A successful performance management implementation enlists HR Professionals to set clear objectives, timelines, and have a thorough understanding of their workforce needs; which can be difficult feat in itself. One variable that adds an additional layer of complexity is when the roll-out occurs across a decentralized office. A decentralized office can be any one of the following scenarios; several regional offices with varying cultures, management styles and workplace dynamics. Or, it could be a contracting agency whose workforce includes both onsite construction workers and offsite administrators, both with starkly different job tasks. Or, this could be a company that has a high percentage of remote workers or workers that use co-working spaces. According to Forbes, about 43% of employees spend some of their time working outside of the office and that number is only expected to increase. Regardless of the circumstance, the challenges presented with implementing a performance management system that accommodates the modern, dynamic, office environment may bring into question its efficacy or its necessity entirely, but it shouldn’t. Here’s why:
According to one leading food and beverage company, the performance review is, “the glue that holds an organization together across geographic, technical, and cultural boundaries.” Performance management is an integral component of a company’s organizational strategy. Without it, executives are unable to answer the ‘how’ before the ‘why’ when identifying their workforce needs.
PerformYard clients are no exception to the shift from the traditional office environment. Our Customer Success Team has first-hand exposure to some of the challenges imposed on their HR Leaders as well as solutions our clients have adopted, using our software’s capabilities in order to mitigate these problems. Here are some of the biggest takeaways:
Challenge #1: Employees feel disconnected from their company’s mission. They don’t see their daily work impacting the ‘bigger picture,’ leading to decreased productivity and accountability.
Solution #1: Manage off-site productivity the same way you manage on-site productivity, by having clear goals and accountability,
Before implementing your software, rather than asking “how will my performance management be able to enhance connectivity between our corporate and regional offices?” Instead ask, “Does my performance management allow for goal transparency and have an intuitive way for workers to track and update progress?” Instead of asking, “Can my performance management system accommodate a remote team tasked with only special projects?” Instead ask, “Does my performance management allow for me to set top company goals that departmental or individual goals can align to?” Adopting a top-down mentality that begins with clarity and transparency before moving to individualization is good starting point.
Challenge #2: Between having multiple HR people, various management styles, and different cultural norms, standardizing the reviews process seems nearly impossible.
Solution #2: Assign one person to oversee the software implementation from a corporate standpoint and have them train representatives from different entities so they can adopt their own methods as needed.
This person should should not only have the bandwidth to learn the software inside-out, but should also be willing to initiate frequent dialogue with local HR teams to ensure the software is used correctly adds value. In some ways, the solution here is similar to the first challenge, in that, the first step begins with high-level corporate approach. But the former does not effectively reach each worker.
Having a ‘performance management guru’ allows companies to create a standardized process as a foundation while empowering other entities to make tweaks and modifications that may be more suitable for their specific needs. Using this approach, local HR professionals can incorporate performance standards that are customary for that particular region.
Challenge #3: Employees feel left out of office dialogue. The concept of ‘water cooler talk’ that once built office camaraderie and rapport is no longer prevalent.
Solution #3: Establish a method of communication that is frequent and informal where employees can interact with each other.
Even if your company uses other communication platforms like gchat, slack, or an internal system, using a feature directly from your performance software is useful for two reasons. First, studies show that remote-site workers require more frequent dialogue than those in the office to absorb new information and to help them feel aligned with the rest of the team. So in this instance, having additional channels of communication for specific work functions, is better. Second, using a feedback feature within your performance management software will establish a link between daily conversations surrounding performance and a more formal reviews process whether it be through a reporting function or otherwise.
With customization being the pinnacle of the PerformYard platform, our resounding answer to any performance management related challenge is that there is no one-size fits all solution. At a minimal, a successful implementation will involve the following: having your ultimate corporate objectives thoroughly established, a willingness to make tweaks and adjustments to accommodate varying processes, and a software management tool designed to do both.