88:
194:(blood pressure, body mass index, a pre-diabetes marker evident in blood, and more) was collected to create a cardio-metabolic risk score to predict the likelihood of a cardiovascular event. Employees who had higher risk scores at baseline reduced their risk of having a heart attack, stroke or other cardiovascular event by working in a ROWE when compared to a control group of employees not working in a ROWE.
22:
505:
Work, Family, and Health
Network.” Harvard Center for Population and Development Studies Working Paper, Cambridge, MA. AND Marino, Miguel, Yi Li, Michael J. Pencina, Ralph B. D’Agostino, Lisa F. Berkman, and Orfeu M. Buxton. 2014. “Quantifying Cardiometabolic Risk Using Modifiable Non-Self-Reported Risk Factors.”
164:, initiated an innovation experiment called ROWE. Two employees, Jody Thompson and Cali Ressler, questioned the effectiveness of their work approach in generating optimal outcomes for both the company and its employees. They aimed to facilitate the employees, enabling the company to attain its desired results.
504:
Berkman, Lisa F., Erin L. Kelly, Leslie B. Hammer, Frank
Mierzwa, Todd Bodner, Tay MacNamara, Soomi Lee, Miguel Marino, Thomas W. McDade, Ginger Hanson, Phyllis Moen, and Orfeu M. Buxton. 2019. “Effects of a Workplace Intervention on Employee Cardiometabolic Risk: Evidence from the
137:) is a work approach in which employees are entirely autonomous and responsible for delivering outcomes. This managerial tactic redirects attention from the hours spent at work to the results generated. Leaders mentor performance and oversee the work itself, instead of micromanaging employees' time.
273:
in 2020. Once public health conditions allowed them to re-open their office building, CEO Greg Watt did not change any policies or create complex re-entry plans. Watt reported that the company did not experience any kind of employee rebellion from unhappy employees.
140:
A results-only work environment provides employees with complete autonomy over the timing, location, and methodology of their work. Instead of being bound to a specific workplace or schedule, personnel are responsible for achieving desired outcomes.
646:
Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p.
636:
Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p.
241:
infrastructure. CMHC uses all of the data it collects to inform its D&I strategy and create targeted interventions to address pain points. CMHC’s transition to a results-only work environment is an example of this.
183:(CMHC) showed consistently higher employee engagement scores compared to their co-workers as measured by quarterly pulse surveys; ROWE is purportedly the 'number one reason' new employees choose to work there.
175:
Certified ROWE organizations report higher productivity, increased revenue, reduced turnover, and more successful recruitment. After achieving ROWE certification, JL Buchanan reported increases in
480:
148:
that rests on the principle that individuals are recruited to produce clear, measurable results. Managers focus on managing the work being accomplished rather than how other people work.
284:, Daniel Pink recognizes Jody Thompson as one of the six business leaders who offer wise guidance for designing organizations that promote autonomy, mastery, and purpose.
211:
According to eWorkplace, a study conducted in the Twin Cities metro area found that no longer requiring employees to drive to and from the office during
575:
Groysberg, B. and Abbott, S. (2019) Canada
Mortgage and Housing Corporation: “One CMHC” Version 3.0, Harvard Business School, No. 9-419-068
657:
Barbosa, Carolina; Bray, Jeremy W.; Dowd, William N.; Mills, Michael J.; Moen, Phyllis; Wipfli, Brad; Olson, Ryan; Kelly, Erin L. (September 2015).
180:
201:
levels before and after a ROWE implementation, and found a positive physiological effect on employees after the implementation. According to a
621:
250:
The estimated return on investing in ROWE is 1.68, meaning for every dollar invested, the company saves $ 1.68, including reduced
32:
299:
CMHC reported that employees spend less time socializing with coworkers at the office and that ROWE focused too much on the individual.
794:
292:
Less than a year into his job, in which he was tasked with turning around a company considered on the brink of bankruptcy, former CEO
51:
69:
238:
379:
100:
519:
Almeida, David M.; Lee, Soomi; Walter, Kimberly N.; Lawson, Katie M.; Kelly, Erin L.; Buxton, Orfeu M. (2018-03-01).
47:
261:
ROWE-certified companies tend to reduce real estate costs by decreasing dedicated work spaces for all employees.
339:
216:
444:
202:
208:
of a large organization, employees stated they "could not imagine returning to the old way of working".
773:
Groysberg, B.; Abbott, S. (2019). "Canada
Mortgage and Housing Corporation: "One CMHC" Version 3.0."".
234:
755:
714:
403:
176:
467:
Thompson, J (2018) The
Results-Only Work Environment Case Study, CMHC, CultureRx, Minneapolis, MN.
362:
Why
Management Sucks and How To Fix It: A Results-Only Guide to Taking Control of Work, Not People
223:
on roads. A Canadian government agency reported reduced gas emissions of 5.3 million kilometers.
696:
678:
617:
558:
540:
270:
43:
686:
670:
609:
548:
532:
340:"Forget 9 to 5. These experts say the time has come for the Results-Only Work Environment"
87:
691:
553:
277:
788:
220:
521:"The effects of a workplace intervention on employees' cortisol awakening response"
520:
255:
179:, productivity, profits, and top line sales. Early adopters of the ROWE system at
658:
536:
674:
293:
251:
161:
205:
682:
544:
212:
191:
145:
109:
700:
603:
562:
613:
198:
157:
296:
said that Best Buy’s program had given employees too much independence.
226:
Working in a ROWE also assists employees dealing with family crises.
445:"These employers don't care when or where you work | CNN Business"
237:
recognized the results-only work environment as an example of
81:
15:
427:
Overload: How Good Jobs Went Bad and What We Can Do About It
715:"The Results Only Work Environment - Eat Sleep Work Repeat"
258:, lower medical costs, and reduced voluntary turnover.
105:
39:
663:
659:"Return on Investment of a Work–Family Intervention"
364:. Hoboken: John Wiley & Sons, Inc. pp. 1–3.
50:, and by adding encyclopedic content written from a
741:
Drive: The
Surprising Truth about What Motivates Us
429:. Princeton: Princeton University Press. p. 7.
167:Some researchers refer to this as a dual agenda.
608:. Princeton University Press. pp. 165–166.
197:Researchers collected saliva samples to measure
743:. New York: Riverhead Books. pp. 195, 199.
269:Watt Publishing closed its offices during the
507: American Journal of Preventive Medicine
280:called ROWE the future of work. In his book,
8:
602:Kelly, Erin L.; Moen, Phyllis (2020-03-17).
144:A results-only work environment (ROWE) is a
475:
473:
690:
552:
70:Learn how and when to remove this message
719:Eat Sleep Work Repeat - Make Work Better
380:"How to Achieve Sustainable Remote Work"
438:
436:
316:Brown, A (May 2013). "Work Redefined".
308:
181:Canada Mortgage and Housing Corporation
31:contains content that is written like
404:"Work When You Want, Where You Want?"
7:
373:
371:
355:
353:
333:
331:
775:Harvard Business School - 9-419-068
588:Humphrey School of Public Affairs,
360:Ressler, C.; Thompson, J. (2013).
14:
592:(2011), SRF No. 0106705 pp. 2, 34
99:to comply with Knowledge (XXG)'s
230:Diversity, equity, and inclusion
86:
20:
754:McMahon, T. (7 November 2013).
485:The Canadian Business Quarterly
756:"The War on Work Life Balance"
338:Weikle, B (20 December 2021).
1:
537:10.1080/13668803.2018.1428172
481:"Home is where the future is"
443:Vasel, Kathryn (2019-10-18).
131:results-only work environment
675:10.1097/jom.0000000000000520
525:Community, Work & Family
425:Kelly, E.; Moen, P. (2020).
378:Newport, Cal (2021-07-09).
811:
795:Human resource management
112:may contain suggestions.
97:may need to be rewritten
590:eWorkplace Final Report
406:. ABC News. 2 June 2008
203:Harvard Business School
235:McKinsey & Company
162:Minneapolis, Minnesota
614:10.1515/9780691200033
52:neutral point of view
246:Return on investment
177:employee engagement
146:modern work culture
44:promotional content
739:Pink, Dan (2009).
239:diversity-enabling
171:Claimed advantages
46:and inappropriate
623:978-0-691-20003-3
318:Solutions Journal
271:COVID-19 pandemic
213:rush hour traffic
127:
126:
101:quality standards
80:
79:
72:
802:
779:
778:
777:. Cambridge, MA.
770:
764:
763:
751:
745:
744:
736:
730:
729:
727:
726:
711:
705:
704:
694:
654:
648:
644:
638:
634:
628:
627:
599:
593:
586:
580:
573:
567:
566:
556:
516:
510:
502:
496:
495:
493:
492:
477:
468:
465:
459:
458:
456:
455:
440:
431:
430:
422:
416:
415:
413:
411:
400:
394:
393:
391:
390:
375:
366:
365:
357:
348:
347:
335:
326:
325:
313:
217:carbon emissions
160:headquarters in
122:
119:
113:
90:
82:
75:
68:
64:
61:
55:
33:an advertisement
24:
23:
16:
810:
809:
805:
804:
803:
801:
800:
799:
785:
784:
783:
782:
772:
771:
767:
753:
752:
748:
738:
737:
733:
724:
722:
713:
712:
708:
656:
655:
651:
645:
641:
635:
631:
624:
601:
600:
596:
587:
583:
574:
570:
518:
517:
513:
503:
499:
490:
488:
479:
478:
471:
466:
462:
453:
451:
442:
441:
434:
424:
423:
419:
409:
407:
402:
401:
397:
388:
386:
377:
376:
369:
359:
358:
351:
337:
336:
329:
315:
314:
310:
305:
290:
267:
248:
232:
189:
173:
154:
123:
117:
114:
104:
91:
76:
65:
59:
56:
37:
25:
21:
12:
11:
5:
808:
806:
798:
797:
787:
786:
781:
780:
765:
746:
731:
706:
669:(9): 943–951.
649:
639:
629:
622:
594:
581:
568:
531:(2): 151–167.
511:
509:47(2): 131-40.
497:
469:
460:
432:
417:
395:
384:The New Yorker
367:
349:
327:
307:
306:
304:
301:
289:
286:
266:
263:
247:
244:
231:
228:
192:Biomarker data
188:
185:
172:
169:
153:
150:
125:
124:
94:
92:
85:
78:
77:
48:external links
28:
26:
19:
13:
10:
9:
6:
4:
3:
2:
807:
796:
793:
792:
790:
776:
769:
766:
761:
757:
750:
747:
742:
735:
732:
720:
716:
710:
707:
702:
698:
693:
688:
684:
680:
676:
672:
668:
664:
660:
653:
650:
643:
640:
633:
630:
625:
619:
615:
611:
607:
606:
598:
595:
591:
585:
582:
579:Cambridge, MA
578:
572:
569:
564:
560:
555:
550:
546:
542:
538:
534:
530:
526:
522:
515:
512:
508:
501:
498:
486:
482:
476:
474:
470:
464:
461:
450:
446:
439:
437:
433:
428:
421:
418:
405:
399:
396:
385:
381:
374:
372:
368:
363:
356:
354:
350:
345:
341:
334:
332:
328:
323:
319:
312:
309:
302:
300:
297:
295:
287:
285:
283:
279:
275:
272:
265:Post-pandemic
264:
262:
259:
257:
253:
245:
243:
240:
236:
229:
227:
224:
222:
221:wear and tear
218:
214:
209:
207:
204:
200:
195:
193:
186:
184:
182:
178:
170:
168:
165:
163:
159:
151:
149:
147:
142:
138:
136:
132:
121:
111:
107:
102:
98:
95:This article
93:
89:
84:
83:
74:
71:
63:
53:
49:
45:
41:
35:
34:
29:This article
27:
18:
17:
774:
768:
759:
749:
740:
734:
723:. Retrieved
721:. 2018-09-21
718:
709:
666:
662:
652:
642:
632:
604:
597:
589:
584:
576:
571:
528:
524:
514:
506:
500:
489:. Retrieved
487:. 2020-08-16
484:
463:
452:. Retrieved
448:
426:
420:
408:. Retrieved
398:
387:. Retrieved
383:
361:
343:
321:
317:
311:
298:
291:
281:
276:
268:
260:
256:presenteeism
249:
233:
225:
210:
196:
190:
174:
166:
155:
143:
139:
134:
130:
128:
118:October 2022
115:
106:You can help
96:
66:
60:October 2011
57:
42:by removing
38:Please help
30:
324:(3): 62–64.
294:Hubert Joly
278:Daniel Pink
252:absenteeism
219:as well as
725:2022-07-01
491:2022-07-01
454:2022-07-01
389:2022-07-01
303:References
254:, reduced
215:, reduces
206:case study
40:improve it
760:MacLean's
683:1076-2752
545:1366-8803
344:CBC Radio
288:Criticism
156:In 2003,
110:talk page
789:Category
701:26340282
605:Overload
563:30078991
410:13 April
199:cortisol
187:Research
158:Best Buy
692:8919475
554:6075734
152:Origins
699:
689:
681:
620:
561:
551:
543:
108:. The
282:Drive
697:PMID
679:ISSN
618:ISBN
559:PMID
541:ISSN
412:2024
135:ROWE
687:PMC
671:doi
610:doi
549:PMC
533:doi
449:CNN
791::
758:.
717:.
695:.
685:.
677:.
667:57
665:.
661:.
647:73
637:62
616:.
557:.
547:.
539:.
529:21
527:.
523:.
483:.
472:^
447:.
435:^
382:.
370:^
352:^
342:.
330:^
320:.
129:A
762:.
728:.
703:.
673::
626:.
612::
577:,
565:.
535::
494:.
457:.
414:.
392:.
346:.
322:4
133:(
120:)
116:(
103:.
73:)
67:(
62:)
58:(
54:.
36:.
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
