OPM.gov / Telework / Managing Teleworkers / Results-Oriented Management

# Results-Oriented Management

It is important to note that performance standards for teleworking employees must be the same as performance standards for non-teleworking employees. Management expectations for performance should be clearly addressed in the employee's performance plan, and the performance plan should be reviewed to ensure the standards do not create inequities or inconsistencies between teleworking and non-teleworking employees. Like non-teleworking employees, teleworkers are held accountable for the results they produce. Good performance management techniques practiced by the manager will mean a smoother, easier transition to a telework environment.  Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.  For more information, visit OPM's Performance Management page

A results-oriented performance culture system focuses on having a diverse, results-oriented, high-performing workforce, as well as a performance management system that effectively plans, monitors, develops, rates, and rewards employee performance.  In a telework environment, managing by results and not by physical presence becomes even more critical.  Managers should establish a clear definition of objectives and performance indicators, and ensure close monitoring of those indicators.  For more information, visit OPM's Performance Culture page.

In addition to guidance issued by OPM, managers may also benefit from a tool developed by the Arizona State Telework Program that suggests the following RESULTS steps:  
        - R eview current job tasks and responsibilities.
        - E stablish measurable outcomes and deliverables.
        - S pecify who receives or monitors the outcomes and deliverables, and when interim checkpoints and due dates will occur.
        - U se language that avoids subjectivity, vagueness and interpretation. Be clear and specific to avoid misunderstanding about what is required.
        - L ink outcomes and deliverables to organizational goals. It is important that employees understand the importance of our work functions in relationship to the organization’s goals, mission, products and services.
        - T rack performance results. Tracking results allows you to compare from review period to review period how you are doing.
        - S chedule ongoing evaluation and revise as necessary. This applies to both ongoing, formal evaluation of your job performance and the results-oriented management process.  Make changes to each of these as appropriate.

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