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The standard work week has long been defined as 40 hours, and many employees will tell you that they work well over 40 hours a week. But do they?

Surveys have found, and Employers Council members have told us, that employees admit to wasting time at work. How much time is wasted? While every employee is different, and so is the amount of time they spend working or wasting, some estimates are that in an eight-hour day, employees waste anywhere from 30 minutes to five hours. Some may spend fewer than three hours a day engaged in productive work. Many employers believe this is because their employees are lazy or lack work ethic, but employers are often the catalyst for wasted time because they have created a butts-in-seats culture versus an outcome-driven one.

A butts-in-seat culture means employers emphasize being physically present while overlooking engagement and productivity. Many managers assume that if an employee is at their desk, they are working, while someone who is not physically in their seat is not working or is less productive. Such a mentality sends a message, intentional or not, that the outcome of work is less valuable than the amount of time spent achieving the results. Outcome-based cultures emphasize independence and responsibility while focusing on well-defined results.

With the rise of remote work, employers may wonder how to know what employees are doing and if their butts are in their seats. Some employers have even implemented tracking software. However, the simple answer is you won’t always know when workers are in their seats. Instead of focusing on butts in seats and how much time employees spend working to achieve outcomes, employers must shift their mindset. It is time to focus on what really matters: the outcome!

Outcomes have always mattered, but for decades, employers have had a false expectation about how much time it takes to best achieve results, leading to significant losses in productivity. Focusing on creating an outcome-driven culture and less on how outcomes are achieved will drive employees toward meeting the stated goals that contribute to the bottom line, mission, and vision of the organization. There are significant benefits to creating an outcome-driven culture, including improved productivity, performance, and efficiency, as well as increased motivation through accountability and goal setting.

The following are ways to help create an outcome-driven culture.

Build Trust

Building an outcome-driven culture begins with mutual trust. The employer and the employee need to trust each other. Trust starts from the top down in an organization and can be modeled with appropriate transparency, respect, and honesty. Trust can create loyalty and increase engagement. Employees who feel like they can trust their employer are more likely to ask for help and seek clarification. They are also more likely to admit to mistakes and seek ways to correct them if they trust they will be viewed as learning opportunities, not deficiencies.

Enhance Communication

Communication is key. Employees need to know the expectations for outcomes and how they will be measured. Creating and communicating SMART (specific, measurable, attainable, relevant, and timely) goals can assist in setting expectations that align with the goals of the organization and those of the individual. Ongoing open communication will also increase accountability. When employees know what they are supposed to do and are clear about the expected results, they are more likely to own their work and strive for high-performing outcomes.

Celebrate Accomplishments

Finally, it’s time to ditch the old carrot-and-stick method. Using rewards and punishments will drive similar results to the butts-in-seats culture, meaning it will take the focus off the outcome. Outcome-driven cultures focus on intrinsic rewards. Employees with freedom and flexibility in how to perform their jobs typically take more pride in their work and feel a sense of accomplishment. Micromanaging and fear of negative reactions diminish confidence and willingness to take ownership for fear of failing or letting the team down. Employees with more autonomy are more likely to be creative, innovative, and collaborative. It is not necessary to do away with all extrinsic rewards, but make sure to celebrate accomplishments and milestones and reward outcomes versus punishing employees for not achieving the desired results.

What are the outcomes you’re trying to achieve organizationally? Maybe they are to serve customers, launch a new product, or grow your geographical footprint. Or maybe it is to scale back. Regardless of what the goals are, the one thing that is truly necessary to achieve them is to have the right people in the right places from a staffing perspective. However, if you never let those people spread their wings to fly because you’re afraid their butt might leave their seat, you are stifling their ability to drive the outcomes you’re trying to achieve. If you have any questions, email the Employers Council Member Experience team.