PREVIOUS:Getting Organized NEXT:Delegation UP:Table of Contents
Objectives
While the Telecenter is very similar to the traditional work place, you should be aware of the subtle differences in the Telecenter environment which might have an impact on your telecommuter's performance. This section provides you with information on developing and reviewing work objectives.
Objectives
Managing by objectives is a process that helps a telemanager track a telecommuter's performance as well as document what the telecommuter accomplishes on a regularly-scheduled basis. The process can be complex or simple.
Setting objectives is usually a process which requires input from the employee as well as the telemanager. It is not uncommon for the employee and the telemanager to negotiate objectives together. Taking into account both the supervisor's and the employee's points of view ensures that realistic objectives are set. The objectives process is a tool that can be used to communicate expectations and realistic achievements between the telemanager and employee. It should also help the telecommuter become better organized.
STEPS FOR SETTING OBJECTIVES
Managing by objectives is a three step system: first, job responsibilities (or a job description) are reviewed and analyzed; next, objectives are determined and a time frame established for completion; and last, a review is conducted to determine if the targets were achieved, and if not, why not.
JOB RESPONSIBILITIES
First, identify the telecommuter's job responsibilities. Start by using the job description for the telecommuter's position. Divide the job responsibilities into three categories: knowledge required, skills required, and employee traits. Refer to Exercise #1 in the "Hands-On Approach" chapter.
SETTING OBJECTIVES AND DELIVERABLES
Once the responsibilities are identified, determine what tasks should be done to accomplish the job. This is the process of developing objectives. Objectives are simply "what needs to be done." You may want to set the telecommuter's objectives for a week at a time, a month at a time or even for a quarter of a year. It is important to work with your telecommuter in developing job responsibilities and objectives. A recommended way of using these exercises is for you to fill out a set of worksheets and then ask your telecommuter to fill out a set of the same worksheets. Next compare the two. It will be enlightening for both of you to compare the similarities as well as the differences. Once you have compared notes, combine the two and negotiate exactly what will be expected of the telecommuter during a specific time frame. See Figure 1, "The Managing by Objectives Process." Deliverables are the actual work or end result the telecommuter agrees to produce. It is possible that the telecommuter will not be able to work on everything that is outlined in his/her job responsibility's description during a particular objective-setting period. Reasonable time frames for completion of the deliverables should be scheduled. Refer to Exercise #2 in the "Hands-On Approach" chapter.
STATUS REPORTS
If you establish monthly objectives or quarterly objectives for the telecommuter, consider having the telecommuter prepare a status report once a week (for monthly objectives), or once a month (for quarterly objectives). This will also help the telecommuter communicate his/her accomplishments for the review. Sometimes it is difficult for the telecommuter and the telemanager to remember what was accomplished at the beginning of the month, or even three months ago! A status report will help you track the telecommuter's progress.
REVIEW
Last, you and your telecommuter should review the objectives from time to time. It is impossible to know if the telecommuter has been successful unless there is a review process in place. The review step builds upon the job responsibilities and the objective-setting exercises. Usually the review process is conducted by the telemanager. However, in today's self-managed environment, more and more supervisors are asking employees to rate themselves. The telecommuter may also be responsible for the review step. Sometimes the employee rates himself/herself and submits the rating to the supervisor for discussion.
Once clear and detailed deliverables and a time frame for completion have been identified, the review process becomes a matter of indicating whether or not the deliverable was met. There are, however, times when extenuating circumstances prevent the deliverable from being accomplished. When that occurs, the extenuating circumstance must be taken into consideration and the deliverable should be re-established with a new time frame. When the deliverable has been met, is on time, and the quality is satisfactory, then the telecommuter has been successful! Figure 2 shows how the cycle of objective-setting works. Refer to Exercise #3 in the "Hands-On Approach" chapter.
TEAM WORK
Some groups that work as a team set team objectives for everyone on the team once a year. In this circumstance, an individual employee does not have to develop objectives and deliverables. The work group you supervise may have an annual business plan or mission statement that spells out what is expected of the group. It then becomes a process of determining where the telecommuter fits into the business plan or mission statement and identifying the telecommuter's responsibilities for the group's deliverables.
KEEP IT UP
The first couple of times you use the managing by objectives process it may seem overwhelming. But once you have defined the telecommuter's job responsibilities and gained some experience in writing objectives and reviewing the deliverables, it becomes easier. Most telecommuters find that this is a great method of communicating their progress and status reports to their telemanager. This process facilitates clear communication between the employee and telemanager because the employee understands what is expected of him/her and the telemanager has a clear idea of what is being accomplished.
PREVIOUS:Getting Organized NEXT:Delegation UP:Table of Contents