target setting by lyne
TRANSCRIPT
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Target Setting v01-121710
Target Setting
Presented by:
Engr. Lyne L. Osorio
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FACTS ON TARGET SETTING
Easy in theory but is difficult to do in
practice
Many targets do not result
in improved performance
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Understanding Targets
Time bound
May specify a minimum level ofperformance, or define aspirations forimprovement
Consistent with the SMART criteria
Measured via performance indicators
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Some Definitions
Where you would ideally like
to reach
vision, mission, ambition,
aspiration, aim
Where you would like to, and
should be able to reach
stretched target, target, goal,
objective
Where you are expected to
reach, and will be held to
account for not reaching
standard, minimum standard,
planned performance
Where you are expected to
reach if you carry on as at
present
forecast, expected results
How you measure
performance
performance measures,
performance indicators.
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Some examples
A particular service may aspire to have no complaints(assuming they have a good and accessible complaintssystem) but not wish to make this a target since they feelone unfortunate incident leading to a complaint meansthat they have failed. Here it might be helpful todistinguish between the aim or aspiration of zerocomplaints, and the target or standards against whichthey will be judged.
A monitoring report which only lists the number of targets
met or not met, may be misleading if some of the targetsare aspirational and some are expected results.
If someone feels they will be penalised for not reaching atarget, they may set it in terms of what they think theyare likely to achieve, rather than making it stretching, so
missing the motivational potential.
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Why Set Targets
1. Prioritize
2. Help to define an agreed direction
3. Focus attention and resources4. Motivate staff
5. Promote accountability
6. Performance Management7. Self-Improvement
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When To Use Target?
You can positively affect the outcome (within thetimescale for this target)
There is enough predictability in the area of performancefor a target to be meaningful
A target will help focus attention on a particular area ofimportance
A target will motivate the people working in this area toput more effort into finding ways of improving it
A target would be helpful to demonstrate to the rest ofthe organization that this is regarded as important andthere is a commitment to deliver.
It will be possible to monitor progress against the targetwithout disproportionate cost
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HOW DO WE SET TARGETS?
Looking at previous performance figures
and suggest a target that looks a bit
better. Calculate targets as mathematical steps,
making fixed increases.
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SMART Goal Setting: A Surefire
Way To Achieve Your Goals
S = Specific
M = Measurable A = Attainable
R = Relevant
T = Time-bounded
C = Challenging
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Choosing a target value
Threshold Based i.e. need to reach a fixed value onlinear scale one side of threshold is OK, other side isnot OK
Limit Based (i.e. 100% or 0%) usually operational oraspirational. Operational may described required operating pattern
Aspirational may be impractical to achieve but may defineworthy goals
Rule Based (i.e. multiple values need x out of y to hit alimit or threshold type target for target to have beenachieved)
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Next.
Determine action plan needed to achieve
the target
Consider the time period
Clarify necessary action to be undertaken
Produce an action plan with
accountabilities, costs and timescales
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Who is responsible in target
setting? Establish ownership of target by involving
personnel :
Those who will deliver the target
Those who will be held accountable of non-
attainment
Those who will approve the resourcesrequired
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Final checks
Create ownership
According to SMARTC challenge
Ensure action plans are in place
Ensure that performance against target is
monitored on a regular basis
Be clear who is responsible in monitoring andaccountable in non-performance
Be sure that action will be taken if required as a
result of monitoring
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Why some targets do not result to
improvement? Lack of ownership of target
Unreliable data
Perverse Incentives
Ambiguous indicator
Distorted Activity
Gaming
Confusion over terms Lack of attribution
Targets working against each other
Too many or wrong kind of indicators
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Dont Set Target for Targets Sake
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Nakayama Technology Corporation
REVIEW AND IMPROVEMENT
Plans and ProgramsProcess:Period Covered:Date Updated:
OBJECTIVE
IMPLEMENTATION EVALUATION
Activities ResponsibilitiesTimeFrame
NeededResources/
BudgetEvidence
of ProgressRelated
Documents& Records
Status /Remarks(% Accomplishment )
EvaluatedBy:
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OBJECTIVEKEY PERFORMANCE
INDICATORTARGET
FREQUENCY
OF REVIEW
ACTUAL
(MONTH/YEAR)
%
ATTAINMENT SOURCE
OF DATA
Key Performance Measure
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Thank you!