This document provides guidance on setting SMART goals for business needs. It discusses the importance of setting goals to provide clarity and allow for progress measurement. Goals should be specific, measurable, attainable, relevant, and time-bound. Examples are given of ineffective versus effective goals. Suggestions are made for writing goals using action verbs and defining targets and timeframes. The document then provides examples of setting quarterly goals and evaluations for agents, including creating evaluation criteria, a favorites list, career paths document, and sharing best practices. The goals are aimed at improving morale, accountability, relationships, and performance.

1. DEVELOPING A PLAN
SMART Goals and Business Needs
“That which gets measured gets managed”

2. OBJECTIVES IN THIS PRESENTATION
 To share best practices that align with business and
agent needs
 Understand SMART goals
 Viewing examples of a SMART goal process
 Setting your own goals

3. WHY SET GOALS?
 Goals provide a clear idea of what we are trying to
achieve.
 We are able to plan what we need to do to achieve
these goals through people, time, resource, etc.
 Goals allow us to measure progress
 Examples of Goals:
 To increase something (profits, core metrics,
effectiveness)
 To improve something (processes, results, relationships)
 To reduce something (risk, expenses, competition)

4. WHAT DOES THE PNEUMONIC SMART STAND FOR?

5. WHAT DOES THE PNEUMONIC SMART STAND FOR?-A
 Specific – detailed outcomes criteria
 The goal should state the exact level of performance expected
 Measurable – measurement criteria
 To achieve objectives, people must be able to observe and
measure their progress
 Attainable – realistic criteria
 Goals should challenge people to do their best, but they need
to also be achievable (no sink or swim situations)
 Relevant – significance criteria
 Goals need to pertain directly to performance challenge being
managed
 Timeframe – answers “by when?” criteria
 Deadlines help people to work harder to get a task completed

6. UNDERSTANDING THE DIFFERENCE
Defining ineffective and effective goals

7. EXAMPLES
 To improve morale and
motivation
 Begin different ways of
recognizing agents
such as: ‘Thank You’
cards, favorite candy,
sending a sealed letter
home to their family
regarding how much
they are valued at Dish
by April 5, 2011.
Ineffective Goal Effective Goal

8. EXAMPLES
 Improve CSAT scores
immediately
 Hold agents
accountable to SERF
feedback by utilizing
the Daily Agenda tool
and enforcing
consequences through
quarterly evaluations
by April 5, 2011
Ineffective Goal Effective Goal

9. INEFFECTIVE/EFFECTIVE GOALS

10. SOME SUGGESTIONS FOR CREATING GOALS

11. SUGGESTED WORDS TO USE WHEN WRITING SMART GOALS
 Choose a verb- increase, decrease, improve,
deliver, grow
 Define the object- what you wish or will work
toward to get better at and for whom
 Identify how much- target goals and a reference
to the meeting of success
 Identify by when- time frame for completion of
goal

12. PUTTING IT TOGETHER
Building the process since the objectives have
been defined

13. PROFESSIONAL OBJECTIVES
 To give my agents the tools they need to complete
their daily tasks efficiently and effectively
 To create a safe-working environment
 Build the self-worth of agents first, to help them
build both integrity and get them comfortable taking
risks
 To support each agent in their understanding of
changes within the company and set up proper
career paths to help each agent succeed
 To close gaps between departments
 To have a good working relationship with peers and
learn from each other

14. QUARTERLYEVALUATIONFORM
Goal 1:
Establish a
quarterly
evaluation
sheet to show
agents what
they are
measured on
annually. Must
be completed
by January 1,
2011. Quarterly
form should
show how each
category will be
defined to help
agent become
an ‘exceeds’ in
each
opportunity.
Your quarterly and annual evaluations will be weighed in the following areas:
*The bold areas below will be scored on a one to five scale, where one is the lowest and
five is the highest.
1. Judgment
-The agent’s ability to systematically evaluate options in terms of consequences to
draw sound conclusions both on and off the phone.
-The agent’s ability to remain open-minded when forming opinions towards feedback,
customers, peers, supervisors, policies, changes, etc.
-If the agent concentrates on developing solutions to challenging problems, set-backs,
feedback, etc.
2. Interpersonal Skills
-Determined by the agent’s ability to identify and understand personal values of
superiors, peers, and others.
-The agent’s effort to develop mutual support and positive working relationships with
peers, customers, superiors, etc.
-The agent’s ability to work with multiple superiors
-The agent’s continued effort to develop trust by displaying dependability and honesty
3. Creativity
-The agent’s ability to develop creative solutions to problems both on and off the
phone (such as: challenges within metrics, life/work balance, policy obstacles,
organizational changes, etc.)
-Creating satisfying solutions in conformance with organizational policies
-The agent’s display of seeking new ideas and approaches for improvement
-Works to de-escalate customers, bridges customers back to the focus of calls,
4. Continuous Improvement
-Produces changes to hit and/or exceed in all metrics
-Is receptive to new ideas
-Learns quickly from setbacks
-Uses constructive criticism to improve performance
-Develops future goals for improvement
-Tactfully discusses areas in need of improvement
-Demonstrates a strong effort to improve
5. Commitment
-Maintaining good attendance by avoiding the consultation process or stepping down
on the consultation process
-Avoiding break overages or excessive ACW use
-Accepts full responsibility for results
-Views responsibility as an opportunity for growth and accepts responsibility willingly
-Promotes positive morale
-Shows an eagerness and capacity to learn

15. FAVORITE’STHINGSLIST
Goal 2:
Create a
document
understanding
how to
professionally
reward an agent
based on their
interests and
needs. This can
help create a
safe-working
environment.
Complete by
Dec. 12, 2011.
Favorite Things
Name:
Candy:
Music:
Movies:
Place to shop:
Cake:
Hobby:
Color:
What did you want to be when you were little?
What’s a current goal of yours?
List three goals you have set for yourself within the next three months?
List three goals you have set for yourself within the next year?

16. CAREERPATHS
Goal 3:
Create a
foundation to see
how well agents
can plan,
organize, and
reach their goals.
Do they
understand their
strengths? What
did they work on
previously? How
driven are they to
reaching a higher
position or being
a top performing
agent in their
own position?
Complete by Dec.
12, 2010.
So far you’ve shared your traits of your favorite teacher, personal goals, professional
goals, and favorite things. Let’s start working towards those virtues and goals. To begin
we must first determine what is working and what’s not. Today, we will be focused on
your professional goals.
Before writing these, consider how many times you’ve gotten P4P.
List 3 strengths in regards to your work:
1. ____________________________
2. ____________________________
3. _____________________________
List 3 things you’ve improved in your work over the last three months:
1. ____________________________
2. ____________________________
3. _____________________________
List 3 areas you’d like to focus on to improve:
1. ____________________________
2. ____________________________
3. ____________________________

17. SUCCESS’SDEFINEDBYAGENTS
Goal 4:
Have each agent
share their own
best-practices for
them to see what
they’ve
accomplished for
themselves, as well
as your
accomplishments
with your agents.
This can be part of
the quarterly
evaluation
processes and also
help shape agent’s
in their own defined
goal shaping.
Complete by March
30, 2011.
Liza Eubanks
Successes
1. Using Resources
 Paper hand-outs
 QA Cheat Sheets
 Community
 Thread/Co-workers
2. Support
 Getting support using our individual learning styles.
 When I have a problem, the team makes it their problem and we fix it
together.
 Constant enthusiasm from the team.
3. Interpersonal Skills
 Find common ground. (listen to background noises, find out where they
live, look at programming/ppvs rented)
 Laugh with the customer.
 Empathize.
4. AHT
 Stay away from saying “Is there anything else I can help you with?”
 Use scripted closings.
 Remember to use resources to keep in control of the call.
 Explain why, but not in excess.
5. Attendance
 Improved statistics.
 Feeling more rewarded for efforts.
 Like working with my peers.

18. DELIVERINGTHEQUARTERLYEVALUATION
Goal 5:
Feedback should
be delivered on a
consistent basis
along with
rewards. This
should be written
in a planner or
though Outlook as
a reminder for
each agent before
quarterly
evaluation is
delivered. This
can be done
through one-on-
one sessions and
via thread. Deliver
Q1-quarterly
evaluation by
April 1, 2011.
Liza Eubanks Q1 evaluation- *shows foot note
1. Judgement-4
I feel this agent’s biggest opportunity in this area is developing solutions to
challenging problems, set-backs, and feedback. This agent has been given numerous
tools and asked to utilize them on numerous occasions, however, has not. However,
Liza has shown vast improvement in boosting her metrics by her own means and
warming up to ask questions. In order to be considered an ‘exceeds’ in this category,
Liza must start taking risks and utilizing her tools.
2. Interpersonal Skills-5
Liza has really grown in this category. She has opened up with questions, issues, and
has supported the team in the thread when possible despite her issues with multi-
tasking. Liza has also become more dependable and reliable and has displayed greater
confidence within herself and her work.
3. Creativity-5
Liza does an excellent job at de-escalation, seeing metric’s as a challenge versus a de-
motivator, has improved attendance, and conforms well to policy obstacles. Liza has
gone from a tier two to a tier five within a matter of two months, showing great
improvement in all major metrics.
4. Continuous Improvement-3*
While Liza has improved in all major metrics, she struggles with taking risks,
adapting to change, and utilizing tools. Liza at times gets de-motivated from set-backs
instead of adapting her style to further improve her in all aspects. Initially, I would
have given this area a one, however, Liza has been better with taking feedback, using
constructive criticism, and does have a better idea of goal setting. What I would like
Liza to improve in the following areas to get an ‘exceeds’: being receptive to new
ideas, utilizing all tools given, and learning from setbacks versus getting de-
motivated, and demonstrate a strong effort to improve by trying other sources.
5. Commitment-2
Currently, this is Liza’s biggest area of opportunity. She is on a final for attendance at
this time, is generally late from lunch, and has numerous break violations. While she
does accept responsibility for her actions, she needs to understand that her absence’s,
excessive breaks, and late arrival from lunch, affects the business needs and cost of
the company. Liza does want to learn and grow and has now vocalized this desire,
however, she must learn to view even these challenges as opportunities for growth
and development to get to exceeds in this category.

19. STRENGTHSANDOPPORTUNITIES
Goal 6:
Create a sheet to help
both agents and
those working with
agents have a
comfortable working
relationship. This
spreadsheet can help
with: transitions to
new coaches for both
agent and coach,
OJTs who are going
to assist agents, Fab
4 representatives that
give feedback, upper-
management to have
an understanding of
the agent’s
temperament,
learning style, etc.
Essentially a work in
progress, however,
framework to be
completed by March
5, 2011.
Strengths Opportunities
*Consistant with results *Liza is a auditory/visual learner. When showing Liza
*Friendly/Approachable a new skill or task, speak with a more slowed, even tone
*Considerate to others and pause frequently. Also, show Liza the steps in order.
*Easy to work with *Liza is a planner that does not like to be rushed. Hence,
*Takes feedback readily it is important to get with Liza early, explain expectiations
*Has a great memory early on, and show her the new process in order.
*Liza tends to be hard on herself at times. When teaching her
a new skill or task it is important to have the facts in writing
then allow Liza to ask questions regarding the new process.
*Liza prefers a calm approach versus a direct one. In order
to gain a comfortable relationship it is important to Liza to be
valued, know that she is right, and for her leader to be consistant
in all regards.
*When complimenting Liza, be specific. Versus saying "great
job," try "Liza, I noticed you added more inflection to your calls
I'm really impressed that you took to it so quickly. I think it
will really improve your CSAT scores. Great job and thank you."
Judgement-4
Interpersonal skills-5
Creativity-5
Continuous Improvement-3
Commitment-2
Performance-4

20. HELPFUL RESOURCES
Using sources to help us think outside the box

21. TOOLS FOR SUCCESS
 A Carrot a Day
 rewards
 Situation Leadership
 how to support someone
 Management by Strengths
 creating real teamwork
 Understanding Six Sigma
 better understanding of metrics
 The 7 Steps of Highly Effective People
 help with planning
 Generations
 understanding diversity
 How to Lead a Team
 if transitioned from agent to coach
 Fat-Free Writing
 professional writing

22. DEVELOPING A PLAN
SMART Goals and Business Needs
“That which gets measured gets managed”