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Types of myPLAN Goals
Activity Description(examples) / Type (and weight) / How to Document (examples)- “Routine” job duty.
- Something you are responsible for on regular basis.
(20%) / How much; how often; any feedback received; notable events, challenges or accomplishments; changes in how you do the work; your contributions
- A project with start and end dates
- A project with specific deliverables
- A process improvement
- Integration of new equipment, software, materials, etc.
(20%) / How much of the project has been completed; notable events, challenges or accomplishments; impact of the project; your contributions
- “I will learn to….by….”
- “Take classes in…in order to …”
- “Self-study in order to …”
- “Be trained on …. in order to”
(10%) / What you have done to learn and grow; trainings attended or credential earned; describe where and how you have applied this learning;
Activity that:
- Supports the college
- Is outside your normal job duties
- (when possible) takes advantage of your skills and knowledge
(10%) / Identify your service activities; what you did; duration of activity; how it supports the college
Key Responsibilities + Goals = / 60% of review weight + / 40% Competency Evaluation = / 100%
Key Responsibilities
A Key Responsibility is a significant or main area of work, the reason for the position. They are often broad enough that multiple tasks performed on a daily basis fall under them. However, if a task is central to the work of an employee it can be a key responsibility itself. These do not typically change from year-to-year unless there has been a major change in the core work of the position.
Operational Goals
The main purpose of Operational Goals is to provide direction, and specific targets for an employee's day-to-day work. They typically change from year-to-year and may be specific to a job-related function, a project, or linked to a larger goal at the College or divisional level (cascading). Individual operational goals typically contribute to the needs and priorities of the department and division.
Professional Development Goals
Professional Development Goals focus on the development of skills, knowledge or abilities needed to be successful. They enhance an employee's ability to perform in a current, or desired position, or as an employee of the College. Professional development goals strengthen employees' performance and/or serve the good of the College.
Service Goals
Service is more than just doing your routine job. Service is how you add value to the College through your knowledge, experience, passion and pride in the institution. Service might be participating on committees, assisting in events or using unique talents to make a work unit, department or division more efficient. For example, it can be a process improvement at the individual, department or divisional level. This goal may, or may not, directly relate to what the individual does in his or her position.
Writing Goals
- Must be at least one goal in each category
- Typically there are several Key Responsibilities, a few Operational Goals, and one or two service and professional development goals. This will vary from job to job.
- To the extent possible, Goals and Key Responsibilities should be written in the SMARTformat:
Specific
Create a specific goal rather than a more general one; this means the goal is clear and unambiguous. Describe the specific work using observable actions, behaviors, or achievements.
Measurable
A good measure will let an employee know they are making progress toward successful completion of a goal. It should measure the result or outcome, not the activities. Not all measures are numbers, sometimes they are objective quality standards. When determining a measure the most common are:
QUANTITY : These can be numbers, percentages, rates or frequencies. If there are already targets or project numbers they can become the goal.
QUALITY : To identify a quality measure start with outside sources (i.e. national or industry standards, requirements of state or federal funders, best-practices). If there are none existing, discuss what it would look like if it were successful and identify how that will be known or captured.
COST: This may be stated in cost-savings, usually at a department or divisional level.
TIMELINESS: Describe an improvement in efficiency or speed of service delivery. Eg. “reduced time from receipt of transcript request to mailing by two days on average.”
Attainable
Make sure is neither out of reach nor below performance standard
Relevant
Relevant work is worthwhile because it is aligned with the unit, department and college strategic planning priorities. Relevant goals (when met) drive an organization forward. The accomplishment of individual goals support the plans for the department and division.
Time-bound
It is necessary with goals to have deadlines. Goals should be limited to the rating period in which they are to be completed. It is important to ask if a goal can realistically be accomplished in the time allowed with the given resources.
Applied to myPLAN format: