For decades, companies have operated based on structures, models, and ideas developed during the Industrial Revolution—a time when efficiency was measured by physical presence, rigid work hours, and standardized processes. The conventional model of productivity—often summed up as “butts in seats”—has its roots in an era when physical presence was equated with output. This kind of legacy thinking permeates every level of modern business, from the way we work to how we apply for jobs. In today's modern world, clinging to these outdated practices exposes an underlying fear of change and a lack of innovation. This reluctance is might be driven by a fear of challenging the status quo, even when that status quo no longer meets the demands of today’s workforce. It is much easier to do it the way it has always been done. Safer too. 

"The US passed an 8-hour day law for Federal employees in 1868. More strikes and union efforts were necessary before the private sector secured the same rights in 1940 as part of Roosevelt’s New Deal. Ford’s contribution was to lead one of the companies supporting the idea by reducing workdays from 9 to 8 hours (1914), and then from 6 days per week to 5 (1926) with no change in wages."
– Credit Keith Pulfer: LinkedIn

• Are we among the minority of companies that list compensation ranges on job openings?
• Is our work-from-home policy truly flexible, or are we binding employees with complex, legalistic restrictions?
• Why are we still asking candidates to upload a resume and fill out the same form fields as decades ago?
• Should we really be conducting more than three interviews for a single role?
• Are we still measuring productivity by hours logged at a desk instead of by real, tangible outcomes?
• Do our employees need to request time off for personal appointments rather than enjoying a flexible schedule that empowers them?
• Would our team benefit from the option of working four 10-hour days in the summer?
• Are strict dress codes still in place, even when they add little value to our culture?
• Is our employee handbook longer than War and Peace?
• Are we still handing out printed business cards in a digital world?
• Are we forcing our people into a rigid 9-to-5 schedule, even when a smarter schedule could yield better results?
• Does it take multiple years for our employees to accrue more than three weeks of vacation time?
• Are cubicles still the standard desk arrangement in our office?
• Do our knowledge workers still have to clock in and out?
• Are we providing a stipend to help build out a comfortable home office?
• Do our performance-based bonuses truly reflect and reward exceptional work?
• Should we offer full-time roles that require less than 40 hours?

• PwC Survey: Approximately 83% of employers planned to bring employees back to the office at least part-time, with around 27% requiring a full-time return.
• Gartner Research: Roughly 45–50% of organizations are setting policies that require employees to be in the office most or all days of the workweek.

• Pay Competitively: Attract top talent by offering highly-competitive compensation for your region. 
• Offer Interesting Work: Provide engaging projects that both challenge and reward your team.
• Hire Ideal Team Players: Prioritize hiring ideal team players—people who are humble, hungry, and smart (EQ)—above all.
• Provide True Flexibility: Ditch overly complicated work-from-home rules. Let your employees choose when and where they work best.
• Prioritize People Over Profits: Emphasize sustainable growth rather than focusing exclusively on short-term financial gains. Respect your employees life outside of work as much as you value top-line revenue and bottom line efficiency. 
• Eliminate Unnecessary Bureaucracy: Build an environment where daily operations are free from excessive meetings, drama, and internal politics, enabling employees to focus on doing their best work.