1. Categorizing Performance Objectives
Mitchell L. Kotler
This presentation provides guidance on how to categorize
annual performance objectives. These are typically
• agreed to and documented between employee and
direct line manager;
• Individually tailored to that employee and time frame;
• “tangible” contributions - distinct from the “how to”,
methods and soft skills, and distinct from development
of the employee.
This is geared towards scientific/R&D professionals.
2. 3 Overall Categories:
(1) Core - Scientific / Quality / Value;
(2) Business / Process / Efficiency / Vendors;
(3) Talent / Values / People / Culture / Development
3. Core Performance
• Tangible on-time production of deliverables,
e.g., documents;
• Scientific quality;
• Scientific value;
• Scientific guidance to teams, which leads to
quality, value, as above.
4. Business Objectives
• This category is usually a strong secondary;
• Budgeting costs and resources;
• Improving process, economics, efficiency;
• Selection, negotiation, and management of
vendors.
5. People-Related
This is a gray area between the “methods” and
“tangible” performance (mentioned above).
Examples of the more “tangible” objectives are:
• Guiding more junior staff towards delivery;
• Project management related to people
resource assignments;
• Cases where the employee has that actual
leadership responsibility.
6. Non-Performance Objectives
Examples of objectives which are categorized
outside of actual performance:
• Methods of achievement (“How-to”) – in
ways that are smooth, professional,
respectful, go over well with other team
members;
• Activities which develop the employee as a
future investment.
