What are some good notes to take on Chris Ronzio, CEO of Trainual, says he adopted flexible hours about two years ago, chiefly to attract workers. Four recent hires, he says, accepted job offers because of the policy. And it has freed him from keeping a detailed ledger of employees time.Were putting more trust into our team, and measuring them more by the results they produce than by the hours they log$,$ Ronzio says. The $19-$employee firm has begun tracking monthly and quarterly sales figures more closely to ensure workers are meeting targets.Other companies have hit some bumps along the way. GoBrandgo, a St$.$ Louis marketing company, began letting employees set their own hours and work from anywhere about $10$ years ago, says partner Brandon Dempsey. At first, he said, it bred resentment because each division had a different standard for flexible hours and no way to know when co$-$workers werent available.Several years ago, he says, the company started an online calendar that employees fill out at the start of the week, letting colleagues know when theyre working and when theyre out, as well as project management software that tracks the status of every job. Employees must be available for client meetings every two weeks and work more closely in teams so they can answer a clients question if a co$-$worker is out.Everybody knows the rules of the game now, Dempsey says.Staffers, he says, are more productive, in part because they can clock hours best suited to their circadian rhythms and not think about home while theyre at work, and vice versa. Be present wherever you are, he says.Nicole Turner, $33,$ the creative director, routinely has put in five or six hours during the day at the office and then toiled at home from $7$ PM to as late as $2$ a$.$m$.$Im more creative late at night, she says.Now that she has a $2-$year$-$old son, her hours are more normal, though she still sometimes takes off part of the day to care for him and makes up the time at night.No ones looking over me and micromanaging me$,$ she says.RED Group, a New Orleans$-$based maker of industrial control systems, began allowing somewhat variable schedules several years ago, and last month shifted to total flexibility, says company President Kyle Remont. Making the change possible were benchmarks for the cost and time of each project and software that shows precisely the percentage completed at any moment, as well as a video chat app.The biggest positive is employee morale, Remont says.