There should be no significant difference between
managing the performance of a teleworker and managing the employee who
works in the office. The process for managing the performance of all
employees should include:
In any work situation, planning work is the first step to managing
performance. Supervisors and employees should clearly define what the
employee is to accomplish. Of course, employee assignments should align
with and support organizational goals. Planning for successful results
requires supervisors and employees to first determine work unit goals
and objectives, and then determine employee accomplishments that support
those goals. Supervisors and employees can use employee performance
plans as the tools to establish required accomplishments. If employees
know what they are supposed to do, and how well they are supposed to do
it, the supervisor has set the stage for successful performance –
whether the employee works inside or outside the office.
In addition, certain work assignments can be easily accomplished by
an employee telecommuting. Specifically, work assignments where the
employee has access to the resources necessary to complete the work
assignments; such as teleconferencing, computer hardware and software,
files, and other resources; actually are best suited for teleworking.
Managers should take these accommodations into consideration when
establishing telework agreements with their employees.
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