What are the most common performance management mistakes for remote and hybrid teams?

Mistakes arise when managers are unsure whether a remote team can be as productive as their on-site counterparts. Moreover, they may worry about ensuring everyone is on the same page and working towards the same goals

Lack of Clear Expectations: Mistake: Failing to set clear expectations for remote or hybrid team members regarding goals, tasks, and performance standards. Impact: Unclear expectations can lead to confusion, lower productivity, and frustration among team members. Inadequate Communication: Mistake: Insufficient communication about performance expectations, feedback, and changes in priorities. Impact: Team members may feel disconnected, leading to misunderstandings, missed deadlines, and decreased morale. Neglecting Regular Feedback: Mistake: Infrequent or irregular feedback on performance and accomplishments. Impact: Without regular feedback, employees may feel disengaged, uncertain about their progress, and less motivated to excel.

For remote and hybrid teams, misalignment is the most frequent performance management error. It is imperative to guarantee that remote team members are in line with the objectives, standards, and performance indicators of the firm. It entails open and honest communication, well-defined goals, and consistent use of technology for feedback and check-ins. A collaborative and high-performing remote or hybrid team can be achieved by fostering a sense of connection and recognizing individual contributions within the bigger context. This helps prevent misalignment.

To avoid these mistakes, managers can take steps such as creating a safe environment for feedback, providing clear instructions, asking open-ended questions, and following up with participants . Additionally, managers can research the company, ask questions during the interview process, talk to current and former employees, attend company events, and consider the commute to learn more about a company’s work environment before accepting a job offer. Finally, managers can establish clear communication channels, set clear expectations and goals, foster a culture of trust and autonomy, prioritize regular check-ins, and avoid the common mistakes mentioned above to effectively manage remote and hybrid teams.

Effective and frequent communication is the main key for the allignment between all organizational levels for remote staff, there should be strong involvement for all staff into setting the goals and expectations to ensure that all stakeholders are on the same page.

In my experience, remote teams generally don't bring up issues as often as face to face teams. They also hesitate to reach out to their manager with problems and request for inputs. It is therefore up to the manager to create psychological safety in the team and a culture of 'red is good' - discuss challenges openly, don't shy away from bringing bad news and adopt a 'bad news fast' culture. Manager's also need to normalize asking for support. If the manager is available to support the remote team and is just a ping away and approachable, most of the problems around lack of support are solved. A tangible action remote team managers can do is to explicitly ask the team - 'are you stuck', 'what support do you need' and other similar questions.

Thinking the needs of remote and hybrid teams will resemble the one of on-site workers may increase the sense of lack of support. Managers should adapt their speech, their follow-up style and create a truly collaborative environment with remote and hybrid teams.

Lack of support and seek of support both matters here. If a proper schedule for certain task is fixed then this can really be minimised.

De acordo com minha experiência o principal erro na gest?o de desempenho é a falta de feedback, afinal esse é o tipo de conduta que invalida todo o processo e as pessoas ficam com a sensa??o de perda de tempo.

Drawing from my experience, ensuring success in remote and hybrid teams boils down to effective feedback and communication. Delayed feedback or insufficient acknowledgment can dampen motivation. To improve this, people managers should emphasize consistent feedback through diverse communication tools.l and methods. Establishing a two-way dialogue, encouraging employees to share their insights, encouraging everyone speaks through a round table approach are some crucial tips for building a cohesive and thriving remote/hybrid team dynamic.

Working remotely means having flexibility, which in many cases means reducing absenteeism and labor dissatisfaction, as well as the company has the option of getting more and better talent available. Many people contact me, because of the forced return to the office, something they don't want to do.

Dos de las quejas más comunes de las personas que trabajan de manera remota son: el constante "monitoreo" por parte del superior directo, y un aumento en la carga de trabajo por "la comodidad" de estar en casa. Definitivamente, ninguna de estas dos hará que las personas sean más productivas. Un constante asedio por parte de los jefes, solamente generará estrés, molestia y menor productividad por atender estas llamadas, responder estos mensajes o dar avances de información fuera de los plazos. De igual manera, aumentar las cargas de trabajo a quienes no se tienen que trasladar hasta la oficina no implica que harán más, al contrario, tendrán mayor presión y cansancio, lo que evidentemente reducirá su productividad.

Flexibility is much more when it comes to hybrid and remote workers . They can rather deliver exceptional performance as they have relaxed and comfortable environment compares to WFO .

When employees are remote they often miss out on the learning that happens from being in the same space. To keep your team growing, make sure they're learning, regardless of there location/setting. Learning programs can look like lunch and learns, sending books to your team, certificate programs, conferences or online courses. With sites like Coursera and Udemy, not to mention LinkedIn Learning, the options are endless. Co-create a learning agenda with your team to keep them growing and engaged.

1. **Lack of Clear Expectations:** Failing to establish clear expectations and goals can lead to confusion and decreased productivity. 2. **Inadequate Communication:** Insufficient communication can result in misunderstandings, isolation, and a lack of team cohesion. 3. **Infrequent Feedback:** Remote teams benefit from regular, constructive feedback. Infrequent evaluations may hinder individual and team progress. 4. **Overemphasis on Monitoring:** Micromanaging and excessive monitoring can erode trust and hinder employee autonomy and creativity. 5. **Ignoring Well-being - can lead to burnout and decreased overall performance. 6. Inconsistent Evaluation Criteria -helps in fair assessments and avoids bias.

Clarity for the individual. Never assume, as a manager, that setting the same “goal” means the same thing to each person. Whether remote or co-located, performance management must be individualised in order to maximise the use of strengths for the benefit of the organisation and your team member. How the result is delivered will look different, and it should do but the basic expectation must be to deliver within the expected time and do it well.

The most common performance management mistake for remote and hybrid teams is assuming that success is solely reliant on advanced technology. While tools are crucial, overlooking the importance of clear communication, setting realistic expectations, and building a strong team culture can lead to significant performance gaps.

Another dangerous assumption is that all employees react and work well based on the same performance management techniques. Each should be treated as an individual and overall management style should be adapted to reflect their needs as this should then bring positive outcomes