ENTER DATE 2010 • RPG SOLUTIONS • RPGBENEFITS.COM

1. Aligning Employee Objectives with Company Goals STRATEGY  HR SERVICES  BENEFITS  RPG-SOLUTIONS.COM ENTER DATE 2010 • RPG SOLUTIONS • RPGBENEFITS.COM

2. 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

3. 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

4. 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.

5. 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

6. 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

7. Quiz – Goals v. Objectives Which of these are goals and which are objectives? • Increase profitability • Improve community relations • Provide short-term disability insurance to employees by mid-year • Improve employee computer skills

8. “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

9. SMART Goals

10. 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?

11. 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?

12. 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.

13. 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?

14. 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.

15. 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.”

16. Share Experiences Share your most memorable experience. (Productive, embarrassing, stressful, etc.)

17. 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

18. Team Exercise • Determine 2 or 3 Objectives for yourself. • Find a partner. • Review your objectives with your partner and determine if they are SMART. • Share one of your objectives with the team.

19. Thank you for your time!