The New Normal of Remote Performance Management

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Managing performance has always been a challenge—easy to talk about but so hard to do right. Over the years, as companies have struggled to determine how to effectively assess their teams, we have seen performance management evolve. Ratings have come and gone, and frequency of reviews has changed—all in an attempt to perfect the science of performance management.

2020 is a year that is challenging us in so many ways. In late April, Robert Half International found that 77% of Americans who normally work in office environments were working from home—more than three times the figure from just 2 years ago.

With so many employees now working remotely for the foreseeable future, managing employees and their performance has taken a whole new turn. While some companies that already had a distributed workforce may not find this transition dramatic, I believe there are some fundamental considerations upon which all of us should reflect—managers and employees alike.

4 Tips for Remote Performance Management

1. Share ownership of performance. More often than not, it is the manager who takes the lead in providing feedback to his or her employees. I believe there is so much power in the employee taking the initiative to talk about career aspirations, ask for feedback, and work along with his or her managers to make the team more effective. It becomes a team effort—an ongoing conversation versus a single event.

2. Intentional, more frequent communication. With so much of the workforce telecommuting, we are missing fundamental day-to-day human interaction such as conversations over coffee and nonverbal cues to assess how we are doing. Managers need to be more intentional and transparent in providing ongoing feedback to their employees. They have to be factual, crisp, and clear—but they must also listen. We should no longer wait for an event, such as the (sometimes dreaded) “annual review.”

On the contrary, managers should take advantage of ongoing interactions with their employees to let them know how they are doing. Make it a dialogue, part of your regular one-to-one discussions, or even informal “catch up” calls…

Source: HR Daily Advisor

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