Goal-Setting by WRESn8Yr



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
 Stimulates long-term vision and short-term
 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
 Goals that support personal/professional
 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
 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
  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
   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
  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
  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
 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
 Break it down into manageable components
 Isolate resources needed to accomplish each
 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
 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
 Morris Library
 Other colleges and universities
 Internet

For help with job descriptions, contact HR-Classification at
831-2171 or hr-class@udel.edu.

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