EmployWise webinars -goals alignment
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The document discusses aligning employee performance goals with organizational strategic objectives to boost productivity and business success. It defines goal alignment as aligning goals throughout all levels and divisions of an organization so that everyone is working towards the same set of organizational goals. Aligning goals enhances business success, eliminates redundant work, increases focus on delivery, innovation, and resource efficiency. Critical factors for successful goal alignment include clear communication of objectives and goals, interactive interactions between levels and divisions to develop plans, understanding interdependencies, connecting performance to enabling factors, setting SMART goals, and frequent reviews and realignment.
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EmployWise webinars -goals alignment
- 1. Employee Performance Management Goals Alignment in Performance Plans Boosting employee productivity and business success through alignment of individual goals with strategic organisation objective Sumeet Kapur CEO, Global Groupware Solutions Ltd. October 20, 2011
- 5. Developing Strategic Business Goals
- 10. Thank you! I would be happy to exchange ideas and take questions anytime. Please write to me at sumeet.kapur@employwise.com
Editor's Notes
- 360 Degree Feedback 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review." However, there is a great deal of controversy as to whether 360-degree feedback should be used exclusively for development purposes, or should be used for appraisal purposes as well (Waldman et al., 1998). ( Source ). Not a PMS in itself 360 degree feedback is not the same as a performance management system. It is merely a part of the feedback and development that a performance management system offers within an organization. For a 360 feedback process to work, it must be connected with the overall strategic aims of the organization. If you have identified competencies or have comprehensive job descriptions, give people feedback on their performance of the expected competencies and job duties. The system will fail if it is an add-on rather than a supporter of your organization’s fundamental direction and requirements. It must function as a measure of your accomplishment of your organization’s big and long term picture. Critical Success Factors Selecting the feedback tool and process, Selecting the raters, Using the feedback, Reviewing the feedback, and Managing and integrating the process into the overall performance management system.