Goal Setting Training
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Transcript of Goal Setting Training
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Performance Management ProgramPerformance Planning/Goal Setting
July 2010
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Objectives
This key objectives of this session are to: Understand the Performance Management process at Houghton
Understand the role of managers and employees in the process
Develop effective goal setting skills
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Performance Management Overview
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Why Performance Management?
The performance management system is designed to assist in
building a performance culture at Houghton that supports:
Consistency in the management and development of employees
Employee understanding of their contribution to key Houghton
business objectives
Measuring and assessing performance
Planning, measuring and providing feedback against realistic
and agreed objectives
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Performance Management Objectives
The Houghton performance management system isbased on
global best practices and has the following objectives:
Translate Company business objectives into individual goals for
employees
Help managers and employees agree on goals
Encourage individuals to take accountability for the achievementof realistic, but challenging performance outcomes
Focus on clarity and ensure employees are clear on what is
expected and how it will be measured
Provide continual communication and feedback on goals inrelation to attained performance levels; and
Foster sincere discussions of opportunities for employee
development
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Performance Management Process
Our new process includes 3 key drivers of performance
improvement
Planning and
Goal Setting
Planning and
Goal Setting
Feedback and
Coaching
Feedback and
Coaching
Performance
Review
Performance
Review
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Performance Management Process
Planning & Goal Setting
Identify individual performance expectations and gain employee
commitment to achieving those expectations
Typically occurs prior to start of financial year
Feedback & Coaching
Continual tracking and improvement of performance throughconstructive feedback and reinforcement of key results
Is ongoing throughout the year
Performance Review
Quarterly performance discussions regarding progress against
performance objectives
A formal documented performance review after year-end to assess
actual results/accomplishments against stated performance objectives
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Employees Role in Performance Management
Active participation, including honest self-assessments during
performance discussions
Initiate conversations to discuss progress and raise awareness
of performance blocks
Solicit, listen to and act on feedback
Identify own strengths and development needs and suggest
appropriate action plans
Prepare performance review self-assessment
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Managers Role in Performance Management
Set objectives for employees that support Company objectives
Communicate objectives clearly
Encourage employees to participate in their performance
management
Provide informal, frequent and candid feedback on how
employees are progressing and how they can improve
Provide solutions and tools to assist inbreaking performance
barriers
Confront poor performance and reinforce good performance
Support employee development and possible career progression
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Goal Setting
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Todays Main Messages
Goals should be aligned from the top of the organization down
through the businesses to the individual Houghtons approach to alignment one conversation at a time
Therefore, setting goals begins with a conversation
Manager meets with the employee one-on-one or with the team
Manager reviews company, BU and Departmental goals
Goals set direction for each of us
Goals should furtherbe defined by employees job level and function
You are responsible for your own success
Coaching and Feedback is everyones job
Goal setting begins with a conversation
between a manager and his/her employees
Goal setting begins with a conversation
between a manager and his/her employees
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Goal Setting - Performance Goals
Goals cascaded from Houghtons strategic business objectives and/or
Key Performance Indicators (KPIs) through the business unit anddepartment to the individual level
Key Performance Indicators (KPIs) are quantifiable measurements thatdefine and measure progress toward the Companys strategic businessobjectives
Some examples for Houghton include profitable growth, working capital,supply chain effectiveness, innovation & continuous improvement, totalexpense efficiency, etc.
Performance goals typically focus on financials, productivity, safety,process improvement, project management, etc.
Some goals can change during the cycle as warranted by businesspriorities and new opportunities
As a guideline, employees should set 3-5 performance goals
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Goal Setting - Development Goals
Focus on the knowledge, skills and behaviors needed to accomplish
the performance goals
May prepare you for another role at a higher level or a different area
of expertise
Can be technical/job specific skills or interpersonal skills such as
team building, peer relations, communications, developing others,etc.
As a guideline, employees should set 1-2 development goals
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Goal Setting SMART Goals
The key to writing effective goals is to ensure that theyare SMART:
Specific Clearly define what you are going to do.
Measurable State how you are going to know youve achieved your goal.
Attainable Goals should be challenging and require effort to achieve, butyou must have the resources, will and control to achieve
them.
Relevant Why is the goal important? Goals should focus strictly on the
important aspects of your job that support strategic businessneeds.
Time Bound When will your goal be completed? Including an end point onyour goal focuses your time and attention and provides a
clear target to work towards.
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Writing Goals - Example
Goal 1
Reduce cost of goods sold
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Writing Goals - Example
Goal 1
Reduce cost of goods sold
Better Goal 1
Reduce the cost of goods sold by 20% in the D&S segment by end
of the fiscal year
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Writing Goals - Example
Goal 1
Reduce cost of goods sold
Better Goal 1
Reduce the cost of goods sold by 20% in the D&S segment by end
of the fiscal year
Goal 2
Develop direct reports
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Writing Goals - Example
Goal 1
Reduce cost of goods sold
Better Goal 1
Reduce the cost of goods sold by 20% in the D&S segment by end
of the fiscal year
Goal 2
Develop direct reports
Better Goal 2
Develop direct reports by establishing SMART performance and
development goals for each direct reports within 30 days of the
start of the FY2009
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Performance Goals - Examples
Specify Business Objective
or Key Performance
Indicator (KPI)
Expected Results - Metrics,Targets, Timelines
Results &
Accomplishments - Actualresults or status of
progress
Increase overall monthly
sales by introducing
connector products into new
markets.
Increase monthly sales by
15% in Mexico, Poland and
Japan by the end of the 3rd
quarter.
Manage the relocation of a
local office in accordance with
agreed upon standards and
action plans.
Relocation must be complete
and office fully operational by
7/1.
Develop, implement and
communicate Companycompensation structure.
Have structure fully
implemented in US by 8/31.
Develop an online system to
track customer complaints.
Develop system and reduce
customer complaints by 50%
by the end of the fiscal year.
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Development Goals - Examples
Target Skills
Expected Results
Observable
behaviors/measures of
progress
Results &
Accomplishments - Actual
results or status of
progress
EarnC
ertified Associate in ProjectManagement through the Project
Management Institute.
Pass certification exam by 12/31.
Increase business acumen by
working one day per quarter with
regional sales manager, meeting a
wide range of customers and
prospects.
Successfully present analysis and
action plan to regional sales team by
end of 2nd quarter
Take advanced Excel class to
enable efficient data analysis
capabilities.
Attend class by 7/31 and
demonstrate increased technical
capability by completing more
advanced data analysis requests by
9/30.
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Goal Writing Exercise
Individually:
Draft a Performance goal using the Performance Management Form
Determine if the SMART goal criteria are present:
Specific
Measurable
Attainable
Relevant
Time Bound
In pairs share your results
Write a better goal
Prepare to discuss your options, challenges
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Performance Management Review
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Performance Management Form
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Performance Management Form contd.
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Performance Management Approvals
Goals set between managers and employees do not require
approval of second level managers
Managers must complete year-end performance reviews for their
employees and have these reviews approved by second level
managers
Once managers have held year-end performance discussions withtheir employees and the employee has signed their review, it must
be sent to HR for inclusion in the employees file
In order to be considered for a merit increase, managers must
complete year-end performance reviews with their employees
Likewise, employees must have had a performance reviewcompleted for them to be considered for a merit increase
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Next Steps
Work with each of your employees to develop goals as soon as
possible
Additional training will be scheduled towards the end of the year on
assessing employee performance, writing performance reviews and
delivering performance feedback to employees