Leading Hybrid and Remote Teams by Gleb Tsipursky

Either approves the employee’s self-evaluation or suggests they discuss it at the weekly meetingĭuring the check-in meeting, the team leader and member discuss anything that needs to be clarified from the report.

Approving or suggesting revisions to the employee’s plans for next week.

Assessing their professional growth against previously-set goals for the quarter.

Evaluating how the team member addressed any challenges remaining from the past week, as well as new ones arising this week.

Comparing and assessing the accomplishments for this week against the plan from the prior week.

The supervisor then responds to the report in writing at least two hours before the meeting.

Their plans for next week’s top three accomplishments, addressing challenges, professional growth, and any other relevant plans for next week.

A numerical self-evaluation of their performance for the week on all of these areas, typically on a range of 0 to 4 (0 = greatly below expectation, 1 = somewhat below expectations, 2 = meeting expectations, 3 = somewhat exceeding expectations, 4 = greatly exceeding expectations).

Measures to improve professional development against goals that the employee agreed to with the team leader on the quarterly review.

Measures to address these challenges and future plans in similar scenarios.

Challenges experienced in achieving their goals for the week.

Top three to five individual or collaborative task accomplishments for the past week, compared to what they planned to accomplish.24 hours before each meeting, the employee submits a concise report, containing: The weekly performance evaluation takes place during brief check-in and review meetings of 15-30 minutes of each team member with their team leader. Brief performance evaluations for hybrid and remote teams Some also added an occasional 360-degree evaluation component by one’s teammates and other stakeholders once every month or couple of months. The companies I helped guide through this transition to the future of work shifted to regular, usually weekly or at least every two weeks, performance evaluations of team members by team leaders. To allay these concerns, employee performance evaluation systems need to stop relying on time worked. This has led to employees focusing more on “time logged on” rather than their actual contribution to the company.Īs survey responses show, many employees and top leaders feel concerned about the possibility of hybrid and remote work undermining their career growth. Too many managers and companies still rely on ‘time in the office’ as a primary measure of evaluating performance.

Performance evaluation in the ‘new normal’ Leaders need to benchmark to best practices on performance evaluation for hybrid and remote team management in our new normal.

Leading Hybrid and Remote Teams by Gleb Tsipursky