A Process for Writing Work Objectives

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A Process for Writing Work Objectives  1. Spend some time initially th inking about the organizatio n and the unit. What are the problems it faces? What proces ses are in need of improvemen t? What practices need review? What are the developmental needs an d requirements of the people? 2. Think about what the person for whom the objectives are being prepared is to do. Here, you might be thinking abou t someone else or you might be thinking about yourself. 3. Draft a verb-object or action component. 4. Think about why that action is wanted. What results does it produce? What outcomes will it have? What effects wil l be created? Why are those important? What is their value? 5. Modify the verb-object component, if necessary, to emphasize results instead of activity. 6. Think about ways of measuring the work you have begun to specify. 7. Draft some measurable standards the work must satisfy. How could you tell whether or not the work or results occurred? What is the measure of those results? Quality? Quantity? Speed? Money? Frequency? Ratios of some kind? 8. Modify the action component further, if necessary. 9. Think about the time frames in which the work is to be accomplished. 10. Specify some deadlines, time frames, due dates, etc. 11. Rethink it all, rewrite it, rethink it again 12. Ask the person who is to be accountable for meeting it what he (or she) thinks it means. Or, if you're writin g them for yourself, ask your boss to tell you what she (or he) thinks it means. 13. Rewrite it again if necessary. Summary 1. Writing good work objectives is not easy. 2. Reconcile yourself to writing, reviewing, rewriting, and then rewriting again. 3. The form of a good work objectives has two components: a verb-object, indicating what is to be d one, and a standards component, indicating how well. 4. A conditions component might be included but is optional. 5. Work objectives may be broad or narrow in scope, short and sweet or quite lengthy, address financial or operational matters, and pertain to routine, repetitive work or to special, situational work. 6. Work objectives may be solicited from the person who will be responsible for their achievement, specified by that person’s supervisor, or developed jointly by the two of them. 7. The mix of routine and non-routine work should play a key role in determining the respective roles of the employee and the supervisor in determining the substance of the work objectives. 8. Keep in mind that writing good work objectives involves two stages: derivation (content) and specification (form). 9. In all cases, work objectives should be clear, measurable, time-tied statements of the work to be accomplished and the results expected from that work.

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