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Building Peformance Plans: Actsheet

The document provides guidance on developing effective performance plans with goals that are Specific, Measurable, Agreed, Realistic, and Timebound (SMART). It recommends identifying meaningful and achievable goals that relate to organizational and unit objectives. Managers should consider employees' capabilities when setting goals to ensure they are reasonable. Goals should focus on results and include clear, quantifiable or qualitative performance standards so progress can be assessed. Both managers and employees should participate in developing goals to promote commitment.

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Ali Khan
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113 views2 pages

Building Peformance Plans: Actsheet

The document provides guidance on developing effective performance plans with goals that are Specific, Measurable, Agreed, Realistic, and Timebound (SMART). It recommends identifying meaningful and achievable goals that relate to organizational and unit objectives. Managers should consider employees' capabilities when setting goals to ensure they are reasonable. Goals should focus on results and include clear, quantifiable or qualitative performance standards so progress can be assessed. Both managers and employees should participate in developing goals to promote commitment.

Uploaded by

Ali Khan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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F

ACTSHEET

Building Peformance Plans


The performance planning process enables managers and employees to identify their personal and business goals that are most significant to achieving business unit and agency objectives. The process allows everyone to understand their true value-add to the agency by outlining their contribution and fit inside the organisation.

Step 1: Identifying goals


Goals must be meaningful and achievable. Use a copy of the position description, the agencys and work units business plan and the individual performance plan template used in your agencys performance plan system to develop the goals.

Think

What needs to be achieved? Write down everything that the employee needs to achieve over the period. Make sure the goals are clear and concise. Are these goals realistic? Consider your goals and make sure they are realistic and appropriate for the employee.

Analyse

Whats important? Assess the importance of each of the goals and decide whether they are really worth the effort or attention. What are the challenges? Consider the barriers and challenges that may face your staff when working towards these goals.

Plan

How will they be achieved? Figure out what strategies need to be used and what tasks need to be completed to achieve each goal. What does success look like? Set indicators that will determine when the goal has been achieved.

Manage

What do we do now? Break goals down into achievable components and set timelines that your employees can work towards. What needs to happen first? Set priorities for your employees so that when things get busy the most important things are given the most attention.

July 2011

TIPS FOR SETTING GOALS

Goals should be clear and concise, specifying exactly what is to be achieved. Goals should relate to the objectives of the organisation and business unit. Consider the personal goals of your employees so that development plans have meaning and involve them in developing their goals to provide a sense of ownership. You should consider the capabilities of your employees when discussing goals to ensure that they are reasonable and appropriate. New or inexperienced employees will need more assistance and direction than others. Goals should be set in the most important areas rather than every area of work. Document goals at the beginning of the reporting period and be prepared to revise them as things change.

Writing a goal The best advice for writing goals is to be SMART. The goals in your performance plan should meet these criteria:

Specific Measurable Agreed Realistic

Goals should focus on results (e.g. reduce customer waiting time instead of provide customer service). Use a verb to make sure people know action is required(e.g. reduce, develop, maintain, negotiate, provide). You need to be able to assess the result either qualitatively or quantitatively (e.g. on time, on budget, quality standards, required quantity). Employees should have the opportunity to contribute to the objectives of the business unit and participate in developing their individual work goals. Goals and their measures should be agreed with by both manager and employee to ensure commitment. Goals should be designed to challenge but must still be realistically within reach, otherwise your employees will not be motivated to achieve them. In assessing realism, you need to consider what is within the control of the position, and what is dependent on others. At the same time, setting goals below the capabilities of your staff will have a similar de-motivating effect. Setting completion dates for goals gives your staff the opportunity to plan their work. When setting multiple deadlines, make sure that the dates are staggered.

Timebound

Step 2: The performance standards


Performance standards are the measures of actual performance to identify if objectives have been achieved. They can either be quantitative (e.g. percentages,ratios or rates) or qualitative (e.g. descriptions, quality standards). Performance indicators should measure performance (e.g. customer waiting time instead of number of customers). There should be a mix of indicators from quality, quantity, time and cost.

WHAT MAKES A GOOD PERFORMANCE INDICATOR?

It includes targets It is easy to understand It is not ambiguous It is easily measurable It contributes to the objectives of the business unit

July 2011

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