Smart Goals & Conducting Performance Discussion

Establishing Performance Goals An important aspect of successful performance management is the goal setting process. Taking the time with your team members to set goals can be invaluable in setting clear expectations and critical checkpoints to achieve those goals. Goals serve as a road map for you and your team members to assure you reach your destination of enhanced performance.

Setting SMART Goals Specific Describes desired outcome in behavioral terms Measurable measured

Indicates how performance will be

Attainable achieve

Is within the team member’s control to

Relevant Is set within the context of job responsibilities Time Bound

Includes a completion date

Use the “smart goal formula” to ensure the goal statements you help your team members create meet the SMART criteria  Verb + Noun + “by” + quantity + timeframe Example: Increase Service Line sales by $200k by December 31 at an increased cost of sales of less than 5%.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

Making Goals Measurable Answers to the questions below will help you identify appropriate measures for goals: Timeliness • • • •

What is the due date? How many of these goals/tasks should be completed during an established time period? How often will this activity/task need to be done? What is the reasonable amount of time for the activity/task?

Quantity/Completeness • •

What deliverables are expected? How many deliverables are expected?

Cost Effectiveness • • •

Does the team member need to manage a budget? What is the expected expense/investment? How will this goal reduce expenses?

Impact on the Organization • • •

How is the goal intended to improve relationships with clients or other areas of the firm? How will it affect the performance of a client or another area of the firm? How is it intended to increase the visibility/perception of the group or organization?

Quality •

Who will evaluate the task/goal?

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

•

What are the standards within the firm/industry?

The Performance Discussion Process The process outlined below provides a reliable structure for conducting performance discussions. Step 1: Opening the Discussion The opening of the discussion gives you the opportunity to: •

Describe the Purpose of the discussion. Stating the purpose up front will put the team member at ease, describe why you think it is important, and make clear that your goal is to help the team member be successful.

•

Discuss the Benefit of the session to the team member and to you. Identifying the benefit allows the team member to know that you are focused on developing their skills.

•

Check expectations of the team member. By checking expectations you can be assured that you are both “on the same page” before you delve into the meat of the discussion. This helps ensure that both you and the team member are working toward the same outcomes.

Step 2: Providing Feedback on Performance 1. Share your perspective on performance. • State observations.  2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

•

State importance.

2. Ask for the team member’s perspective on performance. 3. Generate/Provide suggestions for improved performance. • Work together to brainstorm options for improvement/enhancement. • Identify one or two suggestions that can be transformed into goals. Step 3: Establishing Performance Goals/Next Steps •

•

Create clear performance goals for the performance gaps identified (SMART Goals: Specific, Measurable, Attainable, Relevant, Time Bound). Agree on workable action steps for each goal.

Step 4: Closing the Discussion • Summarize the discussion and solicit additional suggestions from the team member. • Identify key actions to achieve goals within the agreed-upon time frames. • Set a date and time for subsequent discussions and follow-up.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

Performance Discussion Worksheet The Planning Worksheet ensures that you are prepared to conduct the performance discussion in a logical, step-by-step manner, achieve your goals in the discussion, and obtain active participation from the team member. Step 1: Opening the Discussion Purpose:

Benefit:

Check:

Step 2: Providing Feedback on Performance Observations:

Importance:

Suggestions:

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

Performance Discussion Worksheet (continued) Step 3: Establishing Performance Goals/Next Steps •

•

Create clear performance goals for the performance gaps identified (SMART: Specific, Measurable, Attainable, Relevant, Time Bound). Agree on workable actions steps for each goal.

Step 4: Closing the Discussion • • •

Summarize the discussion and solicit additional suggestions from the team member. Identify key actions to achieve goals within the agreed-upon time frames. Set a date and time for subsequent discussions and follow-up.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.

Notes:

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.