Fine line between good stretch targets and bad ones
Targets must be tied to larger organizational ambitions
Employees who don’t understand the roles they play in company success are more likely to become disengaged. No matter what level employee’s are at, they should be able to articulate exactly how their efforts feed into the broader company strategy.
Since employees are ultimately responsible for reaching their goals, they need to have a strong voice in setting them. Ask employees to draft goals that directly contribute to the organization’s strategy.
Once employees have suggested initial goals, discuss whether the targets are both realistic and challenging enough.
There is a fine line between good stretch targets and bad ones
There is a fine line between good stretch targets, which can energize an organization, and bad ones, which can dampen morale.
When stretch goals seem overwhelming and unattainable, they sap employees intrinsic motivation. The enormity of the problem causes people to freeze up, and the extrinsic motivator of money crowds out the intrinsic motivators of learning and growth.
Top-performing organizations understand that employee engagement is a force that drives performance outcomes. In the best organizations, engagement is more than a human resources initiative – it is a strategic foundation for the way they do business.
Engaged employees are more productive, more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace.
Employee engagement is a force that drives performance outcomes #PerformanceManagementClick to tweet
By sharing numbers with employees you can increase employees’ sense of ownership. However, being open is not enough. You need to be sure your employees are trained to understand financial statements and have enough insight into their own jobs to know how to affect the numbers.
High performance and success are not dependent on one simple factor or as a result of one or two things.
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