Strategic HR A different slant
Preferred performance feedback
channels from peers and managers
Face to face
Instant messaging
In writing
Video call
Writing and
conversation
IT systems
None
80
83
44
22
42
45
39
45
23
42
21
25
6
1 From peers From manager
Those with higher curiosity
are likely to adapt more quickly
to new working environments
and more readily pick up
new tools and technologies
associated with remote or flexible
working environments.
The personality profile of
remote workers shows that
they tend to be highly
conscientious, resilient to
stress and keen to learn.
Performance management
A key area raised by most remote
workers was the importance
of performance management,
clear workplace expectations
and deliverables.
Our research found that most
remote workers want regular
feedback, with more than a third
(36%) preferring quarterly
performance feedback, just under
a third (32%) preferring monthly
performance feedback and 23%
reporting they would like weekly
performance feedback.
This means the success of
remote workers is dependent on
clear performance expectations
and effective communication.
One of the other clear findings
was that remote workers
overwhelmingly still want face-toface
feedback about their work
performance, with 80% saying
they wanted this.
Other preferred methods of
feedback varied, with many
people happy to have feedback
on less formal channels from
colleagues (for example, instant
messaging). However, when it
comes to contact with supervisors
face-to-face conversations or
video calling remained preferable.
This shows that, even though
many business processes can now
be automated, face time and
direct communication should not
be relegated or delegated to
computer software.
With many remote workers still
working in a traditional office
environment at least part of the
time, it is fairly straightforward to
schedule this face-to-face meeting
time with managers or peers.
From research to reality
The proportion of the workforce
working remotely will continue
to grow; this is no longer a
niche topic.
It’s not just about taking a
Friday afternoon off or working
from home occasionally.
tasks the more disengaged and
demotivated they will become.
Yet remote working is not for
everyone. HR should not expect
remote workers to be successful
or effective without the proper
selection, support, appropriate
resources, development
opportunities, performance
management structure and
software to enable their success.
If it becomes a cynical costcutting
exercise, where people
are expected to get more done
with fewer resources and no
communications infrastructure,
it will become a costly failure.
HR should instead be shaping
the culture and processes for
remote workers in their company
because (if managed well) remote
working has the potential to make
the workplace more flexible,
healthier, more effective and
more productive. HR
About the authors
Most of the past research has
shown that remote working has
the potential to increase work
engagement and productivity
when the people who are
working remotely are skilled,
capable, motivated and want to
work remotely.
And many remote workers
would tell you that one of their
biggest concerns is that people
do not take them and their
work seriously.
Another common concern
among remote workers is that
they have trouble ‘switching
off ’. Effective remote workers
are far more likely to report
difficulties putting work aside
than procrastination.
Consequently, giving
employees more autonomy has
the desirable consequence of also
boosting work engagement.
Employees who have more
independence and control over
their own work schedules and
environments, along with
choosing how and when they
complete tasks, report higher
levels of satisfaction with their
work and higher wellbeing.
Conversely, the less autonomy
and control people are given over
Ian MacRae is a work
psychologist and author of
five books including the
upcoming book Myths of
Social Media: Dismiss the
misconceptions and use
social media effectively in
business. He is currently
working with ClearReview
to develop a measure of
work engagement.
Roberta Sawatzky is a
professor at the Okanagan
School of Business, a
consultant, and a researcher
focusing on remote work.
40 HR February 2020 hrmagazine.co.uk
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