Smart Planning For Performance Managment
Smart Planning For Performance Managment
what is to be accomplished - results that are expected
how it is to be done
measures or standards that will be used
Establishing Performance Objectives and Measures
Often the most difficult part of a planning meeting is finding appropriate and clear language to describe the performance objectives and their measures/ indicators of success.
For example:
What is a valid measure of good customer service?
If the measure used only looks at the number of clients served (i.e. what was done), then the quality of service or 'how well it was done' is not captured. Assessing both 'what' and 'how' would be a more valid measure for good customer service. For example, in addition to the number of clients served, the quality of the information provided, and a complaints rate of 1% or less could represent good customer service.
To assess quality of information provided, the supervisor could do spot checks to listen to or look at the information that the employee provides to clients. The supervisor would then assess accuracy and completeness of the information.
The objectives and the indicators need to be SMART: Specific, Measurable, Attainable, Realistic, Timebound.
SpecificThe objectives should specify clearly what is to be done, when it is to be done, who is to accomplish it, and how much is to be accomplished.In addition to "Specific," the 'S' sometimes stands fo "Stretch." This means that the objective is challenging yet doable.
MeasurableAsk questions such as: How much? How many? How will I know when it is accomplished?The measures used to evaluate the objectives should be valid - they should actually measure the things you are trying to measure.Multiple measures should be used if possible, for example quantity, quality, timeframe and cost.
AttainableAn attainable objective is one for which you see a reasonable path to achievement, and feasible odds that you will get there.
RealisticThe objective needs to be possible to achieve. It should match the level of complexity with the employee's experience and capability.There needs to be an assessment that there are not insurmoutable forces outside the control of the employee that will hinder its accomplishment.
Time-boundYou should be clear about the timeframe in which performance objectives are to be achieved. Normally, objectives are drafted to be completed by the end of the performance review period (usually one year).
Writing objectives and identifying the appropriate measures takes careful consideration.
One format to use for writing objectives is:
Action verb + Object of the action verb + Measures
Write an objective for each accomplishment; don't put multiple elements in one objective
Use positive terms for behavioral objectives rather than stating the objective as what should be avoided
For some objectives, identifying appropriate measures can be challenging.
For Example:
For an employee who is responsible for supervising volunteers at a drop-in centre for youth.
SMART Objective 1: Conduct monitoring visits to the drop-in centre on a monthly basis to assess the performance of the five volunteers against the plans and objectives that were developed with them.
SMART Objective 2: Provide written updates on the work of the volunteers to the Program Manager on a quarterly basis.
Not SMART: Visit the drop-in centre and see how the volunteers are doing.
(image placeholder)
Make sure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments. If it does not cover the most important duties then the resulting evaluation will not be valid. Consider identifying critical objectives. These are objectives that are critical to the overall success of the position. If the employee does not meet his/her critical objectives then overall performance will be evaluated as unsatisfactory. The employee should have a written copy of the performance objectives and the measures/standards that will be used to assess performance.
Smart Planning For Performance Managment - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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Effective organizations plan their work in advance. Therefore, the first phase in the performance review process is for employees, in collaboration with their managers, to develop work plans for the coming year. The work plan should include:
what is to be accomplished - results that are expected
how it is to be done
measures or standards that will be used
Establishing Performance Objectives and Measures
Often the most difficult part of a planning meeting is finding appropriate and clear language to describe the performance objectives and their measures/ indicators of success.
For example:
What is a valid measure of good customer service?
If the measure used only looks at the number of clients served (i.e. what was done), then the quality of service or 'how well it was done' is not captured. Assessing both 'what' and 'how' would be a more valid measure for good customer service. For example, in addition to the number of clients served, the quality of the information provided, and a complaints rate of 1% or less could represent good customer service.
To assess quality of information provided, the supervisor could do spot checks to listen to or look at the information that the employee provides to clients. The supervisor would then assess accuracy and completeness of the information.
The objectives and the indicators need to be SMART: Specific, Measurable, Attainable, Realistic, Timebound.
SpecificThe objectives should specify clearly what is to be done, when it is to be done, who is to accomplish it, and how much is to be accomplished.In addition to "Specific," the 'S' sometimes stands fo "Stretch." This means that the objective is challenging yet doable.
MeasurableAsk questions such as: How much? How many? How will I know when it is accomplished?The measures used to evaluate the objectives should be valid - they should actually measure the things you are trying to measure.Multiple measures should be used if possible, for example quantity, quality, timeframe and cost.
AttainableAn attainable objective is one for which you see a reasonable path to achievement, and feasible odds that you will get there.
RealisticThe objective needs to be possible to achieve. It should match the level of complexity with the employee's experience and capability.There needs to be an assessment that there are not insurmoutable forces outside the control of the employee that will hinder its accomplishment.
Time-boundYou should be clear about the timeframe in which performance objectives are to be achieved. Normally, objectives are drafted to be completed by the end of the performance review period (usually one year).
Writing objectives and identifying the appropriate measures takes careful consideration.
One format to use for writing objectives is:
Action verb + Object of the action verb + Measures
Write an objective for each accomplishment; don't put multiple elements in one objective
Use positive terms for behavioral objectives rather than stating the objective as what should be avoided
For some objectives, identifying appropriate measures can be challenging.
For Example:
For an employee who is responsible for supervising volunteers at a drop-in centre for youth.
SMART Objective 1: Conduct monitoring visits to the drop-in centre on a monthly basis to assess the performance of the five volunteers against the plans and objectives that were developed with them.
SMART Objective 2: Provide written updates on the work of the volunteers to the Program Manager on a quarterly basis.
Not SMART: Visit the drop-in centre and see how the volunteers are doing.
(image placeholder)
Make sure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments. If it does not cover the most important duties then the resulting evaluation will not be valid. Consider identifying critical objectives. These are objectives that are critical to the overall success of the position. If the employee does not meet his/her critical objectives then overall performance will be evaluated as unsatisfactory. The employee should have a written copy of the performance objectives and the measures/standards that will be used to assess performance.
Smart Planning For Performance Managment - To learn more about this author, visit Dr. Fathi El-Nadi's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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