2. Objectives
• Describe the benefits of goal-setting
• Explain the difference between goals and
objectives
• List the criteria for good goals
• Explain the 4 steps of the goal setting
process
• Detail the relationship between goals and
performance
• Explain the benefits of mutually-set goals
3. Benefits of Goal Setting
• Provides a tool for assessment
– Encourages objective appraisals
• Improves employee performance
– Sense of accomplishment
– Increased employee morale
• Provides direction
4. Goals vs. Objectives...
• Goals
– Organization goals provide framework
– Provide guidelines for departments
• Set objectives within this framework
• Objectives
– More specific
– “What by when” statements
7. Getting Started...
• Discuss purpose of goal setting
– i.e. Company wide changes
• Explain the process
–Employee & manager establish goals
–Create mutual goals
• Explain how goals will be used
• Provide examples of goals for employee
9. Specific
• Uses specific terms rather than vague,
abstract ones
– Inappropriate: Employees will be empowered
– Appropriate: Employees will be authorized to
make more decisions
10. Measurable
• Includes some method for objectively
measuring their achievement
– Inappropriate: Consumers will be delighted
– Appropriate: We will receive at least 12
unsolicited testimonials from our consumers
expressing positive reactions to our services
11. Achievable
• Is challenging but realistic
– Inappropriate: All consumers will be seen by
a counselor within 2 days of intake
– Appropriate: Seventy-five percent of
consumers will be seen by a counselor within 2
months of intake
12. Relevant
• Follows the business strategy of the
organization and unit
– Organization goal: Increase competitive
placements by 30 percent
– Inappropriate: Increase competitive
placements by 5 percent
– Appropriate: Increase competitive placements
by 30 percent
13. Timely
• Specifies a time period (short-, medium-, or
long-term)
– Inappropriate: Reduce the size of the waiting
list by 10%
– Appropriate: Reduce the size of the waiting
list by 10% during the first two quarters
14. Effective
• Focuses on critical factors and avoids trivial
ones
– Inappropriate: Use fewer paperclips
– Appropriate: Fully implement agency policy
on consumer choice by the end of the year
15. Reinforcing
• Subsequent goals in a list reinforce previous
goals, and do not contradict them
– First goal on a list: Reduce the amount of
paperwork in the department
– Inappropriate second goal: The paperwork
reduction committee will distribute copies of its
final report to all employees.
– Appropriate second goal: The paperwork
reduction committee will post a one-page summary
of its final report on the notice board, and put the
full text on the company intranet.
17. Generating Goals...
• Meet to discuss goals
– Let employee go first
– Provide positive
reinforcement for goals
• Establish a combined
set of goals
– Increases success of
obtaining goals
18. Monitoring the Process...
• Joint agreement
– Measuring & monitoring progress
• e.g., “review placements every 2 weeks and
compare to target placement figures”
• Assess progress toward reaching goal
– Make any necessary adjustments
19. Goal Setting...
• Create the need
• Introduce the process
• Generate goals
• Measure & monitor
The effort will pay off!!!
20. Dangers of Goal-Setting
• Goals can be counterproductive,
demoralizing, and can engender hostility if
they are not
– Specific
– Realistic
– Mutually determined
Source: Dangot-Simpkin, G. (1993, April). The dangers of goal-setting. Supervisory
Management, p. 3.
22. Employee and Managerial
Input in Goal Setting
Employee I nput?
No Yes
No No goals
Self-set
goalsManager
I nput?
Yes
Assigned
goals
Interactive
goals
