Assessing the performance of teams and individuals is, on some levels, much harder for managers when their team is no longer gathered in an office.
For instance, it is no longer possible for managers to succumb to the unconscious bias of rating someone highly simply because they conspicuously put in long hours at their desk.
In sectors such as finance, performance assessment will always be closely tied to targets around revenue and P&L. However, in the world of remote work it is essential that managers take a more holistic view of performance.
Rather than simply review the output of an individual by looking at a list of targets hit and projects delivered, a deeper conversation should take place. It is vital that people are encouraged to speak openly about the areas where they feel they are making progress, and others in which they may need help.
This conversation, Jana believes, absolutely must be an open, two-way process that, from a manager’s perspective, covers the following areas:
- what the team member has done; in effect, their output
- what behaviours you would like to see them demonstrate
- what technical skills they have – and still need
None of this works if you are not having great conversations with people and genuinely engaging with them. Telling people to do something is not engagement; authentic engagement is always a two-way process, a dialogue through which you can co-create a strategy or a solution.
It is extremely important that people can feel they own their own development.