Approximately 55% of white collar workers take cell phone calls or emails after office hours all or some of the time, according to a BusinessWeek poll (Sug. 25, 2008).  As technology continues to expand the ease for 24-hour availability, managers and leaders must rethink the old adage: Time + Physical Presence = Results.

Employees today are demanding more freedom from the strict work shift of 9-5, or 8-6, etc... because they are always accessible by phone or the internet.  Employers struggle to provide some of that flexibility while at the same time maintaining control over customer satisfaction, performance, and profitability.

The key to placing this into balance is the development and use of key performance measurements.  Through the development of quantifiable objectives, managers will know if employees are actually working when away from the office, or merely taking advantage of their flexibility.

The measurements must be defined to the point that it actually describes the levels of achievement and success.  Said differently, each performance metric must clearly state that if this level of achievement is obtained, it is worth a "3" rating on the review.  if the achievement reaches this level, it is worth a "4."  And so on.

For more ideas on developing strong performance measurements, pick up a copy of our first book, Positioning Success, and review section 2: Recognizing People as Assets.