Trust Is Key For Performance Management When Working Remotely

While working inside office premises, managers can have better control and check and balance over their subordinates. Which employee comes late, who does the work on time, who spends more time working, who is more concentrated on work, and more? In the office, these unclarities are not a problem. Hence, no trust issues between employees and employers.
However, the situation in the remote working model is quite the opposite. Trust is one of the main concerns between managers and subordinates. This issue comes from both sides. It also questions performance management.

1. Work Hours

Keeping track of employees’ work hours is difficult in a remote working model. The situation is difficult for both employers and employees. In some businesses, the work hours have increased, and employees find it hard to maintain a proper work-life balance. While for other employees, working from home is like vocations. For some organizations, employee work hours are considered one of the major performance management indicators, and remote working has made it questionable.

2. Ask Employees to Check-in

It is the job of employers to motivate employees for regular check-ins. It will build trust among colleagues. It makes a good point in remote performance management. Along with work-related discussions, these check-ins are also crucial for discussing personal issues. Asking about employees’ problems builds trust. It makes them feel that the employers care about them. While working remotely, it is especially necessary for the performance management of remote workers.

3. Rethink Performance Management

Another way is to rethink performance management. Key performance indicators must be revised as per the remote working model to meet the needs of employees. You must promote transparency in the workplace to encourage easy monitoring. This way, performance management will positively breed outcomes.

4. Let Your Team Set Goals

Setting a major organizational goal is the task of higher management. But organizations should give remote teams enough flexibility to set small goals. It’s not like you have to restructure your entire office goal. It builds a sense of ownership among teams, empowers them, brings job satisfaction among them, and forms a trust that positively impacts the performance management of remote workers.