As more corporations adopt formal goal-setting programs, it is important to understand how to engage staff in the process and how goal-setting can be used effectively to benefit individuals and companies overall. S.M.A.R.T. goals – statements that are Specific, Measurable, Attainable, Realistic and Timely – have become the standard for organizational goal-setting. Use of this method provides guidance for employees when proposing goals and allows managers to more accurately judge the feasibility and later the progress of those goals. With a goal-setting program and engagement tools in place, companies will begin to benefit from the growth and additional skills of their employees.
establishing a goal-setting program, it is critical to engage employees and
managers in the process. Here are a few tips to encourage thoughtful
participation when creating and executing S.M.A.R.T goals:
1. Write It Out
As a part of the goal-setting process, ask employees to write out their ideas before completing a formal document. Studies have demonstrated there are many benefits related to handwriting original content. Individuals are far more likely to remember the key details of a goal when asked to create it and write it down on paper. Written goals provide more than a starting-point for progress assessment; employees will be more likely to independently plan for and progress toward their goals.
2. Make It Fun
Allowing employees to explore a genuine interest or improve current skills of their choice leads to more engaged participants. If an individual has a key role in shaping their commitment, they will be more likely to accomplish it. Additionally, consider offering a personal goal for each employee. This goal, often unrelated to workplace skills, allows for a balance of work and play, demonstrating the company values well-rounded individuals.
3. Keep It Accountable
To get the most out of a goal-setting program, follow through with
individual outcomes by adding mandatory meetings to review goal progress. Motivate staff with clear rewards for success and repercussions for little or no progress. While it’s important to incorporate this into annual reviews, consider introducing quarterly check-ins between the employee and direct supervisor. This will give employees built-in deadlines for progress and
gives managers the opportunity to provide advice and feedback throughout the year.
Read the other parts of this series for more information:
About the Author
Mary Pettit is a Human Resources (HR) Manager leading organizational development and leadership training; managing employee relations; and building strategies to retain and recruit key talent for VAA. She welcomes and values the opportunity to contribute ideas to company-wide business goals and aligning HR initiatives and monthly wellness activities to foster employee camaraderie. Earning her first HR certification in 2008, Mary has continued in the field with a PHR certification from the HR Certification Institute and a Society of Human Resource Management (SHRM)-CP Certification.