The first part of this series introduces you to the concept of performance management — that it incorporates a set of integrated practices that enable an organization to meet defined goals and/or objectives, whether those goals are to generate revenue, increase customer satisfaction or create a better product. As well, part one offers three key considerations: the why, what and how of performance measurement.

With these elements in place, the performance plan acts as a blueprint to guide, monitor and evaluate the performance contributions needed to ensure individual, departmental/team and ultimately, organizational success. However, identifying the right individual goals and objectives is key. Here’s a tried and true approach you can use to support managers and employees alike as they develop performance management plans.

Know where you’re heading

First and foremost, every employee needs to get intimately familiar with the hopes and dreams of the organization. What does the organization hope to be (the vision)? What purpose does the organization serve (the mission)? How does the organization plan to achieve the vision and mission (goals, objectives, strategies)?

Similarly, what does your department/team hope to be? What purpose does your department/team serve to the organization and perhaps external stakeholders? How does your department/team plan to achieve its vision and mission? Individual contributions are only effective when they are directly associated (or aligned) to the organization’s strategic direction and the department/team operational plan. As the HR professional, you need to know and understand what these are. If you don’t yet have a copy of the strategic or operational plan, ask for one! It will come in handy when you’re having this conversation with an employee.

Get clear directions

A job description (or job profile), when well written, is an invaluable tool to ensure performance expectations are clear to both the employee and the manager. Minimally, it should include:

• A job title that gives distinction to work performed
• A summary/overview statement that sets out its purpose – why the job exists
• Responsibility statements that set out expected outcomes, rather than a list of ‘to-do’ items
• Job specifications that set out the competencies, knowledge, skills and abilities
• A revision date, so that relevance to current realities can be assessed

And, if a job description doesn’t exist, the performance planning stage is a good time for an employee to write one, of course in close collaboration with their manager.

Chart your path

With the strategic and/or operational plan and a job description at the ready, goals/objectives can be identified. Good goals are SMART:

Specific – Consider what distinct and significant results or outcomes will be achieved.

Measurable – Consider how success will be recognized. Quantitative measures might be dollars raised, orders processed or receipting turnaround time. Qualitative measures might be donor/supporter feedback, ease of implementation or program/product design standards.

Agreed Upon – A mutual commitment between the employee and manager.

Realistic – Consider attainable stretch goals that are within your control, influence and capability. Four to six goals is an ideal range to work within.

Time Bound – Checkpoints, milestones and completion dates help to keep progress on track.

Dependent on the type of performance plan your organization has in place, it may also be necessary to identify associated competencies – these may be core to the organization or they might be specific to an employee’s role. Most importantly, these should be identified upfront, so that there are no surprises down the road.

Finally, the performance plan should encourage professional development – again with clear goals/objectives identified. Professional development can occur in a number of different ways. For instance, project management skills might be enhanced internally through a special project or externally through an accreditation program.

There are myriad mechanisms from which to choose to capture performance management plans, from a simple word document to automated, web-based applications. The critical message is to set your employees up for success with a performance plan that’s strategically and operationally aligned, guided with clear direction and achievable with relevant goals/objectives.

The next part in this series will highlight the need to monitor and coach for performance development. Does performance matter in your organization?

To submit a question for a future column please leave a comment below or contact editor@charityvillage.com. No identifying information will appear in this column. For paid professional advice about an urgent or complex situation, contact Veronica directly.

V. Utton & Associates offers boutique-style human resource management services to small and mid-sized organizations with particular expertise in the non-profit sector. For a fresh “VU” on people practices contact us at info@vuttonassociates.ca.

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