Accountability and Goal Setting

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					Hitting the Target
How to Set Goals and Achieve Them

Training Objectives
The power of goal-setting Developing SMART goals Using PERFORMANCE REVIEW CYCLE to create individualized goals Getting commitment from employees Managing employee performance to reach goals

The Quality Way
Creating Direction Customer Focus Employee Focus Face-to-face Communication Managing for Outcomes

Begin with the End in Mind
By design or by default Leadership vs. management Identifying our direction Identifying the outcomes we are seeking

How to Establish Accountability
Set Expectations Invite Commitment Measure Results Provide Feedback Link to Consequences

The Power of Goal Setting
It allows an organization to track short- and long-term objectives It provides a framework for stating what the individual wants to achieve and what the organization expects from the individual It focuses employees and managers on planning for the future It inspires people to action

Why Goals Work
By providing a target By giving you desire, motivation and persistence By helping you focus your time and effort By giving you a roadmap By dictating priorities

Elements of Goal Management
Long term goals – The purpose toward which you direct your efforts Objectives – Steps needed to achieve a long-term goal Tasks – Series of daily and weekly actions necessary to meet your objectives

Supervisor’s Role in Goal-Setting
Ensure that employee’s goals align with project goals Steer employees toward high, but achievable goals Determine how performance will be evaluated and goal achievement measured Be an advocate for employees throughout the process


Our company’s program for managing and evaluating employee performance Provides for individualized goals that are based on project goals Provides specific steps to follow Emphasizes ongoing face-to-face communication with employees

How to set expectations
Step One: Determine what your organization needs to accomplish Step Two: Determine what part of your organization’s success is your team’s responsibility Step Three: Determine what part of your team’s results you will hold each individual accountable for. Step Four: Determine who should write your employees’ goals

Establish Performance Goals
2. 3. 4. 5. 6.

Review Contract Determine Requirements Determine Resources Determine Services Determine Measures Determine Records Determine Management
 

Use Program Plans to build…

Recurring daily tasks Recurring weekly tasks Recurring monthly tasks

How to get employee commitment
Step One: Be prepared to explain to employees why their goals exist Step Two: Be prepared to explain to employees what is in it for them if they complete their goals successfully Step Three: Prepare to discuss goals with employees Step Four: Meet to discuss goals Step Five: Seek commitment

90 80 70 60 50 40 30 20 10 0 1st Qtr 2nd Qtr 3rd Qtr4th Qtr

Employee 1 Employee 2 Employee 3

Measuring performance
Measurement tools must be efficient, fair and simple Gather the data Use and share the data as soon as it is available Compare results to goals Identify the organizational impact

Managing Employee Performance
Scorecard to track individual employee performance against the goals Coaching and counseling as needed Mid year assessment Annual evaluations

What is Coaching?
Communication designed to improve performance Positive reinforcement Give and take between manager & employee Suggestions, guidance, teaching, support Action plan for improvement

Purposes of Coaching
Coaching for improvement-Used when expectations are not being met Coaching for excellence-Recognizes accomplishments Coaching for development-Helps learn new roles, acquire new skills and abilities

What is Counseling?
Communication process

Designed to solve serious problems related to job performance Involves formal meetings
May include use of corrective actions

Purpose of Counseling
Identify and correct performance problems before they damage your operation or the employee’s career

Help employees make positive changes in performance and/or behavior

Coaching vs. Counseling
Coaching: Counseling: Positive feedback Corrective feedback Suggestions for Specific instructions improvement on how to improve Guidance, More explanation encouragement, about why behavior and mentoring needs to change Prevents Corrects performance performance problems problems

Feedback Model
State the facts Explain the consequences Express appreciation (positive) or Explain your expectations (negative)

Giving Feedback
Positive Feedback:
Praise in public. Give feedback ASAP. Be specific. Supplement verbal with written feedback Recognize routine as well as significant actions. Be sincere Be consistent.

Corrective Feedback:
Criticize in private. Give feedback ASAP. Maintain confidentiality. Don’t blame employee. Be specific Explain why behavior must change. Control emotions. Be consistent.

Why employees don’t do what they’re supposed to do:
They don’t know what to do They don’t know how to do it They don’t know why they should do it They think something else is more important

Why employees don’t do what they’re supposed to do:
They think their way (the old way) is better There is no positive consequence for doing it There is no negative consequence for not doing it

Why employees don’t do what they’re supposed to do:
Obstacles beyond their control Personal limits Personal problems No one could do it

Goals begin behaviors

Consequences maintain behaviors

Rewards and Recognition Informal Formal
Why some rewards aren’t motivating

Rewards and Recognition
Positive Reinforcement Recognition What other kinds of positive consequences can we provide?

Rewards and Recognition
The Power of Little Rewards

Food Gift Certificates Books Sports Training Personalized items

Rewards and Recognition
Formal Reward Programs

Merit increases Incentive Plan Bonuses-Spot awards and SRAs

Merit Increases
Based on budgetary availability Based on scores
Must have satisfactory (3.0 or higher) score Must have completed introductory period Higher scores receive higher percentages Bonuses in lieu of merit increases

Progressive Corrective Action
Counseling Statement First Written Warning Second Written Warning Final Written Warning Discharge

 Suspension pending an investigation

Progressive Corrective Action Fundamentals
Employees must understand your expectations and the consequences of failing to meet your performance standards. Follow these four “due process” rules:
»Employees must understand what the problem is.

»Employees must understand what they need to do in order to fix the problem. »Employees must be given a reasonable period of time in which to fix the problem. »Employees must understand the consequences of inaction.

SIMPLE Accountability
Set Expectations Invite Commitment Measure Results Provide Feedback Link to Consequences Evaluate and adjust

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