Comment by hkai
5 years ago
I think one obstacle is that in practice, it is difficult to tell someone "your performance is bad today and you are not getting work done".
5 years ago
I think one obstacle is that in practice, it is difficult to tell someone "your performance is bad today and you are not getting work done".
It's not difficult, though. It just takes practice. You use the same channels that you are using for remote work: chat, email, voice, video. I understand the desire to not put something like that in writing, but that's what voice and video are for.
I agree, but. People skills. Allegedly managers have them.
Plus until corps can fire and replace the slackers, they are not in danger. (Because it's unlikely to hire someone while the quarantine is in effect.)
But simply tying pay to daily performance usually works.
How do you set daily targets? All known measures (e.g. lines of code, bug counts) produce bad software because they are gamed.
I haven't said target. I said performance.
Working remotely both incentives and sort of mandates better visibility into one's working/thinking processes.
Writing, explaining, documenting, committing, pushing, testing one's work is important. It helps others know what you are up to, and helps you to be able to better show your work.
By reporting progress, daily targets should not be a certain tangible goal necessarily, rather than that some progress has been done and reported. This isn't perfect of course but I think it's possible to evaluate whether or not the tasks/progress someone has made reflects a days work.
10 replies →