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By keeping goals relevant, a manager reinforces the importance of linking to strategic objectives and communicating why the goal is important. Action plans to support each goal can include documentation of the steps necessary to achieve a goal. Sometimes the focus on the outcome of the goals can overshadow the necessary steps to achieve them. In addition, goals must reflect conditions that are under the employee's control and the R's (results oriented, realistic and relevant) should definitely consider these conditions. An employee knows when he/she does not stand a chance of reaching it, and their effort to achieve the goal will be affected. As we have mentioned, goals must be achievable and realistic. Some managers choose to further define goals with a start and finish date with milestones in between. Making a goal specific, measurable, and time bound contributes to the ability to make progress on the goal and track that progress. The inclusion of the above criteria results in a goal that is understandable and easily visualized and evaluated. R – Results-Oriented/Realistic/Relevant.
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In addition, some organizations choose to include competencies within performance expectations, to reinforce the link to business strategy, vision and mission.Īn accepted framework to use to help write effective goals is SMART: The "how" refers to the behavior demonstrated to achieve outcomes, for example, focus on customer service. For example, the "what" covers quality or quantity expected, deadlines to be met, cost to deliver, etc.
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Goals should be set that not only address what is expected, but also how it will be achieved. When setting goals, key job expectations and responsibilities should act as the main guide and reference. Each manager in turn shares the overall goals with his/her department and meets with employees to identify individual performance goals and plans. Making departmental goals accessible to all managers ensures there is no overlap, reduces conflict, and allows members of different departments to see where they support each other and ensure they are not working at cross purposes. Typically, the process begins with departmental managers setting goals for their departments, based upon organization-wide goals, which support the general business strategy. First, are goals written clearly and objectively? Second, are they directly contributing to the achievement of business strategy? There are two key elements to consider when developing goals. Goals are the basis of an effective performance management process.