Beyond the Clock: Rethinking Work

There’s a not so silent battle waging in most corporate businesses. It’s the battle of the clock with 2 opposing forces: those pushing a full time return to the office and those advocating for increased flexibility and reducing work hours.

I’ve been watching this tug-of-war I’ve been feeling a lot of internal resistance.

And the biggest question I’ve had is why do we use hours to measure work?

Surely, it’s the outcomes and actions that drive business results. So why do we still care about how many hours people work and where they work from? If the business is performing, how will measuring hours in the office be helpful?

Tracing the Origins of Work Norms

In thinking about this, I went to look at how the 9-5 workday and the 5-day work week came about. Our modern working structure is a product of historical, social, economic, and legislative factors that have shaped labour practices over time.

Here’s a brief history lesson of the key influences:

1. Industrial Revolution: The Industrial Revolution, in the late 18th century, brought about significant changes in the way people worked. Factories and industries operated for longer hours, from early morning to late evening. This set a precedent for longer workdays.
2. Labour Movements: In the 19th and early 20th centuries, labour movements and unions advocated for better working conditions, including reasonable work hours. The fight for an 8-hour workday gained traction, leading to movements such as the Haymarket affair in Chicago (1886) and the Ford Motor Company's adoption of the 8-hour workday in 1914.
3. Legislation: Over time, governments began to intervene and regulate working hours. Laws such as the Fair Labour Standards Act in the United States (1938) established a standard 40-hour workweek, with overtime pay for hours worked beyond that. This legislation helped formalise the concept of a typical workday.
4. Economic and Technological Factors: As economies evolved and technology advanced, work patterns also changed. The rise of office-based jobs, advancements in communication technology (like telephones and later, the internet), and the globalisation of businesses contributed to the establishment of standardised work hours.
5. Social Expectations: Societal norms and expectations play a role. The concept of a "9-5 job" became ingrained in popular culture, portraying a typical workday. This timeframe became a standard for many white-collar jobs.
6. Productivity and Efficiency: Studies on productivity and work-life balance have influenced modern work hours. There's a growing recognition that excessively long work hours can decrease productivity and negatively affect well-being.

The implementation of an 8-hour workday created the 40-hour 5-day workweek. By limiting daily work hours, it created a framework for organising work schedules and ensuring adequate rest periods, with the aim of promoting fair working conditions, productivity, and work-life balance.

Pandemic: Catalyst for Change or Temporary Disruption?

Very recently this traditional view was challenged globally, and we made wholesale adjustments to how we work.

Of course, I’m talking about the COVID19 pandemic.

Overnight we changed how we work:

1. Shift to Remote Work: Most organisations transitioned to remote work to comply with health and safety guidelines and ensure business continuity.
2. Flexible Schedules: With remote work came increased flexibility and autonomy in work schedules and a more personalised approach to work hours.
3. Reduced Commuting: Without the need to commute, employees gained additional time for rest, leisure, or work.
4. Focus on Output and Results: There was a greater emphasis on measuring performance based on output, results, and deliverables rather than adherence to hours worked.
5. Increased Use of Technology: The pandemic accelerated the adoption and reliance on digital tools, collaboration platforms, and communication technologies to support remote work.
6. Challenges with Work-Life Balance: Along with flexibility, this remote work also presented challenges to balance. The boundaries between work and personal life became blurred for many, leading to burnout, fatigue, and stress.

The pandemic challenged traditional notions of the work structure, leading to discussions and adaptations in how work is organised and conducted.

We were on the verge of something new.

Or so it seemed for a while.

In my perhaps cynical view, when it was important for business continuity, leaders accepted the remote option, even though it was challenging. Now that we’ve settled down again, many business leaders are pushing for doing work “how we’ve always done it”. We’re seeing a rejection of this flexible, outcomes based working mode with the push to return to the office. And I think it’s largely because it’s easier.

Leadership Reimagined

Flexible work arrangements have benefits and drawbacks.

And if we’re completely honest, the benefits weigh heavily on the employee side.

This flexibility does impact business outcomes and output positively, it does foster a more inclusive environment, it does improve engagement and retention – all of which are important for the bottom line of the business.

But the logistics of it weigh heavily on the leadership and management of the business.

I don’t believe that a return to the office will necessarily drive the stated business outcomes. The idea that collaboration, innovation, culture, team dynamics, mentoring and development can only be achieved if everyone is in the office is a limiting perspective.

But it does take a change in how we lead and manage. And maybe that’s a step to far.

But maybe if we had more diverse leadership across the board this wouldn’t seem like a giant leap, but a small step.

Maybe it’s not really about office hours.

Maybe it’s about human sustainability.

Is it time to challenge the status quo, and advocate for a more nuanced approach that considers the evolving needs of employees, leadership, and the broader business environment?

Maybe then we can rethink the outdated views on work metrics and find innovative solutions that prioritise human well-being, diversity, inclusion, and effective leadership.

Work, Life, and Beyond: Redefining Success

The seismic shifts in the work world created by pandemic present us with a rare opportunity to redefine work for generations to come.

The historical context of work norms has always been shaped by a multitude of factors. However, the global disruption forced us to re-evaluate traditional paradigms and embrace new possibilities.

Remote work, flexible schedules, and outcome-based performance metrics have emerged as viable alternatives that enhance productivity and promote well-being. The pandemic showed us that work isn’t confined to physical office spaces and rigid schedules; rather, it is about results, collaboration, and adaptability.

As we navigate the new landscape, it is crucial not to lose sight of the lessons learned.

The opportunity to create inclusive, equitable, and diverse workplaces is within our grasp. By leveraging technology, reimagining leadership models, and fostering a culture of inclusion and innovation, we can harness the full potential of a new work environment.

We must not revert to "business as usual" but instead seize this moment to challenge the status quo, advocate for meaningful change, and prioritise human-centric approaches to work.

By doing so, we can shape a future where work is not just about hours on a clock but about making a positive impact, fostering collaboration, and creating sustainable, fulfilling work experiences for all.