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 Out of date?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 firstname.lastname@example.org.
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