Issue summary:
Since moving to hybrid working it has become more difficult for the manager to monitor and
support the employees’ performances, as it differs from the key features of traditional
performance management. The lack of physical presence and direct observation can lead to
poor feedback, disengagement and the need to micromanagement.
Relevant theories:
The Expectancy Theory (Vroom, 1964) is the theoretical base of performance management,
and it explains how employees put more effort when they expect to obtain a greater
performance and they will receive a valued reward. This theory aligns with the Organisational
Justice Theory (Greenberg, 1987) that states that it is relevant for the employees to see that
there are distributive, procedural and interactional justice inside the organisation. Furthermore,
the managers should rely on the Goal Setting Theory (Locke and Lathams) according to
which the goals for the team should be clear, challenging and motivating and feedback must
be given to them.
Real word organisational examples:
 Deloitte introduced a “Continuous review System” as they redesigned performance
management to centre on regular feedback, using a digital platform where both
employees and managers can give feedback in real time and show their achievements.
This system helps to keep digital record, and it reduces reliance on memory and
physical presence.
 Unilever used a “Performance with Purpose” Framework. The company uses digital
collaboration tools to maintain transparency in hybrid teams, as they try to align
performance reviews around shared values and measurable objectives.
Recommendations:
1. More frequent check-ins. They can be done in person when it comes to important
information and changes, in order to make the employees feel more integrated and
involved, or online if they are about regular checks and feedback.
2. Managers training. Managers should be taught how to interact with the employees
through virtual devices. They must understand the difference between in person
coaching and remote coaching, and they should use the STAR or STARAR model to give
feedback in the right way.
3. High knowledge of digital tools. Managers and employees are expected to be
prepared on how to use digital and technological tools to keep track of what has been
done and the next goals that need to be achieved. Online classes can be offered in
order to support the whole team.
4. Ensure fairness. Managers should not prefer or focus only on the workers that are
more often in the office, and they should ensure transparency about the rewards and
outcomes given on the performances. A “digital voice platform” could be used to gather
the emotions and issues of the employees so that fair measures can be taken to solve
them.
Rationale
Having prepared mangers is fundamental to ensure a professional environment where both the
employees and the mangers are aware of their work and are prepared on how to communicate
effectively the achievements and issues they are facing. A proper digital training and
implementing online platforms accessible for everyone can help to facilitate the organisation
and improve the performances.