Goal Setting-subroto Ghosh

Goal Setting

Presented by: Subroto Ghosh

We will learn

1. Why Set Goals 2. Benefits of Goal Setting 3. Desirable Characteristics 4. Goal Setting Process %. Types of Goal

15th August 2009

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The Goal Setting Policy •To deploy a balance of result and process orientation in the organization i.e., to achieve results by using a systematic and long term approach. •To ensure that Department Goals are translated into Individual Goals. •To motivate individuals to achieve their own as well team goals. 15th August 2009

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YOUR PERFORMANCE RELATED EXPECTATIONS FROM SENIOR I agree what you expect from Give me an Opportunit y to perform

Recognize me according to my contribution

Give me guidance & support when I 15th August 2009

Let me know How I am doing

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Why set Goals Better time management

Subjectivity reduced during appraisal

More precise T&D needs are thrown up by the system Fix Accountability Superior can understand & analyze your contribution better 15th August 2009

Clarify Roles

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Benefits of Goal Setting For YOU…

For YOUR SENIOR…

•To do the performance

•To do midterm

planning at the beginning

corrections & counter

of the year. •To know “How I’m doing”. •To get feedback to

measures where plan is below target. •To enhance role/goal clarity among teammates.

understand your

•To plan Manpower as well

developmental

as infrastructure

requirements.

resources. •To understand

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developmental needs for

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Desirable Characteristics

Specific Be unambiguous and specific, not general. Measurable Quantify wherever possible. Measurement can be by judgment and quality also.

Achievable Realistic but with a stretch and significant challenge. Relevant Pertaining to your results and largely within your control.

Track able Make monthly milestones. Put date of completion. 15th August 2009

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What is measurement •A means of determining when or if goal has been attained. •A date for completion (e.g., by August 31) •A whole number (e.g., 250 of 500 applications will be screened for minimum qualifications) •A percent of increase (e.g., a 10% increase in the number of return customers)

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What is measurement •An amount of time (e.g., a decrease in time required, from 5 to 3 days) •A percent of decrease (e.g., a 50% reduction in the average number of errors, i.e., from 20 errors per 1000 keystrokes to 10 errors) •A cost savings (e.g., a 50% savings) •An improvement in quality (e.g., more favorable participant reaction to a training program after a change to program content). 15th August 2009

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Should…Could….Must Should •Be such that they fall within your own sphere of influence. •(as far as possible) be such that you can measure/score them yourself. •Induce your participation in the achievement of Team/Co’s Goals. Could •Be quantitative or qualitative. Must •Be Time bound and Measurable. •Be ‘Vital Few’ and not ‘Trivial Many’ (1-3 goals in each KPA)

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Some poor examples..

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Some Good Examples

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Goal Setting Process Team Goals

Individual Goal

Conceptualize Purpose of Job Choose 3-5 Key Performance Areas Formulate Goals under each KPA Set Measurement Criteria for each Goal Determine “how” or Key Process for each Goal Make action schedules under each Goal

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Company Goal

Inputs from Team Goals, CustomerSupplier Expectations, Unique Contributions

briefly describe each goal/objective and by when the goal/objective should be achieved How will the goal be evaluated (quantitative qualitative or descriptive) Describe the key steps you will follow to accomplish the objective.

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Goal Setting..Areas QUALITY

COST

MORALE

QCDS

SAFETY 15th August 2009

DELIVERY Subroto Ghosh

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Checkpoints….. Are they comprehensive? Do they specify standards of performance? Do they realistically take into consideration the conditions under which you are expected to function? Has adequate time been spend on this process? Do the goals/KPAs emphasize/indicate what you are expected to do by yourself rather than what your team / teammates are supposed to do? Do they indicate the priority areas of work for you? Are the goals challenging & stretching? 15th August 2009

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Types of Goals…. OPERATIONAL GOALS The goals which ensure continuity & mainte-nance of activities of the team for achieving team goals.

E.g., To bring out the printed in-house news-letter by 2nd day of every fortnight

IMPROVEMENT GOALS The goals which involve some change in method, process or up-gradation of the present system of working. E.g., To make in-house newsletter available on computers by its 41st issue onwards.

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Types of Goals

Top Managers Middle

BREAKTHROUGH IMPROVEMENT

Managers MAINTENANCE

Supervisors Workers

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I Believe…

I hear, I forget I see, I remember… …I do, I 15th August 2009

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Lets set our goals For next three months..

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