GO-al setting time: performance management cycle

Getting ready

Firstly, you need to do your homework. By preparing in advance and having open, collaborative discussions, you can facilitate productive and motivating meetings for your employees.

1. Schedule a goal-setting meeting in your employee’s diary, providing them sufficient notice for them to prepare and consider future goals, potential roadblocks and questions they may have.
2. Re-familiarise yourself with your employee’s current job description, past goals and areas previously identified for improvement.
3. Review your organisation’s performance appraisal process, including forms and guidelines, as these can sometimes change.

Running the meeting

Next up, you need to ensure that the meeting runs smoothly so both parties can get the most out of the session.

1. Begin by acknowledging the employee’s past accomplishments and successes to set a positive tone.
2. Following your organisation’s processes, collaborate on setting goals and encourage your employee to share their ideas and aspirations.
3. Break down goals according to the SMART framework (Specific, Measurable, Achievable, Relevant, Time-bound) and set deadlines to maintain focus.
4. Discuss potential challenges and brainstorm solutions together, demonstrating your support of the employee.
5. Document the goals and action plans, send a digital copy to the employee and keep one for yourself to track progress.
6. Schedule regular follow-up meetings to review progress, provide feedback, and make any necessary adjustments.

Quick tip

Consider turning regular office meetings in a relaxed setting, perhaps over a cup of tea or coffee. An informal setting is often times a great way to connect with your employee, address any concerns and ensure that they feel empowered to achieve their goals. It also fosters a strong feedback culture within an organisation which, in turn, increases employee productivity and performance.

For assistance in managing your performance appraisal process, please contact your usual Forvis Mazars advisor or one of our HR specialists listed below:

Author: Sarah-Jane Hedderman

Published: 13 August 2024

All rights reserved. This publication in whole or in part may not be reproduced, distributed or used in any manner whatsoever without the express prior and written consent of Forvis Mazars, except for the use of brief quotations in the press, in social media or in another communication tool, as long as Forvis Mazars and the source of the publication are duly mentioned. In all cases, Forvis Mazars’ intellectual property rights are protected and the Forvis Mazars Group shall not be liable for any use of this publication by third parties, either with or without Forvis Mazars’ prior authorisation. Also please note that this publication is intended to provide a general summary and should not be relied upon as a substitute for personal advice. Content is accurate as at the date published.