Post-pandemic, the workplace is seeing an overhaul in what it means to be flexible. Work-from-home and hybrid work are just two of the new options. Many organizations are also offering asynchronous schedules, more flexible paid-time-off options and other contemporary employment choices.

These shifts mean organizations need to rethink how success is evaluated and create a performance model that focuses on results rather than “chair time,” reports Fast Company.

The pandemic showed performance and success no longer needs to be thought of in terms of “face time” or the number of hours worked. Instead, the focus should be on how an employee matches up to the clear expectations set by a manager at the onset. While the process is important, the end result is truly what drives an organization.

But building a new workplace environment requires trust and a culture that values more than just the number of hours employees spend in the office. Here are suggestions for getting there:

Set metrics. To accurately and efficiently measure results, managers must set specific and clearly defined metrics for their teams. Hard deadlines, fixed numbers and solid output goals are major elements that make a results-focused model work. When specific metrics are set for individual employees, it provides them with the structure needed to meet their goals, allowing the results to speak for themselves as a point for evaluation.

Encourage empathetic, open communication. In remote and hybrid work settings followed during the pandemic, many employers saw the value of empathetic and open communication from leadership and team members. After all, the lines between our personal and professional lives were blurred. Moving forward, it’s important to remember that people are humans first and employees second. Lead with empathy and try to really understand who your people are and what they need. Practicing empathic communication allows for employees to be heard, feel appreciated and, overall, be more productive.

Avoid continuous check-ins. It is crucial that all leaders instill good management practices to ensure their teams are on the right track and don’t feel they need to prove their worth with chair time and the number of hours spent online. Although very few leaders would own up to micro-managing, employees often feel otherwise. Working in a results-focused model takes away some touch points that managers might be used to for monitoring processes. While checking in over the course of a project is important, managers should avoid using an overbearing approach if they want to truly reap the benefits of this flexible work style.

Provide actionable feedback. In a results-focused workplace, it is imperative for managers to provide feedback on the results produced. Since the attention is shifted away from the overall process, evaluation needs to be based on employee output. Having regular one-on-one meetings is key to ensuring that employees have an opportunity to give and receive feedback. Creating a designated space for open two-way communication can help to build trust and support greater innovation.