara två olika arbetssätt. Personen som det tog en timme för får en klapp på axeln, ett "duktigt"-omdöme av chefen och MER jobb att göra; istället för att premieras med lite extra ledigt för att bygga upp energin nivåerna igen. Den som det tog 4 timmar för, slipper merjobb. Obalans.

  • Gabriela 2 years ago

    I think it is crucial to reduce the number of hours that people have to be present at their workplace. Employers need to listen to employees about how location and ability to do work correlate. In many cases, being able to avoid the commute on one extra day actually frees up more time both for relaxation and for work to be done from home. All will depend on the type of work and workplace, but there has to be a dialogue between employers and employees with the aim of getting the employees as much flexibility as possible while the workload is still managed. Some workplaces might need mediators who teach employers and employees to have a dialogue of trust, with shared goals. Too often this is a relationship of mistrust and resentment, where employers assume that employees are trying to shirk responsibility, and employees feel like they are not trusted or appreciated. Often, too, employers have unrealistic expectations of how much work can be done (well) by one person in a certain amount of time.



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