Are remote workers faking it? Or is it their bosses?

The recent termination of several employees at Wells Fargo for using mouse-jiggling devices while working remotely is part of a broader pattern of employees fired for similar faking of work activity from home. But it brings to light a deeper issue within corporate culture.

It is easy to place the blame on these employees for their misconduct. But the truth is, much of the fault lies with their bosses’ management approach. This incident highlights a critical flaw in the practice of monitoring employee behavior rather than focusing on employees’ outcomes.

When companies prioritize tracking employees’ keystrokes over their actual results, it creates an environment ripe for unethical practices.

Employees might resort to simulating activity to meet superficial expectations, rather than contributing genuine, productive work. That’s especially the case in a culture predisposed to faking and manipulation. For example, the firings at Wells Fargo follow a series of high-profile scandals, including the infamous fake accounts scandal of 2016, for which the same company paid $3 billion in settlements.

This firing highlights the failures at Wells Fargo to set up effective hybrid and remote work operations and policies, which should emphasize measuring outcomes, not micromanaging employees’ behaviors.

Such a shift in focus fosters a culture of trust, accountability and genuine productivity. When employees are evaluated based on their achievements rather than the mere appearance of being busy, they are more likely to engage in meaningful work. This approach not only discourages unethical behavior but also empowers employees to take ownership of their responsibilities and deliver tangible results.

Conversely, when workers are judged by perceived constancy of activity, many opportunities arise for them to pretend to be busy. Some employees might employ mouse-jigglers or other devices to simulate activity. Others might resort to more complex tactics, such as sending an unending stream of unnecessary emails, which waste not only their own time but also that of their colleagues.

Unfortunately, many managers still prefer to “manage by walking around,” the classic method recommended in many business courses. In other words, they rely on physical presence and apparent activity to gauge productivity. They translate this outdated method to a remote or hybrid work setting by using employee surveillance tools.

However, developing clear key performance indicators requires effort upfront but pays off by providing a clear framework for evaluating employee performance based on results rather than activity.

The companies I have consulted for have largely transitioned to regular (usually weekly or at least biweekly) performance evaluations of team members by team leaders. Some also added a monthly or bi-monthly 360-degree evaluation component by teammates and other stakeholders. The weekly performance evaluation takes place during brief check-in and review meetings of 15-30 minutes with each team member. These should be in-person for hybrid workers and virtual for fully remote workers.

Twenty-four hours before each meeting, the employee submits a concise report containing his or her top three accomplishments — whether individual or collaborative — for the past week, and any other relevant accomplishments compared to what he or she planned to accomplish. Employees also report any challenges, anticipated or unanticipated, for the week, how they addressed these challenges, and how they plan to address them going forward. They are invited to give themselves a numerical self-evaluation of their performance for the week.

During the check-in meeting, the team leader and member discuss anything that needs clarification from the report. The leader coaches the employee on better accomplishing weekly goals and addressing challenges. The supervisor also addresses any issues surrounding the self-evaluation, revising it up or down as needed, explaining his or her reasoning and giving the employee a chance to respond before making the final call.

With this task-based performance evaluation system, each employee knows very clearly how he or she is doing at all times, and how to improve in tasks and professional growth. Problems can be caught and addressed early, rather than blindsiding team members in a quarterly or annual review.

This system minimizes concerns about career growth via proximity to supervisors for team members who come to the office a couple of days per week versus those working remotely.

Organizations that successfully transition to an outcome-based performance model see significant benefits. Employees are more motivated when they understand how their work contributes to the company’s objectives and when they are trusted to manage their own tasks. This autonomy leads to higher job satisfaction, increased innovation, and better overall performance. Moreover, it can help attract and retain top talent, who are often drawn to companies that offer flexibility and a results-oriented work culture. Embracing this approach can help organizations avoid the pitfalls of superficial productivity and build a foundation for sustainable success in the modern workplace.

And the benefits of outcome-based management extend beyond individual performance. Teams that are trusted to achieve their goals tend to be more collaborative and innovative. They are more likely to share knowledge and support each other, leading to a more cohesive and effective work environment.

The fact that Wells Fargo employees resorted to using mouse-jigglers to simulate activity suggests that the company has not embraced this lesson. By continuing to focus on how busy employees appear, rather than what they actually accomplish, Wells Fargo and similar organizations risk perpetuating a culture of superficial productivity.

By shifting the focus to outcomes and fostering a culture of trust and accountability, employers can avoid these pitfalls and build a foundation for genuine productivity and sustainable success.

Business, non-profit and government leaders must embrace this approach and support their teams in making the transition, ensuring that their performance management practices are aligned with the realities of the modern workplace. Only then can companies unlock the full potential of their employees and thrive in a rapidly evolving business environment.

Dr. Gleb Tsipursky is CEO of the hybrid work consultancy Disaster Avoidance Experts and authored the best-seller Returning to the Office and Leading Hybrid and Remote Teams.