SMART goals.....

                 SMART goals first appeared in a November, 1981 issue of Management Review (vol. 70, issue 11), in an article titled “There’s a S.M.A.R.T. way to write management’s goals and objectives.” by George Doran, Arthur Miller, and James Cunningham.He suggested that corporate and functional objectives need to conform to a set of criteria referred to as an acronym SMART.

• The SMART criteria are summarized below:

                 Specific-The objective should state exactly what is to be achieved.
            Measurable-An objective should be capable of measurement ,so that it is possible to determine whether (or how far) it has been achieved.
            Achievable-The objective should be realistic given the circumstances in which it is set and the resources available to the business.
            Relevant-Objectives should be relevant to the people responsible for achieving them.
            Time Bound-Objectives should be set with a time-frame in mind. These deadlines also need to be realistic.
               
                Two important notes: 
                        First not all objectives must be measured across all levels of management, as in some instances the focus should rather be on the action plan for achieving the objective. 
                             Secondly, not every objective written will meet all five criteria. They should be rather seen as guidelines.

• SMART results expectations:

 S -The expectation is specific if it is clearly written so that it is easily understood by the employee. The employee can define what is to be done, the rational or benefit related to the meeting the outcome or goal, and what requirements are necessary. Since not all tasks are listed, the employee will also need to know other steps that may be necessary to meet the goal and how this expectation fits with the work of others. 

M -The expectation is measurable if it covers at least one measure of a quality metric, quantity, time and/or cost effectiveness. Measurable means not merely meeting a standard but evaluating how well the standard need to be reached. Without a specific measure, the employee is not able to self-monitor how they are doing related to their performance or achieving the work unit’s results. Measurement is also important to know how the work is tracked or monitored and whether the employee and supervisor need to discuss adjustments to the expectation or the work being done. 

A -The expectation is attainable by the employee if it is appropriate to the employee’s job level. It allows for some stretch so that the employee will neither exceed the expectation too easily nor not be able to reach the successful level. It encourages the employees to push themselves to meet the work unit’s goals.It is within the employee’s ability and resources to achieve. It is action oriented and shows how the expectation aligns with the work unit goals. 

R -The expectation is realistic if it is within reach of the employee to meet the expectation. 

T -The expectation is time bound if it can be accomplished within the work cycle.It can also be tracked and monitored with the employee during the  period of cycle.