The main reason for the lack of effective goal system implementation is it forces face to face communications regarding personal performance. Most managers and employees are not comfortable with exchanging criticism or praise. The degree of comfort one feels in giving praise is usually equal to the comfort felt by that person when receiving praise. The same dynamic applies to giving criticism face to face except in the presence of anger. Hence, criticism is most frequently accompanied by anger or threats in work environments. Unfortunately, criticism is seldom helpful in that context.
Developing a goal system should be accomplished in a series of friendly and non threatening meetings wherein open discussion takes place. The meetings should include only the manager and subordinate for whom the goals are to be developed.
The first meeting should be one of recognizing some of the contributions the employee is making and the need for some measure of formal recognition for his or her accomplishments. Let the person know that the goals will always contain three elements. The goals will be attainable, agreed upon, and dynamic. Any other type of goal is useless. Ask the person to prepare a list of each of his duties for the second meeting. Also request that a check mark or some other designation be placed beside each item that can be measured. In most cases, meetings should be held weekly at a mutually agreed upon day and time. Make it a time that will be most convenient and least likely to be interrupted by other meeting requirements. This will provide a regular opportunity to give the employee regular personal attention and allow the employee time to give feedback, contribute ideas, and express concerns.
During the second meeting when the person presents his list of duties, mutually agree upon a ranking for each of the measurable duties. Take plenty of time to discuss the relative importance of each item until a consensus is reached. Do not dictate. Coach, but, in the absence of consensus, accept the employee's opinion of the ranking of an individual item. Give him, as an assignment for the third meeting, instructions to determine which of the items should be included in his goals. The latitude will have to do with whether the top five will be used as goals or if the sixth or seventh will also be included. Open discussion is essential to the process but let the employee make the decision.
During the third meeting discuss and decide the relative importance of each of the decided goals. Agree to and apply some percentage value to each of the goals. For example the number one item may be deemed to be forty percent of the total importance of the selected items, second item may given a value of twenty percent, the third ten percent and so forth. Reach consensus on the percentage value of each goal. Decided the maximum number of points that may be earned each week. At least one hundred points is desirable. The manager should have decided what the annual appraisal rankings will before the meeting. Most large companies will have formal appraisal rating forms that will include numerical or descriptive categories. In the absence of categories, establish them and make them the same for every evaluated employee. For example a high rating might be "ten" or "outstanding". A low appraisal rating may be "zero" or "unsatisfactory". The designations are important only as they provide consistency to the process throughout the organization. The manager or company also prescribes the number of points required for earning each designated appraisal rating. The employee is then requested to prepare performance charts for the fourth meeting that reflect current performance for each of the chosen goals.
At the fourth meeting discuss the fact that the current performance is obviously attainable. Seek agreement that the current performance will fall within the satisfactory or median range. Discuss and concense on the number of points that should be earned for future performance attainment to fall within the higher and lower appraisal ranges. Remember, we said the goals must be dynamic so it is all right to try a few weeks at almost any point range. Set up a formal record system for keeping track of the employee's goal performance. The average weekly score for the appraisal year will be the employee's appraisal rating for that year. In all future weekly meetings review the validity of the requirements for scores and concense on any changes that are made. Goals may be adjusted up or down by consensus. Remind the appraisee that you are both looking for continuous improvement.
Use the weekly meetings to recognize accomplishments. Don't look for miracles. Small improvements over time add up to significant improvements. Also use these meetings to encourage improvement in areas where improvement is not occurring and ask how you can help the person to become more successful in that particular goal area.
Take notes as ideas are discussed that require your help. Do what you need to do to help and give feedback on those issues in the next meeting. Always recognize and reward improvements.
Encourage the employee to develop a business plan that shows how continuous improvement will be achieved. Well conducted goal meetings will become an opportunity for the employee and will actually be viewed as a welcomed experience.
The purpose of the goal system is to make sure each employee has the opportunity and support to excel. This system removes subjectivity from the appraisal process. The employee always knows where he stands and why. The annual rating is no surprise and the person being rated has full ownership and buys into the rating.
Success rarely happens by accident. This is a plan for success for each individual and the company.
Dan Robling ©