Executive Spotlight: How Leaders Should Measure The Effectiveness Of Their Remote Workers

Community Executive Spotlight: How Leaders Should Measure The Effectiveness Of Their Remote Workers Jenna ArcandNovember 04, 2022Leader talks to her remote employees on a Zoom call Image from Bigstock {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]}

As a leader in today's modern workplace, you have to be prepared to manage hybrid, remote, and in-office employees. The success of a company depends on good management, which includes the ability to accurately measure the effectiveness of employees and make changes as needed. But the traditional ways of measuring an employee's effectiveness don't take into consideration how the workforce has changed since 2020 with the rise of remote work.

We recently asked our executives how they think leaders should measure the effectiveness of their remote employees.

Here are their responses...

Ana Smith, Talent Architect & Global Learning Strategist

Measuring effectiveness from remote employees can be very tricky, especially considering that 40% of leaders acknowledged in a study conducted by Harvard in 2020 that they were not prepared to manage remote employees and 41% struggled to keep their teams engaged.

Defining what's a priority and what effectiveness looks like becomes fundamental. It has left managers and leaders unsure about how the best work gets done. Therefore, it is not a huge surprise that a lot of managers would prefer their teams to come back to work in the office.

Besides clearly defining what effectiveness looks like, its transparency to all involved, and how it is measured and improved consistently, it becomes key for managers to quickly figure out the best way to work with their employees, making them feel understood and supported and not micromanaged.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

John Schembari, Senior Education Executive Professional woman works from home

Image from Bigstock

​Ana is correct. Evaluating the effectiveness of remote workers comes down to whether or not priorities have been met. It's less about doing time, say 9 to 5 Monday through Friday, and should be much more about impact whether that impact occurs over a long or short period of time, and whether at 9 am or 9 pm. When evaluating remote workers, organizations would be wise to, yes, define priorities but also determine what success metrics for those priorities will be. In defining success, for instance, I'm a big fan of goal setting and using SMART criteria—i.e., is the goal specific, measurable, attainable, relevant, and/or timely?

Client/project management software can also be used when there are multiple remote workers working on the same initiative so that there is clarity around each person's role and communication as to how each person's part fits into the project as a whole. This is where benchmark/milestone data can also be recorded along the way to indicate how well remote workers are making progress toward organizational goals.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Miroslav Jasso, IT & Innovation Management Remote worker on a Zoom call

Image from Bigstock

​There are areas and positions where remote working was preferred for years if not decades. Information technology as an example serves well here. Measuring the effectiveness of IT service desk employees is easy. KPIs like number of tickets handled orfFirst instance resolution rate come immediately to mind. Your agile software developers can be measured based on the length of their sprints or the size of the backlog. In many cases IT teams are to a large degree remote and distributed among locations, countries, and even continents.

In general, any position with clearly defined KPIs can easily be measured for effectiveness, no matter the location. In-site, remote, distributed… numbers do the trick. Where remote working is leaving much room for effectiveness decrease is the soft side of work—relations, knowledge sharing, team spirit, willingness to help and support. Even if not immediately visible, those qualities have a decisive impact on overall effectiveness in the long run.

Miroslav Jasso is an information technology & innovation executive with 22+ years of experience in the development, continuous improvement, and delivery of state-of-the-art IT services across automotive, finance systems, and retail businesses. He has managed teams of 5-100+ with budgets of $1M-$15M+.

Michael Willis, Sports Business Operations Executive Professional woman interviews a remote job candidate

Image from Bigstock

Measuring remote workers' effectiveness is no different from having workers present on-site. Having timely expected deliverables will be the most critical test of commitment. If you know the quality of the people on your team, you won't have to worry about the work not getting done.

Sure there are monitoring tools out there to see log-in times and activity.

But as a business professional trying to run a business, I'd rather spend the time making the company better to raise revenues or creating new ways to compete with my competitors.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Andrea Markowski, Marketing Executive Man on the phone works from homeImage from Bigstock

​If you’re asking how to measure the effectiveness of remote workers, you’re asking the wrong question.

Go back and subtract the word “remote.” There. That’s the right question.

There should be no fundamental differences between how you measure the success of a remote worker vs. a hybrid worker vs. an in-person worker. Too many managers get caught up in the thought of a remote worker being somehow incredibly different.

If anything, remote workers most likely require more thoughtful management. That includes you as a manager keeping an eye on equity when handing out resources, social opportunities, and high-profile projects to remote vs. in-person workers.

Is the person meeting their goals? Are they growing in their role? Are they helping to move the organization forward? Remote or not, questions similar to these are what you should focus on.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

Don Schulz, Senior Operations & Commercial Real Estate Executive Manager talks to remote employees over Zoom

Image from Bigstock

I appreciate and agree with people's comments so far. The concepts of defining success, using measurable KPIs & SMART goals, and measuring workers in the same positions in a consistent manner whether they are remote or not all make sense. There is however a range of difficulty in assessing effectiveness depending on the specific function of each FTE and how quantifiable vs. qualitative one can make the measurement of their role. That said I would like to add to the discussion the concept of engagement which is often a leading indicator of one's effectiveness and I've found much harder to measure.

A couple of years ago I took on a new role as COO of a national real estate project management company one month before COVID-19 restrictions were put into place. I had to quickly adjust to managing fully remote in a company I had just joined and with people I barely knew. While we were able to successfully implement many of the effectiveness measurement tools mentioned above and felt we had a good feel for individuals' overall effectiveness, we soon learned that it was people's engagement we had to get our arms around. That took some time. We retained an outside consultant/survey company to measure the engagement of all employees and made it an annual occurrence.

My summary point is that while measuring employee effectiveness (remote or in person) is an ongoing, more daily requirement, complementing that with an annual or semi-annual measurement of employee engagement is often a good thing that can bring many insights when laid next to effectiveness data.

Don Schulz is a 25+ year commercial real estate executive & COO. On the personal side, he likes to ski, hike, golf, and run, and is an occasional homebrewer.

How do you think leaders should measure the effectiveness of their remote workers? Join the conversation inside Work It Daily's Executive Program.

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Sign-up buttonRead moreShow lessjob search fears {"customDimensions": {"1":"Executive Community, Jenna Arcand","3":"live events, career events, j.t. o'donnell, jt o'donnell, christina burgio, career advice, career, career growth, professionals, job search, job seekers, job interview, job search tips, job search advice, interview, job interview tips, interview tips, job search fears, overcome job search fears, networking, cover letter, resume, writing a cover letter, job search strategy, job search help, looking for a job, unemployed","2":"cover-letter","4":"09/28/2022"}, "post": {"split_testing": {}, "providerId": 0, "sections": [0, 376490081, 562457120, 370480899, 376490053, 376489574, 376491143, 376489962, 404327439, 376489624, 479660731, 543270555, 473310813, 473333499], "buckets": [], "authors": [21030904, 19836096]} } Get Some LeverageSign up for The Work It Daily NewsletterEnter emailSubscribeFollow window.googletag = window.googletag || {cmd: []}; googletag.cmd.push(function() { googletag.defineSlot('/22278042776,22664312254/wit/wit_multiplex', ['fluid'], 'wit_multiplex').addService(googletag.pubads()); googletag.enableServices(); googletag.display('wit_multiplex'); }); Popular 30-60-90 Day Plan: What It Is & Why You Need One Jenna ArcandNovember 04, 2022Woman writes a 30-60-90 day plan for a job interview Bigstock {"adCodes": [{"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 0, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 1, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}, {"desktop": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "display": true, "mobile": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e", "new_amp": "\u003camp-ad width=336 height=280\n type=\"doubleclick\"\n data-slot=\"/22278042776,22664312254/wit/wit_content\"\n data-multi-size=\"300x250\"\u003e\n\u003c/amp-ad\u003e", "order": 2, "tablet": "\u003cdiv class=\u0027rblad-wit_content\u0027\u003e\u003c/div\u003e"}], "adsOrder": [2]}

If you've never heard of a 30-60-90 day plan, you're not interviewing as well as you think you are. A 30-60-90 day plan is one of the most effective interview tools any professional can use, no matter their industry or job level.

Unfortunately, not a lot of job seekers know what 30-60-90 day plans are, or why they would need one in the first place.

What Is A 30-60-90 Day Plan?

A 30-60-90 day plan is a timeline for your first three months on the job. It lists your goals and the tasks and actions you will take to accomplish those goals. What will you do when you get hired? When will you do it? How will you make a difference from Day 1?

The idea is to run through your plans/ideas for those first three months on the job in your final job interview. Present your 30-60-90 day plan to the hiring manager and have an in-depth discussion about how you will approach the job and be successful in the role.

What's Included In A 30-60-90 Day Plan?Man looks at his 30-60-90 day plan for a job interview

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There are a few things you should always include in your 30-60-90 day plan. In the first 30 days, outline the steps you'll take to complete any onboarding or company training. Also, explain your process for getting to know your teammates, and list any immediate goals that can be measured.

In the next 30 days, set realistic goals related to people, processes, and productivity. These goals shouldn't be too detailed. A high-level approach is enough.

The last 30 days are the most important part of your 30-60-90 day plan. It's the section that shows your potential as a long-term employee. Here, list achievements you expect to have accomplished by the three-month mark, and highlight additional goals geared towards exceeding expectations.

You'll need to have a solid idea of what the job entails before creating your 30-60-90 day plan, so make sure to ask good interview questions and use the job description as a guide.

Why Create A 30-60-90 Day Plan For Your Job Interview?Job candidate hands the hiring manager his 30-60-90 day plan during an interview

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Ultimately, a 30-60-90 day plan is a competitive advantage. It's something so few job candidates use that if you bring one to your final interview you'll already have that edge over the other applicants. It could be the reason you get offered the job.

When you present your 30-60-90 day plan to the hiring manager, they'll be extremely impressed by your "go-getter" attitude. They will automatically envision you being successful in the position because you've clearly outlined how you will be. And that will make them much more likely to hire you.

We hope you now have a better idea of what a 30-60-90 day plan is and understand why it's important to have one while interviewing for jobs.

Remember: Not only does bringing a 30-60-90 day plan to your interview boost your chances of getting the job, but it also gives you a solid foundation once you start.

With your 30-60-90 day plan, you know that you and your new boss are on the same page. You can start your job with confidence, knowing you're on the right path to success.

So, what are you waiting for? Write your 30-60-90 day plan today! Once you realize what a game changer it is, you'll never interview without one again.

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This article was originally published at an earlier date.

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I will assume you believe people can make a bigger, faster difference toward success when engaged well and respectfully. No matter what you find on the ground when you arrive to help, people can solve problems faster when treated this way rather than when they are told, pushed, directed, and treated as dispensable.

If you feel people are a means to an end and you don’t value the individual as a human being but rather more as an asset only, then this blog is probably not going to be of help to you.

As part of my work as a business change consultant and coach, I have had the privilege of helping organisations and their teams when projects get into trouble. I call it a privilege because the people I come across on the ground when I arrive are invariable hard working, keen, and really want some help. And they are now confused and uncertain and don’t know how to deal with where they are.

This is an incredibly humbling position to be in. People are in a state of stress and feeling vulnerable; there is usually a strange sense in the air when I arrive, a sort of mix of both loyalty and fear because action has been replaced with dread and bewilderment asking ‘how did we get here’ as realisations hit that the team, function, project or company is suddenly (or so it appears) not where it should be and that consequences may now be serious—both for the company and people on the ground.

As An Example...Team tries to recover a distressed project

Bigstock

A project sponsor, for example, usually calls me in as a kind of last resort. Frustrated by the situation, they decide enough is enough after assessing from afar with a watchful eye that things aren’t going the way they should be. Sometimes the sponsor can be closely linked to the person directly responsible for the situation now in distress.

Most of the time, my arrival into a distressed project is greeted with a kind of hopeful hesitation by those involved. You may find this too if you arrive in a situation, for example, a project where changes are likely, and you are the one recommending and leading those changes (for a time anyway). How long a company took to decide to act to address the distressed situation has major implications for the likelihood of success for your work to get things back on track. You can read '#1 Thing That Breaks Projects (And Is Likely In Your Control)' here about the one big thing that if handled well initially makes a big difference to a project’s ultimate success or failure—and usually this one thing, to a certain extent, is in a company’s control. Worth a read!

This initial situation of a sense of vulnerability particularly, which as I said is what I often find when I first arrive to help with a project in distress, motivates me greatly to get things done in double quick time, to rough out a mud map toward clarity so that both the company and people involved know where they stand and what the likely next steps are. Where possible I try to reassure quickly. If you find yourself in a similar leadership situation responsible for getting things back on track, get things done as quickly as you can. I guess we’d call these quick wins.

So, what are the things that you need to focus on when dealing with a distressed company, team, or project situation?

So, I wanted to share my approach for when I hit the ground in these sorts of project situations, a sort of standard checklist I have in my mind when I first arrive and in the early days. The list is born out of over 25 years of experience and success (and not) and serves me well when it comes to getting a project (or team or function) back on track to clarity and positive momentum.

The very first thing you need to do is you must demonstrate you are ‘hitting the ground fast’ toward helping everything get back on track to clarity and forward momentum.

Note I didn’t say back on track to success. Clarity first. Forward momentum second. Success may be third. Please do note that although success is often the case, there are some situations where the project or the team or the circumstances have been left for too long without care and attention and the situation is almost irretrievable.

If you find yourself inheriting or becoming aware of a distressed project, team, or function, here is what to do in the initial stage. Do it in this order and quickly.

My 6-Point ChecklistChecklist concept

Bigstock

Here is my 6-point checklist that guides my initial entry into a distressed consulting assignment:

  • Define the problem & how it came about. Consult widely and quickly.
  • Define the level of sponsor, senior support for your work. How important to the company is this?
  • Regarding the actual team or function involved, connect with them fast by email, group meeting, and face-to-face or individual Zoom in this order with little time gap between each form of connection.
  • Ask ‘Who else?’ Who else is impacted or impacts this project/situation? Find out. Meet them. Understand.
  • Timing — give yourself 30 days maximum to make inroads and bring things back to clarity if no deadline given.
    • Meet with all key stakeholders regularly, getting the difficult decision over quickly (e.g. reducing headcount) and importantly handle the decision implementation with the dignity of those affected top of mind and informing your approach.
    • No matter what.
    • This is not only the right way to go about this sort of implementation but if this reason alone doesn’t do it for you then remember those left behind in the company after your decision is implemented. That is the remaining team, and colleagues will be watching and will hear about how others were treated and take this as the company’s general approach going forward.
    • This can influence their decision whether to stay on in your company, team, or function. These people are likely your key resources that you need. This makes good business sense.
  • Finally, use this checklist as the basis for a high-level plan to share with all stakeholders so they can see what you are doing and in what order. This builds trust and helps people feel reassured things are progressing forward. Note this plan is not about promising anything. It is about showing there is a structured process to resolution. This will help everyone no matter what the outcomes.
  • As I am called in when usual actions to fix a situation in distress don’t work (or haven’t worked)—even actions like replacing or firing people may have been tried in an attempt to not get this far gone into distress and non-performance, lack of productivity—often there are earlier warnings than the one that led to the phone to me.

    Another way for you to reduce the chances of distressed projects and teams in your company and on your watch is to scan for what I call the early warning signals—signals that triggered your gut feeling in the first place and now demand more investigation.

    Don’t ignore your gut feeling. It is always right. Just sometimes the interpretation of that gut feeling may be off and is what lets you down in the end. So, learn to surround yourself with good factual evidence like impartial data and seek out relevant subject matter experts ideally who are critical thinkers and respectful disagree-ers (you want people who are technically strong not people who are without critical thought) from in and outside the company ideally.

    This information and help from others will help you make sure your interpretation of what your gut feeling is saying is as accurate as possible.

    Then you decide whether you ignore or act on that gut feeling because now you have both data and impartial external input from others you trust and know or seek out that can help you in your decision making. This approach saves me time and continues to serve me well, particularly when it comes to identifying early warning signs well before a situation, team, function or project get into a distressed and difficult situation.

    SummaryProfessional woman looks at documents at work

    Bigstock

    ​If you find yourself appointed to help resolve a distressed work situation, team, or project, use the 6-point checklist as a guide.

    Pay attention to the ‘how’ you go about implementing each step as much as doing each step quickly and effectively. There is more at stake here than meets the eye. If you believe people are the critical resource and central to your organisation’s ongoing health and success, the ‘how’ you handle the implementation to address the distressed work situation is equally important as to the structure and steps in the approach and actually getting it done.

    Good luck. I would love to hear what you think and about your experiences in dealing with distressed situations.

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    Originally posted on: https://www.workitdaily.com/measure-remote-employee-productivity