Ensure That Agreed Goals And Objectives Are Clear And Concise

Discussing and reaching agreement on both performance and development objectives should be done according to the following procedure.

Open the Discussion

State the purpose and importance of this discussion and keep the following in mind:

• Welcome the staff member to this very important discussion and make them feel at ease. You could offer them something to drink or ask about their personal lives.
• Indicate that the purpose of this discussion is to agree on clear and concise Key Result Areas as well as goals and objectives that will support departmental and organisational objectives for the coming performance cycle.
• You will also have to decide and agree on performance indicators and time frames or monitoring frequency for each objective.
• Indicate that you will spend equal time on developing performance objectives and development objectives and that a similar process will be followed for both.
• Emphasise that the staff member’s involvement is critical throughout the discussion and that it will enhance their self-esteem.
• Let the staff member know what is in it for them. How is performance linked to reward, bonus, promotion opportunity, development of skills, etc.?

Clarify the Processes and Procedures to be followed During the Discussion Regarding Agreement on Performance and Development Objectives

Review the format of the process and keep the following aspects in mind:

• The manager/supervisor should briefly explain the process, which include agreeing on KRAs and related goals and objectives as well as reaching agreement on performance indicators and time frame/monitoring frequency.
• Indicate that performance and development will be handled separately although they are of equal importance. You will handle development directly after performance.
• Continue to emphasise the importance of active participation as this maintains self-esteem and helps to build trust and commitment.

Discuss and Agree on the Performance and Development Objectives

Identify levels of performance for each performance and development objective. Be mindful of the following aspects:

• Start by clearly stating the KRA and the relevant objective. This is a good opportunity to share your opinion on the importance of the objective and its impact on the department/organisation’s success.
• Both parties should enter the discussion with tentative levels of performance objectives in mind. It is important to listen carefully to each other.
• Set two to four achievable but stretching objectives for each KRA.
• Reduce concerns the staff member might have, about setting targets too high, by referring to past performance that was at or near that level of performance.
• By providing information about the person’s skills you can show your confidence in their ability to achieve the desired level of performance.
• If the person seems unsure, listen and respond with empathy to show that you understand and care. This response will help reduce resistance.
• Share relevant background information and rationale to clarify why the objective is important.
• Continue to check for understanding so that there are no questions about the level of performance agreed to for each objective.

Determine Resource Requirements and Stay Aware of the Following:

• The staff member might not have all the necessary skills, knowledge and experience to achieve the set objectives.
• Ask the staff member what support they would need. Being close to the job the staff member probably knows best what resources or assistance they would need to reach an objective.
• Indicate to the staff member how you could assist them in removing barriers or providing counselling, coaching, training, etc.

Confirm Monitoring Method, Time Frames and Frequency of Monitoring

Be mindful of the following:

• Because the staff member is responsible for achieving objectives, she should identify monitoring methods, time frames and frequency of monitoring for each objective and assume most of the responsibility for monitoring.
• The methods chosen should be convenient, appropriate and based on existing monitoring methods where possible. If monitoring takes too much time and there are too much administration involved, it will be ineffective.
• Set follow-up dates for monitoring on actions the two of you agreed to take.

Close the Discussion

Summarise the discussion:

• A great deal has been covered during this discussion; it is therefore important to summarise the actions you have agreed to take.
• You might ask the individual to recap while you check your notes to be sure that you both agree.

Express confidence:

• This will boost the individual’s confidence in his abilities to achieve the set objectives throughout the ensuing performance cycle.
• This will also help to build self-esteem and end the discussion on a positive note.