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2841107 training %20-effective%20goal%20setting-employee1[1][1]

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  • 1. Writing Effective Goals: Employee Guide March 2009
  • 2.
    • Contents
    • MyGoals Tool Overview
      • What is the tool
      • Why use the tool
    • Employee Development Overview
      • Employee Development Cycle
      • Employee Development Tools
    • Effective Goal Setting
      • Why establish goals?
      • SMART model
    • Writing Goals
        • Things to Ask Yourself
        • Goal Setting Pitfalls
        • Examples
        • Action words
    • Goal Review Process
  • 3. My Goals Tool Overview
  • 4.
    • A Standardized Goal Setting Tool Used Throughout the Year By Employees. Includes:
      • Goals and associated action plans that support the strategic imperatives of the business
      • Targeted completion dates
      • Updates of progress against goals
      • Ability to update eEMS accomplishments with progress updates from MyGoals
    What is the My Goals tool? Enhances Existing Goal Setting Process
  • 5. Aligning Your Goals with Business Priorities Sets You Up to Succeed The My Goals tool allows the business to establish goal categories reflecting its key strategic initiatives so you can align your goals with business priorities This ensures that your individual goals support the business objectives Why Use the My Goals tool?
  • 6. Employee Development Overview
  • 7. Employee Development Cycle An integrated approach to driving business results and optimizing employee development Goal Alignment /Employee Development Cycle Ongoing Goal Reviews Learning and Development Plans Business Session C Employee EMS Employee Goals Business Leadership Team key priorities Salary/ Bonus Review Annual EMS Review Session C II 360 Reviews (as applicable)
  • 8.
    • What Is it? - An Annual Performance Review and Development Needs Discussion Between a Manager and Employee
    • What is it Used For? To Provide Performance Feedback for the Past Year, Identify Development Needs and Career Interests & Act as An Internal Resume
    • Key Elements
      • Identifies Accomplishments Against Goals for the Past Year
      • Identifies Strengths & Development Areas for Specific Employee
      • Summarizes Career/Job Recommendations
    • How Is It Implemented? A GE Wide Process Completed Annually
    e-EMS
    • What Is It? - The Annual People Review by Each Business/Functional Leader With CEO
    • What Is It Used For? As an organizational and individual readiness assessment for the year
    • Key Elements
      • Key People Initiatives
      • Exempt Talent Assessment (fed by EMS)
      • Succession Planning
      • Development, Exposure, and Training Opportunities
    • How is it Implemented? A GE Wide Process Completed Online by Human Resources & Business Leaders
    Individual Performance Assessment Over Past Year e-Session C Organizational Assessment of Key Talent
    • What It Is? - A Process for Setting Individual Goals for the Year
    • What Is It Used for? To Set Performance Expectations and Accountabilities for the Year
    • Key Elements
      • Allows you to align your goals with key business priorities
      • Includes Manager/Employee Goal Reviews
    • How is it Implemented? Goals set at the start of each cycle with periodic updates- timing determined by each business
    Definition of Individual Performance Goals For The Year Employee Development Tools My Goals
  • 9. Effective Goal Setting
  • 10. GE’s G’s &O’s for 2009 Keep the Company Safe
  • 11. Why Establish Goals? … To Align Your Efforts with Your Business’ Priorities Each cycle, your business sets its key priorities that reflect the areas your business needs to focus on to be successful. Your business has translated these priorities into goal categories in the My Goals tool against which you should align your goals. This alignment ensures that all employees are focused on contributing to the overall business goals. Simplification (example only) Growth (example only) Quality (example only)
    • Review your business’ goal categories, and determine what your goals need to be to help support and deliver these key priorities.
    • If you have a goal that supports more than one category, align it with the category where the goal will have the most significant impact.
    • Note that you do not need a goal in every category.
  • 12. GOALS Guide Your Work and Give Direction. They Reduce Conflicting Priorities. Objectify Your Work. They Help Reduce the Confusion and Frustration of Subjective Interpretation. Contradictory Expectations. Assert Your Intentions. Without Goals You Are More Likely to be Distracted and Spend Time on Non-Priority Items. Link You to the Organization’s Mission. Goals provide a Line of Sight Between the Individual’s Contribution and the Organization’s Mission. Spur You into Action. They Provide the Impetus for the Individual and Organizational Achievement. Importance Of Goals
  • 13. SMART Specific and Measurable. A SMART goal quantifies, and is unambiguous. Commit to focused, specific goals. It is much easier to manage and execute objectives when they are measurable. Motivating . SMART goals are emotionally compelling. They build morale, and inspire stakeholders; both direct and indirect. Goals that contribute to business success and/or personal development are much more likely to be completed. Attainable . A SMART goal is realistic, but makes you stretch. Goals that do not provide sufficient challenge are meaningless. Evaluate reality, and set yourself up for success. Relevant. SMART goals prioritize the 20% of activities that contribute 80% of results. Properly conceived goals are relevant to the organization’s goals, and help solve business problems. Trackable and Time-Bound. Strong SMART goals have target dates to ensure that they don’t get lost among daily imperatives. Each goal you establish should be able to be broken down into shorter, trackable segments that enable you to check your progress and evaluate the quality of your efforts. How Do I Set Effective Goals?
  • 14. Writing Your Goals
  • 15. Writing your Goals
    • “ Does this goal align with the SMART model?”
    • “ Is this goal tied to the business priorities?”
    • “ How would I define success for this goal?”
    • “ How would I describe this goal to someone else?”
    • “ Is this goal realistic? Can I easily tell when this goal has been achieved?”
    • “ Can I cut tactical details out and still preserve the meaning of the objective?”
    • “ Have I mixed performance objectives, metrics, and timing together (e.g., Achieve 100% on all customer quality metrics on a monthly basis)?”
    Things to Ask Yourself When Reviewing Your Goals: Your Objectives Should be Clear to Anyone Reviewing Your Goals
  • 16. Writing your Goals
    • Setting Too Many Goals and Objectives. While there is no set number of recommended goals, your goals should be based on the overall deliverables of your job.
      • The majority of your goals should relate to what is most important to your job.
      • Too many goals often means that a goal has been broken down into its individual tasks rather than focusing on the deliverable.
    • Defining Activities/Tasks Instead of Outputs or Expected Results.
    • Not Clearly Defining the Standards of the Expected Results (e.g. Quantity, Quality, Time)
    • Not being specific enough
    • Making Goals Too Wordy
    • Not Reaching Mutual Agreement and Understanding with your Manager of Performance Expectations
    • Failing to Renegotiate Goals As Needed
    Goal Setting Pitfalls
  • 17. Examples of Good Goals Goals Metrics Timing Implement Smart Pricing system Achieve 5% price increase & $500MM Operating Margin Q 2 20XX Standardize financial reconciliations within sub business Completed analysis and recommendations for standard template Q 1 20XX Manage & penetrate existing customers to meet renewal target Achieve 85%+ renewal rate Dec 20XX Drive Growth through new account signings & new services Add 10 new accounts (x orders, x $$ NEA) & 10,000 new services Dec 20XX EHS compliance training for new hires 100% of new hires to be trained within 30 days of start date June 20XX Writing your Goals
  • 18. Writing Your Goals Effective Goals Use Action Words: Use Wording That Is “Action Oriented” and Concise Rather Than Passive and Wordy. The Following List of Key Action Verbs May Be Useful When You Prepare Your Goals:
  • 19. Common Pitfalls
    • Setting Too Many Goals and Objectives. While there is no set number of recommended goals, your goals should be based on the overall deliverables of your job. The majority of your goals should relate to what is most important to your job. Too many goals often means that a goal has been broken down into its individual tasks rather than focusing on the deliverable.
    • Defining Activities/Tasks Instead of Outputs or Expected Results.
    • Not Clearly Defining the Standards of the Expected Results (e.g. Quantity, Quality, Time)
    • Not being specific enough
    • Making Goals Too Wordy
    • Not Reaching Mutual Agreement and Understanding with your Manager of Performance Expectations
    • Failing to Renegotiate Goals As Needed
  • 20. http://ems.ge.com
  • 21. G&O Review Process
  • 22. Employee documents goals Final Version? Add Manager Comments (optional) Employee Edits Needed? Employee Manager One over one Manager or HRM My Goals Workflow: Initial Submission To Approval Yes Start SUBMIT to Manager Approve ACKNOWLEDGE GOAL DISCUSSION RETURN UNAPPROVED View Goals (anytime after Submission by Employee) Action Workflow Process Step Yes No No Goals Discussed With Manager? Yes Save as Draft
  • 23. Add Status Update My Goals Workflow: Updating a Goal After Initial Goal Approval Action Workflow Process Step Start: Goals Have Been Approved Add Goal Employee – Option 1 Manager Employee – Option 2 Employee – Option 3 Manager Views Changes Final Version? Yes No Save as Draft Employee Edits Needed? Add Manager Comments (optional), Send to Employee Revise Goal Completion Date or Indicator Employee – Option 4 SUBMIT to Manager Cancel Goal Yes No One over One Manager, HR Manager View Updates & Manager Comments Manager Unlocks Goal to Employee Edit Status