Setting SMART Objectives for Employees Performance, Development and Rewards Training

Setting SMART Objectives for Employees
Performance, Development and Rewards Training
Content and Objectives
Objectives
At the end of this session participants will be able to:
 Identify the 3 types of performance objectives
 Describe why setting individual objectives is beneficial and important.
 List the attributes of an effective objective and apply the SMART criteria.
 Identify the relevance of weightings.
 Identify good examples of performance objectives.
 Formulate SMART objectives to improve work effectiveness.
Content
 Swinburne Universities PDR process (revisit)
 Types of objectives
 Elements of effective objectives
 Developing individual performance objectives
 Applying the SMART criteria
 Using action verbs
 Overview of Success Factors
Swinburne Universities PDR Process - Revision
The Performance, Development and Rewards (PDR)
 Developing our talented people lies at the heart of our 2015 vision, which stands to
position Swinburne University of Technology (SUT) as one of Australia’s leading
research Universities.
 To support our peoples’ efforts, we have developed a simple and transparent
Performance, Development and Rewards (PDR) approach, which will be applied
consistently across SUT.
 The PDR approach is designed to ensure we best leverage the talent and
experience of our people and in turn, position SUT as ‘the place to be’.
 By developing clear, realistic performance objectives, seeking regular feedback and
pursuing development opportunities, our people will be well positioned to achieve
their potential and gain the recognition and reward they deserve.
Performance, Development and Rewards (PDR)
 Its ultimate purpose is to ensure that, individually and collectively, we fulfil our
potential and support achievement of the University’s objectives and objectives.
 An effective approach to performance management enables employees and teams
to understand SUT’s objectives and objectives.
 This approach identifies the performance expectations for individuals and teams
that are inherent aspects of their employment.
 The performance planning process articulates the standards of work expected of
employees and the values and behaviours employees are expected to uphold in
meeting their job requirements, communicating and working with others.
 Performance appraisal and feedback assist employees to understand what work
they do well and how they can improve their performance.
Performance Management Continuum
Action required
Action required
Not meeting expectations
Exceeding expectations
Acceptable performance
Effective Performance Management
Effective performance management consists of:
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Links to the organisational strategy
Annual, biannual or quarterly reviews
Collaboration
Regular feedback
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Both formal and informal processes
Honesty
Data gathering
Identifying & managing poor performance
Links to rewards
Transparency to staff
The PDR 12-month performance cycle
Establish
Performance
Plan
Conduct Mid
Cycle Review
Moderations &
Rewards
Conduct End
Cycle Review
The Responsibilities of Both Parties
Individuals’ Responsibilities
Manager Responsibilities
 Identify and realistically assess your skills, interests, objectives and
obstacles
 Review your position description against business unit plans, 2015
vision and the University plan when setting performance objectives
 Draft your performance objectives and development plans to support
your short and long term career objectives.
 Track your performance against your objectives. This includes
collating evidence of your progress and achievements
 Prepare for, and actively participate in, performance review meetings.
This includes notifying your Manager of any obstacles you are facing
or issues that might affect your performance
 Provides a supportive reality check regarding your performance
objectives, aspirations and expectations. Assists in identifying
alternative objectives where necessary
 Advises and agrees measures for each objective
 Balances performance expectations against workload models
 Ensures your personal objectives align with business unit and
university plans
 Regularly monitors performance informally during the performance
year, not simply relying on mid and end cycle reviews to discuss
performance
 Provides timely and constructive feedback to you throughout the year
 Objectively assesses your performance in direct dealings with you
and in the Moderation process
Developing Performance Objectives
Benefits and Impact
What are the benefits of developing performance objectives?
Types of Performance Objectives
There are three types of Performance objectives. They may be set for the purpose of:
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Maintenance – maintaining performance in a critical responsibility
area which is currently at an acceptable or more than acceptable
level.
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Problem solving or improvement – solving problems or improving
things that are impacting on performance.
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Innovation – devising new and better ways of doing things.
Three key elements - Performance Objectives
Objectives
Actions
A desired output or result. It should Series of tasks and activities that
be a single sentence that contains need to be completed during the
an action verb and clear end result. performance cycle that will progress
you towards achieving your
performance objective. You actions,
act as a progress ‘checklist’ for
your reference during the
performance cycle.
Reduce turnaround times of
business unit requests for budget
information from 4 days to 2 days
Measures
Define precisely what is to be
achieved. They should be
stretching but achievable and
should reflect the expectations of
the role. Measures may be a
qualitative or quantitative and
objectives may have several
different targets to be met.
Action 1 “Review and update
process for requesting department
budget information”
90% of all budget information
requests are met within 3 working
days
Action 2 ”Communicate updated
budget request process to al
departments and finance staff”
Average score of 90% received
across Faculty Satisfaction Surveys
Action 3 “Review and update
budget systems procedures”
Action 4 “Monitor budget requests
from departments and reinforce
process as required”
Using Action Verbs
Start with an action or accomplishment verb.
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Activate, address, adjust, apply, arrange, assemble, assess.
Balance, breakdown, build.
Calculate, categorize, change, charge, check, choose, cite, classify, clean compare.
Define, describe, design, detect, determine, develop.
Estimate, evaluate, examine, explain.
File, fill, form, formulate, facilitate.
Group.
Identify, illustrate, indicate, inspect, install, interpret, investigate, increase, influence.
Label, lift, list, listen, locate, make, manage, manipulate, measure, modify, minimise.
Name.
Order ,organize, outline.
Perform, plan, predict, prepare, prescribe, produce, purchase.
Quote.
Recall, recite, record, reiterate, repeat, reply, reproduce, respond, restate, reduce.
Select ,serve, solve, specify, support.
Tell, test, trace, transfer.
Use.
Validate, verify.
Write.
Writing SMART Objectives
S
pecific
When your objective is specific, it leaves no room for doubt about what has to be achieved. It should be concrete,
detailed, focused and well defined. A general objective would be “Manage Project", whereas a specific objective would
state, “Project manage a team of six to successfully achieve all objectives to satisfaction of Steering Committee and
Project Sponsor within agreed timelines and budget."
M
easurable
How much? By when? How will you know when you’ve succeeded? Using the example above, you must have clear
targets in terms of budget, timelines and what constitutes satisfaction. Consider what sources of information are required
to evidence achievement for your remaining performance objectives.
A
chievable
Do you have the skills and resources to do this? With a reasonable amount of effort and stretch, can this be completed?
Objectives are most achievable when you plan your steps, get the right advice and support, and set a realistic time
frame.
R
elevant
Is the objective relevant to your role and the Business Unit or Faculty plan? Is it something toward which you are willing
and able to work? It’s important that your performance objectives stretch you, but also that they within your capability to
achieve.
T
ime-bound
When will it be achieved? What are the milestones along the way? An objective won’t motivate you unless it’s got a
deadline.
Performance Objectives and Measures
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These can be accessed via the objectives library in the on-line PDR application
The General Menu of Measures contains sample measures for most business units across SUT
You may find many objectives and measures relevant to your role and career interests, however you are
able to develop additional objectives and measures and/or modify the existing menu objectives and
measures in consultation with your Manager
Aligning Performance Objectives to SUT’s Strategic Themes
 SUT’s strategic themes underpin the University plan and the 2015 vision.
 Aligning each of your performance objectives to one of SUT’s strategic themes
ensures your performance has a direct impact on your business unit’s plan, and
ultimately, will contribute to the achievement of our 2015 vision.
 The six strategic themes are:
- Flexible in Teaching and Learning
- Focused in Research
- Engaged in Industry and Community
- International in Outlook
- Entrepreneurial in Endeavours
- Intersectoral in Approach
 In addition, objectives and measures can be aligned to “Improvement and Quality”
where the existing strategic themes are not appropriate.
Swinburne Behaviours
Swinburne Behaviours measure ‘how’ performance objectives are achieved, not ‘what’ is achieved.
Behaviours are a benchmark of acceptable practices and expectations and provide a framework against which our people
make decisions and take actions which ultimately affect the performance of SUT. The behaviours are:
Teamwork & Collaboration
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Support, respect and have regard for the safety and well being of self and others
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Put people first and consider the impact on others before you act
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Be open and receptive to the ideas and opinions others
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Share information, knowledge and expertise with colleagues
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Encourage the resolution of conflict
Personal Integrity
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Inspire trust by being open, honest and transparent in dealing with others
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Treat people fairly, ensuring freedom from discrimination, harassment and bullying
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Operate in a manner that is consistent with Swinburne’s Code of Conduct
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Be accountable for one’s own behaviour and actions
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Maintain confidentiality of student, staff and departmental information
Swinburne Behaviours (continued)
Leading & Innovating
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Generate enthusiasm and commitment for the Swinburne vision
Support, empower and encourage others to achieve excellence
Seize opportunities and act upon them with initiative and creativity
Actively promote and drive change
Lead by example to inspire others
Every employee will incorporate a standard behaviours objective into their performance plan. The objective will include
measures that assesses how you achieved your performance objectives to balance what you achieved during the performance
cycle.
The weighting of the values and behaviours objective must be between 10% (minimum) and 20% (maximum).
Weighting Performance Objectives
 Performance objectives are weighted in order to reflect the relative value of one
objective to another.
 Sometimes one objective is more important and needs to be a focus so the weighting reflects
that.
 They assist you where to direct your time and attention.
 As a rule of thumb objectives should be weighted according to the amount of
time and effort required to produce the outcome as well as the impact or
importance of the outcome.
 Final weightings need to be agreed between you and your direct report.
Formulating Your Performance Objectives
 Spend time thinking about your business area: What are the challenges it
faces? What are the team’s plans?
 Refer to your position description, the business unit or Faculty plan and the
2015 vision.
 Spend time thinking about yourself. What are your strengths? What
feedback have you been provided with previously? What are you doing that
could be improved or what are you not doing? What do you want to achieve
in the next 12 months?
 Think about how your objectives align to those of the business unit or
Faculty.
 Are your objectives providing you with sufficient stretch and development
going forward?
Benefits and Impact
What can you do to manage your manager?
A Final Quiz
Question 1:
What does SMART stand for?
Question 2:
What are the 3 elements of a performance objective?
Question 3:
Who drafts performance objectives?
Question 4:
Why are objectives weighted?
Question 5:
How many performance objectives should a person have?
Review of the Objectives
At the end of this session participants will be able to:
 Identify the 3 types of performance objectives
 Describe why setting individual objectives is beneficial and important.
 List the attributes of an effective objective and apply the SMART criteria.
 Identify the relevance of weightings.
 Identify good examples of performance objectives.
 Formulate SMART objectives to improve work effectiveness.