Managing performance in
a remote work environment
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Overseeing performance and measuring productivity has become trickier in a remote work environment. DLPA shares its top tips for implementing a strong performance management system outside of the office, and for how to avoid underperformance
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The COVID-19 pandemic has changed the world of work as we know it, and most organisations have either gone fully remote or have adopted a hybrid working model.
With working from home now normalised, companies insisting on five days a week at the office are quickly finding themselves victims of the Great Resignation. But as organisations navigate this remote working environment, they are experiencing new challenges around how to oversee employee performance, as well as connection and overall visibility – factors that have the potential to create issues down the line if they are not managed effectively.
Dynamic Leadership Programs Australia (DLPA) recently conducted a webinar on performance management in a hybrid environment, and managing director Karlie Cremin says it’s more vital than ever for companies to have strong
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“Performance management needs to have a clear purpose – it shouldn’t just be something that you do once or twice a year when it comes up, and that has no actual performance-related purpose”
Karlie Cremin,
DLPA
performance management systems in place. While the ‘traditional’ challenges would have been around time-consuming, paper-based processes, the biggest challenge now is around the lack of visual indicators for managers, and measuring employee performance outside of a physical workplace.
“Performance management needs to have a clear purpose – it shouldn’t just be something that you do once or twice a year when it comes up, and that has no actual performance-related purpose,” Cremin says.
“We often see organisations waiting for poor performance to show up before intervening, rather than taking preventative steps. A lot of the time, performance management is turned into underperformance management, and that means your best people don’t get the benefits of engaging with an effective process. It’s just done on the bottom end of things, rather than interacting with the full spectrum.
“A lack of learning pathways or a sense of progression is also an issue, particularly within organisations where there aren’t many other roles to move into,” Cremin adds.
“You need to have a clear purpose, and people need to understand why they would put their time into performance management, and what they can expect as an outcome.”
Communication has become a priority for every HR department throughout the pandemic, and Cremin says the most important thing a manager can do in a hybrid environment is have regular check-ins with staff.
Getting a sense of progression is also important to employees, though it doesn’t necessarily have to come in the form of a traditional promotion.
“Performance conversations are something that should happen regularly,” Cremin says. “They should be about what you’ve done well and what you can do better, how you can develop and contribute more, and what you want from your employment, your career and your life. That conversation is becoming much more three-dimensional compared to pre-COVID times, and it’s important to honour that in your process and genuinely have participation for everyone.
“The key thing is having those regular check-ins, whether that’s through a physical or virtual meeting, or an online tool – but they do need to be regular,” she adds.
“There needs to be a clear map for progression, and progression can mean growth. We’re seeing that the workforce is much more open to growth opportunities rather than just promotions, particularly in organisations that have those flat hierarchies.”
“Every single day, employees should understand that they’re contributing to something. That keeps them engaged in what they’re doing and makes underperformance much less likely”
Karlie Cremin,
DLPA
Managing underperformance in a hybrid environment
While remote working has come with many benefits, it has also made it more difficult for managers to pick up on underperformance. However, Cremin says taking preventative measures and dealing with issues early on should be the focus, rather than being the ambulance at the bottom of the hill.
When it comes to underperformance, Cremin notes that this can often start with the employer itself not setting clearly defined expectations. Making use of KPIs and OKRs has become more valuable in a hybrid environment, and structuring these correctly can allow underperformance to be mitigated before it starts, and high achievers to be rewarded.
Key takeaways
Managing employee performance in a remote environment has created unique challenges for employers; however, when done in the right way, it can lead to higher engagement, performance and satisfaction on both sides.
Cremin says her top tip for a good performance management system is first and foremost a low barrier to participation, and a system that enables everyone to set goals, catch up with managers, and reflect on their performance in equal measure. An ongoing sense of connection is also important, as well as catching underperformance early and setting clear expectations around what you want employees to achieve.
“Keeping your finger on the pulse is really important in a hybrid environment,” Cremin says. “You need to know what’s going on, and you need to have mechanisms that deal with things not being as physically visible as they once were.
“Foster a sense of connection, and create targeted development plans where employees understand how it relates to them individually, and that spurs them on to do better,” she adds.
“Every single day, employees should understand that they’re contributing to something. That keeps them engaged in what they’re doing and makes underperformance much less likely.”
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28%
14%
58%
Engaging the team with performance management
Both
Which of the following are you most interested in?
Managing underperformance
28%
14%
58%
Engaging the team with performance management
Both
Which of the following are you most interested in?
Managing underperformance
Source: Poll conducted at DLPA webinar
Source: Poll conducted at DLPA webinar
Which working arrangement is your organisation utilising?
92% hybrid
5% traditional
3% other
Source: Poll conducted at DLPA webinar
“If someone isn’t delivering what you need them to deliver to the minimum standard, we recommend clearly defining the required output,” Cremin says.
“That sounds simple, but it’s so often the case that organisations simply haven’t told people clearly what they need to be delivering. You then need to look at how you measure those deliverables, and that includes things like KPIs and OKRs, and defining what bare minimum versus stretch looks like.
“Acting early is also very important, because there’s a tipping point where after a certain stage it becomes unlikely that you can come back to a good place,” she adds. “If you act early, there is a much more genuine possibility of things changing. Finally, if you need support, ask for it. Don’t wait for a crisis.”