• Replies 11 replies
  • Subscribers 10 subscribers
  • Views 8907 views
  • Users 0 members are here
Options
Related

How do you think that performance management needs to adapt to align to smart working?

Ruth Ann

The annual appraisal is more or less dead, but how can we manage the performance of people who are not necessarily in the same room as the leader?  What are companies doing to crack this?

Parents
  • If we focus on outputs/achievements rather than time spent at work this should be possible. The leader becomes a coach supporting his/her team to work effectively rather than a supervisor of attendance and behaviour.
  • in reply to Anna
    agree continuous performance management is on the roll out - however, when you feed forward and have no performance ratings - how do you deal with disciplinaries and redundancies?
  • in reply to Diane Bulmer
    When we implement smart working we also implement real-time smart performance management. This data can be used in those situations and is actually more relevant than anything carried out months before.
  • in reply to Ruth Ann
    @Ruth Ann
    I would have to disagree with the notion that in the case of disciplinary or redundancy procedures that anything that happened less than a couple of months ago is "less relevant", particularly in the case of long serving staff.
    Industrial Tribunals, IMHO, would almost certainly take a longer-term view of the context in which a person is dismissed when deciding whether a dismissal was or was not a "reasonable" response to the situation.
  • in reply to Ray
    I would not suggest using a performance management system to keep records of disciplinary matters. If an employee is producing poor outcomes - we suggest this information is held separately. The aim of aligning smart working to a smart performance system is to help employees produce their best work - their best outcomes. It requires the employee to observe real time feedback and take responsibility for their own performance. We have found that Smart Working requires a very different set of skills for employees, teams, leaders and HR.
Reply
  • in reply to Ray
    I would not suggest using a performance management system to keep records of disciplinary matters. If an employee is producing poor outcomes - we suggest this information is held separately. The aim of aligning smart working to a smart performance system is to help employees produce their best work - their best outcomes. It requires the employee to observe real time feedback and take responsibility for their own performance. We have found that Smart Working requires a very different set of skills for employees, teams, leaders and HR.
Children
  • in reply to Ruth Ann

    In that case,  I've obviously misunderstood your answer to Diane's question :

    • " however, when you feed forward and have no performance ratings - how do you deal with disciplinaries and redundancies?"

    The answer being

    • "When we implement smart working we also implement real-time smart performance management. This data can be used in those situations and is actually more relevant than anything carried out months before."

  • in reply to Ray
    No worries Ray. It works for us. To be fair - we don't find a lot of disciplinaries taking place when smart working is effectively deployed. Have a lovely evening.