YHRemWkgandPerfManCi pfaOct03

Remote Working and Performance Management: 

Remote Working and Performance Management IPF SOCITM Yorks and Humber, 23 Oct 2003 Peter Eckersley CIPFA e-Government Forum

Issues to look at: 

Issues to look at Issues in remote working Understanding performance management Objective setting procedures Performance measurement IPF

What is remote working?: 

What is remote working? BT Workstyles IPF

Slide4: 

IPF Spatial constraints Temporal constraints Spatial flexibility Temporal flexibility Flexible hours Part-time working Job sharing Term-time working Autonomous home/mixed-site worker Zero flexibility in where and when to work Employees tied to organisational routines Fixed hours home-worker Telecentre based employees

Flexible working modes are not mutually exclusive: 

Flexible working modes are not mutually exclusive Mobile working Hot-desking Teleworking …quite the opposite IPF

Why do we want it?: 

Why do we want it? Recruitment and retention Reduced sickness absence • Asset management • Corporate environmental objectives • Corporate objectives to employ more disabled people • More contented staff • Funding (Partnership at Work, Challenge Fund) IPF Improve organisational performance

Work-life balance: 

Work-life balance Replacing a senior manager can cost up to £40k Stress-related absenteeism costs UK industry £7.1m every week 19% of men have visited their GP because of stress 72% of highly stressed workers aren’t able to work flexibly If you can’t accommodate an employee’s desired work pattern, they might look for someone else who can! Source: DTI IPF

Married and cohabiting couples of working age with dependent children: 

Married and cohabiting couples of working age with dependent children Source: ONS IPF Two earners One earner No earners

Some public sector organisations are already catching on…: 

LB Hillingdon Cambridgeshire County Council Telford and Wrekin BC LB Merton South Oxfordshire DC Inland Revenue Cabinet Office Some public sector organisations are already catching on… IPF

Mobile Workforce Examples: 

Mobile Workforce Examples IPF LogicaCMG

Slide11: 

Practicing what we preach IPF Property Division IPF

5 key issues: 

5 key issues IPF

Issue no. 1:: 

IPF I can’t see what you’re doing Issue no. 1: Dealing with the sceptics Whilst also…

Slide14: 

Ensuring things get done Issue no. 2: But more importantly… IPF Issue no. 3: Improving performance, because remote work is not an end in itself

Evidence on Efficiency: 

Evidence on Efficiency Productivity & performance do improve Gains vary from case to case: can be 5-20% Improved throughput, accuracy and service quality But control data is needed Also need to disentangle the ‘longer hours’ effect Factors behind this are: reduced distractions less stressed/fatigued Non-work issues handled more effectively IPF (Hopkinson & James, EU SUSTEL Project)

Slide16: 

Improvement of and through remote working Therefore, Issue no. 4: IPF …which requires Issue no. 5: Meaningful performance measurements

Slide17: 

IPF Why aren’t you working? I didn’t see you coming Goodbye to visual proxies

Goals and targets cascade from the top: 

Goals and targets cascade from the top IPF Goals Targets Goals Targets Goals Targets

Slide19: 

Inputs Work processes Outputs Outcomes Resources Results that help fulfil business objectives & corporate strategy Time & money required to procure inputs Economy measures Are we maximising the value for money of inputs? Efficiency measures Are we productive in use of inputs? Do outputs meet quality standards? Effectiveness measures Do our outputs meet business needs, and help fulfil policies and strategies? IPF

But where and when does management and control take place?: 

Work processes Inputs Outputs Selection Training Socialisation Surveillance Guidelines Procedures Bonuses Commission Promotion But where and when does management and control take place? IPF x

Slide21: 

Need to balance ‘Control’ Autonomy Direct - review meetings - quality checks - operating procedures bonuses & incentives Indirect - organisation culture - group pressures - career opportunities - training - appraisals IPF

Measurement and Management- 3 key principles: 

Measurement and Management - 3 key principles • You can’t manage what you can’t measure • You don’t measure what ‘doesn’t matter’ • Your measurement mode must be manageable IPF

Objectives and Outputs in remote work7 key questions on their measurement and management: 

Objectives and Outputs in remote work 7 key questions on their measurement and management How will employees be involved in objective and target setting? To gain their commitment To solicit their views and inputs What outputs do we want to see? By type and volume; by given dates or time periods Reflecting efficiency and effectiveness What objectives and targets should be linked to these? Do employees have the skills & resources needed? IPF

Objectives and Outputs in remote work7 key questions on their measurement and management: 

How should we measure delivery? Which objective (quantitative) metrics be used? Which subjective ones are needed? When should measurement take place? Who should collect the data, and who review it? What incentives/sanctions will best encourage fulfilment? How should these be linked to achievement? Do they take account of ‘extraneous’ influences on output? Are they balanced by team/business unit incentives? IPF Objectives and Outputs in remote work 7 key questions on their measurement and management

Make sure you use SMART Targets: 

Make sure you use SMART Targets That help to clarify objectives Focus attention on delivering what matters And are: Specific Measurable Achievable Relevant Timed IPF

Slide26: 

Hunkered down Stuck in familiar routines, with little support for innovation and improvement Powered up and flexible Able to choose and use environments & tools most suited to tasks and processes Fired-up but frustrated Free to work flexibly, but lack the to infrastructure to do it Caged but capable Have the tools, but need greater flexibility to improve and develop Enabling and empowering employees Enablement (via training, advanced IT, office facilities etc) Empowerment (Authority to work flexibly, with freedom over, content, time and place of work) High Low High (Adapted from Barner, 1994) IPF

In summary: 

In summary Focus on products, not process The nature and quality of outputs (and outcomes)   Timeliness and rate of production Provide a clear understanding of: What should be done (and how) When Why and To what standards Ensure that employees have the requisite: Time Resources and Skills IPF

peter.eckersley@ipf.co.uk: 

peter.eckersley@ipf.co.uk Peter Eckersley CIPFA e-Government Forum www.ipf.co.uk/egov 0191 213 6842 IPF