I found the picture on LinkedIn in a reference from a reference so I've unfortunately been unable to find the source and credit the creator - please send me an email if you know the origin

The image is very inspiring and is to a great extent what I believe in - the overall focus on transforming the employees from being 'monitored' in the office to being output driven with little or at least less focus on where and when the actual work hours are taking place

However, many companies in the Middle East are still stuck in the regime of monitoring work hours and how often employees leaves their work space 

What managers of these companies or departments fail to understand is - in my view - that you get what you measure - and this is the key to understanding why it makes no sense to measure when your employees are at work - because if they're measured to be at work from 8 to 5, they will be at work from 8 to 5

Is that what you want? Or would you like your employees to create value for your company? The answer should be simple, but it's far less simple to understand why this way of managing still prevails in some companies

I believe it's because of tradition and reluctance from seasoned managers to give up their year-long control mechanisms and replace them with trust and motivation

I'm not saying that all measures and reports should go - I'm suggesting to take a hard look at what measures should be used to motivate the employees to not sit at their desk from 8 to 5 but rather deliver what's needed for the company to reach the strategic goals set out

....and introduce this step by step - start by losing the most rigid control mechanisms and introduce personal targets for everybody; involve all in setting their own targets, make them ambitious but achievable and make their salaries dependent on reaching the targets

That would be a sensible start - and I know that the employees' motivation and work ethics would shift; I've seen this happen every time I've been involved in changing ways of working and measuring

It's not easy, but it's possible - the biggest challenge is to gradually replace control with trust and another form of performance measurement; a way where each individual employee is involved and understands the targets set