SMART Model: A Case Study

After the problems have been identified, second phrase of the planning process is goal setting. This is where the SMART model will be integrated, it was first introduced in 1981 Washington by George T.Doran, “There is an S.M.A.R.T way to write an organisation’s goals and objectives, but it should also be understood that not all objective written will have all five criteria. For example, not everything that is to be achieved is measurable and individual set goal does not need to be agreed-upon” (Haughey, 2014). Objectives set should be specific and well-focused, designed in a way that is detailed with clear instructions. This is an extremely important characteristic as valid data as evidence is collected to show how well a person has performed.

Managers and Employees - Communication between managers and staff is important as it encourages staff to approach their managers when they encounter issues with the goals set for them. - Everyone is aware of their own role and that by achieving each individual goal, it forms up a bigger picture which is working towards the organisation’s goal together.

3.3 Stage 3: Implementing Performance Management System (2 months)
After briefing employees on their goals, managers now need to monitor their staff progression in forms of constant review with employees or provide coaching assistance.
From the list of engagements and meetings planned till date, managers have learned that there are different forms of assessment when it comes to measure performance. Assessment is now based on performance indicators where by each objective is determined with clear evidence of success. Staff competency and ratings can be determined by the effective behaviours demonstrated when performing duties to achieve goal. These are all parts of performance recognition and rewards achievements (Rao and Rao, 2004).

There are different types of assessment methods which are listed

Empowerment has made leadership a necessary competency for all levels and it is important for managers to be aware of their own strength and weaknesses to remain competitive (Edwards, 1996). 360-degree feedback ensures that an employee's performance is observed by those who work most closely with him.
Skill Sets Evaluated: Managers can Assess on:
Teamwork
- Able to listen to each other ideas and always ready to lend a helping hand. - Listening
- Helping
- Participating
- Sharing
Leadership
- Able to make thoughtful decisions and allocate resources to achieve goals. - Never afraid to take responsibility
- Charisma
- Assertiveness
- Understanding
Communication
- Able to communicate clearly giving specific instructions that are easy to understand and follow. - Active listening
- Clarification when giving instructions
- Decision making
- Problem solving
Creative thinking
- Able to look at a new perspective during problem-solving and managing change. - Never give up attitude
- Observing
- Experimenting
- Lateral thinking
Interpersonal skills
- Able to communicate effectively to all levels in the organisation. - Questioning
- Manners
- Verbal