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Remote and hybrid work have rapidly moved from a temporary pandemic response to a permanent feature of the modern workplace. Many organizations have adopted hybrid schedules or even fully remote models for large portions of their workforce. In fact, surveys in the aftermath of 2020 showed that about two-thirds of employers planned to maintain a mainly hybrid schedule going forward, with some major companies (from tech firms to banks) announcing permanent hybrid or remote options. Employees, too, have expressed a strong preference for flexible work arrangements, with a significant majority wanting to continue working remotely at least part of the time. This widespread shift has fundamentally changed how managers and employees interact day-to-day, which in turn has big implications for performance evaluations.
Performance reviews are a critical part of managing and developing talent. They provide feedback, recognize accomplishments, and guide growth. Traditionally, these reviews often relied on in-person observations and face-to-face discussions. Managers could casually see an employee’s work ethic in the office or drop by for a quick conversation, and annual or semiannual review meetings were conducted across a table. In a remote or hybrid setting, however, much of that informal visibility is gone. Employees might be out of sight, dialing in from home or another location, and interactions are largely through emails, chats, and video calls. This raises an important question: How can organizations ensure fair, effective performance reviews when teams are distributed and not everyone is in the office?
As we will explore, the new work environment brings both challenges and opportunities for performance management. HR professionals and business leaders must adapt traditional review processes to fit the realities of remote and hybrid work. The good news is that with intentional strategies, from redefining what we measure to increasing communication, companies can overcome these hurdles. In this article, we’ll discuss the major challenges of conducting performance reviews in a remote or hybrid workplace and outline practical solutions to make these evaluations more equitable and productive for all.
The rise of remote and hybrid work has created a new context in which performance must be managed. Before diving into specific challenges, it’s worth understanding just how much the landscape has changed. By 2023, around 28% of the global workforce was working fully remotely, with many more in hybrid arrangements splitting time between home and office. This shift was not just a passing trend; it reflected both employers’ and employees’ evolving preferences. Studies indicate that an overwhelming majority of employees feel they can perform their jobs just as effectively from home as in the office. Many even report higher productivity when remote, citing fewer interruptions and flexible scheduling as benefits. Additionally, roughly 55% of workers have voiced a desire for a hybrid model, combining the best of both worlds.
Yet, while employees are confident in their remote productivity, companies have often been slower to adapt their management practices. Over 70% of organizations admit they did not have a detailed strategy for managing hybrid work as of recent surveys. In other words, many businesses entered the hybrid era without a playbook for how to handle things like performance measurement outside the traditional office setting. This gap puts pressure on HR leaders and managers to update their approaches on the fly.
One significant area requiring adaptation is performance reviews. In the conventional office environment, a manager might gauge performance by observing attendance, noticing who speaks up in meetings, or making mental notes of daily interactions. Now, with teams spread across different locations and time zones, relying on those old signals is no longer feasible (or fair). Progressive organizations are realizing that outcome-based performance management is more important than ever. In remote settings, it matters less when or where work is done, what counts are the results delivered. This perspective encourages setting clear goals and evaluating employees on their output and impact, rather than on hours logged or physical presence.
Another aspect of the new landscape is the cadence of communication. When everyone worked on-site, feedback could be given informally and organically. A manager could stop by someone’s desk to say “Good job on that client presentation yesterday,” or quickly correct a course in a hallway chat. With remote work, such moments have to be more deliberate. Many companies have started implementing regular check-ins (weekly or biweekly video calls, for example) to recreate those feedback loops. In some cases, organizations shifted from annual performance appraisals to more frequent reviews, like quarterly evaluations supplemented by ongoing coaching conversations. This continuous feedback model aims to keep remote employees engaged and supported, since they can’t simply pop into a manager’s office to ask questions.
In summary, the remote/hybrid revolution has expanded work beyond the four walls of the office and standard 9-to-5 schedules. It offers employees flexibility and autonomy, but also challenges employers to rethink how they manage performance. In this new landscape, successful performance reviews will depend on clear expectations, regular communication, and fair measurement of results. Next, let’s examine the specific challenges that HR professionals and leaders face when conducting performance evaluations in a remote or hybrid workplace.
Transitioning performance reviews from an in-person to a remote or hybrid format is not without difficulties. Organizations have encountered several notable challenges:
1. Reduced Visibility of Work: In a remote setting, managers can no longer casually observe an employee’s daily efforts. There are no impromptu drop-ins or chance encounters by the coffee machine. This lack of line-of-sight can make it harder for managers to gauge how work gets done. They might miss context behind an employee’s accomplishments or struggles. As a result, performance evaluations risk becoming overly focused on deliverables and deadlines, without a fuller picture of the employee’s process and behaviors. Some managers report feeling less confident assessing employees they don’t see regularly. From the employee’s side, there’s a concern that “out of sight, out of mind” could mean their hard work goes unnoticed. An employee might worry that because their manager doesn’t witness their late-night problem-solving or the extra effort they put in, it won’t be reflected in the review.
2. Communication Gaps and Feedback Delays: Remote work often relies on written communication (emails, chat messages) and scheduled calls. Without face-to-face meetings, miscommunication can occur more easily. It’s also easy for feedback to be delayed when a manager has to schedule a call to discuss an issue, rather than mentioning it in passing. Important conversations that would have happened informally might be skipped. Employees can end up working in a vacuum, unsure of how well they are performing until a formal review comes around. This gap can be demotivating and may lead to surprises during the performance review. Additionally, giving constructive feedback via video or phone can be tricky, nuances and tone can be lost, and employees might be less comfortable opening up about challenges remotely. All of this can reduce the quality of information exchanged before and during performance evaluations.
3. Proximity Bias and Perception of Commitment: One of the most documented challenges in hybrid work is the risk of proximity bias, the tendency for managers to favor employees they see in person more often. Supervisors might (consciously or not) give better evaluations to those who come on-site frequently, assuming they are more engaged, while viewing remote workers as less dedicated. Surveys have found that a majority of managers (over two-thirds in one poll) considered remote workers more easily replaceable than on-site staff. Furthermore, about 62% of managers in that survey believed that full-time remote work is detrimental to employees’ career advancement. This bias can severely skew performance reviews, putting remote team members at a disadvantage. Even if a remote employee is hitting all their targets, a manager with a bias might undervalue those achievements. From the employee perspective, there is a real fear of being overlooked for promotions or key projects simply because they’re not physically present. It becomes a self-fulfilling cycle: managers doubt remote workers’ commitment, so they give lower evaluations, which then indeed hinders those employees’ career growth.
4. Difficulty Measuring Performance Fairly: Defining and measuring performance can be harder when teams are distributed. Some companies fell into the trap of using activity as a proxy for performance, for example, tracking log-in hours, online status, or number of emails sent, because those are visible in a digital environment. However, these metrics can be misleading. An employee could spend long hours online but still underperform in actual results, while another might get their work done efficiently in less time. Remote work, if mismanaged, can encourage a culture of “always on” where employees feel pressure to show their presence digitally, potentially leading to burnout without truly boosting productivity. Traditional performance review criteria may also need adjustment. Competencies like collaboration or leadership can manifest differently when your team is on Zoom instead of in a conference room. Without adaptation, reviews risk undervaluing important remote work skills (like written communication clarity, self-motivation, or virtual collaboration tools proficiency) and overemphasizing the wrong indicators.
5. Employee Isolation and Engagement Issues: Beyond the mechanics of reviews, remote work can influence an employee’s engagement level and relationship with the company. High engagement is crucial for high performance. But remote employees can sometimes feel isolated or less connected to their team and company culture. They might not have the same sense of camaraderie or access to mentoring and coaching as they would in an office. This isolation can lead to disengagement over time. When it comes to performance appraisals, a disengaged or disconnected employee might not showcase their work as effectively or might not feel comfortable speaking up about their accomplishments and challenges. Moreover, if an employee feels invisible in a hybrid team, they may not bother to go the extra mile, assuming it won’t be acknowledged anyway. Engagement suffers further if employees perceive the review process as unfair between those in office and those at home. For instance, if a remote worker consistently gets less glowing reviews than an in-office colleague with similar output, that perception of unfairness can erode trust in the system and decrease morale.
6. Technological and Logistical Hurdles: While not as glaring as the human factors, the logistics of conducting performance reviews remotely can also be a challenge. Scheduling one-on-one review meetings across different time zones or unstable internet connections can complicate what used to be a straightforward process. In some cases, technical issues during virtual meetings (audio delays, video freezes) might disrupt the flow of a sensitive performance discussion. There’s also the matter of documentation and tools: organizations need reliable digital platforms to set goals, track progress, and record feedback so that both manager and employee stay on the same page despite not sharing physical files or in-person checklists.
These challenges underscore that simply transplanting the old performance review model into a remote setting is not effective. If left unaddressed, these issues can result in unfair evaluations, frustrated employees, and talent retention problems. However, recognizing these challenges is the first step to overcoming them. In the next section, we discuss solutions and best practices that companies are adopting to ensure performance reviews remain meaningful and fair in a remote/hybrid world.
Adapting performance management to remote and hybrid work requires deliberate strategy changes. Below are key practices and solutions that HR professionals and managers can implement to tackle the challenges outlined:
1. Set Clear Goals and Emphasize Outcomes: A cornerstone of effective remote performance management is clarity in what is expected. Both managers and employees benefit from establishing specific, measurable goals that align with business objectives. When everyone knows exactly what success looks like (for example, completing a project by X date with Y results), it becomes easier to evaluate performance without needing constant oversight. In a hybrid environment, shifting to outcome-based evaluations is essential. Rather than emphasizing time spent or methods used, managers should focus on deliverables, quality of work, and impact. For instance, if a salesperson meets their quarterly sales targets or a developer delivers a new software feature that performs well, those outcomes speak louder than how many hours they logged online. This approach helps level the playing field for remote employees, it doesn’t matter if they achieved the results at 9 AM or 9 PM from their home office, as long as they met the goals. To implement this, managers can collaborate with each team member to set individual goals (quarterly OKRs or weekly task commitments, for example) and define how success will be measured for each. Documentation of these agreed-upon goals is important so that both parties can refer back during performance review time.
2. Increase the Frequency of Feedback and Check-Ins: Given that informal feedback is scarce remotely, leading organizations have introduced regular check-in meetings. Instead of waiting for an annual review, managers are conducting brief one-on-one sessions weekly or biweekly (depending on the role) to discuss progress, obstacles, and priorities. These conversations serve multiple purposes: they keep employees focused on their goals, provide opportunities to recognize good work in real time, and allow quick course-corrections if something is amiss. Frequent feedback also prevents small issues from snowballing into big problems by year’s end. Importantly, these check-ins should be framed as supportive and coaching-oriented, not as micromanagement. Managers might start each meeting by asking about the employee’s recent accomplishments and if they need any help, rather than grilling them on what they are doing each hour. Some companies find it useful to have employees send a brief weekly summary of what they did and what’s on deck next, this keeps managers in the loop and provides a basis for discussion. When it’s time for the formal performance review (say, quarterly or semiannual), there should be no surprises because feedback has been ongoing. In fact, many forward-thinking firms have largely done away with the once-a-year review in favor of a continuous feedback model that still includes a periodic summary review. The continuous model is particularly effective in a hybrid setting because it replicates the frequent touchpoints that happen naturally in an office. It also shows remote employees that their work is seen and valued regularly, not just when something goes wrong.
3. Train Managers to Manage Remotely and Avoid Bias: Not every manager intuitively knows how to supervise remote teams, it’s a skill that can be learned. Companies should invest in training programs for managers focused on remote leadership and unbiased evaluation. Training can cover topics like building trust with remote reports, conducting effective virtual meetings, and recognizing contributions that aren’t directly visible. An essential element is educating managers about proximity bias and other unconscious biases. Simply making managers aware of the tendency to favor those they see in person can help them consciously counteract it. For example, a trained manager will remember to give equal consideration to feedback from or about their remote team members when completing performance assessments. They might also take extra care to solicit updates from quieter, off-site employees during team meetings, ensuring everyone’s work is recognized. Some organizations have started using calibration sessions where multiple managers review employee performance together, which can help check individual biases, this is especially useful if one manager tends to undervalue remote workers, as others can provide a reality check. It’s also beneficial to establish standardized evaluation criteria that are relevant to both remote and in-office contexts. HR can develop rubrics that emphasize results, communication, teamwork, and adaptability, rather than subjective traits influenced by visibility. By formalizing what good performance looks like, companies make the process fairer. Additionally, managers should be coached to base their reviews on evidence and data (projects completed, feedback from colleagues or clients, sales figures, etc.) to further reduce bias. The message to managers should be: evaluate the work, not where the work is happening.
4. Foster Open Communication and Trust: Trust is the currency of successful remote teams. Both managers and employees need to actively foster trust and open communication to make performance evaluations work well. Managers can demonstrate trust by focusing on results (as mentioned) and by giving employees autonomy in how they achieve their goals. Avoiding the urge to micromanage remote employees is crucial, constant digital monitoring or excessive check-ins can signal lack of trust and demoralize employees. Instead, managers should maintain an “open door” policy virtually. This means being transparent about their own availability and encouraging employees to reach out with concerns any time. Some teams set up virtual office hours or use chat channels for quick questions, replicating that open office feel. For employees, it’s important to communicate proactively as well. They should keep their managers informed about progress and any roadblocks they encounter, rather than waiting to be asked. Encouraging team members to speak up about their achievements is also key. In an office, a lot of self-promotion happens casually (“Just finished that report!” said to a passing boss). Remotely, employees might need to be a bit more intentional about highlighting their work, for example, sending a summary email after completing a big task or sharing kudos they received from a client with the team. Managers can make this easier by having a section in weekly meetings where team members briefly share wins or updates. Cultivating this open dialogue ensures that when performance review time comes, the manager has a rich understanding of each person’s contributions, and the employee feels their voice was heard throughout.
5. Use Technology to Support (Not Spy on) Performance: Modern performance management platforms can be a big help in the remote review process. Tools that allow goal tracking, collaborative updates, and feedback journaling create a centralized record of performance that both manager and employee can reference. For example, using a project management system, a manager can see tasks completed by a remote worker, or using a feedback app, peers can leave praise or notes that are compiled for review time. These tools make the process more transparent. However, it’s important to use technology thoughtfully. Avoid overly invasive monitoring software that tracks keystrokes or webcam activity, such tools tend to breed resentment and stress, and they measure activity, not true performance. Instead, leverage technology to facilitate communication and documentation. Some companies use video conferencing not just for meetings but also to allow remote workers to present their accomplishments to leadership periodically, mimicking in-person showcase opportunities. A good practice is to keep a shared performance journal or notes for each employee where both the employee and manager can note milestones, feedback received, and goals achieved. This running log, stored in a secure online platform, becomes invaluable data when writing the formal review. It also helps remote employees feel nothing will be forgotten or overlooked. Additionally, tech can assist in keeping remote folks included: things like virtual whiteboards for brainstorming, team collaboration spaces, and even casual chat groups for watercooler talk all contribute indirectly to performance by strengthening team cohesion.
6. Ensure Fairness and Inclusion in Evaluations: HR departments should regularly audit and review performance ratings and outcomes (promotions, raises, etc.) to ensure remote employees are not being left behind. If any patterns show that on-site staff consistently score higher or advance faster despite similar objective performance, that’s a red flag to address. To promote fairness, consider incorporating 360-degree feedback or peer reviews as part of the process. Remote colleagues may interact more with peers via collaborative tools than with their manager, so peers can sometimes provide insight the manager doesn’t see. Their input can balance out the picture. It’s also important to include remote team members in all recognition programs. If the company gives awards or shout-outs monthly, make sure remote employees are eligible and considered, perhaps even have a specific category if needed, to surface those who might be less visible. Inclusion extends to opportunities for growth: managers should give remote staff equal chances to lead projects, attend training, or take on high-visibility tasks that build their portfolio. When employees feel the system is fair, they are more likely to stay engaged and put in their best effort, which then feeds back into strong performance.
7. Strengthen Employee Engagement and Connection: Since engagement and morale can influence performance, companies are wise to actively nurture engagement in remote contexts. One solution is organizing virtual team-building activities and informal hangouts. These can range from virtual coffee chats and online games to hybrid off-site meetings where remote workers are flown in periodically (if budget permits) for face-to-face bonding. The goal is to replicate the camaraderie that energizes people. Engaged employees are typically more receptive to feedback and more invested in improving, which makes the whole review process more fruitful. Another strategy is to pair remote employees with mentors or buddies within the company, to ensure they have someone to consult and learn from outside of formal reviews. During performance evaluations, managers should discuss not only past performance but also the employee’s future aspirations and development needs. This shows the employee that the company cares about their growth, not just the bottom-line results. It’s an opportunity to co-create a development plan that might include new assignments or learning opportunities, which keeps the employee motivated. Lastly, acknowledging the unique challenges remote workers face (like work-life balance blurring, or feeling isolated) and offering support, whether it’s flexible scheduling, wellness resources, or just empathetic listening, will help maintain trust and loyalty. An employee who feels supported is more likely to be candid in review conversations and open to feedback, creating a virtuous cycle of improvement.
By implementing these strategies, organizations can transform performance reviews from a painful or unfair process into a constructive, equitable, and even uplifting experience for remote and hybrid teams. It requires effort and mindset shifts: managers must evolve from time-trackers to outcome-coaches, and organizations must embed flexibility and fairness into their culture. When done right, performance evaluations in a remote/hybrid workplace can achieve their ultimate purpose, to improve individual and organizational performance, while also boosting employee engagement and retention.
Remote and hybrid work arrangements are here to stay, and with them comes the need for a reimagined approach to performance reviews. The challenges of reduced visibility, potential bias, and communication barriers are real, but they are not insurmountable. By proactively adopting the solutions above, companies can turn what might seem like obstacles into opportunities. For example, the shift to outcome-based evaluations can actually lead to a more meritocratic culture, where employees are judged on results rather than office politics or face time. Frequent check-ins and continuous feedback can create stronger manager-employee relationships than the old once-a-year review ever did. And being intentional about fairness and inclusion can improve trust across the organization, making it a better place to work for everyone, not just remote staff.
HR professionals and business leaders should view this transition as an evolution of performance management. At its heart, the goal remains the same: to help employees grow, keep them engaged, and drive the company’s success. The methods, however, must evolve to fit the times. This means leveraging technology thoughtfully, training our managers in new skills, and listening to employees’ needs in this new environment. Organizations that embrace these changes will not only conduct more effective performance reviews but will also signal to their workforce that they value adaptability and fairness. That, in turn, boosts morale and productivity.
In closing, performance reviews in a remote or hybrid workplace might initially seem daunting, but they also offer a chance to leave behind outdated practices and build something better. By focusing on clear expectations, open communication, and a culture of trust, companies can ensure that every employee, whether seated down the hall or halfway around the world, has the support and feedback they need to succeed. The future of work is flexible and distributed, and with the right performance management approach, the future of work can also be bright and empowering for managers and employees alike.
Remote work has reduced informal visibility, making it harder for managers to observe daily efforts and necessitating a shift to outcome-based assessments.
Key challenges include reduced visibility, communication gaps, proximity bias, measurement difficulties, employee isolation, and technological hurdles.
By focusing on clear goals, increasing regular feedback, training managers, using technology thoughtfully, and ensuring inclusion and fairness.
Regular check-ins, setting transparent goals, fostering trust, encouraging proactive employee updates, and utilizing collaborative platforms support better communication.
Training helps managers recognize biases, develop remote leadership skills, and evaluate based on results rather than visibility, ensuring fair assessments.
Using goal tracking, feedback tools, shared performance logs, and collaborative platforms enhances transparency and documentation without invasive monitoring.
