Performance Management in a remote working environment

October 6, 2021 @ 3:00 pm – 4:00 pm

Dates & Times

October 6 @ 3:00 pm - 4:00 pm

Venue

All employers want to get the best out of their employees and the overwhelming majority of employees want to perform and succeed.

However, performance management processes are rarely straightforward. An uncomfortable truth is that many formal performance processes do not lead to a sustained improvement in standards.

Often it is difficult for an employee to recognise and accept that his or her performance is not ‘up-to-scratch’. Sometimes there is a fundamental gap between the requirements of a role, and the skills and attributes of the individual performing that role. Sometimes poor performance is a symptom of a much deeper issue.     

However, the difficulties with performance management processes are rarely confined to the individual whose performance is under scrutiny. Very often managers are promoted because of their technical, operational, or commercial achievements; not because of their ability or experience in managing people. Some have a natural aptitude for supporting and developing the skills of staff; but many are inexperienced or ill-suited to people management.

These difficulties and challenges are all the more acute in a remote working context. With an increasing trend towards remote working, employers will need to adapt their existing performance management processes. As organisations adjust to the ‘new normal’, it is more important than ever for employers to work more closely with their employees to define and manage performance expectations.

During this session, we will:

  • Consider what effective performance management looks like
  • Look at the legal framework.
  • Consider how to identify and address issues at an early stage.
  • Discuss the role of written policies (and the traps and difficulties that policy documents can produce).
  • Consider the challenges of performance management in a remote working environment.
  • Identify high-risk situations with a focus on issues related to the pandemic (for example, if employees attribute their poor performance to their mental or physical health as a result of the pandemic).
  • Highlight the consequences of getting performance management wrong.

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