Manage employees who do not work in the office

NEW developments in technology mean that many employees no longer work in the office and are no longer in face-to-face contact with their managers and colleagues.

Traditional performance management methods have not been adapted to reflect this and so it can be hard for managers to find their feet.

Karen Luyt from the University of Pretoria, who has studied the impact of “virtual” staff on the role of managers, found that physical distance does not erode trust. Here is some advice for managers:

They must show a willingness to trust their employees to perform. “Managers may feel they are losing control . . . and try to bring in more controls and external monitoring”;

Gavin Olivier, a partner and managing executive at performance agency LRMG, says micro-management is not a solution. “The key is to stay connected through regular interaction and to ensure performance feedback is open and honest . . . Employees need to feel trusted to have the flexibility to work”;

Feedback, says Olivier, is crucial. Workers need to keep their managers informed and copied on discussions and e-mails to reinforce trust;

When employees do not play by the rules, there is a loss of trust, which tends to lead to micro-management, says Luyt. Trust must be rebuilt so the working relationship can be repaired; and

Whatever the nature of the relationship, however, ideally there should be more trust than control, says Luyt. “If the employee is given the freedom to deliver autonomously, the manager is able to build trust through good relationships and staying involved. The individuals, in turn, are transparent about their actions and deliver on time.”