Fe a t u r e N e w s
Measuring performance in a hybrid workplace
As employees invest extra hours of work to help speed up the process of recovery, are employers reciprocating this sense of empathy and need toward employees? How are employers stepping up to empower employees and adjusting their approach to performance management in a hybrid workplace? By Bhavna Sarin
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fter months of navigating and adapting to ‘’the new normal’’, people today want to stop listening to the phrase ‘’new normal’’. Why? They say it has been used enough ever since COVID-19 struck. While we have spent enough time in the new normal to make the phrase redundant in itself, we are yet to experience the much-needed shift in workplace policies that validate the existence | FEBRUARY 2021
of COVID-19 and the consequential impact on people, business, and the ability to perform. Some say remote working has blurred the work and home boundaries, while some say that productivity in fact has increased, owing to the accompanying flexibility of working from home. But how flexible is remote working? It appears not as much, given the associated well-being costs of said enhanced productivity.
How can we navigate these overlapping boundaries? How can employers play a role in managing work and performance? As employees invest extra hours of work to help speed up the process of recovery, are employers reciprocating this sense of empathy and need towards employees? Shifting focus to business continuity was and to a great extent remains a priority, and employees have stepped up in this need of
