The goals have to be realistic and able to be influenced by the co-worker.
· The goals have to be defined such in a way that they are understandable, clear, and controllable.
· Goals related to work results / performance: Who is doing what by when? What is the desired outcome?
· Goals for behaviour / required forms of behaviour: definition of observable indicators, behaviour, exemplary situations
(1. Question: “How did I come to the conclusion (which observations, standards, etc.)
that there is a need for development for my co-worker?”
(2. Question: “How can I, others and the co-worker himself recognise that the goal has been reached?”)
· The agreement on “how” the goal is to be achieved depends on the qualification and maturity of the co-worker.
· Positive wording:
· No negative, but positive descriptions
· No comparisons, but specific actions
· No generalization (always, never, everybody, nobody), but typical situations
· The employee must be able to influence achievement of the goal.
· The goals have to be accepted by the employee (consensus / denial?)
· Contradictions between the different goals of a co-worker or between the goals of those co-workers that are linked to each other should be avoided.
· If the co-worker has to achieve several goals in one period, priorities must be agreed upon.
· Intermediate goals should be agreed upon.
Definingthe first steps to be taken helps to overcome psychological barriers
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