SETTING

CONTENT – AGENDA

1. ABOUT GOAL SETTING

2. COLLABORATIVE APPROACH
3. CASCADING OF TASKS
4. PMS – KEY ROLES
5. GOAL POINTS
6. CASE STUDY
Collaborative Approach

MISSION Aatmanirbhar IB Group, 15000 cr. Turnover by 2025,

AND VISION Merger & Demerger, Cost Reduction, Budgeting

DEPARTMENTAL
GOALS

Departmental Goal Sets The Steps

CASCADING OF OBJECTIVES Towards The Objective

Actions/Tasks Required To Drive

ACTION PLAN AND TASK IMPLEMENTATION Progress Of Key Result
 Vision & Mission of the organization provides the employers’
15,000 cr. By 2023 objective to the employees to set the specific objectives of each
department

Departmental Goals
Cascading Of Tasks

Mission and Vision

Managing Director

Department 1 Goals Department 2 Goals

HOD HOD

Objective 1/ Key Result Objective 2 /Key Result

Team Member Team Member

PMS – Key Roles
PMS – JOURNEY
PMS – Goal Setting (KRAs and Core Responsibilities)

OBJECTIVE

1. To set individual goals, KRAs and Core Responsibilities

to serve as a reference point for evaluation of an
individual at the end of the year

2. To draw out the developmental plan which would serve

as a basis for tracking employee development

PROCESS STEP
PMS – Goal Setting (KRAs and Core Responsibilities)

PROCESS STEP
Refer to the
Review of targets is
departmental done on an ongoing
goals to check Allocate basis and revised if
individual KRAs weightages required
and core and targets to
responsibilities the same

ore
ns on c each
tio for cale
ecta ities s
Exp onsibil rating d with
re t on t iscus e
s p he s
poin ld be d ring ing
u u
sho aiser d plann
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app rman
r fo
pe
GOAL POINTS
1 SPECIFIC

SMART
Your goal must be clear and well defined
GOALS

2 MEASUREABLE

The period should be measurable.

3 ACHIEVABLE

Make sure it is possible to achieve the goals you

set
4 REALISTIC

Goals should be relevant to your direction .

5 TIME BOUND Your goals must have a deadline

Aspiration Profile

• Revenue • Customer
• Net income Satisfaction
• Cash flow • Customer retention
• Market share

Customer
Financial
Perspectiv
perspective
e

Internal
process
Employee
prospectiv
e
• Inventory • Employee
• Orders Turnover
• Cycle time • Employee
• Quality Control Satisfaction
• Employee skills
Employee
CASE STUDY

Example: SMART Goal Management:

Situation: Plan and execute 4 customer education webinars by April 10th, with 25+ attendees and
80%+ satisfied/very satisfied rate for each webinar.
SPECIFIC: “Plan and execute 4 customer education webinars.”
MEASURABLE: “25+ attendees and 80%+ satisfied/very satisfied
rate for each webinar.”
AMBITIOUS YET ATTAINABLE: Let's assume that last year, the
SMART
company executed 2 webinars with an average attendance of 18 people
and an average satisfaction rate of 70%. In comparison, this new goal
is challenging, but likely attainable and motivating given the employee
has proper resources and a strategy in place.
RELEVANT: Let's say one of the company's priorities was "to invest
in the community.“
TIME-BOUND: The goal needs to be achieved “by April 10th.”
Thank you ！