Although engaging remote workers offers numerous benefits for your business, one common apprehension is the challenge of managing performance, especially if things aren’t going well. I get it - managing performance concerns can be daunting even in the best circumstances. With a remote employee, the added physical distance, reduced visibility, and lack of daily interaction can make identifying and addressing issues feel much more difficult. However, with the right timely approach, you can effectively address these challenges and get things back on track.
Here are five helpful tips if you do find yourself needing to address performance issues with a remote team member (and they might not be what you expect ????):
By Guest Contributor Lisa Young - HR Coach and Founder of HRHQ
1. Don’t Jump to Conclusions
When you notice a drop in performance from a remote team member, it’s important not to make assumptions about the reasons behind it. It’s easy to jump straight to blaming the remote nature of the role or assuming they are ‘slacking’ in the absence of supervision. Instead, give them the benefit of the doubt and start by assuming the best. Most people don’t want to do a bad job, and they will want to take action if there are concerns that need addressing.
Take the time to understand the context; there could be various factors affecting their performance, such as personal challenges, technical issues, training gaps, or unclear expectations. You won’t know unless you ask. Start by initiating a private discussion, share your observations without accusations, and create a safe space for them to respond.
2. Check Yourself
Yes - you! As a manager, you need to acknowledge your role in setting your people up for success. Do you possibly have a part to play in these challenges too? Ensuring the success of remote working arrangements requires purposeful action and continuous effort. It’s not a one-time set-and-forget thing. Have you given them adequate training and set realistic expectations? Is their job designed in an optimal way to cater for their work arrangement? Are they getting enough support and feedback? Have you created a collaborative space for them to remain plugged in, or have you inadvertently isolated them? If you are an HR professional supporting a manager, these might be the tough questions you need to ask and encourage reflection on.
3. Empower Them to Take the Lead
Encourage them to take charge by reflecting, sharing their feedback, bringing forward ideas and solutions, and taking responsibility for improving their own performance. When employees feel trusted, respected, and can collaborate rather than being dictated to, they are more likely to take ownership and buy into the process - no one likes being micro-managed.
Set clear goals, encourage autonomy, and let them know you are there to support along the way. Who is more likely to take the required steps to improve, an empowered and motivated employee, or someone who is feeling defeated and disengaged?
4. Increase Your Touchpoints
Now is the time to get better acquainted and connected to ensure they have the support they need. If not in place already, ensure you have regular meetings and check-ins - this could look like a brief daily informal chat and a weekly structured meeting with a clear agenda. Set aside space to proactively discuss their performance progress too. In between, leverage video calls, instant messaging, and emails to stay in touch, remain accessible and approachable for them; ask them what communication methods work best for them.
Consider how many touchpoints you have in a day with your in-house team; aiming to provide a comparable level of interaction for your remote team member and replicating that quality of communication where possible.
5. Truly Commit to the Process
Improving performance or addressing any barriers to performance can take time; it's rarely an overnight fix, remote or otherwise. Genuine commitment to helping an employee succeed is essential—not just lip service, box-ticking, or rushing to a PIP to manage them out of the business (PS: that’s not how that works ????). If your actions are driven by the wrong intentions, it will be apparent. Instead, truly dedicate yourself to supporting and guiding them to meet the required performance standards. Commit, play your part, show up, and do what you say you’ll do. Trust me, seeing someone who you have already invested so much in reach the required standard is a far better alternative than having to hire and onboard someone new and start from scratch.
Managing underperformance of remote workers shouldn’t be any more difficult than managing their office-based counterparts. In fact, with a proactive and thoughtful approach, the principles of performance management remain the same regardless of location. It shouldn’t always be just about what more they could be doing, or where they are falling short. It’s also a pivotal moment to review and reflect on what part you have played in the challenges, and what part you also play moving forward so you can collaborate on the right resolution.
Want more support to make a greater impact in your HR role? Follow Lisa on LinkedIn where she posts daily about life in HR, or join her and over 200 others inside HRHQ, the education and community platform for HR professionals.
