Conducting Fair and Meaningful Performance Reviews for Hybrid Workers

‘Out of sight, out of mind’ – is a popular proverb that advocates of in-office work use to discourage remote work. Managers who are used to the traditional ‘command and control’ style of management favor employees they can see, over those working from the comfort of their homes. The unstated assumption some managers carry is that anyone not in office is slacking (although
they might very well be busy Slack-ing).

One of the toughest shifts to embrace as a leader of a hybrid workforce is to acknowledge that not all work has to be done right in front of your eyes. Ensuring that the process is transparent, consistent, and effective is crucial to maintaining trust, motivating people and creating an exceptional workforce experience (Wx), and driving results. So how do you ensure that you are able to conduct fair and transparent performance reviews for hybrid workers?

Here’s a brief guide to help you rethink your performance review philosophy for a hybrid workforce:

1. FaceTime > Face Time

Traditional systems overemphasize ‘face time’ in office, equating physical presence with productivity and sincerity towards the job. In a hybrid setting, this bias can lead remote workers to feel disadvantaged.

Focus on outcomes, instead of time spent in office, with the understanding that modern technology means people are just a click away. Create a process that allows you to have frequent check-ins (without being a micromanager).

2. Be flexible

The working day is no longer a linear block of time from 9 am to 5 pm (or whatever you use). Whether people are in office or at home, they may work different hours. Allow them the flexibility to do so by measuring outcomes and not merely the time spent in front of a screen.

3. “In God we Trust. All others must bring data.”

Edwards Deming may have said this over a century ago, but the quote still holds true. (Irrespective of your religious beliefs, the belief in data certainly ought to be true.)

To prevent yourself from overlooking achievements that happened remotely, track key data and analytics that provide objective insight into people’s contributions.

4. Create a performance culture

Reviewing or tracking performance should not be an annual event, but an ongoing process. Think of yourself as a football manager, watching player performance in real time and shouting out instructions.

Of course, it is important to analyze post-game performance and results, but when you provide real-time feedback, you can actually change the game.

(Also, don’t look only at the player running with the ball but also at the one you spot from the corner of your eye, making intelligent runs and opening up space for your quarterback.)

5. Opportunity, not scarcity

Hybrid workers should have the same access to career opportunities, training, mentorship, and stretch assignments as their fully on-site colleagues. Disparities in access can lead to a skewed perception of performance and create an uneven playing field, impacting the Wx negatively.

Encourage people to explore opportunities that are meaningful to them, during their review discussions.

Conclusion

About the Author

Sumit Singla

Founder of eleventHR Consulting.

Sumit has been working in HR & HR consulting roles for 16+ years across sectors and verticals and specializes in organization design, wellbeing, storytelling & design thinking, and performance management. In his career with consulting firms such as Aon, Deloitte, and Accenture, he has successfully led programs aimed at total HR transformation for clients. Recently, as Associate Director for India Consulting at Deloitte, he worked with clients on cultural transformation and HR process and policy design. He also organized and spoke at conferences and events about a variety of topics relevant to HR today. Now self-employed, he works with clients across the globe on a variety of HR solution areas.

Howard Nizewitz 

Howard’s extensive expertise in compensation management comes with a 25-year track record of implementing strategic and successful compensation programs in the financial services and technology industries with a global and regional focus. His tenure includes positions at Barclays, Citigroup, and JPMorgan. Other areas of expertise include HR consulting, Deferred compensation, incentive plan design, and talent management. If you want to learn more, please contact Howard at [email protected] or schedule a free consultation on the compteam.net website.