Job goals and specific job duties are the center of the performance management system. They define anticipated accomplishments for the employee. The job duties are listed in the job information form (JIF), and the supervisor and the employee establish goals at the beginning of the performance review period.

Job goals differ from the job description because they identify strategically important projected accomplishments, results, or outcomes for one time period. They also differ from training and development goals because they identify work accomplishments, not ways an employee will gain new or improved knowledge or skills. They further differ from remedial goals, which state how the employee will overcome gaps that get in the way of accomplishments, and career-related goals, which state how the employee will prepare for different work. The following examples indicate how these kinds of goals may differ.

SPECIFIC (and strategic)

• Is the goal focused on one issue?
• Is the goal clearly defined?
• Is there a clear understanding of what is expected?

MEASURABLE

• Can you measure the quantity?
• Can you measure the quality?

ACHIEVABLE

• Does the employee have authority or control to reach the goal?
• Does the employee have sufficient influence to reach the goal?
• Are there resources to enable the employee to reach the goal?

RELEVANT & REALISTIC

• Does the goal support the supervisor’s and department’s goals?
• Is the goal aligned with strategic objectives?

TIME BASED

• Is there a specific date to complete the goal?
• Are there milestone dates for review of progress?
  

Your job goals should add up to an accurate statement of the work for the performance cycle. To be sure that they do, review them.

Are there too many or too few?

For most jobs, there will be three to five job goals, tasks, or responsibilities in a performance cycle. If there are more, consolidate related goals to produce fewer, more comprehensive statements.

Do they encompass too much or too little?

Each job goal should encompass at least 10% of the whole job, although most goals will probably represent more, and one or two goals may represent most of the job.

Are they focused appropriately?

They should focus on a strategically important accomplishment, result, or outcome, not on how the job is done.

Are they clear?

They should describe clear, specific, attainable accomplishments. Check for these characteristics by asking if the statement begins with an action, follows with what is acted upon, and includes a concrete goal and other information necessary to complete the work successfully.

Are they measurable?

They should include measurable targets that help answer the questions: “How will I know when I have accomplished the goals?” and “What impact will these results have?”  Measurable targets or benchmarks indicate progress toward achievement of a goal and may include such information as numerical or percentage change, costs of resources, or deadlines. When a goal cannot be measured using quantifiable targets, indicators can be identified to answer the questions:  “How can someone tell when a good job has been done in this area?”

Are they individual?

Goals are not the same for everybody, but are developed for each employee, with consideration of employee strengths and experience as well as work group needs.