The right measure.
THE PROBLEM WITH HOURS
You cannot observe them remotely.
Attempting to produces surveillance, resentment, and no useful information.
WHAT TO MEASURE INSTEAD
What was delivered Whether it met the standard Whether it was on time
WHAT THAT REQUIRES
Clearly defined deliverables.
If you cannot say what should be delivered, you cannot judge output.
WHAT TO DO ABOUT ROLES WITHOUT CLEAR OUTPUT
Define it.
For administrative work, that may be tasks completed and response times.
WHAT NOT TO USE
Monitoring software tracking activity.
It measures presence, not value, and it damages trust.
WHAT TO DO IF OUTPUT IS POOR
Address the output, specifically.
Not the hours they appear to work.
WHAT TO DO IF SOMEONE FINISHES QUICKLY
That is efficiency, not idleness.
Penalising it produces slower work.
WHAT TO AGREE
What is expected in a period, and pay for that.
