Performance objectives may be thought of as the roadmap that guides the employee. They define specifically what is to be accomplished and the expectations for performance. In addition, they provide the manager with a clear perspective on employee achievement that can be used for both performance evaluation and counseling.
SMART Objectives
Good performance objectives are SMART:
- Specific – Objectives should clearly express expected actions and results.
- Measurable – Results should be observable and outcomes defined by quantitative measures (dollars, percentages, ratios, etc.) when possible.
- Attainable – The objective should be both achievable and challenging.
- Relevant – Individual goals should align with the organizational mission.
- Timely – Results should be delivered within a time period that meets the organization’s needs.
Clearly, it is easier to write SMART objectives for some jobs than for others. For example, an employee in charge of a product development project could define specifically the characteristics of the end product as well as cost and time targets. Employee performance would be measured against these parameters.
On the other hand, a human resources employee may have difficulty coming up with quantitative measures. In such cases, success might be measured in terms of project completion, timeliness, and feedback.
SMART Examples:
- Reduce equipment downtime 20% by June 1
- Achieve average customer satisfaction rating of 4.5 by the end of the year
- Develop and deploy a new leadership training course by the end of Q3
- Increase productivity by 100 units per day, with no additional cost, by the end of Q2
Performance Objectives - Additional Considerations
In addition to being SMART, there are other components to a strong objective. Here are some additional considerations:
- Performance objectives should contribute to the development of the individual in addition to the goals of the organization; employees should write “stretch” objectives
- Objectives should be reviewed periodically and adjusted when necessary
- Even though performance objectives are generally set for periods of a year or less, managers and employees should not lose sight of long range goals
- Critical issues and potential obstacles should be identified
- Resource needs should be defined and not underestimated
Developing Performance Objectives - Questions to Consider
Sometimes employees find it hard to develop objectives. The following questions may help:
- What can I do to improve the overall effectiveness of the work unit?
- Can I implement product, program or process changes that will help us meet our goals?
- What needs to be done to improve the quality of our service?
- What refinements can we make to our operations?
- What are we ready to do now that we were not able to do last year (because of increased resources, system modifications, changes in priorities, etc.)?
Performance Management
Strong performance objectives assure that employees are aligned with organizational goals. In addition, as the backbone of the performance management system, they provide the manager with a yardstick to measure and evaluate employee accomplishments, thus leading to more accurate performance ratings.
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