Establishing Performance Goals

An important aspect of successful performance

management is the goal setting process. Taking the
time with your team members to set goals can be
invaluable in setting clear expectations and critical
checkpoints to achieve those goals. Goals serve as a
road map for you and your team members to assure
you reach your destination of enhanced performance.

Setting SMART Goals

Specific Describes desired outcome in

behavioral terms

Measurable Indicates how performance will be

measured

Attainable Is within the team member’s control to

achieve

Relevant Is set within the context of job

responsibilities

Time Bound Includes a completion date

Use the “smart goal formula” to ensure the goal

statements you help your team members create
meet the SMART criteria 

Verb + Noun + “by” + quantity + timeframe

Example:
Increase Service Line sales by $200k by December 31
at an increased cost
of sales of less than 5%.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 Making Goals Measurable
Answers to the questions below will help you identify
appropriate measures
for goals:

Timeliness
• What is the due date?
• How many of these goals/tasks should be
completed during an established time period?
• How often will this activity/task need to be done?
• What is the reasonable amount of time for the
activity/task?

Quantity/Completeness
• What deliverables are expected?
• How many deliverables are expected?

Cost Effectiveness
• Does the team member need to manage a budget?
• What is the expected expense/investment?
• How will this goal reduce expenses?

Impact on the Organization

• How is the goal intended to improve relationships
with clients or other areas of the firm?
• How will it affect the performance of a client or
another area of the firm?
• How is it intended to increase the
visibility/perception of the group
or organization?

Quality
• Who will evaluate the task/goal?

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 • What are the standards within the firm/industry?

The Performance Discussion

Process
The process outlined below provides a reliable
structure for conducting performance discussions.

Step 1: Opening the Discussion

The opening of the discussion gives you the
opportunity to:

• Describe the Purpose of the discussion.

Stating the purpose up front will put the team
member at ease, describe why you think it is
important, and make clear that your goal is to help
the team member be successful.

• Discuss the Benefit of the session to the team

member and to you.
Identifying the benefit allows the team member to
know that you are focused on developing their
skills.

• Check expectations of the team member.

By checking expectations you can be assured that
you are both “on the same page” before you delve
into the meat of the discussion. This helps ensure
that both you and the team member are working
toward the same outcomes.

Step 2: Providing Feedback on Performance

1. Share your perspective on performance.
• State observations.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 • State importance.

2. Ask for the team member’s perspective on

performance.

3. Generate/Provide suggestions for improved

performance.
• Work together to brainstorm options for
improvement/enhancement.
• Identify one or two suggestions that can be
transformed into goals.

Step 3: Establishing Performance Goals/Next

Steps
• Create clear performance goals for the
performance gaps identified
(SMART Goals: Specific, Measurable, Attainable,
Relevant, Time Bound).
• Agree on workable action steps for each goal.

Step 4: Closing the Discussion

• Summarize the discussion and solicit additional
suggestions from the
team member.
• Identify key actions to achieve goals within the
agreed-upon time frames.
• Set a date and time for subsequent discussions
and follow-up.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 Performance Discussion
Worksheet
The Planning Worksheet ensures that you are
prepared to conduct the performance discussion in a
logical, step-by-step manner, achieve your goals in the
discussion, and obtain active participation from the
team member.

Step 1: Opening the Discussion

Purpose:

Benefit:

Check:

Step 2: Providing Feedback on Performance

Observations:

Importance:

Suggestions:

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 Performance Discussion
Worksheet (continued)
Step 3: Establishing Performance Goals/Next
Steps
• Create clear performance goals for the
performance gaps identified
(SMART: Specific, Measurable, Attainable,
Relevant, Time Bound).
• Agree on workable actions steps for each goal.

Step 4: Closing the Discussion

• Summarize the discussion and solicit additional
suggestions from the
team member.
• Identify key actions to achieve goals within the
agreed-upon time frames.
• Set a date and time for subsequent discussions
and follow-up.

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.
 Notes:

 2002 The Forum Corporation and Deloitte & Touche LLP. All Rights Reserved. This publication is a joint collaboration
of The Forum Corporation and Deloitte & Touche LLP and should not be used without the consent of both parties.