Performance Objectives - Not!

Setting what are known as annual performance objectives is an important tool in managing work in any organization. Problem is, they are mis-named. They should be called "Work Objectives". Except for a few people, objectives are about accomplishing organizational goals. Most people outperform in many circumstances and only need their dedication directed. Measuring their performance is dependent on how well the objectives were originally set.

Select four to six objectives per person. (With experience, people will be able to draft their own objectives.) Ensure the objectives reach beyond the continuance of everyday, normal activities. For example, rather than "Attend meetings as required", set an objective of "Every month, contribute at least one new idea in regular team meetings". The performance is then measured through a list kept of the new ideas contributed and the uptake of the ideas. In the second year, the quality of the ideas can be improved by another objective, such as "On a monthly basis, introduce a new idea and consult with team members on implementation."

All objectives should written in a way that shows the links to the organization's strategies or plans. Or, linking to the staff member's personal development objectives is useful. By stating these links, it is easier during the year to channel enthusiasm into the desired direction. Motivated staff can generate a lot of ideas during a year - challenge them to show the ties to organizational plans before they embark on a new direction. This challenge is reflexive, because it also requires the organization to have its plans stated clearly.

With all plans and work objectives clearly written, good performance will be an expectation that is exceeded.