Get Perfect Phrases for Setting Performance Goals : Hundreds of PDF

By Douglas Max

ISBN-10: 007143383X

ISBN-13: 9780071433839

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Additional info for Perfect Phrases for Setting Performance Goals : Hundreds of Ready-to-Use Goals for Any Performance Plan or Review

Example text

As you write more specific and measurable goals, you may find that the goals are less and less important to the employee’s actual contributions to the organization. In the pursuit of the easily measurable, it’s possible to end up with a set of goals that are so picky and niggling that they are really useless. That’s because it’s easy to measure trivial and unimportant things in objective, observable ways, but it’s hard to measure important things. Where does that leave us? This balancing act becomes a lot less important if you take the position that one function of setting performance goals is to develop a common understanding between manager and employee.

Descriptive Contents Section One. Performance Goals for Any Position 43 Readiness for Work Goals 45 Goals in this section can be used with almost any employee. Generally, these kinds of goals are not regularly included in the goal-setting process unless some specific issue has arisen that warrants special attention. For example, most employees don’t require an explicit goal to encourage them to arrive at work on time, but employees with a history of arriving late might benefit from setting such a goal.

Ideally, performance goals should be as specific as possible. That’s important. 12 Copyright © 2004 by The McGraw-Hill Companies, Inc. Click here for terms of use. Setting Performance Goals That Work An example might help to clarify. ” This is an example of an exceedingly vague goal. It’s likely it will mean different things to the employee and to the manager and then, when the time comes to discuss or evaluate performance, these differences in understanding can cause conflict. This goal is simply too general.

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Perfect Phrases for Setting Performance Goals : Hundreds of Ready-to-Use Goals for Any Performance Plan or Review by Douglas Max


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