In an e-mail to me recently, mezhermnt joint Corina from Hong Kong asks:
"This will be the first year the company using my SMART approach to do performance management. As a manager, I'm supposed to establish measurable goals for subordinates my country. it's not a problem for me to set measurable goals for managers assistant As they have schedules to meet, but when it comes to secretaries and clerks, and I'm not sure how to set measurable goals for them The duties are very routine and boring. could you give me some examples? "
is appointments only thing worth measuring?
Corina mentions that the establishment of measurable goals to her assistant managers relatively easy because they have deadlines to meet. Does this mean that the only results that are worth measuring assistant managers and whether they are complete things deadlines?
What about the completion of the right things, instead of wasting time, effort and money to do the things you really do not need to be done at all?
What about completing things well, rather than rush to get it done on time, but the production of the final result, which is under the required standards?
spend the time to think about the results, before thinking about the goals and measures.
So this is the first key to set measurable targets for performance management: First, spend some time to identify the most important results that the person, in the role, is responsible for the investigation. And make sure you've got the right balance between those results using a checklist of something like this one:
* at the right time (to finish work on time, or over a short time as possible course or the total effort) 19,459,002]
* quality (goodness of the quantity produced, perhaps in terms of customer expectations or standards)
* Quantity (total amount of work done, or output produced)
* cost (spent the total amount of the performance of tasks)
* efficiency or productivity (optimal use of time and resources)
What are some examples of measurable goals for the secretary or personal assistant?
First we need to talk about the results that are important for the secretary or personal assistant to achieve, rather than getting hung up on the duties performed. For example, instead of focusing on the duties of the "Send meeting agendas" and "scheduling", it may be one major outcome is the "boss is always able to focus on priorities and not be distracted administrative tasks."
After that, what would be some of the goals of the secretary strive for more than the next year? One goal, in line with the result of the above, it can be to "reduce the proportion of administrative elements that go into his boss in a box or a diary."
Finally, how can you measure this goal? One way could be to add a coach of total hours spent on administrative tasks (or functions that are not on the list of priorities) and divide it by the total time working coach, to give a percentage of the ad hoc administrative tasks time. Obviously, the goal is to reduce that amount.
see how to get this thinking process monitoring important results, rather than simply measuring the activity, such as the number agendas produced or the number of appointments had been scheduled?
So the next time you set goals and measures for your employees, make sure that the talk begins with a clear statement of the results that are responsible for the production, as opposed to the tasks performed. Measuring results, not tasks.
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