Managing the Performance of Teleworkers

1. Managing the Performance of Teleworkers Barbara Colchao Team Leader Program and Policy Development U.S. Office of Personnel Management Performance Management and Incentive Awards

2. Managing Teleworkers • Good News-- • Manage all employees the same way • Bad News-- • Some do not manage employees well now • Solution-- • Develop good management skills for all managers/supervisors U.S. Office of Personnel Management Performance Management and Incentive Awards

3. Set the Stage for Telework • Select the right jobs/tasks • Select the right people • Select the right managers (or train them) U.S. Office of Personnel Management Performance Management and Incentive Awards

4. Performance Management Tools • Performance management processes help supervisors manage teleworkers by: • planning work and setting expectations, • continually monitoring performance, • developing the capacity to perform, • periodically rating performance in a summary fashion, and • rewarding good performance. U.S. Office of Personnel Management Performance Management and Incentive Awards

5. Planning • Set clear goals, objectives, and priorities • Spell out simply what is expected of all employees • Determine how much work can be done and how well it needs to be done • Agree on measures to be used • Establish precise work plans and schedules • Identify tasks that can be done offsite U.S. Office of Personnel Management Performance Management and Incentive Awards

6. Monitoring • Provide clear feedback and coaching • Increase phone and email communication • Check work progress frequently • Listen carefully to what is said and what is not said • Look for results: milestones, summaries, progress reports, drafts, etc. • Trust but confirm U.S. Office of Personnel Management Performance Management and Incentive Awards

7. Developing • Provide adequate equipment • Provide access to resources equal to those onsite • Encourage self-development and new skills • Encourage strong work independence U.S. Office of Personnel Management Performance Management and Incentive Awards

8. Rating • Use results-oriented performance plans • A Handbook for Measuring Employee Performance • No need for special elements and standards • Treat all work the same (onsite and offsite) U.S. Office of Personnel Management Performance Management and Incentive Awards

9. Rewarding • Be consistent and timely • Reward results • Encourage participation in group events • Attention can be its own reward • Do not ignore the non-performer U.S. Office of Personnel Management Performance Management and Incentive Awards

10. Workplace Realities • Supervisors do not watch employees all the time • Supervisor-employee trust is essential to effective, successful organizations • Mindset and attitude are paramount • IT support is critical • Well-established, effective performance management practices are key U.S. Office of Personnel Management Performance Management and Incentive Awards

11. Referral Bonuses U.S. Office of Personnel Management Performance Management and Incentive Awards

12. Using Referral Bonuses • Guidelines • Establishing Criteria • Tips and Reminders U.S. Office of Personnel Management Performance Management and Incentive Awards

13. Guidelines • Uses the general awards authority • Not the same as Recruitment Bonus • Does not violate 18 U.S.C. 211 • Prohibitions • Recruitment is part of official duties • Selecting official or in chain of command • Relative as listed in 5 U.S.C. 3110(a)(3) • Reporting to CPDF (NOAC 848, 846 for time-off awards) U.S. Office of Personnel Management Performance Management and Incentive Awards

14. Establishing Criteria • WHO: Which employees can and cannot receive a referral bonus? • WHAT: What form should the award take and what size should it be? • HOW: When does the employee get the award? Should it be given all at once or in installments? • WHEN: What has to happen before an employee gets an award? Are there specific requirements that the new appointee must meet? • WHERE: Where do you track who made the referral and whether all the criteria are met? U.S. Office of Personnel Management Performance Management and Incentive Awards

15. Tips and Reminders • Not mandatory part of awards program • Use where and when needed • Stop when no longer needed • Stop if they don’t improve hiring • Like all awards, not an entitlement • Make criteria complete and specific • Evaluate and revise as appropriate • Make sure results justify expense U.S. Office of Personnel Management Performance Management and Incentive Awards