Aligning Employee Objectives
with Company Goals
STRATEGY
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DATE 2010
• RPG SOLUTIONS • RPGBENEFITS.COM
STRATEGY  HR SERVICES
Peter Drucker believes…
 Motivation
 Frequent Communication and Coordination
 Clarity of Goals – use SMART goals
 Balance workloads and provide development opportunities
 Goals need to be clear and a linkage between company goals
and employee objectives
 Focus on future rather than on past
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John Kotter believes….
 Empowering your employees will see/feel their aligning to
the company goals and objectives.
 Managers and leaders do not work single handedly they
surround themselves with a great team, then they
empower that team by coordinating and clarifying their
various skills by VALUING THE TEAM!
 Employees to be involved
 Employees to feel connected:
 Sense of belonging
 Feel a sense of responsibility
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Management Responsibility
 Of all the functions involved, planning is the most
important.
 A Strategy is a competitor advantage
 As the old saying goes, “Failing to plan is planning to fail”.
 Employers need to be sure all employees are well trained
in how to set these important performance objectives.
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Strategy for Achieving SMART Goals
 Align your goals with your values
 Prep work is vital
 3 key ways to prevent overconfidence and poor planning:
 Create a complete action plan
 Incorporate all your actions into your schedule
 Regularly evaluate your progress
 Keep it Alive
 Establish a support system
 Reward the team as you reach certain milestones
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Goals v. Objectives
Although the terms “goals” and “objectives” are often used
interchangeably, there is a difference between them:
Goals
 General
 Intangible
 Broad
 Abstract
 Strategic – long-range
direction, set by top
executives
Objectives
 Specific
 Measurable
 Narrow
 Concrete
 Tactical – short-range,
set by mangers to
accomplish goals
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Quiz – Goals v. Objectives
Which of these are goals and which are objectives?
1.
2.
3.
4.
Increase profitability
Improve community relations
Provide short-term disability insurance to employees by
mid-year
Improve employee computer skills
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“Objectives are not fate; they are direction.
They are not commands; they are commitments.
They do not determine the future; they are
means to mobilize the resources and energies of
the business for the making of the future.”
Peter Drucker
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SMART Goals
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S = Specific
 A precise goal has a greater chance of being accomplished.
 In order to set a specific goal you should know what you
want.






Who is involved?
What do I want to achieve?
Where do I need to do this?
When should I be able to complete it?
What are the requirements and constraints?
Why am I doing this?
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M = Measurable
 Measurements for objectives help you know when you
have accomplished them.
 If you set an objective that is measurable, when you
complete it you have tangible evidence of completion.
 How much?
 How many?
 How will I know when it is done?
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A = Achievable
 Can actually be accomplished (something you can really do
within the time frame set) and not an aspiration or vision.
 Setting unattainable goals is a recipe for disappointment,
failure or frustration.
 If you have partial blindness and you think you can
become a pilot then you might have to rethink this goal.
 Consider whether you have the resources necessary to
achieve your goal.
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R = Realistic
Realistic goals are achievable goals, unrealistic goals are
just dreams. It's not necessary to be negative but take time
to honestly evaluate whether you're being realistic.
Realistic objectives are those that you have the resources
to accomplish including:
 Skills, Funding, Equipment, Staff
When setting objectives that are realistic, ask:
 Do I have the resources to accomplish?
 Do I need to rearrange my priorities to accomplish?
 Is it possible to complete this objective?
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T = Time Based
 Have deadlines for completion as it creates sufficient urgency
that lead to action.
 For a complex objective, break into small parts with a date for
completion for each.
When setting objectives that are time-oriented, ask:
 What is the earliest yet achievable and realistic date for
this objective to be completed?
 Have I included this date in the statement of the
objective?
This ensures that you don't get lazy and keeps pushing you on
further to meet your targets.
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How to write SMART Objectives
Decide exactly what you expect to create, and how you
will recognize it when it comes to be.
Example: "Our Internet Marketing system produces a
minimum of $3500 per month in product sales by the
end of March with a quarterly increase of at least 5%
thereafter.”
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Share Experiences
Share your most
memorable experience.
(Productive, embarrassing, stressful, etc.)
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Performance Review: Form
Provide Company Forms
Annual/Semi-Annual/Quarterly
It’s important for your Company’s
Core Values are in alignment with
your Performance Reviews
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Team Exercise
1. Determine 2 or 3 Objectives for yourself.
2. Find a partner.
1. Review your objectives with your partner and
determine if they are SMART.
1. Share one of your objectives with the team.
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Thank you for your time!
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