Beyond The Hours: Why HR Must Prioritize Outcomes Over Time In The Tech-Driven Workplace

Reimagining work in the age of automation

A New Approach

In a recent workshop on the human-centric integration of robotics, a participant posed a thought-provoking question: In a future where robots can work 24/7, how can humans "compete"? This question encapsulates a fundamental shift leaders must address as automation and artificial intelligence redefine the workplace. If robotics and AI can work around the clock, they will inevitably "win" any competition based on hours alone. This reality necessitates a new leadership and workforce performance management approach that prioritizes measuring outcomes over time spent on tasks.

For decades, organizations have measured productivity in hours worked rather than the value created. However, in the age of automation, clinging to this outdated metric limits human potential and creates an uneven playing field. A more effective strategy for modern leaders is to redefine productivity through an outcome-based approach ^[1]. Rather than focusing solely on the number of hours an employee logs, organizations should evaluate success based on results, innovation, and contributions to strategic objectives.

 

Shifting Leadership Mindset

Transitioning to an outcome-based approach requires a significant shift in mindset at the strategic leadership level. Leaders must take the lead in moving beyond the assumption that time equates to productivity and instead foster a culture where meaningful deliverables assess performance. This approach aligns well with the rise of flexible worker preferences and remote work arrangements ^{[2] [3] [4] [5] [6]}, where employees can achieve results without the constraints of a traditional nine-to-five schedule.

Furthermore, the outcome-based model not only shifts the focus from hours to results but also encourages autonomy and accountability. This empowerment increases engagement and job satisfaction, making employees feel more in control of their work and its outcomes ^{[7] [8] [9]}. Organizations that embrace this shift often find that their teams become more innovative and solutions-oriented, focusing on the best ways to achieve goals rather than simply putting in the hours.

Navigating Change in Workforce Management

While managing based on outcomes presents significant advantages, it is not a one-size-fits-all solution. Industries such as healthcare, emergency response, and law enforcement require shift-based structures to ensure continuous coverage and operational effectiveness. A hybrid approach may be necessary, where outcome-based measures complement time-based accountability. However, transitioning to this model may face resistance from employees accustomed to traditional time-based management, and it may require significant changes in organizational culture and processes.

For industries where outcome-based management is viable, leaders must implement clear objectives, establish key performance indicators (KPIs), and leverage data-driven insights in partnership with people analytics resources to track progress ^{[9] [10] [11] [12]}. However, this transition will be challenging. That's why transparent communication and clear guidance from leaders is essential, ensuring employees understand expectations and that HR leaders are equipped with the necessary tools to achieve their proposed outcomes and goals ^{[13] [14]}. This support will assist HR leaders’ transition to outcome-based management with confidence and preparedness.

The Competitive Advantage of Human-Centric Leadership

Ultimately, the value of humans in the workforce is not in their ability to outwork machines in sheer hours but in their creativity, emotional intelligence, contextual problem-solving skills, relationships, and capacity for collaboration ^{[15] [16]}. These uniquely human strengths are irreplaceable and must continue to be the driving force behind a thriving workplace. Leaders who recognize and harness these strengths will best create a workplace that adapts to technological advancements rather than competes against them, instilling a sense of optimism and confidence about the future in the very identity of workers. ^[17]

As automation continues to grow as a strategy for sustainability, leaders who embrace outcome-based management will not only have a tool to support future-proofing their organizations but also cultivate a work environment prioritizing efficiency, well-being, and sustained success that considers systemic changes of today and tomorrow. The question is no longer how humans can "compete" with robots in hours. Instead, it's how leaders can reimagine work so that people and technology complement each other to drive progress.

Footnotes

1. Lowe, T., & Wilson, R. (2017). Playing the Game of Outcomes‐based Performance Management. Is Gamesmanship Inevitable? Evidence from Theory and Practice. Social Policy & Administration, 51(7), 981–1001.
2. Dixon, R. (2021). Performance management in social impact bonds: how an outcomes-based approach shapes hybrid partnerships. The International Journal of Public Sector Management, 34(3), 356–376.
3. ANTAL, M., LEHMANN, B., GUIMARAES, T., HALMOS, A., & LUKÁCS, B. (2024). Shorter hours wanted? A systematic review of working‐time preferences and outcomes. International Labour Review, 163(1), 25–47.
4. Voglino, G., Savatteri, A., Gualano, M. R., Catozzi, D., Rousset, S., Boietti, E., Bert, F., & Siliquini, R. (2022). How the reduction of working hours could influence health outcomes: a systematic review of published studies. BMJ Open, 12(4), e-e051131.
5. Faiz, S., Mubarak, N., & Safdar, S. (2024). Thinking out of the box’ exploring the dual outcomes of gritty leadership in project-based organizations. European Journal of Training and Development, 48(5/6), 540–554.
6. Lee, W. R., Choi, S. B., & Kang, S.-W. (2021). How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy. Sustainability, 13(4), 1901.
7. Charan, R. (2024). The Leadership Pipeline : Developing Leaders in the Digital Age (Third edition.). John Wiley & Sons, Inc.
8. Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27(1), 124–141.
9. Siachou, E., & Gkorezis, P. (2018). Empowering leadership and organizational ambidexterity: a moderated mediation model. Evidence-Based HRM : A Global Forum for Empirical Scholarship, 6(1), 94–116.
10. Rodrigues, J., Sá, J. C., Silva, F. J. G., Ferreira, L. P., Jimenez, G., & Santos, G. (2020). A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study. Systems (Basel), 8(4), 55-.
11. Irina IONEL (BUTNARU), & Doina BALAHUR. (2024). A new performance paradigm: watermelon effect in HR services. CES Working Papers, XVI(1), 39–63.
12. Kiron, D., & Schrage, M. (2019). Strategy For and With AI. MIT Sloan Management Review, 60(4), 30–35.
13. Laiman, B., Erika, Laurensia, K., Sun, P., & Djoenarko, R. H. (2023). Factors Affecting Employee Engagement of Generation Z during the Transition from COVID-19 Pandemic to Endemic. TIJAB (The International Journal of Applied Business), 7(2), 196–216.
14. Bish, A., Newton, C., & Johnston, K. (2015). Leader vision and diffusion of HR policy during change. Journal of Organizational Change Management, 28(4), 529–545.
15. Lux, A. A. (2023). Reframing commitment in authentic leadership: Untangling relationship–outcome processes. Journal of Management & Organization, 29(1), 103–121.
16. Watson, L. W. (2023). Exploring Personhood in Contemporary Times: From Leadership to Philosophy (1st ed.). Information Age Publishing.
17. Brown, A. D. (2015). Identities and Identity Work in Organizations. International Journal of Management Reviews, 17(1), 20–40. 

Dr. Emi Barresi is a Senior Project Manager/Scrum Master - Business Intelligence at Kelsey-Seybold Clinic. She is a global agile leader who brings an impressive 15-year career in technology and organizational transformation. Her track record includes successfully coaching a Fortune 100 organization through a rigorous Agile transformation. In her most recent role, she was in charge of establishing business agility practices at the organizational level for a medical organization and developed HR training for remote leaders. Emi holds a master’s degree in industrial and organizational psychology and recently completed a doctorate in Strategic Leadership at Regent University.