Formulate Specific, Measurable and Achievable Objectives For Each Individual.

Step 1:

Start by identifying the Key Result Areas. Please note that these must be outcomes/results-based. Group-specific tasks together in bigger categories. For example: In the case of a Secretary, filing, typing, answering the telephone, taking messages, managing a diary etc. can all be grouped together as ‘Administrative support’.

Depending on their level, an individual staff member should have no more than 3-7 KRAs. Make sure that all job functions and responsibilities are covered under the agreed KRA's.

Example:

Step 2:

The next step is to formulate performance objectives that will lead to the achievement of the agreed KRAs. For each KRA you could potentially have between 3 and 8 performance objectives. Objectives must be specific, measurable, achievable, realistic and time-bound. We talk about SMART objectives:

S = Specific

M = Measurable

A = Achievable

R = Realistic

T = Time-bound

Objectives are required to give direction and purpose to activities. Having an objective allows individuals some opportunities to use their initiative in an appropriate way, rather than just doing a task without being able to apply the intelligence to do it better or to adapt to changed circumstances.

Specific

What is the exact scope of the objective? What is included and what is not?

What might be thought to be included but is being done by someone else?

What must be done with the outputs?

Measurable

What measures will be used to know that the objective has truly been reached? When and how often will the process be measured? What measurement tools can be used to determine success? What format must the output take?

Achievable

A delegated impossibility is still impossible! If there is doubt over whether the objective is achievable, then the first part of the process should be either to test feasibility or to identify what would have to be changed in order to make the rest feasible.

Realistic

What is a realistic task for a functional expert to undertake in a week, that may not be realistic for a junior joiner in a month? A series of roll-out meetings might be scheduled in two weeks, but clashes with public and personal holidays could mean that a month will be required. The test for a good objective is that it always deals with the reality of how long it will take to do things, rather than how long we would like it to take if we could ignore inconvenient facts.

Time-bound

An objective without a clear specification of its timing priority is likely to be put at the bottom of the list. It will not get done. The simplest way to ensure that an objective will be achieved is to agree on a realistic deadline, even for objectives that are not time-critical for success.

Ensure that All the Critical Areas of Performance are Covered By the Identified Goals and Objectives

You should:

• Make sure that you have covered all areas of responsibility mentioned in the staff member’s job description.
• Make sure that all day-to-day responsibilities, which are not indicated in the job description, are also covered. You can ask the staff member to run you through a typical week in order for you to get a good idea of all the job responsibilities and functions.
• Ensure that all the departmental goals and objectives are covered.