setting & discussing performance goals

Se#ng and Discussing Performance Goals

Denise Macik, PHR, SHRM-‐CP HR Client Advisor

The Performance Cycle

Challenges of Performance Discussions

•  Time constraints

• How to talk about performance challenges

•  Tracking performance

•  Defining the expectaGons

Purpose: Se#ng ExpectaGons Discussions

• Understanding •  Expected outcomes are specific

•  Measurement of success is determined

•  Time frames for performance and measurement are established


•  Alignment •  Goals and expectaGons link to work group and organizaGonal objecGves

•  Required behaviors support achievement of expectaGons.


•  Agreement •  ExpectaGons are within control of the person

•  Required acGons are clear

•  The person can measure progress toward achievements

Criteria for EffecGve Goal Planning

•  Specific – The expectaGon should define a specific result to be achieved.

•  Measureable – Define the expectaGon in terms of quality, quanGty, cost or Gmeliness, or a combinaGon of these.

•  A,ainable – The expectaGon should be something the individual can influence to accomplish the change or ensure the result.

•  Realis.c – The expectaGon needs to relate to a specific personal, departmental or business goal.

•  Time Bound – The objecGve should define a specific result to a specific Gme period the result needs to happen. If the task is ongoing, define the frequency.

CommunicaGon Guidelines •  Maintain or enhance the self-‐esteem of the employee by expressing confidence and encouragement of his or her success.

•  Listen and respond with concern to the employee response to provide clarity of his or her issue without your personal judgement.

•  Ask for the employee for help versus telling he or she how to achieve the goal or task.

•  Encourage the employee to prepare for this discussion by bringing ideas for improvement to the meeGng.

•  Provide needed support to the employee without removing his or her responsibility.

The Discussion Process

DEVELOP

AGREE

CLOSE ONGOING FEEDBACK & TRAINING

OPEN

CLAIRFY

InteracGon Guidelines

•  OPEN with purpose and importance of se<ng expecta>ons.

-‐ What will you say to highlight the purpose and importance of se#ng goals?

-‐ What will you say to highlight the benefits?


•  CLAIRFY the proposed goal expecta>on. -‐ How will you explain why the expectaGon is important to the group and the organizaGonal goals and objecGves? -‐ What will you say to explain the link to work group and organizaGonal goals and objecGves?


•  DEVELOP the plan by discussion each goal/expecta>on. -‐ What will you say to encourage discussion?

-‐ How will you build the employee’s confidence in his or her ability to achieve the goal/expectaGon?


•  AGREE on each expecta>on, including tracking method. -‐ What will you say to confirm that the person or team agrees to the goal?

-‐ How will you ensure that everyone understands the expected performance levels, resources/support, and measurement method?


•  CLOSE by summarizing and confirming confidence. -‐ How will you express your confidence the person will achieve the goal?

-‐ What schedules will you set for a progress review?

PotenGal SituaGons

SITUATION Response

Lack of Confidence The employee doesn’t believe he or she can accomplish the goal yet understands the need for this goal to be met.

Esteem – Acknowledge past accomplishments that support the skill or experience needed for success. Empathy – Try not to disregard or judge his or her feelings. While the goal may seem easy for you, it may be difficult for the employee. Respond to what the he or she is feeling, rather than how you feel. Share -‐ Share an example of a similar situaGon you experienced, inclduing how you felt and how you succeeded.

PotenGal SituaGons

SITUATION Response

How to Track? Neither you nor the employee can think of a way to track progress on a goal.

Involvement – Ask the employee to conGnue thinking about possible tracking methods over a few weeks and provide ideas to you in a follow up meeGng. Share -‐ Share your honest thoughts and feelings regarding the difficulty in tracking and measuring results.

PotenGal SituaGons

SITUATION Response

I Don’t Need to Know How The person disagrees that the “how” is truly required to support the goal.

Empathy/Involvement – Empathize with the employee’s feelings and communicate clearly that you understand why he or she may have this posiGon. Ask the employee to suggest an alternaGve “how.” Share -‐ If possible, provide your previous success of how the recommended approach has worked.

PotenGal SituaGons

SITUATION Response

Lack of Control The employee believes that the goal can’t be achieved because of factors outside his or her control.

Involvement – Ask for suggesGons or ideas about how the employee can use his or her influence to handle those tasks that they believe they may be unable to complete. Share -‐ Describe a Gme when you were able to overcome obstacles or had to influence people who were not cooperaGve. Support – Offer your availability to handle items that might need your authority or even experience.

Tips for Tracking Progress

• Use what you have! -‐ Do not recreate something that is already working.

•  Find a method that is easy and accurate.

•  Tailor the frequency of tracking to the situaGon.

Tips for Tracking the Progress

•  Establish checkpoints. -‐ Set meeGng Gmes in advance for follow up with the employee.

•  Promote ownership. -‐ Provide support but do not volunteer to do the work!

STAR Success Tips

•  As with any discussion, use the STAR principal to ensure clear communicaGon has occurred. •  SituaGon/Task = GOAL

Clear explanaGon of the GOAL

•  AcGon What did the person say or do with the goal?

•  Result

What was the final outcome of the discussion?

Closing

EffecGve communicaGon leads to improved performance, posiGve morale and a successful organizaGon.

HRCI Cer>fica>on Credits: "This webinar has been pre-‐cerGfied for 1 hour of general recerGficaGon credit toward PHR, SPHR and GPHR recerGficaGon through the HR CerGficaGon InsGtute. We will send out a confirma>on e-‐mail to all those that are confirmed as aXended with the program ID code to note on your HRCI recer>fica>on applica>on form.

The use of this seal is not an endorsement by the HR CerGficaGon InsGtute of the quality of the program. It means that this program has met the HR CerGficaGon InsGtute's criteria to be pre-‐approved for recerGficaGon credit."

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setting & discussing performance goals

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