Goal-Setting
Charting the Roadmap to Excellence
Perspectives on goal-setting…
Setting goals is the first step in turning the invisible
into the visible. Anthony Robbins
A goal properly set is halfway reached. Abraham Lincoln
People with clear, written goals, accomplish far more
in a shorter period of time than people without them
could ever imagine. Brian Tracy
Without goals, and plans to reach them, you are like
a ship that has set sail with no destination. Fitzhugh Dodson
Progress has little to do with speed, but much to do
with direction. Author Unkown
In the workplace, goal-setting is a
valuable tool that…
Enhances productivity
Encourages on-going communication and
collaboration between employees and
supervisors
Stimulates long-term vision and short-term
motivation
Adds credibility and objectivity to
performance evaluations
Helps to align employee and unit goals with
strategic employer objectives
Goal alignment at the University
UD Strategic Plan
College/Division Goals
Unit/Department Goals
Employee Goals
Goal-setting components
Goal: statement of results to be achieved
within a specific timeframe
Standard: ongoing performance criteria to be
repeatedly met or exceeded
Competency: personal attribute, ability or
skill an individual demonstrates at work
Stretch Goal: extremely ambitious goal that
prompts “outside-the-box” thinking
Variety is good! Consider a
combination of …
Goals and standards that support unit
objectives
Goals that support personal/professional
development
Stretch goal that is very rigorous and
challenges talents and abilities
Motivational benefits of goal-setting
Setting specific, challenging goals helps to increase
job satisfaction and performance.
Feedback helps employees understand what they
should continue doing, stop doing, or start doing to
attain the goal.
Maintaining goal commitment is important, e.g.,
focusing on outcome expectancies (how my actions
affect the goal) and self-efficacy (the belief that I can
achieve it).
Resources (especially employee training and skill
development) should be made available and
obstacles removed.
Gary P. Latham , ” Motivate Employee Performance through Goal-setting”
Job Description: the foundation for
goals, standards and competencies
Job descriptions support goal-setting
Is the description current and relevant?
Does it encompass major duties and
responsibilities?
Are expectations clearly defined?
Out of date? Then update!
Create S.M.A.R.T.* goals
Specific – precise and detailed
Measurable – with criteria for determining
progress and success
Achievable – attainable and action-oriented
Realistic – relevant and aligned
Time-related – grounded within a time-frame
*Peter Drucker, The Practice of Management
Is it specific?
Greater chance of achieving “specific” rather
than “general” goals
Clearly defined – why? what? when? how?
Written and detailed
Example
General: Lead a healthier lifestyle in 2008
Specific: Improve health by exercising 3
hours per week and by losing 30 pounds by
December 31, 2008
Is it measurable?
If you can’t measure it, you can’t manage it!
How much? How many? When?
Observable or trackable results
Relevant benchmarks or metrics to assess
progress and attainment
Example
While 30 lbs and 3 hours/week is easy to
measure, more relevant measures of health
improvement may be changes in blood
pressure, cholesterol or percent body fat.
Is it achievable?
Likelihood of success
Attained with a reasonable amount of effort
and application
Possess (or can develop) the abilities, skills
or knowledge to attain
Example
Achievability can be improved by developing
knowledge of weight loss methods (e.g.,
Weight Watchers) and fitness programs (e.g.,
Employee Fitness Center)
Is it realistic?
Practical and manageable
Relevant to individual and organization
Necessary resources are available
Flexible vs. rigid
Example
Rigid requirements can weaken motivation.
Exercising 3 hours weekly rather than ½ hour
daily for 6 days/week is more flexible and
more realistic for some.
Is it timely?
Anchored within a time frame
Start date, finish date and/or deadline
Averts procrastination
Timing can impact attainability
Example
Losing 30 lbs in 12 months is reasonable.
Losing 30 lbs in 1 month is unreasonable.
Tips for interactive goal setting
Clearly state the performance goal or
standard
Break it down into manageable components
Isolate resources needed to accomplish each
component
Identify possible barriers
Develop a timeline (e.g., quarterly) to meet
and review progress
“Need to knows” for supporting
goal achievement
What skills are needed?
What information/knowledge is needed?
What help/collaboration is needed?
What resources are needed?
What might block progress?
Regular check-ups are critical!
Supervisors should regularly review goal
progress with their employees
Dialogue keeps goals fresh and on track
Milestones can help to sustain motivation
Changing needs, priorities and resources
may require goal adjustment, postponement
or addition of a new goal
How can supervisors revitalize UD’s
performance appraisal process?
Ensure 100 percent participation
Engage in interactive goal-setting
Regularly meet with employees to discuss
progress toward goals (quarterly is
recommended)
Strengthen the correlation between employee
performance and distribution of merit raises
Identify and reward exceptional performance
Resources for goal-setting and
performance evaluation
Human Resources
http://www.udel.edu/EMPRELATION/appraisal.html
Morris Library
Other colleges and universities
Internet
For help with job descriptions, contact HR-Classification at
831-2171 or hr-class@udel.edu.