Slide 1. Slide 2. Use Annotation Tool to indicate Objective you are most interested in learning about today. Slide 3

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1 Slide 1 Navigating the Road to Success writing and tracking your annual goals A Granite Talent Management Webinar Slide 2 Housekeeping Instructor: Rachel Vincent Sr. Analyst, Talent Development The Teleconference will be muted. Participate! Chat Annotate Poll Slide 3 Course Objectives Use your Check Mark Annotation Tool to mark the Objective you are most interested in learning about today Define Terminology used at Granite Recognize the importance of Setting and Communicating Goals and Objectives Create or Collaborate in the creation of individual goals and objectives Create goals and objectives that are relevant, agreed upon mutually, and flexible Use the MyHR System to support the creation and tracking of goals throughout the year Use Annotation Tool to indicate Objective you are most interested in learning about today

2 Slide 4 Terminology Goals = Generally what you want to achieve for the year Objectives = Specifically what you want to achieve for the year Expectations = Generally how you will achieve your goals for the year Job Duties = Specifically how you will achieve your goals for the year Here at Granite, these are often used interchangeably! As we begin, it s important for us to use the same terminology. Here are some definitions of terms we often hear in relation to Planning for performance. Review definitions ANIMATE: Here at Granite, these terms are often used interchangeably. Usually it depends on the level in the organization what is used. With some of our more strategic managers, they will truly be setting Goals and then Objectives, while some positions in the organization don t see much variation, and may have more Job Duties listed than Goals. So remember, when we discuss Goals it could be any of the terms on this list. What we really mean is the thing you use to guide your year, whether it is your job duties, your objectives, or traditional goals. Slide 5 Activity Draw A House Before we begin, I would like for each of you to grab one blank piece of paper. You have 15 seconds, to draw a house. GO!

3 Slide 6 Activity Instructions: Use the Check Mark Annotation Tool--- Place a check Mark next to the items your house has One Door Four Windows Pointed Roof Chimney Garage Trees Outside Use your Check Mark Annotation tool to indicate if your house has all these things it should have. One Door Four Windows Pointed Roof Chimney Garage Trees Outside Slide 7 Activity Here s what your House Should Look Like. Did you meet my expectations? How would you rate your house against my expectations? Would it help to have known my expectations first? Same with work performance -- need objectives first Slide 8 Why Set Individual Goals? If you or your organization never sets goals for direction, how will you know where you are headed? If no goals exist for progress, how will you know how you are doing? If there are no goals for achievement, how will you know when you succeed? That s why it s important for each employee to have Individual Goals. We can know where the Business is focused, or even our Department is focused, but it is still important to know how we will contribute to that success Goals help us stay focused on what is important in our daily tasks Since Goals are important to the success of the individual, team and business, where do we begin planning them?

4 Slide 9 Responsible for Creating Goals? POLL: Who is responsible for Creating Goals? Manager, Human Resources, Employee, Both A and C, All Answer: Manager and Employee Slide 10 Accountability for Managing Performance Employee Accountability Leadership Accountability There is actually Dual Accountability when it comes to managing performance at Granite. Leaders are responsible for Planning, Managing, and Reviewing Performance, and Employees are responsible to Plan, Perform and Review. Creating and Communicating Goals falls into PLAN. The Performance Management Cycle shows Plan (Goals/Objectives/Expectations) as a part of both cycles. Manager and Employee Level of responsibility varies with level in the organization for example, Specialists goals will most likely be set by their Manager, but Analysts and above should be creating goals in collaboration with their manager. So as you can see, both employees and managers are responsible for PLAN. Since we both have accountability to Plan for performance, where do we begin to create our goals?

5 Slide 11 Activity-Questions to Ask Use your Annotation Tool (T) to type below: What questions should you ask when you start planning your goals? You can begin with the purpose or objectives of the Team If you aren t sure, here are some questions you can ask to help determine the bigger picture. What is already planned for the year? What is the team s purpose? Who are your customers? What services do you provide? How does your team help Granite to succeed? How can you enhance your team s impact on Granite s success? You may ask yourself: What tools are available to assist in answering these questions, and planning your goals? Slide 12 Activity-Tools to Use Use your Annotation Tool (T) to type below what tools you could use to help answer your questions, and begin planning your goals? Job Description Upstream Goals (Boss or Department Goals) Calendar-what s coming up? Transition: Knowing how to start is important asking the right questions, and using available tools can help, but how do we write the actual goal clearly and effectively?

6 Slide 13 Goal Guidelines 3-5 Annual Performance Goals Created as a collaborative effort Written in SMART CAR format Aligned to Granite s business objectives and the goals of the department or functional area Beware of Goal Setting Pitfalls Here are some guidelines when creating Goals at Granite: Objectives should be created collaboratively sometime during the first quarter. While job duties are often substituted here, the clearest objectives are SMART objectives. Aligning individual objectives to the Leadership Goals is the way we will be sure that all employees are working toward our strategic business goals. Beware of the Pitfalls of Goal Setting we will cover these toward the end of our session. Slide 14 Don t Forget Your SMART CAR! Specific Measurable Achievable Realistic Time-Framed Clearly understood Employee clearly understands the performance expectations Manager has the same understanding as the employee Agreed upon mutually Employee and manager discuss and reach mutual agreement on the performance expectations Renegotiated as/if necessary Discuss need to renegotiate goals when priorities or conditions change You may have heard of the SMART format before, but we not only need our goals to be SMART, we need to have a SMART CAR!! Individual goals should be Agreed upon by both manager and employee Clear the clearer the goals are, the easier it is to measure performance and conduct reviews Reviewed and updated regularly they can change! While the SMART Format is important, the CAR can be even more important. Just as you can use a car to get from point A to point B, you need clear goals to help you get through your job duties that year. The CAR part of this formula is what will get you there having goals that are Clearly understood, Agreed upon mutually, and Renegotiated as/if necessary is a VERY important piece of staying on target or keeping your CAR on the Road to success!

7 Slide 15 SMART Format Specific Clearly defines what will be accomplished Clearly defines who is responsible for what Measurable Identifies standards for the expected results Includes quantity, quality and timing Achievable Employee and manager believe the objective is achievable There are not too many objectives Realistic Are clearly linked to organizational goals Time-Framed Establishes clear due dates Let s take another look at the SMART format. Smart goals are more than just a formula that Granite suggests Smart goals are: A target toward which effort is directed A precise and measurable statement of what will be accomplished Used to determine behavior & actions Focused on end results (strategic) rather than on the tasks that are involved in getting to the result (tactical) Linked to a due date(s) Slide 16 Activity: Is this in SMART format? Review Activity Rules Instructions: Complete the POLL to indicate what is missing to make the goal SMART. Next, use a piece of paper at your desk to re-write the goal to make it SMART. Share your re-written goal in CHAT. Slide 17 Activity: Is this in SMART format? Instructions: Complete the POLL to indicate what is missing to make the goal SMART. Prepare monthly financial statements. Now, use a piece of paper at your desk to re-write the goal to make it SMART. Share your re-written goal in CHAT. Prepare monthly financial statements. Measurable Specific? This is an example of a goal that was written with a focus on Task or Job Duties. Here at Granite this type of goal is acceptable, but let s see if we can put this into SMART format to make it achievable and clearly understood.

8 Slide 18 Activity: Is this in SMART format? Instructions: Complete the POLL to indicate what is missing to make the goal SMART. Create a database for customer feedback that meets agreed upon specifications, so that it can be loaded without major problems by March 31. Create a database for customer feedback that meets agreed upon specifications, so that it can be loaded without major problems by March 31. Nothing, It s SMART Remember, we are trying to get clarity to the goal, not pick them all apart. If this is easily understood by Manager and employee, and sets the employee up for success (achievable, relevant, etc.) then its OK. Slide 19 In Practice-Writing Objectives Instructions: Write one goal for yourself using the SMART format. Type the goal into CHAT. Specific Clearly defines what will be accomplished Clearly defines who is responsible for what Measurable Identifies standards for the expected results Includes quantity, quality and timing Achievable Employee and manager believe the objective is achievable There are not too many objectives Realistic Are clearly linked to organizational goals Time-Framed Establishes clear due dates Let s Practice what we have learned. You have 3 minutes to write 1 SMART Objective for yourself Remember, you want the goals to be achievable, but not too easy either! Review the objectives in CHAT Discuss use of SMART format not quality of written goal but usage of the format Slide 20 Was your Goal a SMART CAR Goal? Complete the POLL to indicate if your goal fulfilled all items to make it a SMART CAR goal. See how many people say their goal fit all aspects on the screen it was SMART and can be CAR. Specific Measurable Achievable Clearly understood Agreed upon mutually Renegotiated as/if necessary Realistic Time-Framed

9 Slide 21 Goal setting pitfalls Setting too many Goals Defining activities/tasks instead of outputs or expected results Setting goals that are out of your control Not clearly defining the standards of the expected results (e.g. quantity, quality, time) Not reflecting back to the goal throughout the year Don t forget your SMART CAR! Review Pitfalls Slide 22 MyHR Here at Granite, we now have a system to help us keep track of our Goals. That s our MyHR system. Let s take a look at how we use the system to enter and track our progress against our goals in the coming year. Slide 23 Where Enter Goals? Myself Career & Education Goals To enter goals in the MyHR System, you go to Myself Career & Education If you are a manager, entering goals for your employee, the process is very similar (Review where to go for Managers) Entered by Manager: My Team My Employees Search/Select Career & Education Goals

10 Slide 24 MyHR Goal Actions By 1 March, 2014! Inactivate any 2013 goals that are no longer applicable Change Status to Inactive Save (2 times) Enter each goal into MyHR remembering the Goal Guidelines: Status = Active Category = Performance (only type of goal to appear on performance review) Communicate goals that are entered Just a reminder of a few things you need to do in the MyHR System ANIMATE: (By March 1, 2014) Slide 25 Tracking Goal Progress in MyHR Once your goals are entered in the system, you can track your progress this is where the last R in Smart Car comes in to monitor and track your progress, and Renegotiate if necessary throughout the year. Our MyHR System offers us a way to assist in tracking these goals. It s called Journal Entries. A Journal Entry is connected to a specific goal. You can find links to these entries either on the main Goals page, where you see one link for each Goal, or on the Add/Change Goals page. Both managers and employees can add Journal Entries about an employee s goals. To create a Journal Entry, click on the link

11 Slide 26 Using Journal Entries 1 This will open the Journal Entries page. You can type your notes about your progress toward your goal, or any roadblocks you may be encountering. Managers, you can add notes regarding employee s progress toward goal, or any counseling that may have occurred with the employee regarding their progress toward a goal. Slide 27 Using Journal Entries Once you have added your comments, you choose the visibility of the comment. There are 2 options for employees, and 3 for managers when it comes to visibility. 2 Option Private Public Restricted (option for managers only) Means Only seen by person who posted journal entry Visible to Employee, Manager, and those who have permission to access employee record Visible only to Manager and those who have permission to access employee record Not visible to employee Private = Only seen by person who posted journal entry Public = Visible to Employee, Manager, and those who have permission to access employee record Restricted (option for managers only) = Visible only to Manager and those who have permission to access employee record Not visible to employee Slide 28 Using Journal Entries Next, you need to decide if you want this comment to be available to view from the Annual Review. 3 If you choose yes, then Managers can click on the Journal Entries button for each goal on the review, and be able to see the history of Journal Entries throughout the year while in the Annual Review itself. If not, Managers would need to go to the Employee s Goal page and view Journal Entries to see any Public notes that are not included on Review.

12 I would suggest if comments are made Public, that they are also included on Review. That way all comments will be in one place for Managers at the end of the year. Slide 29 Using Journal Entries 4 Last, you post the comment. Remember, there are no notifications regarding Journal Entries, so you may want to notify your Manager or your Employee when you make a Journal Entry A Best practice might be to schedule a time (monthly, quarterly) to review your goals with your Manager, and note progress in the Journal Entries. Then each party would know when to go look. Slide 30 Resources Skillsoft Course: Setting and Managing Priorities within the Organization: Mission and Goals Staff Performance Management Page Using Journal Entries Writing Goals Info Sheet Inactivate Goals in MyHR We would not leave you to this planning process without some additional resources. There is a great online course on Skillsoft that takes you through the goal creation process. This course is geared toward managers, but would be useful for anyone who is creating goals. Also, check out the SharePoint Performance Management page for resources.

13 Slide 31 Wrap Up