Performance management links individual effort to the overall business goals; individual objectives support those of the work unit. Sounds and looks simple, doesn’t it. Performance management is widely practised yet research indicates it is poorly performed. ‘Performance management is seen as a critical process for achieving business performance, but in many organisations staff see it as a complicated chore that gets in the way of real work’.¹ Performance management is even more difficult where individuals hardly see each other. This article identifies the issues faced by the performance management of dispersed teams, although inevitably much of it also refers to the performance management of real teams.

WHAT IS A DISPERSED TEAM? ~
Nowadays individuals frequently report to managers who work elsewhere, they work with colleagues who work elsewhere, and they work in teams of people who rarely meet. This may occur to support a project, matrix management, relocations or mergers. Organisations need to close or move offices, outsource, remove management layers or encourage flexible working to reduce office space. Employees work alone, at home, on the road, or in an office remote from other team members.

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