Writing Performance Objectives For Job Components: A Brief Tutorial Page 5
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6Determining
Performance Objectives
SMART.
Be
for Job Components
SMART
Many supervisors (raters) find it helpful to remember
criteria
when writing their objectives:
While performance components describe
S
pecific means that an observable action, behavior, or achievement
major areas of the employee’s job,
performance objectives describe the level
is described. It can also mean that the work relates to a rate of
of performance the employee is expected
performance, frequency, percentage or other number. The objective
to achieve for each component.
should be specific about the result — not the way it is achieved.
Establishing the correct objectives for
Diagnostic Questions:
each component is critical to the
for
employee’s success and the PER
M
What exactly is the employee expected to do?
process.
What strategies, rules, processes, guidelines, etc. will be used?
Is the objective well understood?
Types of Objectives
Is it clear who is involved?
Is it clear where this will happen?
Routine Objectives
Is the outcome clear?
Routine objectives are based on tasks or
Will this objective lead to the desired outcome?
assignments the employee is expected to
do on a regular basis. These objectives
M
easurable means that a method or procedure must exist to
are generally consistent from one
appraisal period to the next and part of
assess and document the quality of the outcome. Some work is
the employee’s day-to-day work process.
measured easily; in other cases, behaviors or results may need to be
verified or observed.
Project Objectives
Diagnostic Questions:
Project objectives may change with each
What measurement will indicate the employee has successfully
appraisal period (i.e., special projects).
completed, or continues to meet the objective?
These objectives are based on specific
assignments to be completed or meet a
Can these measurements be obtained?
specified stage of completion during the
A
ttainable means that the objective must be realistic. The best
appraisal period.
objectives require employees to stretch to obtain them - but they
Developmental Objectives
aren’t extreme. That is, the objective is neither out of reach nor below
Developmental objectives are chosen to
standard performance. Objectives set too high or too low become
enhance the employee’s performance
meaningless, and employees naturally come to ignore them.
and prepare the employee for future
Diagnostic Questions:
positions and growth within the
organization.
Can the employee accomplish the objective in the proposed timeframe
with the resources we have?
Routine and project objectives should always
Do I (and the employee) understand any potential limitations or
be written to reflect performance at the level of
constraints that could get in the way?
a trained, experienced “SUCCESSFUL”
Has anyone else done this successfully?
employee.
R
ealistic means that you (and the employee) have the resources to
Properly Written Objectives:
get it done. The achievement of an objective requires resources such
as skill, money, equipment, etc.
Allow employees to understand what is
expected of them from the beginning of
Diagnostic Questions:
the appraisal period.
•
Do you (and the employee) have access to the resources (or skill)
needed to achieve this objective?
Enable the supervisor to more readily
•
If not, what steps can you and/or the employee take to obtain the
observe, document and coach.
resources or skills?
Provide the employee a means of self-
•
Is it possible to achieve this objective?
measure.
T
Provide tangible means of clarification
ime-bound means that there is a point in time when the work
if/when disagreements about work
objective will start or be completed.
assignments arise.
Diagnostic Questions:
Allow for an accurate comparison of
When will this objective be accomplished?
“what was done” to “what was expected.”
Is there a stated deadline?
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