SMART Goals Tips - Plymouth State University

Report
SMART Goals
Linking Individual Performance to University Goals
Elaine Doell
Director of Human Resources
March 2012
AGENDA
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Mission, Vision, and Values
Strategic Goals and Priorities
Goal Alignment
SMART Goals
Examples
Activities
Review
Questions
USNH MISSION AND VISION
Mission
• The mission of the University System of New Hampshire is to serve the higher
educational needs of the people of New Hampshire. The University System strives to
assure the availability of appropriate higher educational opportunities to all New
Hampshire people; seeks to enroll a diverse student population to enhance educational
experiences; and provides programs and activities based on a commitment to
excellence. Through its institutions, the University System engages in research which
contributes to the welfare of humanity and provides educational resources and
professional expertise which benefit the state and its people, the region and the nation.
Vision
• The University System of New Hampshire is one of the smallest public university
systems in the United States, but our vision is to be the very best small university
system in the country. We seek to achieve this vision by:
1. being truly student oriented.
2. being truly committed to excellence in selected programs and services.
3. being efficient and effective in the use of our resources through partnerships, both
internal and external.
4. being widely recognized as a valued partner to the people and communities of our
state.
Plymouth State University
University
Motto:
•Ut Prosim
•That I May Serve
GUIDING
PRINCIPLES
Plymouth State University
VALUES
MISSION
• Ut Prosim (That I May Serve
• Commitment to excellent
teaching
• Sustainability
• Supports diversity, equity, and
inclusiveness
• Prepares students to
participate respectfully and
responsibly
• Continuous program
improvement
• Serve by providing welleducated graduates
• Offer ongoing opportunities
for graduate education and
professional development
• Extend to communities
partnerships for cultural
enrichment and economic
development
• Commitment to service North
Country and Lakes Region
PSU STRATEGIC GOALS
2012
Excellence and
Quality
Student Success
Physical,
Technological,
and Financial
Resources.
Faculty and Staff
Support
Partnerships and
Engagement.
PRIORITIES
Each Strategic
Goal is supported
by 4–6 Priorities
PSU GOAL
Priority #5
Priority #1
Priority #2
Priority #4
Priority #3
PSU GOAL: Faculty and Staff Support
• Plymouth State University creates a
work environment where faculty thrive
in their teaching, service, and scholarly
and creative endeavors; staff are
supported in their work environments;
and all are provided with rich
professional development
opportunities.
PSU GOAL: Faculty and Staff Support
Priorities:
1. Be an employer of choice for PSU faculty and staff, who excel in their
areas of expertise, are committed to student success, and advance
the mission of the University.
2. Balance faculty and staff workload to support the fulfillment of the
mission of a regional comprehensive university that includes teaching
and learning, research and creativity, service and outreach.
3. Provide faculty and staff increased opportunities for professional
development by encouraging and funding professional and leadership
development opportunities.
4. Recognize and support faculty innovation, exemplary teaching,
advising, research, use of instructional and other technologies, and
recognize faculty and staff for community outreach and exceptional
service.
DEPARTMENTS SET GOALS TO LINK TO UNIVESITY GOALS
 Successes
are shared
PSU Strategic Goals
and Priorities
Department
 Goals are
shared
MANAGERS AND SUPERVISORS GOALS
DEPT
GOALS
MANAGER’S
GOALS
Managers and
Supervisors
Goals support
the
Departments
Goals
GOAL ALIGNMENT
• Aligned goals are individual goals which support
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Supervisor Goals
Manager Goals
Department Goals
University Goals
• Employee aligned goals are related, but not identical
• Having a clear alignment of goals allows everyone to work in
support of the larger goal
• Aligned goals help employees see how their day-to-day
activities contribute to the success of the University
INDIVIDUAL GOALS ARE ALIGNED
Recognition of
the connection
between what I
do and the
success of the
University
University Goals
Department Goals
EMPLOYEE’S GOALS
YOUR GOALS
EMPLOYEE’S GOALS
RETURN ON INVESTMENT (ROI)
“Workforce alignment empowers
employees and creates ownership in
the organization’s success, resulting in
more satisfied employees and
increased retention rates –
particularly of high performers.”
-- A Practical Approach to Aligning
and Managing Employee Goals
www.performanceconversations.com
CASCADING LINKED GOALS EXAMPLE
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Company = Reduce operating costs by 7%
Division = Reduce error rate by 15%
Department – Identify top 3 causes of error
Individual = Retrain on causes of error
Coworker = Re-design inspection protocol
GOALS SHOULD BE S.M.A.R.T
S
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Specific
Measurable
Achievable
Realistic/Relevant
Time-oriented
SPECIFIC GOALS AND OBJECTIVES
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What, Why, and How
Concrete
Detailed
Focused
Well-defined
Straight-forward
Action-oriented
Ask:
What exactly am I going to do?
Why is it important to do this?
How am I going to do this?
Is it clear who is involved?
MEASURABLE GOALS AND OBJECTIVES
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Quantity
Quality
Timeliness
Date(s)
Cost Effectiveness
Percent Changed
Tracked
Ask:
How will I know when this goal has been achieved?
What measurements can I use?
When do I want this to be completed?
Can these measurements be obtained?
ACHIEVABLE GOALS AND OBJECTIVES
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Can actually be accomplished
Can really do within the time frame
Detailed
Focused
Well-defined
Straight-forward
Action-oriented
Ask:
Is this possible?
Why is it important to do this?
How am I going to do this?
Are there factors beyond my control that need to be considered?
Has anyone else done this successfully?
REALISTIC/RELEVANT GOALS AND OBJECTIVES
• Have the resources to accomplish
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Skills
Funding
Equipment
Staff
• Where appropriate, link the goal
to a higher-level department or
organizational goal
Ask:
Do I have the resources to accomplish?
Do I need to rearrange my priorities to accomplish?
Is it possible to complete this objective?
TIME-ORIENTED GOALS AND OBJECTIVES
• Have deadlines
• Timeframes
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Complex goals are broken into small
parts with dates for completion
Ask:
What is the earliest yet achievable and realistic date for this to be
completed?
Have I included this date in the statement of the objective?
When and how often do I need responses, reports, summaries,
agendas, schedules, status updates?
EXAMPLE ONE: Turn Task Into Goal
TASK: Process incoming travel requests.
GOAL: Process and approve/disapprove all
travel requests for the Academic Affairs Office.
Deliver 90% of approval notices within 10
business days of receipt.
EXAMPLE ONE: How is it S.M.A.R.T?
Specific – Process and approve/disapprove all travel requests for
Academic Affairs Office.
Measurable – “Deliver 90% of approval notices within 10 business
days of receipt.”
Achievable – Perhaps last year’s measure was 80% and the process
has been streamlined.
Realistic/Relevant – It is supports the Goal of the Department and
Goal of the University.
Time-Oriented – Achieve closure within 10 business days of receipt
S.M.A.R.T EXAMPLE TWO
GOAL: Increase the number of scholarships available to Business
students by introducing 3 new scholarships for students to apply
in 2013. Each scholarship awarded will be a minimum $3,000 per
scholarship.
Specific – what the staff member will do
Measurable – states how many scholarships to be introduced
Achievable – staff member has the necessary contacts and
resources from previous years, other faculties and policies
Relevant – links with faculty’s goal to increase student attraction
and retention numbers
Time-oriented – indicates that new scholarships must be ready
for students to apply by 2013
GOAL WRITING TIPS
• Make the goal consistent with expectations for
similar jobs across the department
• Write the performance objective in a way that
allows the employee to meet and/or exceed it.
– Avoid using extreme and limiting words like “all,”
“always,” or “never.”
• Do not include too many different work
activities and outcomes in a single goal.
ACTIVITY ONE
• Employee has worked in Purchasing for 10 years
• Manager would like him to take the lead in developing a
bidding and contracting strategic plan which includes;
– Streamlining the process to reduce the time spent on each contract
– Realignment of duties within the Purchasing Department
• Employee’s Performance Appraisal scores were:
– Outstanding in Customer Service, Communication, Quality of Work,
and Dependability
– Needs Improvement on Planning and Organizing
– Excellent and Fully Satisfactory on all of the rest
Activity:
Write (3) three S.M.A.R.T Developmental Goals and Objectives
for this employee
GOALS SHOULD BE S.M.A.R.T
S
M
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T
Specific
Measurable
Achievable
Realistic/Relevant
Time-oriented
GOALS
• Share some of the goals created
GOALS
Are the Goals S.M.A.R.T?
• Does the Goal include the answer to these questions?
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What exactly am I going to do?
What measurements will I use?
Is this possible?
Do I have the resources to accomplish this goal?
When will this goal be completed?
ACTIVITY TWO
• Employee works in MIS/IT Department
• Manager would like him to focus on:
– Software Development
– Meeting deadlines
• Employee’s Performance Appraisal scores were:
– Outstanding in Organizing, Problem Resolution & Decision Making,
Initiative & Creativity
– Needs Improvement on Communication and Dependability
– Excellent and Fully Satisfactory on all of the rest
Activity:
Write (3) three S.M.A.R.T Developmental Goals and Objectives
for this employee
GOALS SHOULD BE S.M.A.R.T
S
M
A
R
T
Specific
Measurable
Achievable
Realistic/Relevant
Time-oriented
GOALS
• Share some of the goals created
• Are they S.M.A.R.T?
ACTIVITY THREE
• Employee has been a Building Services Worker in the Physical
Plant for 20 years
• Employee is seen as a leader and trains new BSW’s
• Manager would like her to focus on:
– Trying not to get frustrated so easily when things change
– Improving Communication skills
• Employee’s Performance Appraisal scores were:
– Needs Improvement on Communication and Flexibility and
Adaptability
– Excellent and Fully Satisfactory on all of the rest
Activity:
Write (3) three S.M.A.R.T Developmental Goals and Objectives
for this employee
GOALS SHOULD BE S.M.A.R.T
S
M
A
R
T
Specific
Measurable
Achievable
Realistic/Relevant
Time-oriented
GOALS
• Share some of the goals created
• Are they S.M.A.R.T?
ACTIVITY FOUR
• Employee holds a Manager position which includes:
– Supervising and training both employees and students
– Responsibility for the department facilities and events
– Managing special projects
• Employee scored an Outstanding in ALL areas of her
Performance Appraisal
Activity:
Write (3) S.M.A.R.T Developmental Goals and Objectives based
on Aligning the Department Goals to the University’s Strategic
Goals
PSU STRATEGIC GOALS
2012
Excellence and
Quality
Student Success
Physical,
Technological,
and Financial
Resources.
Faculty and Staff
Support
Partnerships and
Engagement.
GOALS
• Share some of the goals created
• Are they S.M.A.R.T?
REVIEW
↕ Department Goals link to University Goals
↑ Manager and Supervisor Goals support Department
Goals
↑ Employee Goals align with Department Goals
↕ Aligned goals help employees see how their day-to-day
activities contribute to the success of the University
Goals should be Specific, Measurable, Achievable,
Realistic/Relevant, and Time-Oriented
DISCUSSION
Questions?

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