president, e.l. goldberg & associates edie l. goldberg, ph.d

Performance Management for Today’s Workplace

Edie L. Goldberg, Ph.D.

President, E.L. Goldberg & Associates

THREE-PART MASTERCLASS

Brought to you by E.L. Goldberg & Associates,

in partnership with Engagedly, Inc.

This document contains proprietary material and should not be reproduced, either in total or in part, circulated, or quoted from without proper attribution and the expressed permission of E.L. Goldberg & Associates. 1

Trends and best practices in

goal-setting and feedback 

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2

Of employees strongly agree their

managers provide meaningful

feedback to them

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More likely to be engaged

3.5x

23%

Source: Gallup, (2020) State of the American Workplace Report3

Agenda

● Goal Setting Theory & Practice

● Evolving Practices in Goal Setting

● Feedback

● Development

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Photo by NordWood Themes on Unsplash

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Goal Setting

Goal Motivation

Theory

Clarity

Challenge

ComplexityCommitment

Feedback

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MeasurableIncludes specific levels of accomplishment and ways to let you know when the objective has been reached

SpecificFocused on a particular situation and defines specific actions or tasks

AchievableIs challenging and attainable

Time-boundAccomplished within a specific period of time

RelevantIs aligned with the organization’s goals or helps improve performance in your core function

Setting SMART Objectives

If the objective isn’t SMART, make sure milestones are6

S

M

A

R

T

How well aligned are employee goals to company

goals in your organization?

Very well aligned (best practice)

Well aligned in some parts of the company, but not all

Somewhat aligned

Not well aligned

Poll

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Source: Gallup, (2020) State of the American Workplace Report

Of employees think their goals are

aligned with the company’s goals

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35%

Of companies say shifting priorities

make it difficult to set annual goals

2/3

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Flexible, directional goals

Frequent discussions

Leveraging the power of purpose and meaning

Shift from Individual to Team-Based Goals

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Evolving Practices in Goal Setting

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2

3

4

● Move away from cascading to alignment

● New, more agile goal setting methodologies

○ OKRs

○ FAST

Flexible & Directional Goals

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1

Corporate Goals

Department Goals

Team Goals

Individual Goals

Corporate Goals Department Goals

Individual Goals

What is an OKR?

The goal is to ensure everyone is moving in the same direction with clear priorities.

It describes what you will do and how you will measure achievement.

OKR is a goal setting methodology. It has two main components:

This is the overall outcome you want to achieve.

These are the metrics that will define success for your objective.

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Objective Key Result

Images by Freepik.

What is the FAST Goal Setting Method?

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F

A

S

T

Frequent Discussion Goals should be embedded in ongoing discussions to review progress, allocate resources, prioritize, and provide feedback & coaching.

AmbitiousGoals should be difficult but not impossible to achieve.

SpecificGoals should be translated into concrete metrics and milestones that force clarity on how to achieve each goal and measure progress.

TransparentGoals and current performance should be made public for all employees to see.

Frequent Discussions 2

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9/10 people would be willing to earn less money to do more meaningful work-Achor, Reece, Kellerman & Robichaux (2018)

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Leveraging the Power of Purpose and Meaning

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Team-based goals:

● Drive effort & energy

● Facilitate communication & cooperation

● Result in more positive outcomes

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Individual vs. Team Based Goals4

What are your best practices in goal

setting?

Discussion Question

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Feedback

Importance of FeedbackWhich element is most important to driving motivation and performance?

Setting goals and objectives

Colquitt & Goldberg (2020)18

None of the above drive motivation/performance

Linking pay & performance

Evaluation/Ratings/Differentiation of performance

Feedback & coaching

Zenger & Folkman: Retention

Zenger, J., and Folkman, J. (2015). Talent Quarterly, p. 31-3819

Employee retention is significantly higher when managers provide frequent and effective feedback.

Managers Have Gotten the Message About Feedback – They Just Aren’t Good At It

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Rate the skills of your managers in providing effective feedback & coaching?

Creating a Performance Feedback Culture Pays Dividends

Use of PFC Practices Net Profit Margin ROI ROA ROE

Top 1/3 12.08% 14.63% 7.68% 26.26%

Middle 1/3 7.48% 7.96% 4.89% 19.71%

Bottom 1/3 5.09% 6.51% 3.65% 10.63%

Ledford, G.E. & Schneider, B. (2018).  Performance Feedback Culture Drives Business Impact.  Research Report sponsored by CEO & i4cp.21

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Contemporary Research Driving Today’s Practices

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Growth Mindset (Dweck)

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Fixed Mind-setIntelligence is static

Growth Mind-setIntelligence can be developed

...avoid challenges

Leads to a desire to look smart and therefore a tendency to...

Leads to a desire to learn and therefore a tendency to...

...embrace challenges

...give up easily

...see effort as fruitless or worse

...ignore useful negative feedback

...feel threatened by the success of others

...persist in the face of setbacks

...see effort as the path to mastery

...learn from criticism

...find lessons and inspiration in the success of others

CHALLENGES

OBSTACLES

EFFORT

CRITICISM

SUCCESS OF OTHERS

As a result, they may plateau early and achieve less than their full potential.

All this confirms a deterministic view of the world.

As a result, they may reach ever-higher levels of achievement. All this gives them a greater sense of free will.

Neuroleadership (Rock)

Source: Dr. David Rock. SCARF; a brain-based model for collaborating with and influencing others. NeuroLeadership Journal 2008 Image by Freepik.

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S

C

A

R

F

Status

Certainty

Autonomy

Relatedness

Fairness

Goldsmith, M. (2015)25

Feedback Feedforward

360 Feedback

Self

Manager

PeerDirect

Reports

Customers

360-Degree Feedback – What is It?

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● For Development

● For Decision Making (input to

Performance Evaluation)

● Crowdsourced Feedback

360-Degree Feedback – What to Consider?

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Recognition from one’s manager, peers, or customers is much more memorable than financial rewards.

Recognition

28 Gallup, 2017

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● Intentionality

● Consistency

● Ask for feedback from co-workers

● Give feedback to others

What’s Different About Feedback in a Hybrid/Remote Environment?

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Development30

Development Planning Drives Performance

Managers in high performing

companies were 2x as likely to

create development plans for

their employees.

i4cp’s Performance Management Survey, 201231

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What is the Focus of Development in your company?

Developing weaknesses

Developing new skills

Developing or leveraging strengths

All of the above

None of the above (we don’t have a development

process)

Poll

70:20:10

How Effective Development Happens

20% learn from

others

70% learn by doing

10% learn through

formal training

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● On-the-job tasks● Cross-functional projects● Gigs● Job changes and rotations● Special assignments

● Ongoing feedback and coaching

● Mentoring● Working with role models

● Instructor-led programs● E-learning● External conferences and

seminars● Suggested reading

How will you make development more of a focus in your PM Process?

Development Planning

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● Goal setting is critical for motivation and alignment

○ But they have to be agile!● Move from feedback to feedforward (coaching for performance)

○ Train managers● The manager should not be the only source for feedback

● Development – Just do it!

Summary

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Edie L. Goldberg, Ph.D.President, E. L. Goldberg & Associates

www.elgoldberg.comedie@elgoldberg.com

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Thank You!

Brought to you by E.L. Goldberg & Associates,

in partnership with Engagedly, Inc.