HOW TO SET PERFORMANCE OBJECTIVES
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- Priscilla Jacobs
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1 Each individual is responsible for setting at least three objectives for the year. These objectives should be directly related to the Department/Faculty Objectives, KPI s (Key Performance Indicators) or Project Team Objectives. At the end of the year these objectives will form the basis of your performance results. It is important to ensure that objectives are not simply day-to-day activities that are a given within your job description. Objectives should be: Incremental projects, responsibilities or actions that support key operational initiatives Linked to strategic goals Integrated with department/division objectives Provide a clear opportunity to recognize and reward Have high-impact - i.e. ADDS VALUE Have specific outcomes/results that represent meaningful progress in improving processes, creating efficiencies, improving customer service How do performance objectives differ from development plans? Whereas performance objectives support organizational goals and performance objectives; development plans support the growth and development of the individual for success in their current role and to prepare them for future positions. Therefore, a performance objective should not simply be to attend a workshop or take a course. However, where acquiring a new skill or competency (i.e. project management, excel, HTML programming, etc.) is required to successfully meet the performance objective this may be included as part of the action plan. Please keep in mind the most effective development plans are directly tied to a performance objective allowing an opportunity to practically apply new skill/ knowledge areas. May,
2 SMART Objectives Objectives should follow the S-M-A-R-T criteria: Specific To the point and behavioral in nature Measurable Characteristics that will define successful achievement Attainable Possible to attain. But a stretch. Just out of reach, but not out of sight Relevant Truly worth taking on; it is of value Time Bound A clearly identified time element. Questions to Ask- Is this objective SMART? CRITERIA S Specific M Measurable A Attainable R Relevant T Time Bound QUESTIONS YOU CAN ASK YOURSELF What are the specific details of what is to be achieved and how it will be achieved (action plan)? What is the desired result? What will the customer experience? Does the objective include an object? an active verb? What are the quantifiable, concrete results that will evaluate whether or not the objective has been met? Have I clearly defined what the overall benefit will be? Are the necessary tools, information, and other resources available to enable me to meet this objective? Are new skills/knowledge required? What is the value-added impact to McMaster/customers/ department/colleagues/ other key stakeholders in achieving this objective? Are the due dates clear to everyone involved? Does the time element allow/facilitate measurement of ongoing progress? May,
3 Be SMART about Your SMART OBJECTIVES Monitor progress throughout the year. Will the objective be completed within allotted timeframe? (T Time Bound criteria). Recognize if new/special efforts must be made or additional resources are needed. Address unexpected challenges when they occur i.e. resourcing issues, legislative changes, etc. (A Attainable criteria) How important is it to maintain the measurable targets (i.e. budget, time) that were initially set if additional criteria, action items are now required? Will quality be compromised? (M Measurable criteria) Constructing Your Objectives Performance Action Plan Objectives THE WHAT THE HOW Clearly outline what Focuses on the plan or you are trying to strategy you will use to accomplish with reach your goal; i.e. your objective. create a new process, solicit customer Use action-oriented feedback, review new words. Describe requirements, etc. what you are trying to achieve A detailed action plan helps you to manage progress. Measures of Success MEASURE/WHEN The measure of success is what you will use to track progress- what does success look like? When will the goal be accomplished? Actual Results What was actually achieved? Types of Measurements: Quality- i.e. increased customer/student satisfaction, response time decreased by 20%. Quantity- is represented by a number- i.e. process 50 more new hires per pay. Cost- represented by currency or percentage (i.e. reduces administrative costs by 10%) Timeliness- represented by a number, day, month, time of day; i.e. schedules, deadlines May,
4 Process of Defining Objectives Review all applicable department/faculty objectives, KPI s and project team objectives to understand overall strategic direction to ensure objectives are aligned and support the overall success of the University. Step 1: Goal Statement Clearly outline what you are trying to accomplish with your objective. Use actionoriented words. Describe what you are trying to achieve. Step 2: Action Plan Outline the key action steps that you will need to undertake to contribute to the success of your objective. Be specific. Define clear timelines against each action item. These action items need to be easily measured, as they will be the basis for measuring your performance. Think of measurement in terms of timing, quantity, cost, or quality. Step 3: Measurements of Success In an effort to make measuring the success of your achievements relatively easy and painless, you and your Manager will define these measures at the start of the year. In this section you are able to define what exceeding expectations or falling below expectations Example Performance Objective(s) Strengthen employee retention by improving the new hire experience and engaging new hires through employee orientation process Action Plan Create resources and tools (SOPs) to assist new hires. Develop new hire checklist for supervisors Develop a departmental New Employee Welcome Program Measures of Success % Decrease in regrettable turnover New Hire 6 month survey conducted with % return rate and % overall satisfaction Positive feedback from supervisors May,
5 Additional Resources: The performance review tools are available for on the Total Rewards webpage: Giving Feedback to Subordinates, CCL Press, 1999 Raoul J. Buron and Dana McDonald-Mann This guidebook tells you how to give your subordinates effective feedback so they can work more effectively, develop new skills, and grow professionally &productId= (LeadingOthers) DK Essential Managers: Coaching Successfully John P. Eaton, Roy Johnson, Robert Heller Find out how to adapt your coaching style to suit both teams and individuals, how to use delegation as a coaching tool, and how to overcome negative attitudes. Power tips help you to handle real-life situations and increase your effectiveness as a role model and confidant. May,
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