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Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough
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Techniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough

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Goal setting is one of the most powerful, yet underutilized tools available to support business execution. Business leaders recognize the importance of goal setting, yet few are truly effective at …

Goal setting is one of the most powerful, yet underutilized tools available to support business execution. Business leaders recognize the importance of goal setting, yet few are truly effective at using goals to drive business results. Steve Hunt will explain common mistakes that limit the value of goal management and share techniques to address them. He will focus on several simple but frequently overlooked foundational techniques to improve the impact of goal management, discuss what it takes to implement them and talk about the results.

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  • 1. Techniques for Using Goals to Drive BusinessExecution: When Just Being Smart Is Not Enough Speaker: Steven Hunt Principal Director, Business Execution Practices SuccessFactors Moderator: Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
  • 2. •  Q&A –  Click on the Q&A icon on your floating toolbar in the bottom right corner. –  Type in your question in the space at the bottom. –  Click on “Send.” #TMwebinar
  • 3. Tools You Can Use•  Polling –  Polling question will appear in the “Polling” panel. –  Select your response and click on “Submit.” #TMwebinar
  • 4. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  • 5. Techniques for Using Goals to Drive BusinessExecution: When Just Being Smart Is Not Enough Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
  • 6. Techniques for Using Goals to Drive BusinessExecution: When Just Being Smart Is Not Enough Steven Hunt Principal Director, Business Execution Practices SuccessFactors #TMwebinar
  • 7. Techniques for using goalsto drive business execution:when just being SMART isnot enoughSteven Hunt, Ph.D.Principal Director, Business Execution PracticesE-mail: shunt@successfactors.comSuccessFactors Proprietary and Confidential © SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 2011 SuccessFactors, Inc. All rights reserved. 7
  • 8. Role goals play in an integrated talentmanagement process Right People Right Way Right Things Goal Management, Staffing , Promotions & Performance Management, Collaboration & Workforce Planning 360 & Compensation Compensation Who you are How you act What you achieve Skills Competencies, Aptitudes Goals Values, Behaviors InterestsRight Development Goals define why Succession, Career Create learning through experience exist! jobs Development, 360, Learning, & Collaboration SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 8 8
  • 9. In 90% of the studies, specific and challenginggoals lead to higher performance than easy goals, “do your best goals” or no goals. Locke, Shaw, Saari, Latham, 1981 Psychological Bulletin, Vol. 90, page 125 SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 9
  • 10. What makes goal setting difficult?•  People have difficulty translating generic goals to specific goals for their role•  Perfectionism aspiration•  Time consuming to create clear goals•  Coming up with ways to effectively measure goals•  Keeping goals consistent with changes in the strategy or environment SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 10
  • 11. The problem with SMART goals•  The SMART framework does not reflect how people actually set goals –  Do I have the right goals? Attainable and Relevant •  This is about the goal setting conversation •  It depends on having a good goal setting process –  Do I have clear goals? Specific, Measurable, and Time-bound •  This is about how you write the goal •  It depends on the structure of your goal planThe SMART concept often distracts people from what should be the main focus of goal setting: do people understand what they are supposed to do and why it is important to the business and their careers? SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 11
  • 12. Critical Issues in Goal ManagementDesign1.  Ensuring employees have well defined goal plans2.  Aligning employees’ goals to the business strategy3.  Making goals meaningful and motivational–  Using goals to support employee development and career growth–  Creating a relationship between goal accomplishment and employee pay, promotions, and recognition4.  Measuring employee goal accomplishment5.  Coordinating goals across employees to foster communication and collaboration6.  Using goal data to guide business execution decisions SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 12 12
  • 13. Why goals are important Strategic Direction Performance Feedback Intrinsic Motivation Extrinsic Motivation Personal Confidence SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 13
  • 14. The computer company and the horseshoecrab: a tale of poor goal management SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 14
  • 15. What is your level of goal maturity? 5. Operational: goals are frequently reviewed at all levels to actively manage business execution 4. Coordinated: people across departments collaborate to accomplish interdependent goals 3. Meaningful: people see a link between career success and accomplishment of their goals 2. Aligned: employees’ goals can be linked to overall strategic objectives of the company1. Tangible: everyone in the company has aclearly defined, measurable set of goals SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 15
  • 16. What a goal plan should define The purpose of your job; what you are paid to achieve, create, or maintain. Metrics showing what you contribute to thecompany. If someone never saw you work, what evidence could you provide to indicate you are successfully performing your role?Priorities. The 5 to 10 most important things you are expected to accomplish. SuccessFactors Proprietary and Confidential © SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 2011 SuccessFactors, Inc. All rights reserved. 16
  • 17. Commitments Outcomes Deliverables:an alternative to SMART •  Short phrase describing what you are doing and why itCommitment: is relevant to the business – it should have a verb in it! •  Improve customer service levels in the stores I manageWhat I’m doing •  Results you will create by achieving this commitment;Outcomes: Why “evidence” that will demonstrate you were successful •  Scores of 90% or better on customer surveys I’m doing it •  Increase year on year store sales by 5% •  Actions you will complete to meet the commitment;Deliverables: tactical strategy you are taking to drive the outcomes •  Provide customer service training to employeesHow I will do it •  Review monthly customer survey results with team •  Implement customer suggestion program SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 17
  • 18. Guidelines for effective goal plansHave at least 5 goals & no more than 10Define goals to be independent of each otherDo not list personal development objectives •  Goals can (and should) drive personal development, but are not the same as development objectives •  Example: instead of listing a commitment like “Learn Excel”, write the business reasons driving this development objective, such as “support project X “ which will require “learning Excel”Personalize commitments to your job •  Change names of cascaded goals; make them relevant to your role SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 18
  • 19. Aligning goals to company strategyCEO: Decrease operating costs by $5 million peryear COO: decrease hospital acquired illness by 10% over the coming year Facilities Director: Implement occupational health and safety programs in all departments Cafeteria Manager: Develop and enforce proper food handling procedures Dishwashers: Ensure all dishes are cleaned using water heated to a level that will kill bacteria SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 19
  • 20. Goal cascading using commitments, outcomes,deliverables method 1.  Manager  cascades  one  of  her  commitments  to  an   2.  The  employee  translates  this  into  two  commitments   employee  on  their  team  that  has  mul7ple  parts   based  on  those  aspects  that  are  relevant  to  his  role   Commitment Commitment 1 Employee’s Goal Plan Manager ‘s Goal Plan •  Improve product quality and reduce costs •  Re-engineer product inspection process created by re-work Outcomes •  Decrease product defect rate to less than 1 Outcomes per 10,000 units •  Decrease product defect rate to less than 1 •  Shorten product inspection time by 5% per 10,000 units Deliverables •  Lower cost per unit manufacturing costs by •  Conduct Kaizen workshop with 5% manufacturing team during Q1 •  Document and train supervisors on new Deliverables process by end of Q2 •  Re-engineer product inspection process Commitment 2 •  Hire a process maintenance engineer •  Implement alpha quality training across the •  Implement alpha quality training across the manufacturing team manufacturing team •  Re-negotiate vendor contracts to obtain Outcomes higher quality raw materials •  Decrease product defect rate to less than 1 per 10,000 units •  100% certification of manufacturing team on Alpha quality process Deliverables •  Develop quality training curriculum •  Arrange for training department to deliver training for all employees by Q2 SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 20 20
  • 21. Making goals meaningful & motivational Business Objectives Balancing what the company needs, the employee wants, & what the employee can do Career EmployeeObjectives Capabilities SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 21 21
  • 22. Not everyone wants the same thing •  Want to be part of a •  Want to be confident collective team that is they can do what is fulfilling its mission expected of them •  Goals that emphasize •  Goals that provide a common vision recognition around being a valued team member Group Oriented Security “Part of something bigger “I have a clear & than myself” important role” •  Want to know what it •  Want to build and takes to get tangible demonstrate their rewards capabilities •  Objective goals •  Goals that reflect a directly tied to higher mission; going objective rewards beyond status quo Transactional Mastery “Show me the “Be the best I money” can be” SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 22
  • 23. Integrating business goals & career objectives 5 Complete MBA Lead Acquisition Team Self-Focused Business Driven 4 Development Goals Development Goals"Stretch" Build New Project Group 3 Conduct College 2 Under-utilization Recruiting Core Functional (busywork) Goals Write monthly Track & Manage department newsletter Revenue Targets 1 Importance 1 2 23 3 4 5 SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 23
  • 24. Assessing goal accomplishment: People who always exceed their goals are not setting difficult goals SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 24 24
  • 25. Creating collaboration amongpeople with similar or shared goals SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 25 25
  • 26. Using goals for business execution: shouldn’twe talk about them more than twice a year? Goal Creation Goal Updates SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 26 26
  • 27. Use reporting to make goals relevantand apparent to senior leaders SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 27 27
  • 28. What managers and employees sayabout good goal management …better relationship with customers …first time in 18 I understand years that I’ve had …improved how I fit in…. objectives… accountability More meaningful discussions…. SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 28
  • 29. I hope we can continue theconversation!For more information anda talent process maturity assessment please request a copy of the white paper “Doing the right things: Using goal management to drive Business Execution”www.successfactors.com SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved. 29
  • 30. Join Our Next TM WebinarTechniques for Using Goals to Drive Business Execution: When Just Being Smart Is Not Enough Tuesday, Oct. 11, 2011 •  TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar

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