The challenges of 360º Performance
Evaluation in teleworking

Performance Evaluation

Opinion article by Ângela Santos, Board Member and responsible for talent management at Ábaco Consulting, for Líder Magazine:  [PT Only]

Regardless of whether the life cycle of companies is marked by growth, stagnation or even decline, the focus on managing their talents, ambitions and performance is permanently present in the life of any company. If before the Human Resources management was considered an activity of excessive consumption of time and little return for organizations, it is currently seen as a vital part for its development.

In this sense, Performance Evaluation emerges as an important talent management tool, in which this is a process adopted by companies, which aims, above all, to identify strengths and weaknesses in their employees and to guide them through strategies that increase your work productivity. In fact, it is that, through the right stimulus, personalized and aligned with the company’s strategy, each of its employees, its efficiency, productivity and satisfaction index with the organization will increase.

Thus, today this need for continuous monitoring of employees is even more pressing. With the rapid spread of Coronavirus – COVID-19, many companies had to implement this monitoring in telework. This means that employees are far from contact with the leadership, giving greater importance to the need to provide companies with tools to bring together talents and leaders, in order to provide feedback and continuously evaluate their work.

But, how to do an effective Performance Evaluation at a time when teleworking is our daily routine? How can leaders assess the psychological health of employees when they do not monitor them closely? How to evaluate, on a daily basis, the work carried out by teleworkers? This is the daily challenge that all Human Resources managers will have to learn to deal with.

To answer these questions, it is essential that the Human Resources departments, when defining their strategies, include the following points in order to minimize this impact:

  • The Performance Evaluation must be supported by digital processes, in a system that “automates” to the maximum, allowing to evaluate the performance of talents without the need for paper or face-to-face interviews;
  • Evaluation 360 for remote work teams, should be done by setting tasks to be performed and evaluated, thus allowing effective management of labor, even at a distance.
  • The Employee’s “Mental Health/Working Conditions” Evaluation through a questionnaire on the working conditions for the employee to perform their tasks (remote or part-time regime; available computer; available hours; work, children’s school time, etc.), allowing Human Resources and leadership to know the availability of employees’ remote work as well as monitoring their physical and emotional state and sharing information relevant to their work and well-being.


In view of the new context and the new needs of both employees and organizations, it is essential that assessments made to employees are frequent, simple and informal. If before the evaluation was annual and all the performance of the talent depended on a single evaluation process, today the Continuous Evaluation depends on several moments in which the employee is evaluated, with a focus on professional development and keeping the human capital focused and the do your best in a conscious and targeted way. The quality and quantity of conversations and feedbacks will also improve and thus increase the relationship between leadership and talents, allowing them to understand the value they deliver to the company and how they can improve.

On the other hand, Continuous Evaluation also allows monitoring the achievement of objectives and ensuring that employees are working on the right activities at the right time. That your actions have a purpose. It also allows them to provide feedback to their leadership about the tasks and contributions in which they are involved. All this sharing of information must be quick, easy and rely on the help of notifications so that it is not seen as another task in a busy day to day.

However, the methodologies of each Performance Evaluation (or Management) System must always be adjusted to the reality of each of the companies, as well as to their organization, their way of working, their culture and pace, as well as the dynamics of the teams. What should, above all, not fail at all, is the knowledge and mapping of the skills and talent profiles of each team. Nor is the alignment between corporate objectives and those of each team. The definition of measurable criteria and their correct and frequent measurement, accompanied by individual feedback, must be part of any Performance Evaluation System.

In order to face the current scenario and try to normalize work routines, it is essential that Human Resources managers use tools that help them and that simplify all inherent processes. In this context, information technologies assume a fundamental role in the organization and management of Human Resources, through tools that make it possible to analyze, for example, the potential of each talent, its objectives, its profile. Each leader will thus be able to get to know his team better and adapt his communication and leadership style to each of the team members, increasing his productivity, motivation and sense of accomplishment.

More than ever, proximity to each employee is essential to ensure the success of the entire organization.

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