Objective Setting Guidance Staff guide
Introduction This guide is part of a suite of resources designed to support your understanding of the Performance Evaluation process and has been written to help you to set SMART objectives.
Why do we set objectives? Objectives are one of the key components to our Performance Evaluation process. They enable us to clarify expectations between staff and line managers and provide the basis for assessment in the year ahead. Objectives are generally aligned to our strategy and/or our departmental plans and provide a benchmark from which development needs can be identified. Clearly set objectives provide information on what is to be done, by who and in what time frame. There may be some objectives that are set by the Company that will be communicated as required.
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What are SMART objectives? SMART is an acronym that we can use to guide objective setting. It is an effective tool that provides the clarity, focus and motivation that we need to be successful. Keeping things SMART helps us to focus on what’s important and what needs to be achieved. To make sure that objectives are clear and motivational, each one should be: • • • • •
Specific (simple, sensible, significant) Measurable (meaningful, motivating) Achievable (agreed, attainable) Realistic (reasonable, relevant, results based) Timebound (time based, time limited, timely, time sensitive)
Setting objectives Our departmental plans will help to identify the main areas that our objectives should cover. Consideration should also be given to how our objectives contribute to the overall strategic priorities. We would normally expect to have between two and four objectives set during the Performance Evaluation process.
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SMART explained Specific An objective must clearly state what is to be achieved. It’s important to think about who is involved, what is to be accomplished, what time frame is required, any requirements or constraints and any specific benefits. For example, “to answer the telephone quickly” is not specific as it allows for a subjective judgement to be made in relation to ‘quickly’, compared to, “to answer the telephone in three rings”, which is specific. Objectives must be clear and unambiguous, stating clearly what is expected in terms of achievement or outcome. Being precise at this stage, enables us to refer back at the end of the review period and make a judgement about whether the objective has been achieved. Measurable Measurable objectives enable us to see that progress is being achieved. A measurable objective will usually answer for example, how much, how many, how will I know it’s accomplished? For example, “to improve my timekeeping” is not measurable; however, “to arrive at all meetings 5 minutes early” would be more measurable. Measuring progress helps us to stay on track and reach our target. Consider the following: • How will we know whether an improvement or change has been made? • What will success look like? • What will the outcome for the organisation be if this objective is achieved?
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Achievable An objective is achievable if, with a reasonable amount of effort and application, it can be achieved. This doesn’t mean that you shouldn’t set stretching targets that require a change or an application of significant effort; easily achievable objectives tend not to be motivating. However, it can be equally demotivating to have objectives that are not possible to achieve, so it’s important to think about resources, time and the potential limitations that are outside of our control. Consider the following: • How can this be accomplished? • What are the constraints e.g. time, cost etc.? Realistic The outcome of an objective must be something that we can actually have an impact on. For example, we might want “to reduce spending on accommodation by 10%”. However, if we have no control over the accommodation budget or the list of hotels that we book with, then this objective isn’t realistic. Instead, we could think about rephrasing the objective as “to produce a proposal to reduce spending on accommodation by 10%” so that there is an opportunity to research the matter and put forward a balanced proposal. Timebound Timebound objectives have clear dates and may have interim milestones if necessary. Deadlines are important to focus our efforts and help to prevent everyday tasks from taking priority over longer term goals. Open-ended objectives or objectives which say “as soon as possible” are not specific enough. For example “as soon as possible” could be in the next week or in six months time. The agreed time frame must also be realistic. For example, “run a half-marathon within the next month” is not realistic if you’ve never run a race in your life. Instead, we could think about re-phrasing the objective as “to increase the distance that I run by half a mile every month for the next 12 months.” 5
Examples of SMART objectives • To have reduced this department’s complaints backlog in two months’ time from a four-day turn around to a 24-hour turn around. • To install the latest version of Skype for Business on every PC by the end of the current financial year. • To deliver four Rhythmic Gymnastics events in the 12-month period commencing May this year.
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Summary When agreeing objectives, keep asking the following questions: • Is it right to be working on this? • Will it improve individual or organisational performance? If the answer to either question is ‘no’ then it shouldn’t be set as an objective. People perform best when they know exactly what is expected of them and then receive feedback on their progress. Aspirations and objectives must always be expressed in the positive. We should express what we do want to see and not what we don’t want to see. Line managers need to keep up to date with their team member’s progress. The more frequent performance conversations are, the more relaxed, open and honest people will be. The best way generally to manage performance is to discuss it on a regular basis.
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