This document summarizes an approach for driving corporate annual objectives down through each level of employees. It recommends that one annual objective for each employee should be aligned with one of the corporate objectives. These objectives are then cascaded down during annual performance reviews so that the objectives set for each employee are specific, measurable, achievable, relevant and time-bound. By having objectives flow down in this way and regularly providing feedback, employees can better appreciate how their individual contributions help meet the overall corporate goals. The approach aims to share common goals across levels to improve teamwork and ensure the corporate objectives are ultimately achieved or possibly exceeded with no associated costs.
2. One approach
Drive corporate annual objectives
from the top down through each
tier to each individual employee
Stephen Fidler, BSc MRICS
Parsons Overseas Limited
Dubai, U.A.E.
Annual Knowledge Forum
2009
3. “But the CEO’s corporate annual
objectives are not relevant to me”
• They certainly are!
• Meeting and exceeding these
corporate annual objectives is
crucial to the continued success
Annual Knowledge Forum
2009
Stephen Fidler, BSc MRICS
Parsons Overseas Limited
Dubai, U.A.E.
4. How ?
• Corporate annual objectives need to be visible
• One of each employee’s annual objectives must be aligned
with one of the corporate annual objectives
• These objectives are cascaded down during annual
appraisals at each managerial and working level
• The objectives set must be SMART for each employee
• Achievements from the lowest level continually feed back up
and accumulate to meet corporate objectives
• Regular feedback allows employees to appreciate the
importance of their contribution through the year
Annual Knowledge Forum
2009
Work for Parsons in Dubai – have worked for consultants, clients, contractors and sub-contractors. I also ran my own consultancy business in the UK. So I have a wealth of negotiation experience to draw upon GOOD BAD + INDIFFERENT Chosen to speak on negotiation – and what an audience? Do you know which immigrant nationality has founded more engineering and technology companies in the US in the past decade – more than brits, chinese, taiwanese, japanese?? Indians Entrepreneurial skills combined with innovative thinking – comfort with numbers and another ingredient – NEGOTIATION In india everything is negotiated right?? What we’ll see tonight is that it’s not always the immediate results from a negotiation that are the crucial success factors.
Want you to start challenging your usual success measures and understand the importance of long term relationships
WAIT FOR ANSWERS Who has negotiated anything this week? Today? What have you been negotiating? Do you think it was successful? So why negotiate? Typical reasons - anyone think if any others
WAIT FOR ANSWERS Who has negotiated anything this week? Today? What have you been negotiating? Do you think it was successful? So why negotiate? Typical reasons - anyone think if any others
WAIT FOR ANSWERS Who has negotiated anything this week? Today? What have you been negotiating? Do you think it was successful? So why negotiate? Typical reasons - anyone think if any others
Work for Parsons in Dubai – have worked for consultants, clients, contractors and sub-contractors. I also ran my own consultancy business in the UK. So I have a wealth of negotiation experience to draw upon GOOD BAD + INDIFFERENT Chosen to speak on negotiation – and what an audience? Do you know which immigrant nationality has founded more engineering and technology companies in the US in the past decade – more than brits, chinese, taiwanese, japanese?? Indians Entrepreneurial skills combined with innovative thinking – comfort with numbers and another ingredient – NEGOTIATION In india everything is negotiated right?? What we’ll see tonight is that it’s not always the immediate results from a negotiation that are the crucial success factors.