Performance and accountability

Remote performance should be managed through agreed outcomes and evidence, not visibility or intuition. A simple system of balanced measures, one-on-ones and quality review gives employees clarity and managers an early view of problems.

Choose a small set of measures that together reflect good work. Include volume or activity, quality and timeliness; add customer or commercial outcomes where the employee can influence them.

Avoid measures that reward the wrong behaviour. Establish targets using role requirements, reliable benchmarks and a realistic ramp-up. Show employees the same dashboard their manager sees.

Use a consistent agenda: results, successes, blockers, support required, two-way feedback and development. Let the employee speak first, keep brief notes and follow through on the manager’s commitments.

The meeting should not be only a status update. It is the place to resolve uncertainty early and maintain the working relationship behind the numbers.

Sample work more frequently during onboarding and reduce the frequency as performance becomes stable. Use a documented checklist or rubric so the standard is visible and consistently applied.

Where several people perform similar work, review examples together to align judgement. Present quality review as coaching and risk control rather than surveillance.

Make recognition prompt, specific and proportionate. Explain what the person did well and the value it created. Share appropriate praise in team meetings, company updates or customer feedback.

Use rewards fairly and consistently. Everyday recognition matters more than occasional gestures that are disconnected from contribution.

Raise a pattern within a reasonable period rather than waiting for a formal review. Compare the result with the agreed standard, ask what is contributing to the gap and consider clarity, training, workload, systems and personal circumstances.

Agree specific actions, support and review dates, and document the conversation. Involve the partner’s HR team before the matter becomes formal so the process is fair and compliant.

Complete a structured review at the relevant probation point and at least annually, or more often if the role requires it. Cover results, behaviours, strengths, development and goals, and ask the employee to self-assess.

Keep salary review criteria transparent and distinguish performance, market and statutory considerations. Confirm current requirements and market information with the partner rather than promising a particular outcome in advance.