Developing Performance Goals and Expectations

Transcription

1 Subset: Emplyment Subset: Develping Perfrmance Gals Develping Perfrmance Gals and Expectatins Intrductin fr Managers and Supervisrs The fundatin f an effective perfrmance management prgram are the Perfrmance Gals and Expectatins, standards which are measurable and which prmte clearer understanding f respnsibilities t custmers, emplyees, and the rganizatin. What is a Gal? A gal is specific, measurable utcme-riented activity t which yu cmmit yur effrts. What is an expectatin? An expectatin is a specific, measurable, minimum standard f perfrmance t which yu cmmit yur effrts. What is the difference? Gals are either achieved r they re nt achieved. Expectatins may be met r exceeded at varying levels f perfrmance. Gals are time bund. Expectatins are cntinuus. Gals link activity t utcme, expectatins link activity t a minimum standard. Chsing Gals and Expectatins Perfrmance Expectatins cver three general perfrmance areas: Individual Gals/Primary bjectives: that supprt rganizatinal (and/r departmental) bjectives Behaviral Expectatins: that uphld the rganizatin s cre values Jb Expectatins: that are jb-specific respnsibilities Gals that supprt rganizatinal (and/r departmental) bjectives are based n financial, custmer service gals, r ther perfrmance measures applied t yur department r divisin. These are the mst imprtant gals tward which the emplyee will cntribute during the review perid; they must be bservable, measurable and critical t individual, departmental, and/r rganizatinal perfrmance. The emplyee needs t understand what these gals are, hw his/her perfrmance impacts the gals, and what specific actins are expected f him/her t help achieve these gals. These gals shuld be derived frm the rganizatinal and Cpyright

2 Subset: Emplyment Subset: Develping Perfrmance Gals departmental gals established by the rganizatin's administratin each review cycle. Behavirs that uphld the rganizatin s cre values are a set f behaviral standards that apply t all emplyees regardless f jb classificatin. These behavirs are gruped int six (6) general categries upn which each emplyee may be measured. In additin t the established behaviral standards, pprtunities fr individual develpment may be identified. Respnsibilities which are jb-specific encmpass duties as utlined in the emplyee s jb descriptin as well as ther duties assigned. These will be reviewed at the beginning f each review cycle and at interim times if and when duties change. Individual areas fr develpment may be identified. Pitfalls t Avid Gals/Expectatins that shuld be avided are: utside emplyee s span f cntrl unrealistic because f time, resurces, shifting pririties, wrklad set t lw nn-specific nt priritized nt written dwn Writing Gals and Expectatins Gals and expectatins have three (3) cmpnents: task, utcme r standard, and measurement dimensin. Leap tall buildings in a single bund. Step 1: What is the task/activity? First yu must define what the emplyee will actually d r perfrm. It is the discernible unit f activity(ies). Task/Activity = "Leap tall buildings" Cpyright

3 Subset: Emplyment Subset: Develping Perfrmance Gals Step 2: What is the task s/activity s desired utcme r standard? Once yu have pinpinted the task r activity, yu must determine utcme. Yu might lk t past perfrmance, which is ften a gd predictr f future perfrmance, t assist yu in defining desired utcme. Yu might als take int cnsideratin wrklad; can the utcme be achieved given the wrklad level? Cnsider resurces, bth what is needed t achieve the utcme and what is available. And mst imprtantly, the utcme must be within the emplyee s degree f cntrl. Outcme = "single bund" Step 3: Hw will I knw if the utcme has been achieved, the standard met? First yu need t cnsider the measurement dimensin: Will the utcme be measured in terms f Cst Effectiveness? Quantity? Timeliness? Quality? Manner f Perfrmance? Cst effectiveness: When using cst-related measures, it is imperative that yu cnsider the significance f the measure given the emplyee s span f influence as well as the impact f thers n the measure, as discussed abve. Sme financial measures include: revenue, savings, cst per unit f service, cash r nn-cash resurce management, budgetary cmpliance. Quantity: bviusly related t activity, quantity must be measured against a clearly defined standard, and may be expressed in terms f: percentages, ccasins/ccurrences Timeliness: This measure may be defined by achievement f deadlines, prductivity, literal measures f time Quality: This is the mst elusive f measures and shuld be emplyed with great care. The same cautins described fr financial measures shuld als be applied t quality measures: emplyee satisfactin, prductivity and/r prcess imprvement, cmpetence - technical, managerial, key indicatrs, and clinical utcmes Manner f perfrmance: Is the utcme in accrdance with standard (and cmmunicated) perating prcedures? Cpyright

4 Subset: Emplyment Subset: Develping Perfrmance Gals The measurement dimensin(s) that yu link t utcme must be: Objective Is the measurement bservable and verifiable by thers? Significant Is it significant t ur bjectives and peratins? Relevant Is the measurement clearly tied t the emplyee s wrk? Reliable Des the measurement yield cnsistently accurate results? Measurement Dimensin = Quantity, i.e. ne (single), tall (hw tall is tall?) Secndly, yu will want t cnsider, up frnt, hw yu will determine if the utcme has been achieved. What perfrmance indicatrs will yu use? Yu can measure perfrmance thrugh direct r indirect bservatin, feedback, and dcumentatin. s might include lgs, wrk samples, charts, surveys, benchmark cmparisns, and s frth. In determining which perfrmance indicatr(s) yu will rely n, cnsider the fllwing: Is the perfrmance indicatr bjective? Will thers understand the utcme as yu d? Is it a representative sample f perfrmance? What is the frequency and sample? Is it relevant t the task r activity, s that the utcme can be detected by the indicatr? Is it selective, able t distinguish high perfrmance frm lw perfrmance? Is it cst-effective as an indicatr? It shuld nt cst mre t measure perfrmance than the utcme itself is wrth? Is the data available and easy t btain with reasnable effrt? Is the data manageable, fairly easy t cmpile and rganize? Perfrmance Indicatr = bservatin, feedback frm thers Cpyright

5 Subset: Emplyment Subset: Develping Perfrmance Gals Hints fr Writing Expectatins and Gals Statements Getting started is the hard part, s start with a verb. Remember, yu are describing a task r activity. Avid abslutes, such as "always" r "never." Abslutes are difficult t achieve, cannt be exceeded and are nearly impssible t measure. Avid ambiguus terms, thse that mean different things t different peple. This includes terms like: ccasinally, frequently, several, few, smetimes, reasnably, etc. Use numerical terms t describe utcmes wherever pssible, such as: daily, weekly, mnthly, annually, n later than, within, n mre than, etc. Be cautius with percentages; small percentages f large numbers culd be greater than is acceptable. "Manner f Perfrmance" can ften be described in terms f Standard Operating Prcedures (SOP s). SOP s are gd t use in gal r expectatin statements as lng as the SOP is written, accessible and understd by the emplyee. Cpyright