SMART Goals Linking Individual Performance to University Goals Elaine Doell Director of Human Resources March 2012 AGENDA • • • • • • • • 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 – – – – 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 • • • • • 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 M A R T Specific Measurable Achievable Realistic/Relevant Time-oriented SPECIFIC GOALS AND OBJECTIVES • • • • • • • 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 • • • • • • • 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 • • • • • • • 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 – – – – 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 • 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 A R 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? 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?