S.M.A.R.T.er Starter

1. S.M.A.R.T.er Starter How to set goals and expectations that Improve motivation and increase accountability.

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3. S.M.A.R.T.er Starter • Goals clarify expectations and increase accountability • Goals increase the challenge of a job and make it more interesting. The job becomes less boring because goals provide meaning to otherwise meaningless tasks • Goals that are achievable but that make the employee stretch provide them with a sense of purpose • Goals focus our attention and energize us • Achieving goals can create self-confidence, pride, and a willingness to embrace future challenges

4. S.M.A.R.T.er Starter Specific Measurable Acceptance Reach/Relevant Time-Specific Will the way I’ve written the objective help me to motivate the employee and hold the employee accountable? Do I describe work-activities or results and accomplishments?

5. Reach/ Relevant ? Time bound Specific Accepted Measurable

6. Relevant

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8. Measures “Measures are the yardsticks used to determine how well work units and employees produced or provided products or services.” -OPM

9. Measures • Quality: How Well? Accuracy, appearance, effectiveness, etc. • Quantity: How Much? Number of work units produced or accomplished. • Timeliness: By When? Always use this in UPM. If you can measure an accomplishment with numbers, record the form of measurement. If you can only “observe” or “verify” the performance, explain who will appraise the performance and the factors they will appraise.

10. Measures Performance Element: Responses to customer requests for information or complaints • Quality: Supervisor’s and customers’ perception of the quality of the response. • Quantity: % of correspondence answered within a certain number of days. • Timeliness: The number of days it takes to respond to regular and priority correspondence.

11. Standards Performance Standards are management approved expressions of the performance thresholds, requirements, or expectations that employees must meet to be appraised at particular levels of performance.” -OPM

12. Standards Performance Element: Responses to customer requests for information or complaints • Timeliness: The number of days it takes to respond to regular and priority correspondence. • Standard: Customers are answered in writing within 5 working days

13. Standards Performance Element: Responses to customer requests for information or complaints • Quality: Supervisor’s perception of the quality of the response based on the following: Grammar, tone, accuracy of the information, and general writing and communication. • Standard: The supervisor is satisfied with 85% of responses.

14. Standards Performance Element: Responses to customer requests for information or complaints • Quantity: % of correspondence answered within a certain number of days. • Standard: 95% of customers are answered within 5 working days of receiving complaint

15. Standards • Avoid Absolute “Successful” Standards • “Work is timely, efficient, and of acceptable quality.” • “Communicates effectively within and outside the organization.” • Ask Yourself the Following Questions: • How many times can the employee fail and still be successful? • Do you use words like “all,” “never,” or “each?” • If there can be no errors is there a good reason for it?

16. Accomplishments Employee Performance =/> Performance Element Measures and Standards

17. S.M.A.R.T.er Starter • Are the Standards Achievable? • Do the Standards Make the Employee Stretch? • Are all Elements Within the Employee’s Control? Are They Fair? • Are the Performance Goals Flexible? • Are Goals Relevant to the Agency and do They Help Accomplish the Mission?

18. The Big Picture • View Performance Management as a Positive • Participation Whenever Possible • What Gets Measured Gets Done • Organic, Living Process • Multiple Measures Whenever Possible • A Culture, not a Fad • Motivation and Accountability are the Guiding Principles