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Performance reviews are more difficult today, as some employees work entirely from home, others come to the office, and still others work a hybrid of the two.
Employers and employees may face three challenges:
While performance reviews will be a drag for many workers, they should be fair and not put anyone at a disadvantage.
Creating a connection with your boss is one of the biggest challenges.
Research shows the more familiar we are with people, the more we tend to like them. Employees who share the same physical space as their managers will have more opportunities to interact with them, giving them an advantage over a peer who works remotely.
To even the playing field, employers can schedule short check-ins with remote workers throughout the day or create always-on chatrooms that all workers can use to communicate with supervisors.
The most accurate performance ratings are based on observable behaviours rather than subjective evaluations of traits. For example, the trait "creativity" cannot be defined.
Shifting the focus of performance appraisal from behaviours to results ensures that managers do not have to worry about being unable to observe their direct reports on the job. In turn, employees can decide how they will complete their assigned tasks by being accountable only for the end result.
Performance reviews based on results may not work for every job. For example, evaluating a teacher based solely on student test scores, since environmental factors such as poverty or lack of support may also play a part.
It is vital to use only one type of review system to create fairness for all. If judging on results doesn’t work, an organization could try a behaviour-based system but revise it so that it doesn’t favour employees working in the office.
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