Page 17 - MetalForming April 2014

ers. As with anything else in organizations, there is no silver-bul- let cure for success. However, the absence of these key inputs correlates highly with failure. At the end of the day organi- zations are made of people. Winning their hearts to fully embrace the vision of the organization and embrace change is decidedly a personal decision and builds a successful culture.
Goal Setting for Incentive Plans
Posted to HR.com by Evelyn Johnston, vice president, Total Rewards, Blue Shield Of California
It’s that time of year when several organizations are setting goals for their incentive plans. Following are some do’s and don’ts to consider.
Guiding Principles
• Establish a clear view on what constitutes threshold, tar- get and stretch for each goal.
• Use goals sparingly and focus on the critical few.
• For revenue-generating businesses, use enterprise goals; however, weightings and targets distributed could be tailored to emphasize line of business realities.
• Create line of sight between employees and teams with the individual objectives of their jobs and company through the performance-management process.
• Align goals to SMART criteria (Specific, Measurable,
Attainable, Realistic, Timely).
• While goals should be difficult, they don’t necessarily
need to be highly detailed and specific. In fact, for highly com- plex goals, greater detail has been shown to actually reduce the performance outcome.
• Goals can positively influence organizational culture, through a focus on outcomes (vs. process).
• Attain the right balance between short- and long-term— set long-term goals with related short-term milestones.
• Transparency—goals must be discussed regularly to gauge status and to determine continued relevance.
• More specific to individual goals—goal authorship pro- motes commitment.
Actions to Avoid when Setting Goals
• Don’t encourage excessive risk taking, independent judgment or unethical behavior.
• Avoid setting narrow goals that cause unintentional blindness so that employees will ignore important dimen- sions of performance not specified by the goal-setting system, such as impact on overall budget.
• Beware of setting too many goals, leading to a focus on those easiest to meet. Research demonstrates individuals with multiple goals are prone to concentrate on only one goal.
• Don’t set inappropriate time horizons.
• Goals promoting competition can inhibit cooperation. MF
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