5 Performance Objectives for Managers

performance objectives Sample Objectives for Managers

I’m often asked by clients if I will help them to clarify what being an effective people manager looks like in practice (so that they can clarify their expectations with their managers in order to improve performance in this area). Of course I work with those clients to help them articulate what ‘effective people management’ looks like for their particular business. However what I have  learnt that when it comes to defining these behaviours, what looks like effective people management in one organisation, looks very much the same in another, irrespective of the size, culture, or industry. So what does it look like?

Here are five performance objectives which my clients have found work most effectively in helping them clarify their expectations of their managers:

5 Performance objectives for managers

Performance Objective 1: Agree Performance Objectives or Standards

Identify, discuss and agree clear performance objectives or standards with your staff which define effective performance for their job

Performance Objective 2: Monitoring

Agree and implement a range of monitoring methods which enable you to measure actual performance against the agreed objectives or standards. Encourage the staff member to self monitor their own performance and provide support with this as necessary

Performance Objective 3: Performance Review

Hold review meetings with each member of your staff (at least quarterly) during which you:

  • share feedback on the staff member’s performance – focusing on the achievement, or progress towards the achievement, of the agreed performance objectives or standards. Utilise the outcomes from the monitoring methods
  • identify and agree any barriers to effective performance and agree strategies for overcoming those barriers
  • identify and agree upon any areas for development
  • invite feedback on your management skills and style
  • discuss the staff member’s job satisfaction and agree any areas for improvement

Performance Objective 4: Dealing with Under Performance

Identify any areas of under performance, seek to gain agreement from the staff member to improvement in performance, agree performance improvement strategies. Utilise formal procedures accurately as necessary

Performance Objective 5: Performance Appraisal

Complete the organisations appraisal / review procedure to the standards and deadlines agreed

Practical Action Options – How clients have used these example performance objectives

a)    Use the performance objectives outlined above as a start point or framework for developing your own objectives

b)    Explain the purpose and benefits of ‘performance objectives for performance managers’ and ask your managers to develop their own performance objectives

c) Work with your managers to assess any training, coaching, or support they need in order to achieve the objectives

d) Embed the performance objectives into your current appraisal / performance review system and use steps 2 – 4 to manage your manager’s performance

Would you like to see more examples, like these, of behavioural performance objectives?  And would you like to know more about how to use performance objectives – the easy way? Then grab a copy of my free special report ‘Performance Objectives Made Easy’ at http://www.performanceobjectivesnow.com

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3 Responses to 5 Performance Objectives for Managers

  1. Pingback: People Management: What are Your Beliefs? | Managing Employee Performance

  2. Valerie Iravani says:

    Hello Joan,

    These are great steps. But I think a manager’s performance objects need to specifically include – frequency of communication with direct reports, review of workflow for each position, regular feedback sessions with direct reports, documentation of interaction with direct reports, and implementation of team-building activities – at the very least.

    The reason this specificity is necessary is because employees most often leave a company because they don’t like their manager’s behavior toward them. This may be due to a lack of recognition, lack of feedback, or simply lack of interaction altogether.

    This becomes more and more important as Generation Y employees become a larger portion of the workforce. Gen Y employees ‘demand’ more interaction from a manager and more feedback and learning opportunities. If these behaviors are not present between employee and manager, the employee is likely to under-perform and/or leave the company.

    So, while your listed steps are critical in a general way, managers will perform more effectively and provide more value to the organization when held accountable for specific behaviors as well as goals.

    Just my experience! Thanks for the post.

    • Joan Henshaw says:

      Hello Valerie

      Thanks! I totally agree with your idea of putting more detail into the performance objectives – you’ve given an excellent demonstration, I think, of how business owners, managers and consultants can make practical use of ‘generic’ objectives written by someone else (such as my ‘Instant Performance Objectives’ e-book http://www.performanceobjectivesnow.com/thanks.html !!)

      I also wholeheartedly agree with your comment ‘employees often leave a company because they don’t like their manager’s behaviours’. Let’s start addressing this by getting clear on specifically what good management behaviours look like in practice. OK, rallying cry over!

      Thanks for your valuable contribution