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Setting Mutually Developed Performance Goals With Employees
By Marnie E. Green, Sat Dec 10th
Performance goals should be set with employees, not foremployees. The purpose of setting performance goals is to giveemployees targets on which to focus. If the employee has notparticipated in the establishment of these goals, they are lesslikely to buy-in to the goals and less likely to find themmotivating. Involving employees in the process iscritical. Here are some tips for developing goals on a mutual basis withemployees. •Find a time when you and the employee can discuss future goalswithout interruption. The discussion should be heldin a private place without distractions or disruptions.
•Each party, the employee and the supervisor, should bring afew goals to the table. If both the supervisor and the employeebring a few goals in writing, the conversation can begin byfocusing on those ideas. It is important that the proposed goalsare written. If they are just ideas in your head, they are less“real” and less likely to be clearly communicated. •Focus on common themes, rather than on differences. Theemployee may have a new idea about the job that you’ve notconsidered. Likewise, you may have expectations or ideas for theemployee that might
take them by surprise. Be prepared for newideas. Enter the meeting with an open mind and encourage theemployee to do the same. •Write SMART goals. The goals that you and the employee agreeupon should be Specific, Measurable, Attainable, Realistic, andTime-oriented. •Create a final document that lists the goals that you bothagree on. This document, a list of goals for the coming year,will provide the road map for future discussions with theemployee about their progress and performance. Print this listof goals on brightly colored paper so that it can be easilyfound and referred to it frequently. Setting mutually agreeable goals with employees can be apositive process. It allows you both to share hopes and ideasfor the future. Setting goals at least annually, if not moreoften, will lead to higher levels of performance and moremotivated employees.
About the author:Marnie E. Green is Principal Consultant and President of theChandler, AZ-based Management Education Group. She is the authorof Painless Performance Evaluations: A Practical Approach toManaging Day to Day Employee Performance (2006), published byPrentice Hall. Green is a speaker, author, and consultant whohelps organizations optimize their talent pool. For moreinformation about Green, call 480-705-9394 or visitwww.managemented
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