Goal Agreement on Employee Motivation: 2 Steps for Priority and Clear Communication!



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How do you motivate employees? By setting clear goals - actually quite simple. Why is it often wrong? And what can you do about it?

Goal Agreement on Employee Motivation: 2 Steps for Priority and Clear Communication! Goal Agreement on Employee Motivation: 2 Steps for Priority and Clear Communication!

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Here writes for you: Dr. Hagen Rudolph is an economist and social scientist and works as an independent author and lecturer. Profile

Employee motivation - what is important?

Overview

The behavior of their superiors is crucial to the motivation of employees.

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  • How are they treated by their leader?
  • What is the power of leadership?
  • Are the employees not only challenged, but also promoted? Does the manager give instructions or do they agree on goals?

1954 was developed by Peter F. Drucker and made known by 1965 by George S. Odiorne. The method has proven itself over many decades and comes in countless numbers Company for use. This e-book will show you how, as a leader, you can successfully lead your employees by agreeing on goals.

How does goal agreement work?

Overview

However, in practice, employee motivation often fails due to clear goals in communication. In doing so, company success can be significantly increased by means of target agreements. But how do goal definition, target agreement and target achievement talks work?

Guidance through goal-setting is a dynamic model - a cyclic scheme that is cyclical. It consists of three steps:

  1. Define goals,
  2. Objectives meeting
  3. Achievement conversation

The next few sections will show you how to use these steps as a management tool to increase employee motivation and, in turn, the success of your business. Afterwards, you will learn where difficulties can arise during implementation and what solutions are available. The method is based on a participative leadership style as well as a fair treatment of management and employees. For their implementation, no previous knowledge is required.

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Clearly Communicate: 2 Steps to the optimal goal agreement

Overview

Guidance through target agreement runs cyclically through the stations, goal setting, target agreement and target achievement. In most cases, a target period extends over one year.

1. Define goals

Overview

Before you agree on goals, you need at least a rough idea of ​​what they might look like. As a rule, you must adhere to goals when selecting goals: first and foremost, the overriding goals of your company. These provide the framework. Departmental goals are derived from them. Individual goals of the employees in turn are derived from the departmental goals.

Companies, departments and groups are certainly not acting individuals, but only organizational units. And their goals are just theoretical constructs. Making decisions, taking action, pursuing goals, creating values ​​- only people like your employees and you can do that. Their interaction determines the success or failure of a company.

But one year - the usual cycle time - is long, especially in a dynamic environment. To see if you are on the right path during this time, you define intermediate goals (such as monthly or quarterly figures) and milestones (results at the end of certain project phases). Failure to achieve milestones and interim milestones serve as an early indicator of problems as a signal to take corrective action early.

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When you formulate goals, keep in mind that these should consist of two elements, namely

  1. the goal: - "What do I want to achieve?" - defined in measurable figures (quantitative, eg produced quantities, turnover, market share) or according to other quality criteria (qualitative, eg customer satisfaction, deadlines), as well as
  2. the measures: - "How do I want to proceed?" - set in action plans.

However, such pre-formulated goals are still relatively inaccurate. Therefore, concretize your goals using the following four dimensions:

  • Objective: The objective must be in line with the company goals. It consists of the respective parameter (eg operating result, customer satisfaction) and its intended direction (eg improvement, reduction), so it could be a "result improvement" or a "reduction of complaints".
  • Measurand: The measured variable must fit the target direction and represent it in a suitable objective manner. For an improvement in results, for example, turnover is a suitable measure. This would be likely to increase.
  • Target height: You can set the target height in absolute figures (eg "Sales: 280.000 Euro in the next calendar year") or in relative numbers (eg "plus four percent").
  • Reference value: For relative numbers, you need to set a benchmark, which is about four percent increase in sales "compared to the previous year".

Thus, one goal could be:

"We want to achieve an increase in sales of four percent over the previous year."

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Now action must be taken to reach these concrete goals. Formulate clearly and precisely here as well. Determine exactly ...

  • who (department, person ...)
  • what (project, task, measure ...),
  • when or when (dates or periods for interim, milestones, result),
  • (resources such as capital, materials, employees),
  • how (procedure) and
  • with which result (fixed target, see above)

... has to do.

Now that you've set concrete goals and precise measures to achieve them, you need to communicate them now. This brings you to the second step, the target agreement discussion.

2. Objectives meeting

Overview

The core of a target agreement is not the goal - this could simply be predetermined - but the agreement. The decisive factor is that your employee assumes tasks and feels responsible - that he sees the tasks as challenges and tries to reach them independently. Ideally, he identifies with the goals because he was involved in their formulation, so to speak, they carry his "handwriting".

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  1. Before a new period, both you, the leader, and your employee, each for themselves, think about which goals to reach realistically by the employee until the end of the upcoming period.
  2. For the actual goal agreement you sit down then with your coworker and bring your and his ideas together in line. In particular, make sure that the agreed goals are in line with the general business objectives. If not already known, you must first explain this to your employee.
  3. Be aware that the conversation should create a win-win situation. Strive together for the most accurate and realistic appraisal of the employee and his potential as well as the goals that he can achieve in his position in the company. No one is over-or under-challenged by your employee. It is up to him to aim for realistic goals. And it's your job to help him with it.

As the superior, you are responsible for conducting the appraisal interview, and the responsibility for the result lies with both parties involved. Conduct the conversation in an open and honest dialogue. The conversation thrives on reciprocity and the willingness to engage with one another's views.


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  1. Siggi willow

    Astrid Bülter - The same in green;)

  2. Pingback: Goal Agreement for Employee Motivation: 2 Steps for Clear Communication! > Current Strings.com

  3. Pingback: Goal Agreement for Employee Motivation: 2 Steps for Clear Communication! - Best of HR | OCCUPATIONS. DE (Blog) - Current News24.info

  4. kroppo

    A very good idea to increase employee satisfaction is an unquestion of this employee satisfaction.

  5. Competencepartner

    Fundamentals of Employee Motivation: The main thing is clear goals !: Clear goals serve the employees ... - Exciting contribution4dSNCF68Oi #Creation #Education

  6. firm-job

    Employee motivation: main objective clear goals !: Clear goals serve employee motivation and motivation ... - Exciting contributiontmdtgedMSg

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