goal setting for managers

Goal Setting for Managers

Kevin R. ThomasManager, Training & Development

x3542Kevin.R.Thomas@williams.edu

Objectives

• You’ll learn:– How to write effective goals– How to collaborate with your employee in setting

goals

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective Goals

4• Types of Goals

5• Collaboration

6• Next Steps

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective Goals

4• Types of Goals

5• Collaboration

6• Next Steps

Why Set Goals?

• Research has shown that:– Specific, ambitious goals lead to higher levels of

performance.– Goals help employees prioritize tasks– Goal setting increases employee engagement

which in turn leads to higher levels of retention and performance.

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective Goals

4• Types of Goals

5• Collaboration

6• Next Steps

Organizational Alignment

Williams

Department

Team

Employee

Williams College Mission and Purposes

• Williams seeks to provide the finest possible liberal arts education by nurturing in students the academic and civic virtues, and their related traits of character. …

• We are committed to our central endeavor of academic excellence in a community of learning that comprises students, faculty, and staff, and draws on the engagement of alumni and parents. …

• Dedicated staff enable this teaching and learning to take place at the highest possible level.

Your Turn: Understanding the Value of Your Employee

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective Goals

4• Types of Goals

5• Collaboration

6• Next Steps

Management By Objective

• Define clearly what is to be accomplished.• Give meaningful autonomy in how it is

accomplished.

Characteristics of Effective Goals

Specific

• Be as concrete and explicit as possible in describing goals.– Work products– Behaviors– Knowledge/abilities

• Use a “camera check”

Measurable

• “You can’t manage what you don’t measure.”

• What should be measured?– Volume– Quality– Timeliness– Frequency of specific

behavior

Measurement Techniques

• Spontaneously given complaints or compliments

• Employee report• Work sampling– Manager– “Secret shopper”

• Survey• IT-Driven (automated)

Dangers of Measurement

• “Beat the system” behaviors

• Volume and timeliness measures may discourage quality customer service

Defining Measurable Performance Expectations

Unsatisfactory

Measure 1

Measure 2

Measure 3

Improvement Needed

Measure 1

Measure 2

Measure 3

Meets Expectations

Measure 1

Measure 2

Measure 3

Exceeds Expectations

Measure 1

Measure 2

Measure 3

Exceptional

Measure 1

Measure 2

Measure 3

Example

Unsatisfactory

>10 minutes late, 10 or more

times per year

Improvement Needed

>10 minutes late, 6-9

times per year

Meets Expectations

>10 minutes late, <5 times

per year

Exceeds Expectations

>10 minutes late, 1-2

times per year

Exceptional

>10 minutes late, 0 times

per year

Attainable/Challenging

• 90% of laboratory and field studies involving specific and challenging goals led to higher performance than did easy or no goals.

• Challenging goals increase motivation.

Relevant

• Relevant to the organization:– Alignment

• Relevant to the employee– They know why the goal

has been set– They agree the goal is

important– Accomplishing the goal

helps them achieve personal and professional benefits

Time-Bound

• Creates more accountability for the employee

• Creates more accountability for you

• Deadlines can be renegotiated

What’s missing?

• Improve the procedure for responding to student health emergencies.

• Meet or exceed last year’s fundraising levels.

• Minimize the amount of food waste.

• Communicate clearly with clients.

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective goals

4• Types of Goals

5• Collaboration

6• Next Steps

3 Kinds of Goals

• Project Goals• Performance Goals• Development goals

Project Goals

• Describe the deliverables the employee must produce as part of the project plan

Performance Goals

• Expected behaviors– Listening at meetings– Attendance– Timeliness– Smiling for Customers

• Product or service standards– Quality– Timeliness– Volume

Development Goals

• Represent activities undertaken to increase the employee’s capacity in skills or knowledge.

GAPS Grid

Closing the Gap

• How can you close the gap (if any) between your perception of the employee and his or her own?

• How can you close the gap (if any) between your vision of high performance in this role and the employee’s goals and values?

Professional Development Menu

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective goals

4• Types of Goals

5• Collaboration

6• Next Steps

Involving Employees in Setting Goals

• Research has shown:– Involving employees in goal setting:• Increases the chances of the goal being achieved• Increases motivation

How to Collaborate on Goals

• Have employee propose goals first• Get them to elaborate on how they came to

those goals• Discuss any differences in your perspective

and theirs on what is important• Ultimately you will set the goals for the

employee

Agenda1

• Overview and Introductions

2• Alignment

3• Characteristics of Effective Goals

4• Types of Goals

5• Collaboration

6• Next Steps

Now What?

• Informal check ins• Show appreciation

for progress• Re-evaluate goals

occasionally• Coaching for

performance

Upcoming Programs

Drive Book GroupWednesday, December 3, 201410:00 a.m. – 12:00 p.m.Faculty House Lounge

Kevin R. ThomasManager, Training & Development

x3542Kevin.R.Thomas@williams.edu

• Program evaluation link will be sent by email.• You’ll get a link to a course page with all the materials.