I know we’re all tired of hearing this, but COVID-19 has immensely changed our lifestyles and forced many of us to work from home. In my case, some of my staff have been working remotely even before the pandemic. Although our adjustments weren’t as drastic as traditional firms, the continuing effects of coronavirus have posed several challenges that even we weren’t able to avoid.
It’s been difficult to manage employees in the era of remote working. There are times when some of them tend to underperform in their tasks. Underperformance is one of the things that I’ve struggled with in the virtual workplace. I’m sure this is a common issue, but I’ve learned that you don’t always have to resort to suspension or termination.
Here are some tips on how to manage an underperformer virtually:
1) Review existing performance management policies and processes
First things first, you wouldn’t know what to solve if you aren’t aware of the current systems that might possibly contribute to the underperformance of your employees. Don’t fix what’s not broken. Identify the problematic points in your performance-management policies.
The pivotal point here is whether or not these policies and processes were placed before the pandemic, or are new, which could be deemed by your employees as based on remote work conditions. Should it be the former case, then it’s highly vital that new rules be crafted to fit the current needs of your business and employees.
As mentioned, a lot of my staff have already been working remotely pre-pandemic, but we’ve still had to craft new rules in the workplace because unlike before, we’re not free to call for face-to-face meetings, deal personally with clients, or even plan events outside the confines of our homes whenever the need arises. With the added restrictions, anxiety brought about by the pandemic, and the varying concerns of my staff, I’ve had to adapt and update the existing policies and processes that we had.
2) Set clear expectations
This is connected to the first point. Just like in any other relationships, communication is key. And yes, I know it’s been difficult to communicate because of our inability to speak with other people in person. Thus, it’s very important to lay down our expectations based on the policies that we’ve established. It’d be helpful to list them down, and show them how these small, yet concrete expectations all add up when it comes to achieving your company’s goals.
I remember when I was in the university, our professors would ask us on the first day of class about our expectations, “What are your expectations on the subjects? Your professors? Your classmates?” Boring! Or so I thought. I never really understood the point of all this, and it was more of a speaking moment that I’d always want to get over with. But starting my own businesses has made me realise its use, and it’s been very helpful – both for me and my staff.
3) Evaluate performance based on results, not physical presence
Unlike the setup pre-pandemic, it’s now been challenging to keep tabs on your employees. Sometimes, they might struggle to be physically present during remote meetings. However, you should change your perspective and not base your assessment on their physical presence, but rather on the results that they produce in the conduct of their tasks.
As stated by Laurel Farrer, CEO of Distribute Consulting and founder of the Remote Work Association, remote work in the COVID-19 era levels the playing field for employee performance.
Results-based supervision shows that employees who managers previously thought were top performers are actually not as strong as those with lower profiles in the workplace. Interesting, right?
I think that the pandemic is an opportunity to see the different strengths and hidden qualities of our staff. But this is only possible if we’re willing to change our perspective and appreciate their efforts, even though they may not be presented in a way that we’ve been used to.
4) Manage how you give feedback and ask how you can support them
They say this is the time for us to be more compassionate than ever – and I couldn’t agree more. The pandemic has hit us in various ways, and although we may all be in the same stormy waters, we’re definitely not placed in the same boat.
Some of our staff may already be drowning and overwhelmed with their problems and consequently, might handle feedback in a defensive or brutal manner. It’s important to empathise with them and craft feedback in a way that they can understand. Empower them, so that they can tell you what they’re struggling with.
Afterwards, ask how you can be of help. Questions like, “How can I support you? Would you need financial, emotional, or any kind of help?” can go a long way.
5) Use termination as a last resort
Now let’s be real here. When you’ve done all that you could and their performance hasn’t improved even by an inch, then there’s no other way but to terminate their services. Even though it may be difficult to come to terms with the fact that you’d be dismissing an employee in the midst of a pandemic, retaining them can bring everyone down as they might become toxic to their teams.
It’s also important to seek the help of HR, as they would know all the nooks and crannies of making huge decisions like these in the COVID era. Just remember to take this as a last resort, and exhaust all means possible, so that at the end of the day, you can say that you’ve truly done your best to help and fix the situation. Also, make sure to craft this in the best way possible and offer assistance so that they may be able to transition easily.
To your success,
Mario
[Visit www.mariosingh.com now to enjoy a FREE e-book of my latest “37 Essential Principles for Massive Success” when you subscribe!]
