Clear understanding and alignment of goals also creates a culture of performance within your company that enables the building of a sound foundation of rewards for performance, both individually and at the team level.
Clarity and the designation of precise goals and objectives that contribute to business strategies, both in the short and long term cultivate goal achieving performance. Employees must clearly understand their assigned objectives and be confident that the organization will stand behind them to assist in achieving these goals. Employees must never feel isolated and on their own. This fosters a looking out for number one, me against the company attitude. Where employees will hand management what it thinks management wants in order to “keep the bosses off our backs.”
Goals must be clearly communicated between departments and clearly visible in order to reduce redundancy and minimize conflicts.
As achieving company goals is a team effort, it is important that individuals be enabled and even assigned the duty of assigning goals to others. This increases employee engagement and accountability and will have a beneficial effect on the entire organization. Sharing goals and the responsibility of assigning goals enables the heads of departments to better control their sectors while increasing interdepartmental coordination.
Managers must not leave staff members waving in the wind by setting goals and making demands without telling the staff member how they are to be achieved. Initiative is all well and good, but the manager who simply issues “get it done” orders without communicating how it is to be done isn’t really managing. A manager who relies totally on staff initiative is simply lazy. Goals should be specific. There should be a measurable statistic so that the degree of achievement can be measured. The goals them selves should be achievable with the staff and resources at hand. The goals should also be relevant to company objectives and be completed in a timely fashion.
Specific goals all have certain ingredients.
- They state what is to be accomplished.
- They state when it is to be accomplished.
- They state who is responsible for achieving those goals.
- The resources necessary for achieving those goals exist and are provided.
- Staffs have a location, sphere of action, where the goals can be accomplished.
- Requirements for accomplishment and specific statistics are attached to each goal so that the goal does not become a never ending quest.
- And perhaps most importantly. Those responsible for achievement are informed why the goal is important and needs to be achieved.
The setting goals and setting of targets and sub-targets is vitally important to give your employees a route by which they can measure progress.
These targets must be attainable with the resources at hand. They can be ambitious, but they should be realistic. Only this way can employee use their talents constructively and take advantage of opportunities.
Goals assigned should be relevant to the functions of the people assigned to achieve them. Otherwise setting goals becomes unreal in the minds of employees and management looses credibility if goals are assigned outside departmental purposes.
And all targets set must have a time frame for achievement. This creates the necessary sense of urgency that will motivate employees to achieve.
Setting goals delineates job roles and provides a measurement of performance while showing employees their value to the company and thereby increasing their commitment to improving performance on the job.