One of the more difficult aspects of being a manager is conducting performance reviews. And if you use a remote format to evaluate employees who report to you, the situation can be even more difficult and delicate. Being in a different location than the person you are reviewing can create problems unique to virtual performance reviews and therefore require special strategies to maximize the effectiveness of reviews in a remote environment.
For guidance, Remote.co reached out to Tonya Tiggett, founder of the leadership development and consulting firm Tiggett & Co., for her tips. Tiggett’s four-person team works remotely, and her company specializes in workshops that provide tools and strategies to large companies, specifically to prepare female employees through effective and engaging performance discussions that will lead to greater opportunities, visibility, higher pay and promotions. About 40% of Tiggett participants are managers, and almost all of them have a remote team.
Tiggett shared the following tips for managers host an engaging virtual performance discussion.
Let me know
The first step recommended by Tiggett is communicate clearly with employees what the results discussion and process will look like well before the virtual meeting.
She explained that this is especially important because some of your direct reports may be new to their careers or this may be their first time having this type of conversation with you.
“Even your most experienced people can benefit from you clear expectations about what the review process will look likeTigget said. “Preparing employees for timelines, the information they need to provide before the review, knowing who will be present during the review, what the next steps will be once the review is completed (schedules for pay increases, promotions, or performance improvement plans) will make the process much smoother for everyone and set the tone for a thoughtful, organized and transparent experience.
Ensure privacy
Another introduction to delving into the essence of a remote meeting is to create the equivalent of a private conference room from two locations. Tiggett advised these managers reassure employees by knowing who is in the room with them— if anyone — while encouraging them to be in a room or space without distractions or background noise.
“Ask them to be in a place where no one else is present to avoid the risk that another employee may overhear discussions about confidential information,” Tiggett added. “This also includes family members who may be a distraction.”
Finally, she said that while you can’t control who can overhear another person’s discussion, you can gently remind the employee that the information you will be reviewing is confidential.
Be on camera
Once Video conference begins to mark the beginning of your virtual performance review, be sure to ask all participants to turn on their cameras. While turning on a video camera may seem obvious for a discussion as important as a performance review, Tiggett was surprised by the number of people – including managers – who would prefer to hide behind a blank screen.
“This is the most important discussion for your direct report of the year, other than getting the job, and it’s a way to keep you both connected,” Tiggett said. “Being visible helps you both read body language This will be important in interpreting the information exchanged and expressed.”
The founder noticed that it is possible see and understand subtle signals and cues in body languagesuch as facial expressions, hand gestures and posture, is a key part of emotional intelligence and also shows interest in the other person. “It’s a professional courtesy in this particular work context,” Tiggett said.
Share screen
Not only should you be visible to the employees being assessed during the virtual assessmentbut the data you are talking about should be like that too.
“For reports, charts, graphs or systems where performance information is archived and you will be referencing it, make sure your employee can see what you are talking about on the screen,” Tiggett said. “This will help eliminate confusion and ensure they can follow them as closely as possible, even if they are far away.”
Ask for more than data – ask for the F-word
How will you share detailed information about the employee’s performanceremember not to base your entire meeting on data.
“Everyone has to deal with numbers, and yet if you focus only on that, you run the risk of missing important and key details that serve as business intelligence in the form of talent engagement and talent retention for you as a manager,” Tiggett explained.
She emphasized it The “F word” – feelings – has its place in performance appraisal. With this in mind, she suggested that managers ask their employees how they got the numbers to look the way they do, what hurdles and obstacles they encountered along the way (which demonstrates their problem-solving ability), and what they think what are they doing. they present themselves during the performance review.
“Someone who expresses their opinion about the result will discover additional details about their skills that will help you discover hidden talents,” Tiggett said. “These questions will effectively engage them if you ask them with genuine curiosity, and they will help you get to know your employees better to build relationships and, ideally, trust.”
Optimize your remote performance reviews
When to do this, there are unique issues to consider conducting a virtual assessment of the remote employee’s performance. By following the strategies above, you’ll ensure engaging and productive annual reviews for your remote team members.
For more remote team management best practices, check out how other remote managers are adapting their management techniques to succeed in a remote work environment!