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The Power of Collaborative Goal-Setting in Driving Employee Performance
 

The Power of Collaborative Goal-Setting in Driving Employee Performance

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Human Resource & Payroll Services And Solutions - Houston, Dallas, Austin - Texas www.hrp.net. Is goal-setting in your organization just a hoop that must be jumped each year? One veteran of human ...

Human Resource & Payroll Services And Solutions - Houston, Dallas, Austin - Texas www.hrp.net. Is goal-setting in your organization just a hoop that must be jumped each year? One veteran of human resources experience and knowledge shows businesses how to make goal setting both an individualized and collaborative process with the power to inspire workers to new heights. Read on to learn how.

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    The Power of Collaborative Goal-Setting in Driving Employee Performance The Power of Collaborative Goal-Setting in Driving Employee Performance Presentation Transcript

    • Toll Free: 877.880.4477 Phone: 281.880.6525The Power of Collaborative Goal-Setting in Driving Employee Performance www.hrp.net
    • » All too often, the process of establishing goals for employees in the context of a performance evaluation slides into an uninspired exercise of just going through the motions, only to provide an easy reference point for future compensation decisions.» But it can instead be an opportunity to inspire your staff to high levels of productivity and achievement. Accomplishing that can only happen if you take the process seriously, and move beyond some entrenched myths about setting performance goals. www.hrp.net
    • Heres how you can do it.» Supervisors and business owners often assume that "theyre paid the big bucks to make management-related decisions, including assessing someones performance," notes Paul Falcone, a veteran human resource executive and author.» That traditional mindset often translates into performance evaluation as a "one-way, top-down exercise where the boss ends up playing the unilateral decision-maker and occasional disciplinarian," he adds.» That approach kills employee initiative, motivation, and creativity. He does not suggest that supervisors abandon their responsibilities as leaders, but pursue a collaborative approach. www.hrp.net
    • Turning the Conversation Around» Imagine the reaction of an employee accustomed to being dictated to if her supervisor, prior to the next review session, asked her to come to the meeting with a written performance self-assessment and answers to such questions as:  What were your greatest accomplishments last year?  How can I help you build new skills and prepare you to progress in your career?  What goals are you setting for yourself?  What will the measurable results look like to ensure that you have met them by this time next year?» But what if employees exaggerate their assessment of their own performance? And worse still, what if the biggest exaggerators are employees you consider to be the weakest performers? Wont that set up a showdown? Sometimes it will happen, Falcone concedes. But with a poor performer, the tough conversation wouldve had to come at some point regardless. www.hrp.net
    • The "Aha Moment"» The "aha moment" for supervisors when they conduct these two-way evaluation sessions, Falcone says, is that workers "are typically harder on themselves than those supervisors ever would be. "When that happens, supervisors" see the significance of shifting some responsibility for assessment and goal-setting back to their employees."» Falcone manages employer expectations about how this all works, stating that a 70-20-10 rule applies: • 70 percent of the employees will go along with the approach, but not "blow you away" with their feedback. • 20 percent will "go wild with bells, whistles, productivity charts and the like." These employees are the high-potential workers who you are especially trying to motivate with this process. • 10 percent wont want to participate, telling you its your job. But such workers may have "entitlement issues and time-clock mentality," Falcone notes. The refusal to participate may simply be documented and added to other evidence of a reluctance to improve performance. That evidence will likely impact their future with the organization. www.hrp.net
    • 2600 Performance Goals» Supervisors themselves of course maintain a key role in employee goal- setting. Falcone recently wrote a book, "2600 Phrases for Setting Effective Performance Goals" which offers a vast menu for employers to draw upon.» The organization of the 2600 phrases reveals the wide breadth of performance categories that may be pertinent to any given job. In addition to performance goals tailored to dozens of specific jobs, the book includes phrases in 32 generic realms of performance -- categories you might not have initially considered relevant to a position. www.hrp.net
    • » For example, in keeping with his focus on collaborative goal-setting, Facone includes several pages of self-development goals, for workers at different career stages and functions. A few examples: • Train yourself to provide two solutions for each question you raise. • Study and share best practices. • Engage in positive confrontation rather than avoidance. • See yourself as a role model who embodies the companys mission and values. • Ensure that team members are comfortable sharing minor concerns with you before they become major impediments. • Delegate what youre best at and what you enjoy in order to mentor others by sharing your strengths.» How many goals should be collaboratively established for workers? The number could be huge, but setting no more than two or three "macro goals" is probably all thats realistic and measurable. www.hrp.net
    • Falcone stresses that goal-setting is an individualized process, even thoughyou probably need to share broader organizational goals as well. "Goodleadership is all about listening to where people want to go with theircareers, setting them up to gain traction in that area and then stepping outof the way," he concludes. www.hrp.net
    • 14550 Torrey Chase, Suite 100 Houston, TX 77014 USA Toll Free : 877.880.4477 Phone : 281.880.6525 Fax : 281.866.9426 E-mail : info@hrp.net www.hrp.net
    • 14550 Torrey Chase, Suite 100 Houston, TX 77014 USA Toll Free : 877.880.4477 Phone : 281.880.6525 Fax : 281.866.9426 E-mail : info@hrp.net www.hrp.net