第26章 管理产出而不是投入
Second， burnout is as much of a risk as slacking. New research from Microsoft finds evidence for what it calls a “triple-peak day”. As well as the usual large crests in activity in the early morning and after lunch， around 30% of employees at the tech giant also experience a smaller， third bump in work in the late evening. That may be a sign of people getting work done when it suits them—or of the workday extending relentlessly into every waking hour. Setting expectations， over things like how quickly notifications need to get a response， can help determine which one it is. Last， good performance is not defined by employees’ locations at specific times of the day but by what they achieve—what Mr Bloom calls “managing outputs， not inputs”. If bosses can articulate what counts as productive activity， and evaluate it regularly， it matters less whether employees are at headquarters or stinking out the spare bedroom. Managers may have concerns about hybrid working， but it is pretty clear what will make it successful.
第二，倦怠与懈怠一样是一种风险。微软公司的新研究发现了所谓的“三倍高峰日“的证据。除了通常在清晨和午餐后出现的大量活动高峰外，这家科技巨头约有30%的员工在傍晚时分也会经历较小的第三次工作高峰。这可能是人们在适合自己的时候完成工作的迹象，或者是工作日无休止地延伸到每个清醒的时间。设定期望值，比如通知需要多快得到回应，可以帮助确定是哪一种情况。最后，良好的绩效不是由员工在一天中特定时间的位置来定义的，而是由他们取得的成果来定义的--布鲁姆先生称之为“管理产出，而不是投入“。如果老板们能够明确什么是生产活动，并定期进行评估，那么员工是在总部还是在闲置的卧室里发臭就不那么重要了。经理们可能会对混合工作有所顾虑，但很清楚什么会使其成功。
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