This is part of a common trap in contracts and employer relationships, which is measuring and paying for the wrong thing. In this case it's time. Afraid you're

This is part of a common trap in contracts and employer relationships, which is measuring and paying for the wrong thing. In this case it's time. Afraid you're being ripped off by a contractor? Write the contract so that you only pay in acceptable increments against the deliverables you want at a price you're happy to pay. We once had a client request we deploy software across all desktop computers to measure how many keystrokes each user made, how often their screen saver was on, etc. I pointed out that they were already measuring employee activities such as calls answered, customer satisfaction, policies not surrendered (i.e. customers planning to sever their accounts who were retained) etc. why measure and reward activities when you were measuring and could reward results?