The document discusses setting and discussing performance goals. It outlines the performance cycle and challenges of performance discussions, such as time constraints and defining expectations. The purpose of setting expectations discussions is to ensure understanding, agreement on specific and measurable outcomes, and alignment with organizational objectives. Effective goals are specific, measurable, attainable, realistic, and time-bound. The discussion process involves opening, clarifying, developing, agreeing on, and closing the goals. Guidelines are provided for effective communication and interaction during the discussions. Potential situations, such as an employee lacking confidence, are also addressed.

1. Se#ng
and
Discussing
Performance
Goals
Denise
Macik,
PHR,
SHRM-­‐CP
HR
Client
Advisor

2. The
Performance
Cycle

3. Challenges
of
Performance
Discussions
• Time
constraints
• How
to
talk
about
performance
challenges
• Tracking
performance
• Defining
the
expectaGons

4. Purpose:
Se#ng
ExpectaGons
Discussions
• Understanding
• Expected
outcomes
are
specific
• Measurement
of
success
is
determined
• Time
frames
for
performance
and
measurement
are
established

5. Purpose:
Se#ng
ExpectaGons
Discussions
• Alignment
• Goals
and
expectaGons
link
to
work
group
and
organizaGonal
objecGves
• Required
behaviors
support
achievement
of
expectaGons.

6. Purpose:
Se#ng
ExpectaGons
Discussions
• Agreement
• ExpectaGons
are
within
control
of
the
person
• Required
acGons
are
clear
• The
person
can
measure
progress
toward
achievements

7. Criteria
for
EffecGve
Goal
Planning
• Specific
–
The
expectaGon
should
define
a
specific
result
to
be
achieved.
• Measureable
–
Define
the
expectaGon
in
terms
of
quality,
quanGty,
cost
or
Gmeliness,
or
a
combinaGon
of
these.
• A,ainable
–
The
expectaGon
should
be
something
the
individual
can
influence
to
accomplish
the
change
or
ensure
the
result.
• Realis.c
–
The
expectaGon
needs
to
relate
to
a
specific
personal,
departmental
or
business
goal.
• Time
Bound
–
The
objecGve
should
define
a
specific
result
to
a
specific
Gme
period
the
result
needs
to
happen.
If
the
task
is
ongoing,
define
the
frequency.

8. CommunicaGon
Guidelines
• Maintain
or
enhance
the
self-­‐esteem
of
the
employee
by
expressing
confidence
and
encouragement
of
his
or
her
success.
• Listen
and
respond
with
concern
to
the
employee
response
to
provide
clarity
of
his
or
her
issue
without
your
personal
judgement.
• Ask
for
the
employee
for
help
versus
telling
he
or
she
how
to
achieve
the
goal
or
task.
• Encourage
the
employee
to
prepare
for
this
discussion
by
bringing
ideas
for
improvement
to
the
meeGng.
• Provide
needed
support
to
the
employee
without
removing
his
or
her
responsibility.

9. The
Discussion
Process
DEVELOP
AGREE
CLOSE
ONGOING
FEEDBACK
&
TRAINING
OPEN
CLAIRFY

10. InteracGon
Guidelines
• OPEN
with
purpose
and
importance
of
se<ng
expecta>ons.
-­‐
What
will
you
say
to
highlight
the
purpose
and
importance
of
se#ng
goals?
-­‐
What
will
you
say
to
highlight
the
benefits?

11. InteracGon
Guidelines
• CLAIRFY
the
proposed
goal
expecta>on.
-­‐
How
will
you
explain
why
the
expectaGon
is
important
to
the
group
and
the
organizaGonal
goals
and
objecGves?
-­‐
What
will
you
say
to
explain
the
link
to
work
group
and
organizaGonal
goals
and
objecGves?

12. InteracGon
Guidelines
• DEVELOP
the
plan
by
discussion
each
goal/
expecta>on.
-­‐
What
will
you
say
to
encourage
discussion?
-­‐
How
will
you
build
the
employee’s
confidence
in
his
or
her
ability
to
achieve
the
goal/expectaGon?

13. InteracGon
Guidelines
• AGREE
on
each
expecta>on,
including
tracking
method.
-­‐
What
will
you
say
to
confirm
that
the
person
or
team
agrees
to
the
goal?
-­‐
How
will
you
ensure
that
everyone
understands
the
expected
performance
levels,
resources/support,
and
measurement
method?

14. InteracGon
Guidelines
• CLOSE
by
summarizing
and
confirming
confidence.
-­‐
How
will
you
express
your
confidence
the
person
will
achieve
the
goal?
-­‐
What
schedules
will
you
set
for
a
progress
review?

15. PotenGal
SituaGons
SITUATION
Response
Lack
of
Confidence
The
employee
doesn’t
believe
he
or
she
can
accomplish
the
goal
yet
understands
the
need
for
this
goal
to
be
met.
Esteem
–
Acknowledge
past
accomplishments
that
support
the
skill
or
experience
needed
for
success.
Empathy
–
Try
not
to
disregard
or
judge
his
or
her
feelings.
While
the
goal
may
seem
easy
for
you,
it
may
be
difficult
for
the
employee.
Respond
to
what
the
he
or
she
is
feeling,
rather
than
how
you
feel.
Share
-­‐
Share
an
example
of
a
similar
situaGon
you
experienced,
inclduing
how
you
felt
and
how
you
succeeded.

16. PotenGal
SituaGons
SITUATION
Response
How
to
Track?
Neither
you
nor
the
employee
can
think
of
a
way
to
track
progress
on
a
goal.
Involvement
–
Ask
the
employee
to
conGnue
thinking
about
possible
tracking
methods
over
a
few
weeks
and
provide
ideas
to
you
in
a
follow
up
meeGng.
Share
-­‐
Share
your
honest
thoughts
and
feelings
regarding
the
difficulty
in
tracking
and
measuring
results.

17. PotenGal
SituaGons
SITUATION
Response
I
Don’t
Need
to
Know
How
The
person
disagrees
that
the
“how”
is
truly
required
to
support
the
goal.
Empathy/Involvement
–
Empathize
with
the
employee’s
feelings
and
communicate
clearly
that
you
understand
why
he
or
she
may
have
this
posiGon.
Ask
the
employee
to
suggest
an
alternaGve
“how.”
Share
-­‐
If
possible,
provide
your
previous
success
of
how
the
recommended
approach
has
worked.

18. PotenGal
SituaGons
SITUATION
Response
Lack
of
Control
The
employee
believes
that
the
goal
can’t
be
achieved
because
of
factors
outside
his
or
her
control.
Involvement
–
Ask
for
suggesGons
or
ideas
about
how
the
employee
can
use
his
or
her
influence
to
handle
those
tasks
that
they
believe
they
may
be
unable
to
complete.
Share
-­‐
Describe
a
Gme
when
you
were
able
to
overcome
obstacles
or
had
to
influence
people
who
were
not
cooperaGve.
Support
–
Offer
your
availability
to
handle
items
that
might
need
your
authority
or
even
experience.

19. Tips
for
Tracking
Progress
• Use
what
you
have!
-­‐
Do
not
recreate
something
that
is
already
working.
• Find
a
method
that
is
easy
and
accurate.
• Tailor
the
frequency
of
tracking
to
the
situaGon.

20. Tips
for
Tracking
the
Progress
• Establish
checkpoints.
-­‐
Set
meeGng
Gmes
in
advance
for
follow
up
with
the
employee.
• Promote
ownership.
-­‐
Provide
support
but
do
not
volunteer
to
do
the
work!

21. STAR
Success
Tips
• As
with
any
discussion,
use
the
STAR
principal
to
ensure
clear
communicaGon
has
occurred.
• SituaGon/Task
=
GOAL
Clear
explanaGon
of
the
GOAL
• AcGon
What
did
the
person
say
or
do
with
the
goal?
• Result
What
was
the
final
outcome
of
the
discussion?

22. Closing
EffecGve
communicaGon
leads
to
improved
performance,
posiGve
morale
and
a
successful
organizaGon.

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