1. Goals & Objectives Setting
Welcome to the Goals and Objectives Setting training.
The purpose of this training is to ensure that employees understand the Goals and Objectives Setting process for 2015 and what is expected of you. This includes how you should document your goals and objectives for this year. Please note that this is an interim process, as we are still designing and rolling out our performance management process for 2015 and beyond.
We recognize that this new process results in a change for everyone, regardless of your legacy organization. If you have any questions regarding the process, please reach out to your manager or your HR Business Partner.

2. 2015/2016 Performance Management
2015/2016 Performance Management and Total Rewards
It is anticipated by end Q3, 2015, we will introduce our new 2015/2016 Performance Management and Total Rewards program including:
Philosophy, Principles & Process
Materials and Tools
Education Program
Communication Process
The purpose of our performance management process is to establish and align annual goals, encourage continuous feedback and drive performance differentiation.
Each of us deserves feedback on our performance and support in our continuous growth and development.
We’ll start by setting the framework for our performance management process and philosophy. The combination of Actavis and Allergan is an exciting opportunity to expand our capabilities, cultivate our people, and build a stronger combined performance culture to drive our success. As we integrate processes, we are developing a preferred approach to ensure employees are focused on the most critical goals/objectives while receiving coaching and support from their manager.
You will hear more about our new performance management process in the coming months. It is anticipated that by October 2015 we will introduce our new Performance Management program.
For now, we want to ensure that all employees begin the goal/objective setting process through meaningful discussions with their manager. This will help to ensure business continuity and focus toward achieving our 2015 commitments and business deliverables.
Over the next slides, we will review and discuss the interim process to identify and maintain goals/objectives and metrics until we implement our new program.

3. Training Objectives
Understand the Organization’s approach to Goals and Objectives Setting
Clarify the difference between Goals, Objectives and Metrics
Provide examples for effectively completing your Goals and Objectives template
Share next steps and action items for employees
The training session is aimed towards addressing the following:
We want to provide the company’s approach to goals and objectives setting- ensuring that alignment occurs across the organization
In the past, both legacy organizations used the terms: “goals” and “objectives” interchangeably, but there is a distinction about how each is used. We want to ensure that you have a clear understanding of the difference between goals and objectives, as well as how you define metrics
We will also provide examples that will help you in completing your goals and objectives using the template
Finally, we will review the next steps in this process – specifically, actions required of employees and actions for managers supporting the process.

4. 2015 Goals and Objectives Setting Key Points
Each Executive Leadership Team (ELT) member will work with their management team to create 2015 goals/objectives and to ensure all employees create goals/objectives.
As an employee, you are responsible for:
Creating three−five meaningful goals/objectives, balancing performance and one developmental goal/objective.
Defining how each goal will be measured for achievement.
Documenting goals/objectives by May 31, 2015 using the recommended template. If you already have goals/objectives documented in another format (i.e. Workday), you do not need to re-enter them into the recommended template.
Gaining mutual agreement (with your manager) on your goals/objectives.
Maintaining an electronic copy of your goals/objectives until our new performance program is introduced, at which time, goals/objectives will be transferred into the new system.
First, we’d like to reiterate key points to the process:
Each ELT Member will work with their management team to create 2015 goals and objectives and to ensure all employees create their goals and objectives.
As an employee, you are responsible for:
Creating three to five meaningful goals and objectives, balancing performance and one developmental goal and objective. This year, our interim process involves a mix of both performance goals, as well as defining one developmental goal.
You are also responsible for defining how each goal will be measured for achievement.
These goals and objectives must be documented by May 31st using the recommended template. Please note that if you have already documented your goals and objectives in another format, you do not need to re-enter them into the recommended template.
Next, you’ll need to gain mutual agreement with your manager on your goals and objectives. This process is most effective when managers and employees are having ongoing dialogue throughout the year regarding their goals and objectives. This discussion can be monthly, twice quarterly, or at a minimum quarterly. Please work with your manager to determine the frequency that works best for you both.
Once these goals have been created, you are responsible for maintaining an electronic copy until our new performance program is introduced, at which time goals and objectives will be transferred to the new system.
Note: Goal weighting and weighting percentages are at the discretion of each ELT member during this interim period.

5. Why Set Goals? Value for Employees Value for Organization
Need to understand areas of responsibility and priorities
Want to know how their efforts contribute to the bigger picture
Provide direction for development
Value for Organization
Ensure that business units are headed in the same direction and that team/individual efforts are aligned to support the business needs
Focus people’s efforts and attention on critical priorities
Why is goal-setting useful? Effective goal setting creates value for both employees and the organization.
For employees, it allows us to understand our areas of responsibility and what should be prioritized.
Additionally, it shows employees how your efforts contribute to the bigger picture and provides direction for development.
From an organizational standpoint, goal setting is perhaps more crucial now than ever, and that team and individual efforts are aligned to support the business need. It also focuses employees efforts on critical priorities.
Notice the photo of birds, to the right. Do you ever wonder why birds fly in that formation? By staying in formation, they can fly faster and farther because, they are drafting off the birds in front of them. The same thing applies here at Actavis – if we are all aligned and headed in the same direction, we can achieve more, faster.

6. Goals/Objectives/Metrics Defined: “The What” you will achieve
Goals are key outcomes to be achieved in order to fulfill your purpose or mission. Goals establish long-term direction.
Objectives are specific, measurable steps toward the achievement of the broader goal.
Metrics are what you measure to demonstrate you have met your objectives and achieved your goals.
When it comes to goal-setting, the biggest change is probably the distinction between goals and objectives as we don’t necessarily do a good job of differentiating goals vs. objectives. In the past, we have used the terms interchangeably.
Now, we will set goals as we usually do, streamlining the number to the critical few long-term priorities. Then, we must specify objectives to ensure these goals will be set and reviewed throughout the year. Metrics will ensure that we have appropriate measurement to determine success.
Goals are not always what we call SMART, that is to say, Specific, Measurable, Attainable, Relevant, and Time-Bound – they are often long term and overarching. Goals are key outcomes to be achieved in order to fulfill your purpose or mission.
Objectives are shorter-term, and you may have more objectives in order to support the broader goals. Objectives will drive specificity and what needs to be done to accomplish goals.
Metrics are defined around the broader goal; they are what you measure to demonstrate you have met your objectives and achieved your goals.

7. Goals versus Objectives
Support achievement of larger purpose or strategy
Support achievement of goals
Longer term – for the year or even beyond – set annually
Shorter term – set each check-in period
(at least quarterly recommended)
No more than 3-5 recommended for year
Scoped to be achievable within check-in period
Aligned within and across functions/departments and thus may not always change as they cascade
Employee’s objectives align with employee’s goals and thus are individually-specific
Communication of goals and goal-setting at team meetings recommended to ensure alignment
Set, reviewed and discussed during one-on-one check-Ins between employee and manager
Should be clear and measurable enough to know if they have been achieved, but may be broader and less concrete than objectives
Meet SMART* criteria – define specific deliverables to be attained within set period
We’ve found that the new vocabulary around goals and objectives can create confusion so we have created this chart to help clarify the difference between the two. Please review the chart to better understand Goals versus Objectives.
*SMART = Specific, Measurable, Attainable, Relevant & Time Bound

8. Effective Goal-Setting
Define the vital few, overarching goals that must be achieved to fulfill the purpose of the company, department or individual
Set annually, though some goals may have a longer time horizon
May be aspirational in a way that guides and motivates greater effort (e.g. “become #1”)
May not be perfectly “SMART,” but will be clear enough so everyone will know if we are moving in the right direction
Should be communicated and aligned at all levels within the organization and across functions contributing to the goal through cascading goal alignment
Let’s zero in first on how to set what we are now calling ‘Goals’ at the beginning of the year.
According to research by FranklinCovey, having more goals doesn’t necessarily mean getting more or better results. In fact, the opposite seems to be true. If you have too many goals, your focus is spread thin and less is accomplished. That’s why we recommend no more than 3-5 annual goals. This may be a challenge for us, and not our usual practice, but remember we will also be setting shorter-term objectives. So, for the purpose of goal-setting, think “big picture.”
Often it may be harder to define the goal as specifically and concretely as objectives.
Remember, when goal-setting, we need to align our direction both vertically and horizontally where collaboration is necessary to achieve a goal successfully. So, communication of our goals and a collective understanding of our shared priorities is an important part of the process, and we do this through cascading goals.
* 3-5 recommended

9. Example: Cascading Goal Alignment (Manufacturing)
Company
Reduce operating costs by 7%.
Business Unit
Reduce scrap rate by 15%.
Dept/Team
Identify and eliminate top 3 causes of scrap.
Individual
Conduct Root Cause Analysis.
Here’s a quick example of how goals cascade down from above to individual levels.
Whereas the company goal may be to reduce operating costs by 7%, the business unit goal may be to reduce scrap rate by 15%, the team goal to identify and eliminate the top 3 causes of scrap, and the individual goal to conduct root cause analysis.
Please note that sometimes goals may be the same as the level above, but often they will be modified to reflect the contribution of departments, teams, and individuals to the larger goal.
Note: Sometimes goals may be the same as the level above; often they will be modified to reflect the contribution of department/team/individual to the larger goal

10. Example: Cascading Goal Alignment (R&D)
Company
Move two products into Stage V over the next two years.
Business Unit
Meet or exceed Tier #1 project milestones.
Dept/
Team
Complete CMC regulatory requirements for Project X.
Individual
Plan and implement Project X process formulation activity.
Here’s another example of cascading goals.
Whereas the company goal may be to move two products into stage 5 over the next two years, the business unit goal may be to meet or exceed tier 1 project milestones, the department to complete CMC regulatory requirements for project X, and the individual to plan and implement project X process formulation activity.
Note: Sometimes goals may be the same as the level above; often they will be modified to reflect the contribution of department/team/individual to the larger goal.

11. Examples of Development Goals
Primary Purpose = Development of individual…but organization/business also benefits
Competency Critical to Achieving
Business Goals
Improve ability to collaborate with colleagues in other locations.
Knowledge/Skills
Critical to Achieving
Business Goals
Use process learned in recent Project Management program to run Project “ABC”
Development goals will be set at the beginning of the year, along with job or business goals. There are 2 reasons for this:
First, development priorities are often determined by business priorities and second, the most effective development is attained on-the-job through work assignments.
Often, competencies can help guide development goal-setting, for example, identifying the importance of collaboration in achieving business goals can lead to the development goal defined as: improving the ability to collaborate with colleagues in other locations
Development goals might also be focused on building the knowledge or skills most critical to business priorities and our role. In this example, Using process learned in recent Project Management program to run Project “ABC”
Please note: In contrast to job goals, development goals may be set individually rather than shared, although you might have a team that all decides to work together on the same goal
… usually set individually, but teams could all agree on same development goal and thus gain more traction; e.g. strengthen leadership skills to improve retention of top talent.

12. 2015 Goals & Objectives Excel Template
Setting Goals
Performance Management Template 2015: EXAMPLE
Employee Name:
Raj Avari
Title:
Senior Product Manager
Date:
1-May-15
Manager Name:
Sarah O'dell
Marketing Director
Signed:
1. Goal: (What)
Develop and implement business plan to increase market share of "X product" by 10% by Q4, 2015
Objectives
Metric:
% increase in market share each quarter
Use template to create each goal and associated metric(s)
The Excel template is designed so that you can add your goals and associated metric(s). Here is an example of how you would document your goal and metric in the template.

13. Effective Objective-Setting
Specific
Measureable
Attainable
Relevant
Time Bound
SMART Objective - example
Partner with Project Management to ensure that the XYZ Team launch meeting is conducted by June 1.
With goals defined, we now focus on effective objective setting.
The acronym SMART stands for Specific, Measurable, Attainable, Relevant, and Time-Bound. These are guidelines to help you remember to make objective as clear and specific as possible.
Using the SMART format helps get everyone on the same page in terms of the defining success and making it more attainable.

14. Examples of Business Objectives
Goal (Marketing): Develop and implement business plan to increase market share of "X product" by 10% by Q4, 2015
Q Q Q4
Advance brand strategy through promotional education programs, patient outreach, sales training, and professional marketing on a quarterly basis
Interpret market research to make strategic and tactical brand decisions by end of Q2
Collaborate with cross-functional partners internally and externally to develop promotional and training materials by mid-year Sales meeting
When setting objectives, it’s a good idea to use a stepwise approach to defining your goals.
Here’s an example of how a business-related objective might break down into smaller objectives throughout the year.
Again, the focus is on ensuring frequent conversations are taking place.

15. Setting Development Objectives: How do people actually develop?
Courses, books, professional associations, journals
Education
10%
Coaching, mentoring, feedback, networking, benchmarking, exposure to new businesses/functions/people
Exposure
20%
New responsibilities, stretch assignments, task forces or project teams
Experience
70%
Now that we’ve spent some time on business objectives, we’ll switch gears back to the development goal, and setting development objectives. This slide is a reminder that on-the-job experience is best for development.
It supports the idea that defining development goals/objectives with business objectives will lead to best achievement or outcomes.
Of everything that contributes to an employee’s development, on-the-job experience is generally the best route to growth.
Often when setting development objectives, we think in terms of classes, and miss out on experiential opportunities that would probably be more effective.

16. Examples of Development Objectives
Goal: Improve ability to collaborate across locations.
Q Q Q4
Monthly, have a “virtual coffee” with colleague in another location; actively listen to better understand their perspective.
Complete an eLearning course on collaboration and put at least one tip/tool into action.
Work with my manager to identify an assignment or project where I can get on-the-job practice to development my collaboration skills.
Similar to business objectives, here’s an example of how a development objective might break down into smaller objectives throughout a year.

17. 2015 Goals & Objectives Excel Template
Setting Objectives
Performance Management template 2015: EXAMPLE
Employee Name:
Raj Avari
Title:
Senior Product Manager
Date:
1-May-15
Manager Name:
Sarah O'dell
Marketing Director
Signed:
1. Goal: (What)
Develop and implement business plan to increase market share of "X product" by 10% by Q4, 2015
Objectives
Interpret market research to make strategic and tactical brand decisions by end of Q2
Collaborate with cross-functional partners internally and externally to develop promotional and training materials
Advance brand strategy through promotional education programs, patient outreach, sales training, and professional marketing on a quarterly basis
Metric:
% increase in market share each quarter
Use template to create objectives under each goal
The Excel template is designed so that you can add your objectives under the appropriate goal. Here you see an example of how objectives are defined and captured on the template.

18. What You Need to Do Now
Create three−five meaningful goals, balancing performance and one developmental goal.
Define how each goal will be measured for achievement. 
Document 2015 goals/objectives by May 31, 2015 using the recommended template*.
Gain mutual agreement (with your manager) on your 2015 goals/objectives.
Maintain an electronic copy of your goals/objectives until our new performance program is introduced, at which time, goals/objectives will be transferred into the new system.
In closing, the following must be done to ensure that you have your goals/objectives documented.
Create three to five meaningful goals, balancing performance and one developmental goal.
Define how each of these goals will be measured for achievement.
Document your 2015 goals and objectives by May 31 using the recommended template.
Gain mutual agreement with your manager, on your 2015 goals and objectives.
Finally, you must maintain an electronic copy of your goals and objectives until our new performance program is introduced, at which time, goals and objectives will be transferred into the new system.
Remember, if you already have goals and objectives documented in another format, you do not need to re-enter them into the recommended template. The point is not to create additional work, but rather to ensure that conversations on goals and objectives are taking place.
*If you already have goals/objectives documented in another format (i.e. Workday), you do not need to re-enter them into the recommended template.

19. Directions to the PMP Website
From the “Our Winning Way” website, click on the Actavis PMP link:
You can also access the site by copying and pasting the following link:
You can take action by visiting the “Our Winning Way” website by clicking on the Actavis PMP link in the upper left-hand corner.
You can also access the website by coping and pasting the following link, or visiting
This concludes the Goals and Objectives Setting training. If you have any questions about the process, please check with your manager or your HR Business Partner.