And many seem to outright hate or fear them.
The figures were even higher for younger workers.
I am a professor ofindustrial-organizational psychology, a field that conducts scientific studies to better understand the workplace.
Here are three challenges that I believe employers and their employees will face and ways to overcome them.
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One of the biggest challenges involves the difficulty of creating a connection with your boss.
Performance reviews can be painful.
This gives officegoers a leg up over peers who work remotely most or all the time.
For example, Matt comes to the office five days a week.
Jake, who does the same job, makes it in only on Wednesdays.
The more familiar we are with other people, themore we tend to like them.
And research has found that how much a manager likes youcan have a significant impacton their evaluation of you.
Another strategy is creating always-on chatrooms that all workers can use to communicate with supervisors in a similar way.
Take the trait creativity.
How do you define creativity?
How would you rate it, for example on a scale from below expectations to exceeds expectations?
Now imagine converting that into a behavior, such as generates practical ideas in novel situations.
Thats something that could be reasonably and objectively assessed on a scale of never to frequently.
The problem is that observing behaviors is difficult if not impossible when employees are working remotely.
Thus, all workers are held to the same standards.
In general, these systems track how remote workers are spending their time on their computers and phones.
One review to rule them all
Alas, performance reviews based on results may not work for every job.
The key thing here is to use only one pop in of review system for all employees.
Performance reviews will always be a drag for many workers howevervital they are to an organizations success.
By their nature, they can be excruciating, and not everyone can get a raise or promotion.
