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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?

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  • 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
    Hi Anna
    Agree.
    However I believe that it is also important to capture feedback/coaching and results factually. Ideally, yes if everyone is able to do so regularly and keep the records straight, it sounds like perfect.
    I also think that it is important that we capture the degree to which deliverables are achieved and demonstrate factually/ quantitatively differences in outputs across individuals - which is why I tend to favour the annual or periodic reviews where the line manager ought to specifically make time for a crucial performance conversation with team members.
    Cheers
    Reena
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  • in reply to Anna
    Hi Anna
    Agree.
    However I believe that it is also important to capture feedback/coaching and results factually. Ideally, yes if everyone is able to do so regularly and keep the records straight, it sounds like perfect.
    I also think that it is important that we capture the degree to which deliverables are achieved and demonstrate factually/ quantitatively differences in outputs across individuals - which is why I tend to favour the annual or periodic reviews where the line manager ought to specifically make time for a crucial performance conversation with team members.
    Cheers
    Reena
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