Less required hand-holding, less micromanagement, and a deeper, more meaningful alignment between employee and the overall objectives of the organization.
Consider the role of a salesperson with the charter of selling widgets in New England over the phone. Historically, from there an onsite sales team would guide daily activities, share best practices, and mentor a new salesperson to be successful.
Put the salesperson at home in a different city with the same job description but only limited daily virtual coaching. They may be successful depending on how they attack the challenge. But consistency or alignment with the sales team strategy, let alone company ethos, is a crapshoot.
Now consider a job description that articulates key daily activities, the quota of sales calls, sales conversion metrics as well as top-line sales goals.
In this scenario, the new hire is armed with the tools and levers to easily measure themselves on or off-plan at any point, as well as to measure overall success in their high-level objective.
This method allows their manager to focus on providing apprenticeship in areas where this salesperson is underperforming, as opposed to micromanaging the employee in all aspects of their work.
This in turn will foster creativity and a truly diverse way of building workplaces. Where employees are not just encouraged to be diverse on the surface, but also in how they achieve the desired results in their work.