Performance Management and Social Distancing | Forbes

With remote work becoming more of a norm for many organizations due to the coronavirus, there have been a few articles discussing the potential implications of remote work on performance management (PM). Part of the discussion focuses on a segment of managers, who are not accustomed to managing workers remotely, that express concern that remote work may hinder their ability to maximize the performance and productivity of their employees. These managers feel that they lose oversight and, in some cases, “control” of their workers. In this article, an additional view is offered. It posits that regardless if one works remotely: 1) 20% of employees are exceptional performers. They live to work, 2) 60% are good solid citizens. Work is important to them, but so is family or other interests. They live and work. 3) 20% do just enough to keep their jobs. They have an interest and passion for things outside of work (e.g., music, sports). Work for them is more of a way to make a living. They work to live. Within this context, the article argues that rather than try to enforce a one-size-fits-all (everyone must stretch themselves to the maximum at their job) performance management philosophy, replace it with individualized “performance choice” contracts for each employee; and pay accordingly. This is an interesting concept that I am still wrapping my head around, and you will need to read the article to understand the concept. Nonetheless, I wanted to share this resource since I know many of you are generating ideas on how to transform and reimagine PM in a new world of work.