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As detaro wrote: Measure results, not behavior. Are deadlines missed? Products sub-standard? Then you have something to worry about (and remote work is not a f

by ohjeez 9y ago

As detaro wrote: Measure results, not behavior. Are deadlines missed? Products sub-standard? Then you have something to worry about (and remote work is not a factor). Are team members regularly having one-on-one meetings with their managers? Are the employees comfortable enough that they can be open with the manager about any blocks or problems encountered? That's a good sign. If you want to count anything, keep track of one-on-ones. This may be of some use (free reg required). https://www.safaribooksonline.com/library/view/the-remote-workers/9781491995129/ https://www.safaribooksonline.com/library/view/the-remote-wo...

dailyvijeos 9y ago
Exactly. Treat adult employees like adults, Netflix-style. Another aspect is near-realtime organization-visible projects, issue status (and ticket system) and KPIs that show attribution to prove people to gain visibilty and credit to avoid “what does person X do all day?” This also makes performance reviews more automated for both sides of the table. Having unified, unform tiers of performance management processes that ensure minimum of staff and management fudging plus including qualitative, 360 feedback also helps scale the management and HR layers.
- ohjeez 9y ago
  I've always found that if you trust people, and you communicate openly with them (such as explaining what you want), you are rarely disappointed.
  - dailyvijeos 9y ago
    I wouldn’t say “always.” Also, trust isn’t binary: it’s earned and varies. You usually wouldn’t give a new employee sole, unrestricted access to megadollars and you wouldn’t micromanage microtransactions of a 10 year manager. Delegate with risk management, e.g., common-sense. If a person starts making big mistakes, then you take non-nuclear corrective actions/find out what’s going on. On the other side, if someone improves, reinforcing actions are possible.

by ohjeez 9y ago

dailyvijeos 9y ago

Exactly. Treat adult employees like adults, Netflix-style. Another aspect is near-realtime organization-visible projects, issue status (and ticket system) and KPIs that show attribution to prove people to gain visibilty and credit to avoid “what does person X do all day?” This also makes performance reviews more automated for both sides of the table. Having unified, unform tiers of performance management processes that ensure minimum of staff and management fudging plus including qualitative, 360 feedback also helps scale the management and HR layers.

ohjeez 9y ago
I've always found that if you trust people, and you communicate openly with them (such as explaining what you want), you are rarely disappointed.
- dailyvijeos 9y ago
  I wouldn’t say “always.” Also, trust isn’t binary: it’s earned and varies. You usually wouldn’t give a new employee sole, unrestricted access to megadollars and you wouldn’t micromanage microtransactions of a 10 year manager. Delegate with risk management, e.g., common-sense. If a person starts making big mistakes, then you take non-nuclear corrective actions/find out what’s going on. On the other side, if someone improves, reinforcing actions are possible.