Rethinking RTO: Accountability should not be measured by hours at the office

With Amazon making headlines across the world for its return-to-office policies, it's worth revisiting this recurring topic since the pandemic. The term 'hybrid' was not even known as a term used for how we worked pre-pandemic. We were either at the office or at home. However, the term 'working from home' back then was more commonly known as someone who was sick or had a family emergency. Or you might get the green light to work from home once in a while if you are a primary caregiver. Being always on can lead to burnout and low morale, which lead to higher absenteeism.

Employers now face the challenge of managing four generations at work, including the complexities of preferences and life stage. The one common denominator is choice. It's part of human nature to want control and agency over one's actions and decisions.

It is true that being able to work in person with colleagues has been beneficial, as I have built one of my strongest friendships and connections through some of those long hours at work and casual lunches. The workplace was also where I met my life partner. It was also where I've fostered lasting friendships.

On the other hand, I have also experienced the negative aspect of some office cultures when working long hours is like a badge of honour or a rite of passage. The 'hustle' culture may be right for some but not for all. There's a common perception equating the level of hustle to the scale of the payout, but that's not always the case. Job descriptions should be clearer and more transparent about the office culture and should serve as an initial filter.

I do see a need to shift the way employers equate in-office visibility to productivity. In an era where the needs of both businesses and employees have evolved, we need to rethink accountability and management practices.

The issue with tracking and monitoring

Tracking employees—whether it's monitoring their office presence or logging work hours—may seem like a logical step for maintaining control. But in reality, it often sends the message that the company values attendance over output and lacks trust in its employees. That said, I recognize that not all workers are equal, and it can be challenging to manage varying levels of accountability across the company. But it is important to create an environment where people feel responsible for their work, regardless of their role or natural level of accountability. The goal is to balance personalized management with team-wide structures that promote accountability.

What can employers do instead?

Rather than focusing on physical presence and time logged in a day, employers should empower their people managers to coach and build a culture of accountability that is outcome-driven.

1. Set clear expectations: Managers should set clear responsibilities for each person and communicate what they are accountable for. Overlaps and ambiguity lead to avoidance and unclear ownership. So make sure this is explicit.
2. From tasks to outcomes: Shift the focus from purely looking at tasks to expected outcomes. The first question we usually ask when taking on client projects is to understand what success looks like, and that is a good way of staying on track of what we need to deliver.
3. Tailor coaching: Some employees naturally have a strong sense of accountability, while others may require more guidance and nudging. Access the various levels of your team and adapt your coaching style to each individual. Be specific and constructive in your 1:1s. If someone is not delivering up to expectations, address it immediately.
4. Create systems for tracking progress: There are many collaborative tools in the market today to help teams track their own tasks and also see where everyone's at on the project. This creates transparency and helps people manage themselves and hold one another accountable.
5. Foster a coaching culture: The core role of people managers should be exactly it. Manage people, as in helping them grow in the role and in the company. Invest in developing your leaders to help them be better coaches. Has anyone watched Ted Lasso? The character exemplifies a modern approach to leadership that prioritizes empathy, empowerment, and resilience. When managers can effectively coach their teams, they help employees take ownership of their own performance and accountability.

In short

Accountability shouldn’t be about surveillance; it should be about fostering an environment where employees feel trusted and empowered to deliver on better outcomes for the company. I’d love to hear your thoughts and insights on best practices in this area. ??

And if you’re a manager, employee, or entrepreneur feeling stuck in your career or personal life, I highly recommend connecting with Aliaa Remtilla, PhD . Her tailored 1:1 coaching program is designed to help you move from feeling overwhelmed to feeling empowered.