How to Write an Effective Goal. 2 Objectives This purpose of this slide deck is to provide the learner with:  the distinction between a goal and a job.

Slides:



Advertisements
Similar presentations
Topic 2 :: Business Strategies Mrs. Schroeder
Advertisements

Support Services Department- Leadership Teams Alignment: Setting and Communicating Direction.
Copyright The Info-Tech Research Group Inc. All Rights Reserved. D1-1 by James M. Dutcher Strategic IT Planning & Governance Creation H I G H.
Short Service Worker Program
Goal Setting Learning to Work Efficiently and Effectively.
Bryan Roach Chairman Crime Stoppers Australia. Strategic Planning The process for defining strategy (direction) and decision making For Crime Stoppers,
Culture and Leadership
Succession and talent management
Targets for the individual and the organisation By Rachel, Claire, Kirsten and Natalie.
California State University, East Bay Human Resources Preparing and Presenting a Performance Review 2007.
Financial Recovery. Financial Recovery 2 Welcome 1. Agenda 2. Ground Rules 3. Introductions.
Chapter 3 Project Initiation
System Office Performance Management
Goals & Objectives Setting
Key components of the business plan
Staff Development & Training ? ? ? ? ? ? What is Performance Management? ? ? ? ? ? ? ?
System Office Performance Management
2 3 The WHS Plan should include:  Budget  Available resources  Responsibilities  Roles  Goals aimed at improving performance  Timelines when policies.
Occupational Health and Safety Program Management Based on OSHA’s Four Point Workplace Safety Program Management Guidelines.
ACTION PLANNING. Session Objectives By the end of the session, participants will be able to: List the goals of Action Planning Explain the Action Planning.
Business Plan Guidelines. Purpose of Business Plan  Set Goals and Objectives for the Business  Resource Planning  Secure Funding.
Workplace Wellness Peer Group Goal Setting REVIEW
Talent Management Director of Talent and Development –Amanda Andrus Specialist of Training and Orientation –Kelli Simkus Specialist of Performance Management.
Carrie Lee Herndon Solutions Group WaterSmart Innovations ‘09 August 12, 2010.
WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012.
Presented by: Insert Name Safety Management Consultant
What is Expected from the PGA Professional in the Eyes of a Facility’s General Management.
Key components of the business plan
Mentor Team Program [name of home] Mentor Team Program [name of home] Mentor Team Program.
1 Writing Effective Critical Elements Using the SMART or MARST Formats.
Staff Structure Support HCCA Special Interest Group New Regulations: A Strategy for Implementation Sharon Schmid Vice President, Compliance and.
VOLUNTEER MANAGEMENT ASSESSMENT & RECOMMENDATIONS DATE The Leadership Development and Strategic HR Practice Area is presented by American Express. This.
Performance Management Open Information Session for Individual Contributors.
Setting SMART Goals.
Engaging in Effective Performance Discussions June 6, 2013.
Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Lakeland Catholic School District Education Planning Project Objectives, Work Plan & Schedule.
Performance Management  Performance Management Cycle  Organizational Success  Shared Responsibilities  Setting Goals and Expectations.
Accident Investigation SGRP CD Slide #1 1  Click to edit Master text styles –Second level Third level –Fourth level »Fifth level Click to edit.
5 Steps to Creating Effective Goals. 2 Well-Defined Goals are Motivators Manager and employee have a: – Common purpose. – Common set of values. – Mutual.
1 A Dynamic Tool for Supervisors Performance Evaluation Training for Supervisors.
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: ELEVEN 1.
Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Lakeland Catholic School District Education Planning Project Objectives, Work Plan, Input.
Goal Setting January Goal Setting Why Set Goals? Outperform other companies Employees Key to our Success Pay for Performance model.
Performance Management A briefing for new managers.
R 0 G125 B 177 R 78 G 47 B 145 R 185 G 50 B 147 R 245 G132 B 107 R 255 G234 B 83 R 123 G193 B 67 R149 G169 B 202 Introduction to Performance Management.
General Staff Performance Reviews Campus Briefings
Conducting Effective PDP Discussions
© BLR ® —Business & Legal Resources 1408 Performance Goals How Goals Help Supervisors Manage Employees More Effectively.
Performance Management Petr Eliáš, NGO conference Vienna 2011.
R 0 G125 B 177 R 78 G 47 B 145 R 185 G 50 B 147 R 245 G132 B 107 R 255 G234 B 83 R 123 G193 B 67 R149 G169 B Goal Setting Overview.
R 0 G125 B 177 R 78 G 47 B 145 R 185 G 50 B 147 R 245 G132 B 107 R 255 G234 B 83 R 123 G193 B 67 R149 G169 B Year-End PDP Overview Employees.
R 0 G125 B 177 R 78 G 47 B 145 R 185 G 50 B 147 R 245 G132 B 107 R 255 G234 B 83 R 123 G193 B 67 R149 G169 B 202 Goal Setting Guide 2015.
Enhancing Education Through Technology Round 8 Competitive.
Work-Life Balance Manager’s Training
Illuminating Britelite’s Internal Services for Success Strategy for Process Improvement.
10 W EEK P ROJECT S COPE OF S ERVICES March 13th, 2014.
Day Plan. Agenda Objectives 30 days 60 days 90 days Plan Measurement.
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
DEVELOPING PERFORMANCE OBJECTIVES. LEARNING OBJECTIVES  Performance objectives should be established at the beginning of the period of performance to.
Board Structure & Responsibilities Governing Board Online Training Module.
Purchasing Cards. What is a Purchasing Card? It is a type of commercial credit card, used by organizations for payment of goods and services. This tool.
2015/16 Staff Performance Appraisals Webinar for ANR Supervisors Spring 2016.
Organizational Behavior (MGT-502) Lecture-43. Summary of Lecture-42.
Management. Planning: planning is the process of setting realistic short-term and long- term goals for a business and deciding how to best achieve them.
Personal Appraisal and Development Review Your role, your review! EmployeeLine Manager Name: ………………
Presented by: Carmen D’Agostino and Dan Gutwein CPOD “If you don’t set goals, you can’t regret not reaching them.” Yogi Berra.
FastFacts Feature Presentation
To make sure your goals are clear and reachable, each one should be:
My Performance Journey
Implementation Planning -Owner Meeting-
Presentation transcript:

How to Write an Effective Goal

2 Objectives This purpose of this slide deck is to provide the learner with:  the distinction between a goal and a job description  guidelines on how to write effective goals for the PDP process

3 Focus Areas  What is a goal?  What is a job description?  What is a SMART Goal?  SMART Goal Examples  SMART Goal Checklist

4 What is a Goal? A goal sets clear work expectations and aligns individual efforts to company or department objectives. They should have a measurable outcome within a specific timeframe. An example might be: “Reduce the amount of mishandled luggage by 5% in the first quarter”. Goals evolve and change depending on the needs and work priorities of the organization.

5 What is a Job Description? A job description clarifies your role and key responsibilities for a specific job position. Key responsibilities tend to be reoccurring tasks such as “develop financial models and conduct analysis” or “mentor and coach team members”. Job descriptions are associated with a specific pay grade and remain relatively static.

6 Importance of Setting Goals  Aligns individual efforts to organizational initiatives  Sets employee expectations and focus areas  Prioritizes work activities for the employee  Creates a base to assess work performance

7 Writing SMART Goals S pecific Clearly defines the expected outcome or deliverable M easurable Can be measured objectively to determine how much was achieved A chievable Challenging and doable R elevant Focused on the business, and your specific department objectives, not just an activity T ime-specific Sets realistic and explicit timeframe and dates for performance

8 Is this a SMART Goal? “Establish an HA Visa promotional plan”

9 Is this a SMART Goal? “Establish an HA Visa promotional plan” Specific Does this goal provide enough detail? Is it clear what the person will be held accountable for? Measurable Are there clear measures of performance? Achievable IS the goal challenging yet doable? Relevant Does this goal directly support broader business goals and initiatives? Time-specific Does this goal clearly state completion dates?

10 Is this a SMART Goal? “Establish an HA Visa promotional plan” Specific Does this goal provide enough detail? NO Is it clear what the person will be held accountable for? NO Measurable Are there clear measures of performance? NO Achievable IS the goal challenging yet doable? NOT SURE Relevant Does this goal directly support broader business goals and initiatives? YES Time-specific Does this goal clearly state completion dates? NO

11 Better “Schedule and lead monthly meetings within Sales & Marketing to help identify ways to improve the HA Visa credit card promotional campaign. Set December 2011 target to increase enrollment by 3%”. Specific Does this goal provide enough detail? YES Is it clear what the person will be held accountable for? YES Measurable Are there clear measures of performance? YES Achievable IS the goal challenging yet doable? YES Relevant Does this goal directly support broader business goals and initiatives? YES Time-specific Does this goal clearly state completion dates? YES

12 Is this a SMART Goal? “Improve the way we track training in Asia”

13 Is this a SMART Goal? “Improve the way we track training in Asia” Specific Does this goal provide enough detail? NO Is it clear what the person will be held accountable for? NO Measurable Are there clear measures of performance? NO Achievable IS the goal challenging yet doable? NOT SURE Relevant Does this goal directly support broader business goals and initiatives? NOT SURE Time-specific Does this goal clearly state completion dates? NO

14 Better “Establish and document a new procedure on how to obtain training rosters from vendors conducting maintenance training in Haneda, including a communications plan and timeline by ”. Specific Does this goal provide enough detail? YES Is it clear what the person will be held accountable for? YES Measurable Are there clear measures of performance? YES Achievable IS the goal challenging yet doable? YES Relevant Does this goal directly support broader business goals and initiatives? YES Time-specific Does this goal clearly state completion dates? YES

15 Is this a SMART Goal? “Improve safety in the department”

16 Is this a SMART Goal? “Improve safety in the department” Specific Does this goal provide enough detail? Is it clear what the person will be held accountable for? Measurable Are there clear measures of performance? Achievable IS the goal challenging yet doable? Relevant Does this goal directly support broader business goals and initiatives? Time-specific Does this goal clearly state completion dates?

17 Is this a SMART Goal? “Improve safety in the department” Specific Does this goal provide enough detail? NO Is it clear what the person will be held accountable for? NO Measurable Are there clear measures of performance? NO Achievable IS the goal challenging yet doable? NOT SURE Relevant Does this goal directly support broader business goals and initiatives? YES Time-specific Does this goal clearly state completion dates? NO

18 Better “Reduce injuries and lost-time accidents by 50% over the next 6 months and submit a detailed by ” Specific Does this goal provide enough detail? YES Is it clear what the person will be held accountable for? YES Measurable Are there clear measures of performance? YES Achievable IS the goal challenging yet doable? YES Relevant Does this goal directly support broader business goals and initiatives? YES Time- specific Does this goal clearly state completion dates? YES

19 Is this a SMART Goal? “Complete audits in the month they are due”

20 Is this a SMART Goal? “Complete audits in the month they are due” Specific Does this goal provide enough detail? Is it clear what the person will be held accountable for? Measurable Are there clear measures of performance? Achievable IS the goal challenging yet doable? Relevant Does this goal directly support broader business goals and initiatives? Time-specific Does this goal clearly state completion dates?

21 Is this a SMART Goal? “Complete audits in the month they are due” Specific Does this goal provide enough detail? NO Is it clear what the person will be held accountable for? NO Measurable Are there clear measures of performance? NO Achievable IS the goal challenging yet doable? NOT SURE Relevant Does this goal directly support broader business goals and initiatives? NOT SURE Time-specific Does this goal clearly state completion dates? NO

22 Better “Complete and submit a detailed and accurate financial audit report to my manager by the 23 rd of every month” Specific Does this goal provide enough detail? YES Is it clear what the person will be held accountable for? YES Measurable Are there clear measures of performance? YES Achievable IS the goal challenging yet doable? YES Relevant Does this goal directly support broader business goals and initiatives? YES Time-specific Does this goal clearly state completion dates? YES

23 SMART Goal Checklist SpecificDoes this goal provide enough detail? Is it clear what the person will be held accountable for? Measurable Are there clear measures of performance? Achievable IS the goal challenging yet doable? RelevantDoes this goal directly support broader business goals and initiatives? Time-specific Does this goal clearly state completion dates?

24 Summary  Goals are aligned to organizational initiatives  Goals help set work expectations and focus areas  Goals help prioritize work activities  Goals create a base to assess work performance

Questions? Contact Jordan Chouljian at

Mahalo!