How do you monitor and measure remote work performance and productivity?

Effectively monitoring and measuring remote work performance for a business continuity and risk team involves defining clear metrics and key performance indicators (KPIs) aligned with team goals. Utilize performance tracking tools, task management platforms, and regular check-ins to assess individual and team progress. Focus on outcome-based assessment, encourage self-assessment, and use employee monitoring software responsibly. Monitor collaboration metrics, consider flexibility and well-being, and benchmark against industry standards. Conduct regular performance reviews, incorporating both quantitative and qualitative assessments, and establish a continuous improvement feedback loop to adapt strategies to evolving remote work dynamics.

The one thing that was drilled into my head while working on developing the Space Station was to remember why we are doing this and all the possible outcomes. Planning ones work and working ones plans reduces risk and provides clarity of not only roles, but expectations. Those transfered well to finance and Y2K preparation. We had plans for local, regional, national and global outages. I developed a satellite data transfer for continuing business as needed. Then came 9/11 where banking realized centralized employees increased risks and costs to mitigate those risks. We found an established company can define roles and goals with KPIs and proper project management techniques. A distributed workforce is the best disaster planning.

In a remote work environment, the key to measuring performance and productivity is transparency and open communication. The adoption of digital tools that allow task monitoring and clear definition of goals and deadlines is essential to ensure that a team is aligned and efficient.

One risk is the lack of direct supervision, leading to decreased accountability and potential productivity loss. To mitigate it, establish clear performance metrics and goals, fostering a culture of transparency and accountability. Another risk is the impact of distractions and isolation on employee engagement. Encourage regular communication and collaboration through virtual meetings and team-building activities to combat isolation maintaining morale. Moreover, ensure access to necessary resources and technical support to prevent disruptions and facilitate seamless workflow. Regular feedback sessions provide opportunities for identifying challenges and addressing individual needs, enhancing overall remote work effectiveness.

How do you monitor and measure remote work performance? The same way you do for in office performance. And therein lies the issue. If your performance measures are output and delivery based then whether people work remotely or in the office has no impact and you don't need to devise new measures. If your performance measures are based on perceptions or are performative based then you can't use use the same measures for remote workers. In this case the issue lies with you rather than the people working remotely, and indicates that the performance measures you're using could probably do with an update.

Para monitorar e medir o desempenho no trabalho remoto e garantir a continuidade de negócios, defina KPIs claros, utilize ferramentas de gest?o de projetos, promova reuni?es regulares e cultive feedback contínuo. Analise dados de produtividade e priorize o bem-estar dos colaboradores, assegurando um ambiente flexível e motivador.

Measure by results, performance, and growth of your individual. Technology enables greater flexibility. Knowledge workers are proven to be MOST productive in 90 minute blocks. Creativity requires silence, space, and frankly that is where all "work" is done. Meetings and time on keyboard is not work. The work you are seeking is the creative output. Tracking people is micromanagement and a waste of skillsets and energy. Hunting people down and making naughty lists of attendance, all break culture. You can and watch your best performers leave, letting you enjoy those that check boxes and don't deliver the next generation of customer successes.

The key here is to recognise that if you’re thinking you need to do something special to handle ‘remote’ working, you’re already in a bad way. Collaborative technologies and solid communication between folk with good relationships makes many (not all) types of work location independent. If you’re focused on outcomes and governance (nudging when needed), rather than metrics and supervision, (control) you’re well established to be successful, wherever in the world your team works.

Many people are of the opinion that 'as long as your work is done, why should you bother about remote or near work'. So, productivity is maintained. Yes, its just maintained, that remote work (including work from home) does not improve productivity (many large corporates lived with this myth during the first 1 or 2 years of Covid-19 Pandemic! What about the quality? Again, organisations have taken 2-3 years of Covid-19 Pandemic to admit that the quality did take a back seat during work from home. Finally, look at the emotional impact on your employees while they work remotely or from home. There is a big drain.