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the Directorate General for Enterprise,
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telecommuting allows for an increase in production
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and productivity of between 5 and 30%.
00:00:18
This is confirmed by remote workers.
00:00:21
the study conducted by Workopollis states
00:00:24
that 90% of workers believe that telecommuting
00:00:28
allows them to be more productive.
00:00:31
reduced productivity and lower performance of telecommuters
00:00:35
remains a fear among remote managers.
00:00:38
As previously mentioned,
00:00:40
remote managers have little information on
00:00:42
the work efficiency of their telecommuters.
00:00:45
This forces the manager
00:00:47
to let go of old fashioned control and dare to give more autonomy.
00:00:52
Focus on defining clear objectives
00:00:55
and motivating telecommuters to achieve them.
00:00:59
A just performance monitoring methods.
00:01:03
is what many companies had to do
00:01:05
by daring to decentralize decision making.
00:01:08
Faced with the widespread confinement,
00:01:11
managers and their teams had to devise
00:01:14
their own organizational and collaborative methods.
00:01:19
everyone's productivity was more effective than companies had imagined.
00:01:23
the telecommuting agreements that followed.
00:01:26
Under normal circumstances,
00:01:28
the implementation of extensive telecommuting would have been
00:01:32
prepared over a long period of time,
00:01:34
then tested on a pilot team,
00:01:38
and finally the change would be rolled out across the
00:01:40
board with a large number of rules and procedures.
00:01:44
Thanks to the crisis,
00:01:46
everything was turned upside down.
00:01:48
We first had to change,
00:01:50
then make adjustments based on practical experiences,
00:01:54
and finally draw up the rules and best
00:01:56
practices to keep performance at the highest level,
00:02:00
and able to predict,
00:02:04
we had to embrace change.
00:02:06
And in our new VUCA
00:02:13
and ambiguous world,
00:02:15
a world of rapid transformation and fast-paced technology,
00:02:19
this method of quickly embracing change will inevitably
00:02:23
be repeated on a small and medium scale.
00:02:30
This way of doing things based on hands-on experiences
00:02:34
puts employees back on the front line of change,
00:02:38
moving their experience-based feedbacks,
00:02:43
closer to the decision making process.
00:02:46
Rather than applying standardized solutions proposed by the company,
00:02:52
managers have adapted heroically,
00:02:55
to each situation
00:02:57
so as to be able to act at the right time and in the right way.
00:03:01
They made it easier for teams to adapt to change
00:03:05
and helped them learn from it for appropriate adjustment.
00:03:09
Some managers have had the courage to decentralize
00:03:13
decision making to their teams during the pandemic
00:03:16
by sharing their leadership with them.
00:03:18
Given that the employees were in the best position to
00:03:22
know what was good for them and the company,
00:03:25
they were allowed to make decisions freely at their level
00:03:28
without hierarchical validation,
00:03:31
provided that they had sought the opinion and obtained the
00:03:34
agreement of the actors concerned with the solution or idea.
00:03:41
and employees all jumped as best they could into the world of agility.
00:03:46
And this agility requires a lot of trust
00:03:49
and a lot of letting go.
00:03:51
Management used to be about forecasting and managing,
00:03:55
but now it's more about facilitating and letting go,
00:03:59
as Francis Boyer says on his wonderful managerial innovations blog,
00:04:03
unable to observe the execution of work,
00:04:07
many managers have been forced to let go
00:04:09
and to offer more freedom in the organization of work.
00:04:13
This empowerment has made it possible.
00:04:15
For employees to be more responsible for their own development and performance.
00:04:20
Facilitating and letting go
00:04:22
means breaking away from micromanagement
00:04:25
in favor of more freedom
00:04:26
in the workplace,
00:04:28
more freedom in the pace of work,
00:04:30
and on the work methods.
00:04:32
It is to switch from directive management to facilitation management,
00:04:37
from centralized authority to shared authority,
00:04:41
from predictive planning to experimentation and adaptation,
00:04:46
from work measurement based on hours and volume of work
00:04:50
to value and impact based work measurement.
00:04:53
Companies such as Semco in Brazil and Sol in Finland now allow
00:04:58
their employees to come to work when and how they want,
00:05:01
as long as the results are achieved.
00:05:03
WL Gore offer their new recruits the opportunity
00:05:07
to choose the project they would like.
00:05:09
at Favy and Chroniflex,
00:05:12
the teams are free to work as they see fit,
00:05:15
as long as it is beneficial to the company and consistent with its vision and values.
00:05:20
Let's return to the initial question of performance management.
00:05:24
How do we ensure performance?
00:05:27
Once a manager has made sure that objectives decided together are smart,
00:05:36
And that the employees have the means and resources to meet these objectives,
00:05:42
a conducive work environment,
00:05:45
then productivity is assured.
00:05:48
The manager is responsible
00:05:50
for simplifying,
00:05:51
facilitating and making the telecommuter's work more fluid
00:05:56
through communication,
00:05:58
team collaboration,
00:05:59
vision and trust,
00:06:01
simplifying the provision of the
00:06:03
necessary technological tools for communication,
00:06:07
project management and reporting.
00:06:10
Being attentive to the needs of employees,
00:06:13
what they need to be efficient,
00:06:15
each telecommuter is unique.
00:06:18
Some will require more training
00:06:20
and to acquire more competencies.
00:06:22
Others will need help with organization and time management.
00:06:26
Some will need more communication and feedback.
00:06:30
let's talk about motivation.
00:06:32
Distance can easily lower the motivation of the
00:06:35
remote employee and impact his or her performance.
00:06:39
It's up to the manager to be very vigilant on this point
00:06:43
and to know the main drivers of motivation for the telecommuter.
00:06:47
Is it to learn and grow,
00:06:49
to have projects in line with their personality and interests,
00:06:52
the need for more autonomy,
00:06:54
or to know the vision and feel that the goals are shared?
00:06:57
Remote management requires focusing on people,
00:07:01
their competencies,
00:07:02
their motivation,
00:07:03
and their development and results.
00:07:07
and results rather than activity or hours worked.
00:07:13
former HR director at Orange,
00:07:15
describes a new management approach,
00:07:18
delivery-based management.
00:07:20
It differs from the old command and control performance management.
00:07:25
Delivery based management proposes a new type of relationship
00:07:29
between managers and employees
00:07:31
based more on trust and responsibility,
00:07:34
since the commitment is to deliver a service within a certain time frame.
00:07:40
This is the ongoing transformation of management
00:07:43
and not only remote management.
00:07:46
We have discussed smart objectives,
00:07:53
Thus formulated,
00:07:55
these objectives can be easily monitored even from a distance.
00:07:59
The M in the smart acronym
00:08:02
that is the measurability of the achievement of objectives is
00:08:06
one of the key elements of management by objectives.
00:08:10
How will I know that I have attained my objective?
00:08:13
How can the manager confirm that their employees,
00:08:17
who are moreover at a distance,
00:08:19
have attained their objectives?
00:08:21
How can I measure performance?
00:08:23
Many companies say row,
00:08:25
results only work environment.
00:08:28
Companies whose work environments are focused solely on results,
00:08:33
they measure performance by setting KPIs,
00:08:36
key performance indicators or OKR.
00:08:41
The OR is a management system that sets objectives
00:08:46
and then breaks them down into key results.
00:08:49
Several companies such as Intel,
00:08:52
and Google define OKRs with all their employees.
00:08:57
The objectives provide the qualitative goal to
00:09:00
be achieved within a given time frame.
00:09:03
Overall objectives are often established first by management,
00:09:07
subsequently descending and becoming clearer down the pyramid.
00:09:11
Here is an example of an annual objective
00:09:14
Increase the number of stores by 20%.
00:09:17
Key results are measurable indicators of the achievement of the objective
00:09:22
and answer the question how.
00:09:24
Do we achieve the objective.
00:09:26
In this example,
00:09:28
select 40 potential new franchisees by March,
00:09:32
train 30 by June,
00:09:34
sign contracts for 25 by September,
00:09:37
Open 20 stores by December.
00:09:39
It's common practice to define 3 to 5
00:09:43
key quarterly results per objective.
00:09:46
Another example of a quarterly objective
00:09:49
is improve customer satisfaction with 5 key results.
00:09:56
a net promoter score greater than 8.
00:09:59
Get 1000 responses to our annual satisfaction survey.
00:10:04
Conduct 50 telephone interviews with the best customers.
00:10:08
Conduct 15 telephone interviews with our recent clients.
00:10:12
Present an action plan of 10 improvements for the next quarter.
00:10:16
The objectives are public,
00:10:19
and determined at all hierarchical levels.
00:10:22
Each department will have its own OKRs.
00:10:26
each individual will have their quarterly OKRs.
00:10:29
Google workers name the OR's stretch targets.
00:10:33
These objectives or targets should take employees out of their
00:10:37
comfort zone and push them to accomplish things they haven't before
00:10:41
or didn't even imagine possible
00:10:44
The standard to be achieved in this context is 70% of the target.
00:10:50
If 100% is regularly achieved,
00:10:53
it may be these targets aren't ambitious enough.
00:10:57
once they have achieved their OK Rs,
00:11:00
Google workers can spend 20% of their time on projects of their choice,
00:11:05
including personal initiatives.
00:11:07
This means they are strictly speaking,
00:11:09
not paid by the hours worked.
00:11:12
Employees and managers monitor the OKRs regularly,
00:11:16
not just quarterly,
00:11:17
and readjust them if necessary.
00:11:20
Let us go one step further past OR's.
00:11:24
Maurice Lefeve in his blog Go Pirate details the steps involved in
00:11:29
moving from an organizational model based on volume and hours of work
00:11:34
to an impact and value-based model.
00:11:38
Measure hours involved.
00:11:40
Clock the hours.
00:11:41
The important thing is that you do your hours.
00:11:46
Measure not only the hours worked but also the work load.
00:11:50
Most companies operate on this model.
00:11:52
There is therefore the pressure to do more and to deliver
00:11:55
more regardless sometimes of whether these tasks really add value.
00:12:00
These hours are sometimes spent on bureaucratic tasks.
00:12:05
measure the impact of the time invested.
00:12:08
It is no longer enough to simply be present or accumulate tasks.
00:12:13
Concrete results must be demonstrated.
00:12:16
Delivery management,
00:12:17
management by objectives takes on its full importance.
00:12:21
This is where we find companies operating in the field of sales,
00:12:25
customer conversion,
00:12:26
or consulting services.
00:12:30
that work with OKRs such as Slack,
00:12:35
often operate on this level.
00:12:37
In the last step,
00:12:39
value and impact drive organizations.
00:12:43
All the company's actors are invested in the idea of generating tangible
00:12:47
value in alignment with the company's
00:12:50
short and long-term objectives and priorities.
00:12:53
Employees are seen as experts rather than implementers.
00:12:57
Managers no longer act as supervisors of execution
00:13:01
and become custodians of value.
00:13:04
Ensuring that everyone's efforts produce consistent and consumable value
00:13:09
that is directly linked to the objectives and priorities.
00:13:13
Here is an example from Maurice Lefevere.
00:13:16
A task oriented boss asks his employee redo the website.
00:13:22
The employee obeys,
00:13:24
changes the user interface,
00:13:26
plays with the colors,
00:13:28
modernizes the appearance.
00:13:30
A value oriented boss would ask,
00:13:33
I would like our website to convert at least 15% more visitors.
00:13:37
The employee will act differently.
00:13:40
Maybe he or she will change the user experience
00:13:43
or even the entire design.
00:13:45
They might change the SEO and ergonomics.
00:13:49
They may also explore improving the synergy
00:13:52
between the marketing efforts and the site's presentation
00:13:55
to facilitate customer conversion.
00:13:58
Two requests with the same direction redo the website task oriented objective,
00:14:04
I would like our website to convert at least 15% more visitors,
00:14:08
a value oriented objective.
00:14:11
But two incredibly different results.
00:14:13
The second request brings significantly more value and impact than the first.
00:14:20
As remote management forces you to let go of command and control,
00:14:24
it may be worth giving your employees more room for decision and action.
00:14:29
Define objectives with them,
00:14:34
Then indicators or key results and finally monitoring methods.
00:14:39
Then rely on their experience,
00:14:42
their intelligence and creativity to determine what to do and how to do it.
00:14:47
You will be amazed at the resulting performance.
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