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Writer's pictureRalph Cochrane

Outcomes Not Hours. Remote Working That Works (Part 3)




 

Part Three of a Series


IIn my previous 2 posts, I introduced the topic of managing in a Work From Anywhere model - specifically how WFA affects the leader/employee relationships and how to deal with challenges such as: problem-solving; knowledge sharing; socialization; camaraderie; and performance evaluation and compensation.


Today, I’m closing it out with Performance Evaluation and Compensation.


Challenge: How to rate and review employees you’re never physically with, particularly on ‘soft’ metrics such as interpersonal skills?


I also never suggest companies use software to track worker productivity for the very simple reason called TRUST.


Research has shown that such tracking software erodes employee trust and worker satisfaction numbers, actually causing increased stress leave, higher turn-over rates and a myriad of other peer-to-peer complaints that damage the employers’ reputations.


Whatever the metrics used to evaluate performance, they should be clearly communicated throughout the year so there are no surprises.


I can’t give you a simple answer, only examples of companies who have tried to create the most equitable process for reviewing and bonusing employees.


Gitlab, as an example, offers different pay for different geographies, taking into account the experience of the worker, the contract type, and the job being performed.


It really comes down to how your company builds the most equitable plan and then monitoring the results, keeping all communications detailed and clear.


WFA isn’t perfect.


But the savvy leaders I’ve encountered always over-indexed on communicating regularly - being available for support and ensuring their teams were clear on objectives, outcomes, and who they should reach out to for additional support. 

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