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Individual Development PlanConducting a Goal Setting Discussion The Importance of Conducting Goal Setting Review Organizational Goals to Prepare for the Discussion Before speaking with employees, managers should review the company’s top-level objectives and how your own goals contribute to achieving business goals. In addition, identify the goals that need to be delegated to the team, and provide direct reports with the information required to draft their goals. You should advise the reports to complete the following steps to create a draft of their performance goals, strategies, and tactics before the goal-setting discussion. Managers and their direct reports need to collaborate in setting meaningful goals, tracking progress against those goals over time, and evaluating performance. Connecting an employee’s work with organizational goals is the top driver of discretionary effort. For the organization, goal-driven performance management aligns employees within an organization around achieving the strategic goals. Re-read the mission and vision for the company; understand the company’s strategic objectives and how their job supports them Re-read the department's mission and vision Review their job description and any performance expectations for their role Review any development areas from recent performance reviews Review their current goals and aspirations Identify any new overarching goals Individual Development Plan Ensure Meaningful Goals Preserve Eliminate Avoid Achieve Do you have it? Do you want it? No Yes Goal Grid for Improving Skills You should work with your direct report to check the accuracy of the goals and assess the alignment of goals with those of peers and the department. In addition, you should ensure that the goals support the employees’ development goals based on any recent performance feedback. Another way for managers to think about setting objective and attainable goals is to think of goal setting in terms of four questions that comprise a Goals Grid. This grid will help you as well as your subordinates set goals that cover all bases. What do you want that you don’t have? (Achieve) What do you want that you already have? (Preserve) What don’t you have that you don’t want? (Avoid) What do you have now that you don’t want? (Eliminate) Set Goals from the Beginning Goal setting discussions should occur shortly after the performance reviews or as an employee rotates from one project to the next. © 2009 The Corporate Executive Board Company. All Rights Reserved.
Critical Components to Consider While Reviewing Direct Reports’ GoalsConducting a Goal Setting Discussion Set SMART Goals for your Direct Report Utilize the concept of SMART goals in the goal setting process; this method ensures that the employee and manager both understand the goal by creating a goal that is specific, measurable, attainable, relevant, and timely. Specific Measurable Attainable/Achievable Relevant Time-Bound Define expectations and explain the objectives Avoid generalities and use action verbs as much as possible. Define specific metrics for quantity, quality, timeliness, and cost that can be objectively measured. Ensure that the goals are challenging, but within reason. While each individual goal may be achievable, do not assign the employee more goals than he/she could reasonably be expected to successfully complete. Where appropriate, link the goal to a higher-level departmental or organizational goal, and ensure that the employee understands how their goal and actions contributes to the attainment of the higher level goal. Specify a date or elapsed amount of time when the goal needs to be completed. The Basics Who: Direct Manager, Employee When: Within 1-2 weeks of formal review delivery What: Discuss goals and development priorities Where: Private forum away from disruptions Why: Aligning employee goals with the organization increases employee effort by 45% How: Focus on the skills and activities that will advance career Critical Components to Consider While Reviewing Direct Reports’ Goals Task Yes/No Is the scope of the goals appropriate? Are there too few or too many goals? Are the measures practical or achievable? Does the employee have the skills needed to achieve the goals? © 2009 The Corporate Executive Board Company. All Rights Reserved.
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