Introduction. 1. Deadlines 2. Communication 3. Measurable performance metrics 4. Feedback 5. Consistency

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2 Introduction Chances are high that you or your employer will hire freelancers this year. 34% of the national workforce, or 53 million people, are doing freelance work in the United States. Though some independent contractors are able to tackle their work in person, many choose to work remotely. Because face-time is absent, accountability is quite difficult to instill in remote workers. Though accountability is often a natural result when the project owner feels ownership and pride in their work it can also be augmented through controllable factors like: 1. Deadlines 2. Communication 3. Measurable performance metrics 4. Feedback 5. Consistency Below you will find helpful tips and frameworks to maximize the accountability and performance of a remote worker. Most of the insights can also be applied to full-time employees as well.

3 Establish Accountability PRO TIP: Set explicit expectations for the work before it begins. We highly suggest you draft a statement (likely included in your signed contract) that details exactly what you expect and when. HOW TO DO IT: 1. Set Deadlines Have a specific date and time when work must be delivered. Bake in a bit of breathing room in case unexpected obstacles arise. 2. Define Milestones Define deliverables that should be completed by these deadlines. 3. Explain Metrics Be transparent about how you will be measuring, rating, or assessing the work 4. Schedule Check-ins Find dates and times that work for both parties Create a template that the contractor can use to update you on his or her progress. 5. Outline Communication Will you mainly be communicating via , text, calls, or other means? Agree upon an appropriate method to ensure messages are read in a timely manner. If you re working with a team, clarify the worker s direct report and outline the role of each team member.

4 Communication is one of the biggest drivers of accountability, and therefore, performance. A study by Patrashkova-Volzdoska, McComb, Green, and Compton looked into the relationship between the frequency of communication and the ultimate performance on a task. Their findings show that the frequency of communication must be consistent but moderate (3 to 4 on a 5 point scale) in order to drive results. We suggest communicating once per week. Performance Face-to-Face (Goal Achievement) (Goal Achievement) (Efficiency) (Team Cohesion) Never (1) Often (5) Communication Frequency Once you ve created the procedures and processes for the job, be consistent! Avoid breaking your own rules - Attend scheduled check-ins, and when you say you will.

5 Checking In PRO TIP: Create a check-in routine and use templates to make the lives of both parties easier. HOW TO DO IT: Here is a sample check-in you can use to check in with contractors: Hey there [first name], I hope all is well. I just wanted to check in on the progress of [task] and send you a reminder that the completed [task] is due [agreed upon date of completion]. If you could, please answer the following questions to update me on your progress: 1. [Progress towards outcome] 2. What were you able to accomplish this week? 3. What do you plan on accomplishing next week? 4. Do you need any additional materials or support from me? 5. Do you have any additional questions?

6 Feedback PRO TIP: Feedback (both positive and negative) is essential for any worker to feel a sense of accountability. Set aside time for feedback in every interaction. HOW TO DO IT: A few things to consider as you give frequent feedback: 1. Foster Trust Your feedback will not be applied if the contractor feels they are being attacked. Create a positive environment regardless of the content of your feedback. Always start by giving positive feedback because it will make the freelancer more open to any negative feedback later. 2. Don t be Vague Ambiguity leaves room for interpretation. Be specific and share examples in your feedback. It will make the individual understand the particulars of their work and how they can improve. 3. Address Punctuality Are deadlines being met? Are they prompt in responding? Reinforce expectations for punctuality. 4. Discuss Quality Do deliverables match the quality expectations you outlined from the start? Wrap up your project with a final feedback session. This is a great opportunity to discuss both the past and the future. Review performance on the completed job, but make sure to cover expectations for the future as well - Could the individual join full-time? Are you willing to write a recommendation? Is it possible for the individual to work on similar projects for you down the road?

7 Troubleshooting Sometimes troubles arise. Here are a few questions and cases with tips on how to handle them: CHECK-INS 1. How often should I check in? We recommend weekly check-ins. Too much unsolicited communication can impede work. 2. What if the work doesn t meet the agreed upon quality at the check-in? Re-explain expectations to the contractor and give them a professional warning explaining how work needs to be improved by next check-in. Then give constructive feedback. 3. What if the work doesn t meet the agreed upon quality at the check-in and I ve already given the contractor a warning? Fire the contractor (with cause) and compensate for completed work -or- Re-explain expectations and give them a final chance 4. What if the work is good but not perfect at the check-in? Give constructive feedback and clearly explain what you d like to be improved by the next check-in. 5. What if the contractor doesn t turn work in or is unresponsive for our scheduled check-in? In most cases we suggest you dismiss the contractor, as you have legal cause to do so.

8 MANAGING WORKERS 6. How do I dismiss or fire a contractor? Provide required notice and compensate for work that has been completed. Sample Excerpt from Contract: If either party breaches a material provision of this Agreement, the other party may terminate this Agreement upon ten (10) days notice, unless the breach is cured within the notice period. Company also may terminate this Agreement at any time, with or without cause, upon thirty (30) days notice, but, if (and only if) such termination is without cause, Company shall upon such termination pay Consultant all unpaid, undisputed amounts due for the Services completed prior to notice of such termination. Sections 2 (subject to the limitations set forth in Section 2(c) through 8 of this Agreement and any remedies for breach of this Agreement shall survive any termination or expiration. Company may communicate the obligations contained in this Agreement to any other (or potential) client or employer of Consultant. 7. What if I warn or dismiss the contractor and they ask for another chance? This is your prerogative, so use your best judgment. Another chance may make a contractor more dedicated because they know you mean business. 8. What if the completed project is good but not perfect? Use the built in flex time to give the contractor the opportunity to make corrections. 9. What if a contractor doesn t deliver work by the final deadline? Assuming they ve met the other deadlines, use the built in flex time to give the contractor the opportunity to complete the work.

9 COMPENSATION 10. Do I pay the worker at milestones or at the end? This is your choice, but we suggest at check-ins to improve your retention rates and performance. If a gig is short term or a single piece of content, then pay at end. 11. Do I have to pay a contractor for poor quality work? This needs to be discussed before work begins and likely baked into the contract. Refer to your agreement for any decision regarding payment. This is a big reason why you should build in check-ins during the project and not just at the end. Check-ins are important for ensuring quality work and holding all parties accountable. It would be unfair to the employer if a contractor turned in poor work at the end of the gig, and it d be unfair to the contractor if, at the end of their project, the employer says the work isn t good enough and doesn t pay.