It's an unfortunate reality that efficiency often goes unrewarded in the workplace.  For a study that was originally published in 2010, three researchers, led by Professor Kimberly Elsbach at the University of California, Davis, interviewed 39 corporate managers about their perceptions of their employees.  Those employees who were seen at the office during business hours were viewed as highly "dependable" and "reliable".  Employees who came in over the weekend or stayed late in the evening were seen as "committed" and "dedicated" to their work.

One manager said, "Working on the weekends makes a very good impression.  It sends a signal that you're contributing to your team and that you're putting in that extra commitment to get the work done."

The reactions of these managers are understandable remnants of the industrial age, harking back to the standardized nature of work on an assembly line.  But a measurement system based on hours makes no sense for knowledge workers.  Their contribution should be measured by the value they create through applying their ideas and skills.  Many organizations are actually undermining incentives for workers to be efficient.  If it is just a matter of putting in "face time", workers can do that by doing things that are not work-related in the office. 

As an employee, the solution is a fairly simple one.  Instead of counting the hours that you work, judge your successes by the results you produce.  Did you come up with a new idea to solve a sticky problem?  Did you write a first draft of a report that is due next week?  Real accomplishments and not hours are what ultimately drive your organization's success. 

Here are a few general tips that professionals across all industries can use to improve their efficiency.  Limit internal meetings to be shorter and more productive.  Try to avoid meetings that you suspect will be long and unproductive or make it clear that you can only stay for 60 minutes and will then have to leave to deal with other pressing obligations.

Use the OHIO principle for dealing with e-mails - only handle it once.  When you read an e-mail, decide whether or not to reply to it.  A large majority of e-mails do not require a response and are actually extraneous.  Do not let them clog your inbox and waste your time.

Write faster by starting with an outline.  Follow that with a rough draft, knowing that it won't be perfect.  Then, decide if this particular document needs to be A-plus work or if B-plus will be good enough.  Don't waste time creating A-plus work when B-plus is good enough.  Use the extra time to create A-plus work where it matters most.

As you become more efficient, you may need to forge a new relationship with your boss and earn your boss's trust that you can accomplish your work in less time.  You can ask your boss to weigh in and help you prioritize a list of short-term assignments and long-term goals.  You and your boss should come to a consensus about the metrics to be used to measure performance. 

A change in focus from hours to results may be a challenge in some organizations, but your boss is likely to be receptive if you are willing to be held accountable for results and you are able to show that you can consistently turn in high quality results and achieve established goals.  Certainly, there will be times when additional hours at the workplace are needed but, by emphasizing results and working efficiently, you can maintain necessary balance in your life  and give yourself a fruitful mental break, bringing great benefits to both you and your employer.

from THE NEW YORK TIMES - OCT. 7, 2012 - Robert C. Pozen