Goal setting for managers
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Transcript of Goal setting for managers
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Objectives
• You’ll learn:– How to write effective goals– How to collaborate with your employee in setting
goals
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective Goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective Goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Why Set Goals?
• Research has shown that:– Specific, ambitious goals lead to higher levels of
performance.– Goals help employees prioritize tasks– Goal setting increases employee engagement
which in turn leads to higher levels of retention and performance.
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective Goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Organizational Alignment
Williams
Department
Team
Employee
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Williams College Mission and Purposes
• Williams seeks to provide the finest possible liberal arts education by nurturing in students the academic and civic virtues, and their related traits of character. …
• We are committed to our central endeavor of academic excellence in a community of learning that comprises students, faculty, and staff, and draws on the engagement of alumni and parents. …
• Dedicated staff enable this teaching and learning to take place at the highest possible level.
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Your Turn: Understanding the Value of Your Employee
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective Goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Management By Objective
• Define clearly what is to be accomplished.• Give meaningful autonomy in how it is
accomplished.
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Characteristics of Effective Goals
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Specific
• Be as concrete and explicit as possible in describing goals.– Work products– Behaviors– Knowledge/abilities
• Use a “camera check”
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Measurable
• “You can’t manage what you don’t measure.”
• What should be measured?– Volume– Quality– Timeliness– Frequency of specific
behavior
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Measurement Techniques
• Spontaneously given complaints or compliments
• Employee report• Work sampling– Manager– “Secret shopper”
• Survey• IT-Driven (automated)
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Dangers of Measurement
• “Beat the system” behaviors
• Volume and timeliness measures may discourage quality customer service
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Defining Measurable Performance Expectations
Unsatisfactory
Measure 1
Measure 2
Measure 3
Improvement Needed
Measure 1
Measure 2
Measure 3
Meets Expectations
Measure 1
Measure 2
Measure 3
Exceeds Expectations
Measure 1
Measure 2
Measure 3
Exceptional
Measure 1
Measure 2
Measure 3
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Example
Unsatisfactory
>10 minutes late, 10 or more
times per year
Improvement Needed
>10 minutes late, 6-9
times per year
Meets Expectations
>10 minutes late, <5 times
per year
Exceeds Expectations
>10 minutes late, 1-2
times per year
Exceptional
>10 minutes late, 0 times
per year
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Attainable/Challenging
• 90% of laboratory and field studies involving specific and challenging goals led to higher performance than did easy or no goals.
• Challenging goals increase motivation.
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Relevant
• Relevant to the organization:– Alignment
• Relevant to the employee– They know why the goal
has been set– They agree the goal is
important– Accomplishing the goal
helps them achieve personal and professional benefits
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Time-Bound
• Creates more accountability for the employee
• Creates more accountability for you
• Deadlines can be renegotiated
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What’s missing?
• Improve the procedure for responding to student health emergencies.
• Meet or exceed last year’s fundraising levels.
• Minimize the amount of food waste.
• Communicate clearly with clients.
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective goals
4• Types of Goals
5• Collaboration
6• Next Steps
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3 Kinds of Goals
• Project Goals• Performance Goals• Development goals
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Project Goals
• Describe the deliverables the employee must produce as part of the project plan
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Performance Goals
• Expected behaviors– Listening at meetings– Attendance– Timeliness– Smiling for Customers
• Product or service standards– Quality– Timeliness– Volume
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Development Goals
• Represent activities undertaken to increase the employee’s capacity in skills or knowledge.
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GAPS Grid
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Closing the Gap
• How can you close the gap (if any) between your perception of the employee and his or her own?
• How can you close the gap (if any) between your vision of high performance in this role and the employee’s goals and values?
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Professional Development Menu
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Involving Employees in Setting Goals
• Research has shown:– Involving employees in goal setting:• Increases the chances of the goal being achieved• Increases motivation
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How to Collaborate on Goals
• Have employee propose goals first• Get them to elaborate on how they came to
those goals• Discuss any differences in your perspective
and theirs on what is important• Ultimately you will set the goals for the
employee
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Agenda1
• Overview and Introductions
2• Alignment
3• Characteristics of Effective Goals
4• Types of Goals
5• Collaboration
6• Next Steps
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Now What?
• Informal check ins• Show appreciation
for progress• Re-evaluate goals
occasionally• Coaching for
performance
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Upcoming Programs
Drive Book GroupWednesday, December 3, 201410:00 a.m. – 12:00 p.m.Faculty House Lounge
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Kevin R. ThomasManager, Training & Development
• Program evaluation link will be sent by email.• You’ll get a link to a course page with all the materials.