Performance & Development Review Objective Writing Guidance

Transcription

1 Performance & Development Review Objective Writing Guidance The setting of objectives is a key element of the performance and development review process and it s important that you, as the Reviewee, take ownership of your own objectives. One to one conversations with your manager are important to help your understanding of UEL priorities, team goals and how they translate to your individual objectives. Your manager can provide support with the process but as the Reviewee you should be clear on what you are going to achieve in the review period, how you are going to do it and when you are going to do it by. To help you in writing objectives, UEL uses two models SEAMS/SMART. Both models are outlined on the following pages and include questions and examples to ensure you are clear on what an effective objective should look like. Once you are clear on what you need to achieve, you can then gather evidence and monitor your progress during the review period. If you have any queries on writing objectives, do talk to your manager or HR Business Partner.

2 SEAMS objectives By their very nature, objectives based on SEAMS imply collaboration. For people to collaborate effectively, the objectives themselves must be: Specific The goal or objective must have specific outcomes, even if they can t be measured or targeted in the traditional sense. It may not be possible to create KPI s, traffic light reports or a spreadsheet, but the results must be perceptibly felt or experienced. They must be real. Evolutionary For an outcome to be evolutionary, it must move the organisation forwards, towards a vision. It should also be evolutionary for the people involved; perhaps developing new knowledge, skills or experience. Aligned Objectives and goals should be aligned with organisational values and purpose. They may also need to be aligned with the goals of other individuals and teams. Motivating Use a balance of intrinsic and extrinsic rewards to motivate individuals and teams. Remember that motivation is personal to each individual; what motivates one person may not motivate another. People are motivated most by autonomy, mastery and purpose. Supported There is no point in agreeing an objective or a goal unless you and the organisation are prepared to put appropriate support in place to ensure it can be achieved. Consider what support (resources, time, experience, knowledge, etc.) might be required.

3 SEAMS objectives What SEAMS objective(s) do you want to agree with your reviewer? Use the following table to create a draft objective for the coming year based on SEAMS: Objective / Goal This could be very broad e.g. Make students very happy or Employers are queuing at our door to employ our students or even Come up with something that improves our university s reputation Specific What specific differences will you see or feel if the objective is achieved? Evolutionary In what way will achieving the objective move the university /team or area towards achieving UEL s goals? How will it help you to further develop? Aligned What does the objective need to be aligned to? e.g. UEL, aims/values, other individuals or teams etc.? 1. In what way is the objective motivating for you? Motivating 2. What opportunity does the objective offer? How does it extend the contribution you make beyond your current job description? What support will you need (and from whom), to ensure the objective is achieved? Supported

4 Writing S.M.A.R.T. Goals / Objectives A S.M.A.R.T. goal is defined as one that is specific, measurable, achievable, resultsfocused, and time-bound. Below is a definition of each of the S.M.A.R.T. goal criteria. Specific: Goals should be simplistically written and clearly define what you are going to do. Specific is the What, Why, and How of the S.M.A.R.T. model. all Staff using clearly defined processes and guidelines so employees and managers Implement a new performance management system for ALL Staff = what Using clearly defined processes and guidelines = how So employees and managers can competently evaluate performance and develop their careers = why Measurable: Goals should be measurable so that you have tangible evidence that you have accomplished the goal. Usually, the entire goal statement is a measure for the project, but there are usually several short-term or smaller measurements built into the goal. The essential metric is whether or not the system is operational by August 1st. Achievable: Goals should be achievable; they should stretch you slightly so you feel challenged, but defined well enough so that you can achieve them. You must possess the appropriate knowledge, skills, and abilities needed to achieve the goal. You can meet most any goal when you plan your steps wisely and establish a timeframe that allows you to carry out those steps. As you carry out the steps, you can achieve goals that may have seemed impossible when you started. On the other

5 hand, if a goal is impossible to achieve, you may not even try to accomplish it. Achievable goals motivate employees. Impossible goals demotivate them. In order for you to reach this goal, you must have a skill set, in this case in the area of performance management, that allows you to understand the nature of the goal, and the goal must present a large enough challenge for you to remain interested in and committed to accomplishing it. Results-focused: Goals should measure outcomes, not activities. The result of this goal is a process that allows employees and managers to more competently evaluate performance and develop their careers, not the individual activities and actions that occur in order to make the goal a reality. Time-bound: Goals should be linked to a timeframe that creates a practical sense of urgency, or results in tension between the current reality and the vision of the goal. Without such tension, the goal is unlikely to produce a relevant outcome. August 1, 2015 provides you with a time-bound deadline. The concept of writing S.M.A.R.T. goals is very important for accomplishing individual goals, which in turn are linked to department, division, and organisation goals. It is also critical for ensuring good communication between employees and supervisors so there are no surprises during annual performance evaluations. The following questionnaire will assist you in creating S.M.A.R.T. goals. Begin by writing your goal as clearly and concisely as possible. Then answer the related questions. Conclude by revising your goal, in the space allotted.

6 S.M.A.R.T. Goal Questionnaire Original Goal: Specific. What will the goal accomplish? How and why will it be accomplished? Measurable. How will you measure whether or not the goal has been reached (list at least two indicators)? Achievable. Is it possible? Have others done it successfully? Do you have the necessary knowledge, skills, abilities, and resources to accomplish the goal? Will meeting the goal challenge you without defeating you? Results-focused. What is the reason, purpose, or benefit of accomplishing the goal? What is the result (not activities leading up to the result) of the goal? Time-bound. What is the established completion date and does that completion date create a practical sense of urgency? Revised Goal: