What goals are the company for the year examples. Correct setting of personal goals

The ability to put clear, practical goals and tasks to their employees are one of the main basic competencies of an effective leader.

The ability to put clear, practical goals and objectives to their employees is one of the main basic competencies of an effective leader. When admission to work and developing certification procedures, the HR managers of many companies have to evaluate how the leading workers are able to put the right, clearly formulated the objectives of the subordinate.

In addition, the directors of personnel services as the leaders of their divisions also require the skills of competent goals for an efficient organization of work.

Let's see what tools do you have like a modern manager to work on goals.

Smart goals.
What is the goal? The goal is what they want what they want to achieve; appointment, meaning of actions taken; The desired state of any project as a result of the work performed. How to set goals to be achieved and with the result that you need? Goals should be smart. What does this mean? In the practice of management, there are so-called Smart criteria that the targets must comply. SMART is an abbreviation formed by the first letters of English words:

• concrete (specific);
• measurable (MEASURABLE);
• achievable (attainable);
• significant (Relevant);
• concrete Time-Bounded

SMART word itself translated into Russian and means smart. Thus, the correct statement of the goal means that the goal is a specific, measurable, achievable, meaningful and relate to a specific period.

Let us consider each other from the designated criteria and see what implies the setting of Smart goals in practice.

Concreteness.By putting an employee's task, first of all, you need to ask yourself a question: What do you want to get as a result of its execution? Why is this criterion important? You have my own vision of the results of the task (idea one - and1). In the course of presenting the goal, the employee is formed its presentation of the result (idea two - and2). As a result, it may turn out that you and the employee can imagine one and the same goal (that is, and1 a and2). To this not happen, feedback is necessary: \u200b\u200byou need to make sure whether the employee correctly understood the task set before him. That is, to achieve an unequivocal understanding of the answer to the question that you need to get as a result of the fulfillment of the goal. At the same time, it is necessary to strive to be as possible less concepts default. Otherwise, the risk is increasing not to achieve what is conceived, especially in new and non-standard situations.

Example
The head of the organization gave the Deputy Director of the Commercial Division Such an order: Due to the lack of a commercial director, to prepare today by 15.00 for the client A. To the appointed time, the Deputy Commercial Director prepared a report on the volume of sales of the client A. The head of the task of the head was waiting for information on payables of this client . As a result, the task was not fulfilled.

Way out. In the considered example, both participants in communication (the setting task and receiving it) decided that everything was clearly default. However, it turned out that they had a different idea of \u200b\u200bwhat information was about. The head of the organization needed to more clearly formulate the order: due to the lack of a commercial director, prepare today by 15.00 information on Customer Customer Debt A.

Measureness. The measurement of the goal implies the presence of criteria (meters), which would allow to determine whether the goal has been achieved and to what extent. If there are no meters, it is very difficult to estimate the results of the work done and objectively control the process. As the criteria for achieving the goal you can use:

• interest, relationships (this criterion is applicable to situations that have the ability to plan and analyze repetitive events, for example, when setting a goal to increase sales by the meter can make an increase in sales by 30 percent);
• external standards (applicable in cases where it is necessary to obtain an assessment from, for example, when performing a task, to increase the level of service with the criterion of its execution will be a positive customer review);
• the frequency of what is happening (for example, the work of the sales manager will be successful if each second (third, fifth) client will re-appeal to it for the service);
• average indicators (this meter can be used when there is no need for a breakthrough in the results of activity, but you only need to ensure stability and support the quality of work, for example, three (five, ten) shopping vessels by the sales representative per month);
• time (for such a period it is necessary to achieve such results, for example, to increase sales by 30 percent for 6 months);
• bans (it is impossible to do something and that otherwise the punishment will be followed; this is a specific criterion, but it can sometimes be successfully used, for example, a goal is to reduce the refinement, the criterion: for each late - fine);
• compliance with corporate standards (the organization develops their standards, conformity criterion: to perform work as we are taken);
• approval from the leadership (that is, I, the head, should like it; it may be a subjective opinion, however, if an employee at the time of the task sets knows that it is precisely such an assessment criterion, it will strive to get feedback in the process of performing work, for example The task is to develop a project of marketing events no later than January 20, the criterion - to approve with me).

Example.
The Director General at one of the meetings set such a strategic goal: to establish an operational exchange of information between the commercial department and the logistics department. Periodically, the heads of these departments reported that the operational exchange of information between the commercial department and the logistics department was established. When, finally, the Director-General asked what exactly this exchange of information was expressed, it turned out that the leaders of the departments began to talk more often to each other, learning how things were going. Since the goal did not correspond to several SMART criteria, in particular, there was no meter to achieve the goal, it turned out to be not clear how to control it and evaluate the results of the work.

Way out. The Director-General was to formulate the task as follows: to establish an operational exchange of information between the commercial department and the logistics department, namely: Weekly provide each other's reports on the work done in the following form (list which indicators each department should include in your report).
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21.11.2009 09:27

The development of the strategy is the cornerstone of the successful and efficient activity of the company. As long as the management of the company is not aware of the goals and direction of movement, the enterprise will not be able to fully develop.

We are starting to publish cases for developing and implementing the strategy. This material invites you to get acquainted with the real experience of Russian companies: the holding "Atemi", the network of hypermarkets "Mosmart" and the production enterprise "Arte". You will learn how they developed strategies, what difficulties arose who answered and is responsible for planning and coordinating their strategic activities.

Companies put emphasis in different ways in developing a strategy: the leadership of one relied on the hierarchy of the goals, the other - the personnel, the third - on innovation.

Experience Practice

Achieving strategic goals - bottom up

Ilya Smirnov | Head of the Strategic Development Service of the Management Company Atemi, Moscow

It can be said that strategic planning in the holding "ATEME" is one of the main business processes. Over the years, significant experience in the development and implementation of the strategy has been acquired. Responsibility for the strategic planning of each enterprise of our holding lies in the management company, or rather - in the service of strategic development.

The activities of each of the links (from a separate employee to the management company's services) is sent to the achievement of the general goals of the holding and the implementation of the vision of the founders (see Hierarchy of strategic goals). In other words, the achievement of goals by employees should lead to the achievement of the goals of their division, achieving the goals of the divisions - to achieving the goals of the enterprise, and the achievement of enterprises' goals - to achieving the goals of the holding as a whole and, ultimately, to the approach of the vision marked by the founders in the strategic planning process .

Hierarchy of strategic goals

Setting goals

At the initial stage, we are discussing with the owners, which they are waiting for the development of the holding, that is, what indicators it should achieve within a certain time. As a rule, we consider the period from the year to three years. Describing the future state, you can specify:

• financial parameters (such as alleged turnover or profitability);
• changing the structure (for example, a certain number of new stores in the retail network, which are planned to open);
• new commodity or geographic markets or new consumer segments.

As a result of the discussion, the expected state of each of the holding enterprises, the management company and the entire holding as a whole - we call it "The vision of the development of the company." Separate vision parameters are for us strategic goals.

Then, for each enterprise, we develop a financial model in which we determine the parameters of assets, liabilities and performance indicators. In accordance with this model, each enterprise is its financial plan of activity.

The next step is predicting that each unit should make to achieve the strategic goals of the enterprise. At this stage, strategic development service closely cooperates with the heads of individual units. As a result, each department appears their own management Objectives. Possible parameters of these goals are to improve the terms of contracts with suppliers, the number of customers attracted or turnover (see example from practice: Management objectives of the sales and procurement department).

Often, identifying management goals for divisions, we reveal restrictions on resources or time that were not taken into account with strategic planning of the goals of holding or enterprises. In this case, it is necessary to adjust the originally established goals. For example, management has planned a cardinal increase in the range, and when planning financial indicators it turned out that there is no resources for this holding. Consequently, you need to either find additional resources, or change the strategy, taking into account the possibilities - say, increase the range of non-all groups, but only by key products that give the greatest turn.

Management objectives of the sales and procurement department

Sales Department Goals:

• ensure the implementation of the sales turnover plan by increasing the efficiency of working with clients;
• expand the range of goods "Atemi" in the procurement of each client;
• together with the warehouse, improve customer satisfaction with the processes of the transaction and shipment of goods.

Procurement Department Objectives:

• ensure the fulfillment of obligations taken jointly with suppliers (namely, to improve the working conditions and comply with the delivery time);
• ensure a constant presence in the warehouse of key commodity positions in the required volumes (within the range);
• ensure the development of new products within the range;
• provide regular competitive market prices.

Development of strategies for achieving goals

After strategic goals are defined for all levels of the holding, we formulate ways to achieve them.

The strategy of each enterprise is developing its director in collaboration with the Strategic Development Service. The divisions strategy determine as follows: The head of the department formulates proposals, and the Strategic Development Service coordinates the proposed strategy to achieve the goals of the unit with the general strategy of the enterprise.

Then the leaders responsible for developing and implementing strategies represent (and protect) them on the Board of Directors. We usually develop:

• strategy in the range of assortment (procurement department);
• price strategy (procurement department);
• strategy for suppliers (procurement department);
• client strategy (sales department);
• financial Strategy (Financial Services);
• personnel strategy (personnel service);
• promotion Strategy (Sales Department together with the advertising service).

All of them must be connected and logically complement each other (see The relationship of strategies).

Develop goals and strategy of their achievement is not enough. It is necessary that each employee acts in accordance with the approved strategy. For this, the heads of divisions make up management plans, as a rule, for a period of six months. They indicate specific activities, the timing of their implementation (dates) responsible.

By approving management plans, divisions are proceeding to their implementation. Monthly we arrange general meetings: control the execution of plans, correct them in accordance with the changed conditions. The execution of the plans is monitoring the head of the Development Service, and corrects their head of the relevant division.

Once every six months we collect a meeting on which we sum up the last half of the year, analyze the degree of achieving strategic goals and the reasons for non-compliance with the plans. Following the meeting, we draw conclusions about the effectiveness of the selected strategy, if necessary, make adjustments.

The relationship of strategies

The price strategy can be formulated, for example, as follows: Prices for key product groups must be 5-10% lower than the lowest price in the market (the "best price" strategy), and the rest of the goods are average. The connection of this strategy with the personnel will be as follows: since the strategy of the best price provides that the buyer is involved in price, then in this case active sales are not required (the product sells itself), therefore, highly qualified personnel are not required. That is, the personnel strategy in this case is to attract sociable, friendly, smiling sellers without experience of active sales and deep knowledge goods. Next, you can build a promotion strategy: the form of trade is self-service with elements of consulting trade in some departments.

Experience Practice

Strategy for the formula "Purpose - Mission - Politics"

Eric Blondo | Leader: general director of the Russian network of hypermarkets "MOSMART", Moscow

We are building a strategy using and on the basis of corporate resources. Adhere to the formula "Goal - Mission - Politics".

purpose Companies should be clearly formulated and known to each employee. Our goal is to increase the capitalization of the company. The goal is based on the mission. We base the mission on four important postulates for us:

1. Multi-Format retail network "Mosmart" offers customers the level of service that meets the most demanding requirements.
2. All activities of our company are aimed at the most complete satisfaction of customer needs.
3. We are innovators in retail, bringing, using and improving technology and work methods.
4. Our company creates all the conditions for professional and creative growth of employees.

The mission for us is a foundation, but it must be supported by politics. Politics in Mosmart are priorities of management activities. Management concentrates effort around people, assets, finance and goods (see Politics "Mosmamrat"). We explain our policies of our company to each employee in teaching. And in the future, management is based on the policy of the company. It can be said that in Mosmart, politics forms the company's architecture and initiates numerous decisions.

Politics "Mosmamrat"

Strategy development

So that the company reaches good results, its strategy should be a clear, agreed, capable, purpose-oriented. There are several approaches to the formation of a strategy. For example, a strategy can come from one - the highest - head and be accepted for management and further all employees. But in this case, the involvement of staff will not be strong, and the risks of non-compliance with strategic tasks increase.

The approach that was accepted in our company is based on the Bottom Up 2 technique. The development of the strategy was held in the mode of coordination of tasks between the manual, secondary management and employees. This technology is interesting in terms of initiative development, firstly, employees, secondly, company management. Next, the tasks were reported to management and employees (TOP DOWN 1).

Thus, the employee of each level contributes to the successful formation of a strategy, identifying its ambitions, initiatives, role and degree of participation. Be sure to follow the following rules:

• when developing a strategy should clearly define causal relationships, that is, to choose those factors that really affect the achievement of higher goals;
• in the future, planning and evaluation of the results should be made only for these factors (see Planning strategy in Mosmart).

Planning strategy in Mosmart

Supply Chain ( english) - Moving the goods on the chain of operations from production to shipment to the consumer. - Note. Editorial

Strategy implementation plan

Focusing on strategic tasks, the management of our company proposed the actions necessary to perform the tasks. The task will be considered performed if the factor value reaches a certain quantitative indicator. These offers increased in strategic projects. There are thirty-nine such projects from 2005 to 2006 in Mosmart. More than 100 people were involved in the implementation process.

Thus, we have achieved another (most important) goal - the involvement of employees and concentration of efforts to strategies.

The process of translation of strategic tasks into operational occurs in four stages:

1. Based on causal relationships, determine the factors that affect the achievement of strategic goals.
2. For each factor, we establish a long-term specific goal (strategic task).
3. We find out which factors affect the implementation of strategic tasks in the short term, and determine the target values.
4. We translate our company's strategy to specific operational tasks.

Personal motivation

We consider the motivation of employees of the Company to be the mandatory condition for the success of strategic projects (see Calculation of employee objectives with general company strategy). We have developed a system of paying bonuses that relied on well-defined criteria related to quantitative indicators (KPI).

Calculation of employee objectives with general company strategy

ROCE ( english RETURN ON CAPITAL EMPLOYED) - Profit on the capital used, or return ratio, as well as profit (income) on assets used. - Note. Editorial

EBIT ( english Earnings Before Interest and Tax) - Profit remaining before taxation, payment of interest and dividends. - Note. Editorial

In addition, we have implemented a unified system for informing the leadership in which all factors and goals were taken into account. Thus, a bonus program focused on strategic goals covered everyone - from the worker to the director. The onboard scoreboard was enacted, which constantly informs the staff about the actual state of tasks.

In conclusion - advice. After you have implemented a corporate strategy, control the actions of the team. Help to make optimal solutions. Be a coach for employees. Then the process of building a strategy will take place not only qualitatively, but also quickly. After that, satisfaction with what was able to achieve, bring joy to customers, team and investors.

Experience Practice

At the heart of the strategy - innovation, flexibility and activity

Alexander Golovkin | Deputy General Director CJSC ARTE, Moscow

reference

Alexander Golovkin - Professional top manager. He has two higher Education - technical (Moscow state Academy water transport) and MBA (strategic management). In the field of commercial activity - since 1997, in CJSC "Arte" - from the moment of the company's creation.

Company "Arte" - production and commercial company, selling clothes and shoes for everyday life, work and outdoor activities (a large percentage of range - economy-class shoes). Implementation is carried out on two sales channels: through the hypersets ("Auchan", "Metro", "Pyaterochka", "Seventh Continent") and through large wholesale firms ("East-Service", "Tract", etc.) that deliver the working clothing, shoes, personal protective equipment and tools on large companies (Gazprom, Norilsk Nickel, etc.).

Many stages covered by our company in developing a strategy are standard, but some conclusions and solutions have been unexpected. For example, one of the solutions - to drastically change the product sales channels (in the consciousness of the consumer, the economy-class shoes need to be purchased on the thing market where it was originally represented by our company).

Medium-Term Objectives

Initially, we wondered what position our company should occupy in the market in three or four years and that it should be submitted by this time. Here it is necessary to note some trends of modern planning. If twenty years ago, long-term plans were made up for 5-10 years, medium-term - for a period of 3 to 5 years, and short-term - for the period up to the year, then on our days, the deadlines were reduced to three years, and one month, respectively.

We are engaged in production and commercial activities, sell casual clothes and shoes for outdoor activities. Watching how small firms and "uncivilized" markets stagnate, we chose for themselves the position of the supplier of Russian retail and large-scale players.

At the first stage, we were the goal of concluding contracts and ensure the presence of products in hypersets. In other words, the struggle for a place on shopping shelves and storage facilities. It was also necessary to test the work shoes, receive reviews from enterprises and, of course, to establish joint activities to promote products with our dealers. The strategic goal for the first three years was as follows: to achieve fame, recognition and presence in the market of products "Arte", take a leading position in the ratio of "Price - Quality", as well as expand the range.

Way of achieving goals

Having determined the goal, we began to find the optimal way to achieve it. As one of the options for solving the problem, we considered an appeal to a consulting company. But in the end, they decided to do everything themselves by the powers of the company, shareholders, partners, customers, staff, as they rely on good knowledge of market conditions and the target audience. Naturally, it was necessary to take the collection and analysis of the information. The following parameters were assessed:

• Market volume. According to different estimates, the capacity of the market of casual clothing and footwear (Casual) - 1.2-1.5 billion dollars per year.
• Market trends: Active growth in the segment in stagnation of small firms and "unorganized" markets.
• Leading players (competitors) and their competitive strategies. They looked at foreign companies working in our segment (by the way, in the Russian market they are not very large). For domestic players and their competitive strategies, they could not come to unequivocal conclusions, as their main trump card is a low price. Since the price war is unpromising, we did not fundamentally follow this path.

In addition, we analyzed the strengths and weaknesses, dangers and opportunities (SWOT analysis). Analyzed:

• personnel (he knows the market and effective methods of work on it);
• cost and fame of the brand;
• risks when changing channel promotion channels;
• purpose of purchasing power, development of retail.

The analysis was held by the Director General and I took it about a month. The information was drawn directly from several sources: they ordered statistics on the shoe market from Mosvneshinform, used the periodical sectoral review of Inoline "Trading networks", used the expert assessment of manufacturers working for a long time in our market.

As a result, I understood what we have and what we need:

• We have: A narrow range, not fully used production capacity, market knowledge and effective methods of work on it, a cohesive team, a promising growing market.
• Need to: Determine the risks, to solve the issue with the optimal distribution of resources (or - if insufficient, find them, including by lending) and start moving on the intended path.

Specific Strategy Development Action

Next, we appreciated the structure of the company. As a result, the sales department from sales by phone and catalogs on active sales were reoriented, structured purchases and supply department to more effectively use resources (including effectively manage production process, commodity balances and quality control), optimized business processes. Some of the business processes have been changed. In particular:

• production and warehousing were transferred from the city to the region, which made it possible to significantly reduce the costs, to save at the cost of renting and labor;
• began to use benchmarking - comparison with the most successful examples activities of other companies;
• when entering the assortment of new goods other than their testing in focus groups, test sales methods were used;
• increased budget articles for training and professional development (these investments paid off and brought profits in the short term).

As a result, our strategy includes three words:

• Innovation (In the product - the expansion of the range, the improvement of the ratio "price - quality"; in the processes of production - the use of modern advanced developments in materials and components; in processes - through logistics from the purchase of raw materials to after-sales service).
• Flexibility (operational reaction to changes in the external environment).
• Activity (In sales - systemic shares with clients with clients, collecting information on customers from customers and clarifying causes, customer support from customers, suggestions and recommendations on new products, presentations; in working with suppliers - transparent through logistics, joint planning).

The correct implementation of the strategy is confirmed by the results. Over the past six months, the growth of the range in the company is 100%, the planned increases for revolutions in the current year is 250%.

For ten years of management of large and medium-sized companies from various industries, I clearly realized that it is possible to achieve a serious increase in revenue and a fundamental reduction in costs only if the goals of workers are as close as possible to the objectives of the owners. A difficult task, but without it to solve the result, do not achieve: employees of the enterprise are the main carriers of a huge number of knowledge about this particular business and the main driving power When implementing any strategy.

The work is random

Before entering the asset management, we are conducting the company's diagnosis in order to determine the situation "as is". Part of this diagnosis is an anonymous survey of employees of all categories for the knowledge of the knowledge and strategy of the company, determining the degree of loyalty to the enterprise, leadership, etc. Answer questions not all, about 60-70%, but this is enough to draw conclusions. One of the questions: "In your opinion, for how many percent do you implement your professional knowledge and skills in this company?". On average, only 11% (data for six companies from different industries) choose the answer option, which is implemented in the company over 50% of their knowledge and skills. What does this mean? And the fact that in enterprises is 100% each day is carried out at work for 8 hours and get a salary, and only 11% in the full sense of the word work. The reason is that the own goals of 89% of "workers" have nothing to do with the goals of those who hired them.

Error general director

What steps can be taken in this case? The owner of a major business for the production of Ruby told how tried to solve this problem. They were attracted for 1 million rubles a business analytics company to develop a strategy. A month later, a business development strategy was made on the basis of industry analysts for 2007 purchased on the Internet, only with double-digit numbers. Further, the Director-General sent a strategy in electronic form to all the cham and heads of services so that they study it in detail. Then he spent two meetings and they voiced the goals that the company should achieve in the implementation of the strategy ("by 2013 to become the most profitable company in the industry", "in 2011 to significantly increase the efficiency of labor with the introduction of innovative developments", etc.) . General has established a tough time limit of the outlined activities and personally controlled their execution at all levels. Why personally? Because even for depowers, these tasks are not important, but are perceived as "another output of our general" (one of the few quotes with a regulatory vocabulary from the dialogue of deputy general director of sales and production). After three months, the situation has become even worse (sales quantities needed even more, the delays in paying salaries, delay in repayment of loans). The general focus on sales director, then reduces staff, then the owner dismisses the general, but the situation does not change in principle.

The cognitive dissonance

Psychology specialists are well known for the "theory of cognitive dissonance". Its essence is as follows: if a person for any reason makes actions that do not consider important, he appears painful sensations of a mental nature (each of us experienced them in a particular situation). These sensations can be removed in two ways: to stop performing the action that a person himself considers it unimportant for himself, or begin to do what is valuable for a particular person and has a certain meaning for him.

Even if the power to force the employee to fulfill the work required for the company, its actions will not be effective, since all its thoughts and forces will be directed not to the achievement of a high result, but to eliminate the emerging internal discomfort.

Six steps to success

How to create an environment in which the employee will benefit from achieving the objectives of the owner? Here are a few rules that we used with the operational management of a large chemical company.

1. Each of the workers wants to know what his enterprise should reach in a year, two, three. Therefore, we are jointly with the owners forming specific goals - with numbers and timing.

2. The employee will at least do something to achieve goals only if i am sure that it is realistic to achieve these goals.

3. We create from representatives of related units of the enterprise so-called interfunitional working groups led by the profile director. Each group should develop proposals for the production of new goods and services, changing the sales mechanism, ways to reduce costs, etc. Based on these proposals, the employees themselves are formed by the company's strategy. So two tasks are solved at once. First, employees see that the strategy is "live", i.e. realistic. Secondly, since the strategy is formed on the basis of the proposals of the company's management (secondary and higher), we also delegate responsibility for its implementation.

4. We make a map of indicators that need to be achieved. These indicators are divided into four groups: finance, customers and markets, infrastructure, personnel. For each indicator, the timing and action of specific units required to achieve it are written. Chiefs of units make up the same card for specific performers.

5. Each employee wants to know what tasks are personally in front of him. And he wants to the criteria for assessing his work were simple and fair. Each employee, together with the head of the unit, selects 3-4 indicators for which it is advisable to assess his work. It is also necessary to develop 3-4 indicators common to the entire company.

6. Indicators should be such that everyone can count them themselves, and each employee must have no more than seven (three common companies and no more than four personal). For example, General: Number of charges for sales; execution of a revenue plan; Specific overhead. For each indicator two values \u200b\u200bwere installed: a basic level of - digit, starting with which the motivational component is paid; Planned level - values \u200b\u200bof indicators in accordance with the plan of strategic development. Each common indicator had its own weight coefficient: the first indicator is 30%, the second is 50%, the third -20%. They were based on the size of the motivational fund. Each unit was also its coefficient - the share in this fund (the largest coefficient was naturally at the sales service). What can be individual indicators? For example, the sales manager was: the percentage of sales plan; The average percentage of discounts from puice prices; Percentage of commercial expenses. The head of the sales department, the third indicator was the percentage of changes in residues in relation to the previous month.

As a result of the use of all these measures for 1.5 years, the revenue increased by 2 times, EBITDA 3 times, and the cost of business is 3.5 times.

It's no secret that it is the owner that most risks associated with doing business. Therefore, he is so important. But without coordinated and hard work, the team is difficult to achieve something. Especially in adverse economic conditions.

The achievement of goals in business largely depends on their correct formulation to employees. The purpose determination is an important element of effective human resource management.

There are many reasons to set goals to employees. First, it helps to focus the last on achieving your goals in business. Secondly, the chances of success and prosperity of the company increase. Thirdly, goaling helps employees focus their attention directly at work and motivates them, allowing you to evaluate the achievements and results of work.

In order for the activity to be effective, goals should be clear and understandable to employees. Each task must be concrete, achievable and have crucial importance for the development of your business. Tips below will help you with this:

Put goals together with employees. An employee is often the best source of information about which specified goals will contribute to overall productivity, achieving success, and which is not. Also, the involvement of employees into goal-setting will eliminate the potential for the resentment, which may arise if you put them before the fact.

Repeat goals regularly. If, for example, the goals are set for a year, you need to revise their minimum in six months. This will make sure that the goals still make sense and employees are on the right path to achieve them.

Goals should be specific and really measurable in time. Do not set the target of the type "Improve the quality of work", since the general goals will not help the employee understand which steps to do. Here is an example of a constructive purpose: "Increase the amount of output by 30% per year," "to reduce the marriage of goods by 50% for half a year."

Objectives should not be tied to sales. Do not think that bonuses and premiums to employees without achievements should necessarily increase sales volumes or even yield of the enterprise. For example, it is most important for your business for the next year to reduce costs and increase the importance of the enterprise in the market of goods and services. Sign up premiums and bonuses precisely with this goal. Put the conditions before employees that as soon as they achieve this, they will certainly receive award.

Goals should be achievable. Make sure the goals set before employees are achievable. Many people tend to establish too high goals. Inexpensive goals, as a rule, are disappointing and lowered motivation. Your task is to prevent.

Be sequential. Do not install different goals for employees with one and the same duties. This not only gives rise to insult, but also creates a conflict situation.

Time. As a rule, annual goals put at the beginning of the year. There are, of course, situations where the goals are put in the middle of the year, and at the height of the season, and at a meeting, if necessary. Please note not only the same goals to employees with the same post, but in the time of achievement, they must be identical. Thus, it will be easier for you to compare the performance of employees with similar tasks.

Avoid competition between employees. If you want employees to work against your competitors, and not competed with each other, avoid the competition. Instead, make employees seek to achieve the goal at the specified time, and reward those who seek this. By doing this, employees appear incentive to share information and help each other.

Put goals that bring employees to the success of your company. Build financial incentives to achieve the common goals of your company. It can be used to encourage collective work so that each employee individually knows that it is involved in the growth and prosperity of the company.

If we competently approach the question of the procedure for the goals, soon your organization will be at the top of success. The most important thing is to interact with employees.

Can you imagine an orbital station that you run just to flew into space? And the ocean liner, who is sent on the journey so that he just sailed? It is hardly possible. And u space stationAnd the ship has clear goals, and they are known long before they are launching into space or give mooring ropes. If we talk about business, then, unfortunately, quite often the company either do not formulate goals at all, or operate with such non-specific things as "increase profits", "to work faster than competitors", "improve production", etc. As a result, If you return to the analogy with the ship, the liner is in full speed in the open ocean, while trying to move faster and rapidly than someone. "By the mind, you need to build a planning system in the company, and this article will tell how to do it.

What should be the goals

In order to achieve the goal, it is important to clearly understand where, with what speed and how to move. If the arrows instead of the so-called dozen offered to shoot "in the direction", accurately hit the target could hardly be possible. That is why any goal should be a clear, concrete and measurable. In the course of trainings and seminars, I usually use an icon in the form of a target. As I was convinced for several years of practice, such a graphic symbol allows you to create a visual anchor in people, reminding that the goal should be a clear and concrete.

Fig. one
Graphic image of the target in the form of a rifle target

About how to correctly formulate goals and objectives, a lot of books and articles are written. In addition, both corporate and open seminars, trainings and webinars dedicated to the issues of effective goaling are held daily in different parts of Russia. Despite all this, the problem of competent setting goals in business is still relevant.

While people read the article or are on the training, they remember that each goal should be a clear, specific, measurable, etc., however, immersing in the vanity of daily affairs, they often forget about it.

Communicating on this topic with employees and managers of various companies, I have heard many times about remembering all the criteria of Smart (The goal should be concrete (SPECIFIC), measurable (MEASURABLE), attractive (attractive), realistic (realistic) defined in time (Time Framed), Chirkori. (i.e., a clear, measurable, realistic, specific, determined in time and space, formulated in terms of the result, in the artist language) And they are quite difficult to them.

To overcome this allows the use of the Russian analogue of the specified technologies of setting goals - the principle of "vodka". Its name has an alcoholic shade and may initially cause a certain negative, but it is the fame of consonant with the principle of drink that allows people to quickly and efficiently remember what a goal should be. In the course of trainings, seminars and consulting, I have repeatedly convinced.

According to the principle mentioned, the goal should be:

• Inspiring;
• Defined in time;
• Achievable;
• Concrete;
• Measurable.

By applying the listed principles, any amorphous goal can be formulated competent. For example, a very vague goal of "finding a warehouse" with the help of these principles, you can add the following form: "Upon time before February 23, 2013, find a storage room (ranging from 500 to 550 m2), located in the central area of \u200b\u200bthe city of Ensk, and to conclude a contract for hiring this room with a rent no more than 100,000 rubles. per month excluding VAT ".

Horizon planning

All the goals of the company can be divided into long-term (three or five years), medium-term (one or three years), short-term (from month to year). Sometimes they are called strategic, tactical and operational, respectively. It is good when planning is carried out in each of the specified time ranges, however, in my opinion, strategic goals are especially important.

If the company planning horizon contains benchmarks a few years ahead, the accumulation and use of resources is carried out on the basis of the long-term objectives of the organization. If there are no long-term goals, the company's resources are spent chaotic and arbitrarily - in favor of today's fashion or interests of individuals. The results in the first and second case will vary greatly - the achievements of two young people usually differ, one of whom is confident in the importance of planning and has goals (enter the university, to learn foreign language, pass the exam for a driver's license, etc.), and the second is convinced that you need to live in today's day, "to test" and no "bother."

The presence of strategic goals creates the opportunity to competently put tactical and then operational goals. Just as all state legislation develops and regulates the key points recorded in the Constitution in more detail, with the help of tactical and operational purposes, intermediate bridges between today's and future (by the time of the long-term goals) of the Company's position are created.

In addition to improving the efficiency of resource use, the presence of long-term goals and strategic planning makes it possible to ensure greater stability and sustainability of the organization. This is due to the fact that long-term planning implies an assessment of the company's possible risks on the way to achieving strategic goals and the development of relevant activities to avoid risks or reduce the likelihood of their occurrence.

Areas of setting goals and planning

Very often, the objectives of the company concern only sales areas: increase the number of transactions, master the neighboring regional market, attract new customers, "kill" competitors, etc. Of course, sales are one of the most important aspects of the business, but it is not possible to be limited to . In any business there are other areas that need to pay attention to, that is, it should be set goals not only in the field of sales, but also in the field of finance, production, service, personnel management, etc.

The formulation of diverse purposes allows you to create a multidimensional picture of the result to which the company is committed. Most owners have their own vision concerning not only how much money they need to receive from business, but also the company owned by him should be perceived by customers and partners, which principles should be guided by its staff, which is the usefulness of the company for customers and society and etc. In order to embody the vision of the owner of the company to life, you need to set goals both in the field of sales and other aspects of the business. In some cases, focusing on sales only on sales and ignoring other areas creates a threat to the normal functioning of the company.

Practical example. One company engaged in construction materials has set the goal to organize sales of its products to a certain (very ambitious) amount per month. The head of the Commercial Department was appointed responsible for achieving the goal. He put a lot of effort, and the number of delivery contracts concluded by its employees increased several times. But as a supplement, the company faced the fact that the employees of the warehouse and delivery department choke work, since the number of obligations taken by the company to customers under supply contracts did not comply with its capabilities in terms of logistics, finance, etc. As a result, conflicts began with Suppliers, customers and transport companies. In addition, the Company's debate has increased several times (including overdue and dubious to recovery).

In addition, the setting of goals relating to several areas of business allows not easy to achieve a certain financial result, but also to form a business system in which each element has a clear vector of development, helping the company to move. If formalized targets are put by owners and guidance only in the field of sales, then all other business spheres are actually surrendered to smoke personnel, which can set goals contrary to each other, or not to put them at all and simply create imitation of violent activities, without referring to achieving any either real and beneficial results for the company.

Common mistakes when setting goals

If the owners and leadership realized the importance and necessity of the formulation of clear, measurable, etc. goals, as well as the implementation of the planning system, then the company starts the process of setting goals.

It is often quite often an organization, only starting to formalize their goals, allow several typical errors. Among the most common (in addition to the formulation of fuzzy, immeasurable, etc., it is possible to distinguish three.

The first error: The company sets itself the goals that are almost already achieved. The value of this planning is only that you can put a tick - goals achieved. However, it really does not help business. One of the most significant reasons for this approach to setting goals is the disbelief of the leadership in their achievement, that is, the absence of faith as in own forcesand in the possibility of personnel.

Second error: The company puts the goals that conflict among themselves (or require a large number of resources, and they are not enough to achieve several goals immediately, or the company's multidirectional vectors are set). The reason for such a situation, as a rule, is either in a desire to achieve everything immediately, or in the inability to arrange priorities. If the company formulates enough a large number of goals, the need to arrange priorities (that is, to determine the most important goals) becomes vital. Otherwise, an organization can achieve a dozen minor goals, but at the same time miss two or three main, on which the normal functioning and development of the company depends.

Third error: Setting goals to achieve which no one works. All goals of the company must be transformed into the scenes and tasks, and it is important that the appropriate structural division is working to achieve each of them, or the Company's official. If the goal is formalized, but there is no responsible for its implementation, then in 99% of cases it is not achieved. When for this process in response "the whole team", "all the company", "all employees", etc., there is a situation, as in a well-known proverb: "In seven nannies a child without an eye." In addition, it is important to adjust the system of motivation that exists in the company to introduce a system for setting goals and regular planning. It is necessary to use both monetary (payback of bonuses) and moral forms of staff stimulating to achieve goals (presentation by distinguished diplomas, diplomas; publication of data on the successful achievement of the following goals and distinguished employees in the corporate publication; posting information about employees, regularly achieving intended goals , on the board of honor, etc.).

Setting goals is not the end of the planning process, but its beginning

By providing the procedure for the goals, many leaders and owners sigh sigh lightly: they are finally "the revolution that the Bolsheviks spoke so much happened." However, in fact, the formalization by the company of its goals is not the completion of the planning process, but only its beginning, which is at least two reasons.

First, the process of achieving the goal is not one-one, therefore, the company must periodically allocate resources, monitor the execution of planned actions, track the pace of progress to the desired result, etc. In addition, depending on the internal and external changes, it is necessary to enter this process. adjustments that may concern the characteristics of the target itself (quantitative and / or qualitative indicators, the timing of achievement, etc.) or the method of achieving it. In addition, as a result of any events, the need to achieve a goal can disappear at all, and it is important to cancel the fulfillment of the intended events in time so as not to spend the company's resources. One of the markers testifying to similar situationIs infinite transfer of the time to achieve a goal.

Practical example. In one company, small meetings were periodically conducted on optimization. organizational moments, improving the supply of resources, etc. According to the results of each meeting, a protocol was drawn up with an indication of the decisions taken and the intended goals. At the next meeting, a goal was set to buy a personal computer of a certain configuration for the archivist, the position of whom the position of which shortly before this was introduced into the staff schedule of the company. The term of achieving this goal was clearly established. However, in the next meeting, it turned out that all targets delivered at the previous event, except for buying a computer for the archivis. Due to the fact that the deadline for achieving this goal approached, but the computer was not acquired due to shortage money The company's budget, we decided to move the time for its purchase to the next quarter. As a result, a year later, the computer did not acquire it, but the leadership drew attention to the fact of infinite transfer of deadlines, and it was decided to refuse to achieve this goal.

Secondly, it is important to understand that the consequence of the achievement of the planned result on the intended objectives is the need to formulate the following goals. Only this can ensure the constant movement and development of the company.

According to the concept of successful activities, laid out in the standards of the ISO family, as well as in a number of other management systems, all work should go on the PDCA algorithm, which is a cycle of four steps: Plan (Plan) - Do (Execution) - Check (Check) - ACT (react). Taking into account the above, this means that if in the third step Check (check) it turns out that everything is fine and the goal is achieved, the fourth ACT step (react) will be to go to step 1 Plan (plan) and put new goals . If, in the third step, Check (check) detects that circumstances have changed, then, accordingly, the fourth ACT step (adjust) will be to go to step 1 Plan (plan) and make adjustments, that is, clarify the previously set goal and The plan for its achievement.

Below on fig. 2. A graphical diagram representing the PDCA algorithm is presented.

Fig. 2.
Graphic scheme of the cyclic algorithm for successful activities of PDCA

Step-by-step mechanism for implementing the setting system for goals and planning

Any innovation in the company is important not easy to prepare, but also to correctly implement. The process of setting goals and regular planning is no exception.

In each team there will be employees who support innovations, and those who oppose the changes by all means. In this regard, the process of formalizing the goals and implementation of the regular planning system is important to consider in advance and incarnate, carefully observing the course of the events occurring at this time.

Frequently often, employees configured against innovations behave so much because of their own conservatism, but because they are afraid of the unknown or loss of work (due to the fact that they will not be able to achieve the goals supplied by the Company). Often, such concerns are connected not so much with the low competence of specialists, how much with a low level of self-esteem of individual employees. In this regard, competent work with personnel in order to eliminate the situation of uncertainty, as well as the creation and maintenance of the necessary moral and psychological climate in the team can help more effectively hold the necessary changes in the company.

Practical example. In one company, whose owners decided to bring the order in it by introducing the system of regular planning and setting goals, among the staff rumored rumors that the founders of the company attracted consultants and began to actively learn from the employees what the company was doing and how the company's resources are consumed . Actual anxiety was more active and supported in the team those who did not work, but imitation of violent activities. This led to the fact that one part of the staff began to look new jobAnd the other lowered the intensity of his labor, waiting for what will happen in the company further. Only thanks to the competent actions of the leadership, owners and the attracted consultant, aimed at clarifying the procedure and reasons for the implementation of changes, as well as underlining the positive points for the team, it was possible to establish a normal atmosphere in the company and conduct the outlined changes. As a result, only imitators of violent activity quit, and everyone else was able to make sure that the introduction of regular planning companies and setting the goals as a whole would be positively affected by work and they have enough qualifications and experience in order to continue to work successfully.

In order to ensure successful formalization of goals and the implementation of the planning system, it is required:

1) develop a clear and consistent plan for holding changes in the company (it must include the deadlines for the implementation of the relevant actions with the indication of responsible persons, etc.);

2) Notify all the staff that in the near future will happen in the company, for which the planned changes are needed when and in what order they will be conducted. Methods of alert may be different, it all depends on the number and characteristics of the team, the geography of the company, as well as corporate culture. In one case, it is conveniently and efficiently organized by the general meeting of workers, in another - publication in the corporate publication, in the third - newsletter letters to email addresses of employees, in the fourth optimally use several ways of alert personnel. Whatever channel internal communication is chosen, it is important to colorfully present the personnel positive aspects of innovations and give answers to those questions that most worries employees;

3) control the process of introducing innovations and adjust it if necessary. There is nothing worse than when the company has carefully prepared and starts the process of any organizational change, and then everything is started on Samotek. Almost always what is given to the deposit of the case, it does not happen as I would like. In addition, the implementation process in the company of regular planning system is essentially a test for competent formulation of the goal and achieving it.

And in the end I will tell…

As a completion of the article, instead of a standard dry summation of key theses described in it, I want to bring a small fragment from the book "Alice in Wonderland" Lewis Carroll:

- Cheshire cat, - she turned to the cat very carefully, because he did not know how he would react to her words. The cat also smiled even wider.
- UV-F! While satisfied, "Alice thought and continued more confident. - You will not tell me how to get out of here?
"It depends on where you want to get to," the cat replied with a smile.
"Yes, I really like," Alice sighed.
"Then I don't care where to go," the cat was cropped.

If the owner and / or the head does not put goals, he either does not know where to lead the company or he does not care what it will be with her. I believe that in your case everything is completely different: you are the company's road, and you want a worthy future for her. If so, then definitely put goals and do it competently.

May the force with you, as well as a successful business!