Many HR teams are able to convincetheir boards that flexible working brings benefits to the business case, butfew know what to do on a day-to-day basis.Performance managementis one of the key areas to consider and one in which HR can take the lead. Itis important to set clear and measurable performance criteria, especially inthe case of flexible working. It also needs to beestablished from the outset how the nature or emphasis of the job may havechanged. Should some of the performance indicators be prioritised slightlydifferently from a competency point of view? Areas such as communication,planning and organising may need to be highlighted as particularly important inorder to achieve the job effectively through a more flexible pattern.If there are any flawsin the processes, flexible working has the potential to magnify them. It willalso be important to develop softer skills, such as interpersonal sensitivityand awareness of morale and motivation.You need to establishregular communication channels as you may have less contact with your teamday-to-day in the office. As a manager of a flexible worker, you may want toensure those processes are happening, perhaps in a more structured way.Communication shouldbe considered not only in terms of objectives, but also in the overall identityand building of the team. If people are working in different ways, you have towork harder at making everyone feel part of the whole. The flexible workerneeds to be accountable. If they are working remotely, or fewer days, thereneeds to be a regular catch-up opportunity, particularly in the early stages. Frequent progressreviews need to take place and the manager must feel he or she is gettingsufficient information and feedback on how that individual is performing,especially as this may not be coming through the more traditional routes. Itmay mean a more creative approach to how and where reviews take place. When youmeet for more operational reasons you may need to put time aside for a generalcatch-up.The individual and themanager should also encourage feedback from peers, clients and subordinates onhow the arrangement is working.HR support should begiven to the manager to encourage creativity in the way they achieve the team’sobjectives to up the dividend offered by flexible working. The line managerneeds to be briefed, supported and acknowledged for the extent to which theyare supporting flexible work. It should be emphasised that this is somethingthe organisation rewards and recognises as a key management skill.By Carol Savage, managingdirector, Flexecutive Performance manage your flexible employeesOn 24 Apr 2001 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed.