Reviewing progress and regular check-ins
Setting expectations
Examples of SMART objectives
SMART objectives suit some types of work more than others, but are a useful checklist to ensure that expectations are clearly defined.
Specific:
- Does it identify exactly what needs to be achieved?
- Objectives can be outcomes (what needs to be delivered or achieved) or behaviours (how outcomes should be achieved).
Measurable:
- How will you know if and when it has been achieved?
- How will progress be assessed?
- How will performance be evaluated?
Achievable:
- Is it realistic given the resources available and the knowledge, skills, and behaviour of those tasked with delivering it?
- Is further development or support required?
- Is the objective being allocated to the right people?
Relevant:
- Will it help the team/department to achieve its aims?
- Does it support the wider aims of the University?
Time-bound:
- Does it have a clear, agreed date for completion or review?
For more ideas, see: Examples of SMART objectives (PDF 
, 108kb)
Getting commitment
For an objective to be successful, there must be a shared belief in its feasibility and a genuine desire to achieve it. It helps to talk through the context of why the objectives have been set. This means discussing:
- the team/departmental/University aims that the objectives will contribute to
- the importance and relevance of the objectives
- the value and impact of the individual's contribution
- any concerns, constraints or objections
- ideas on what can realistically be achieved and how.
People are much more likely to meet agreed objectives if they trust and respect their manager and believe in what their team/department is trying to achieve. Managers can influence this directly by the way they behave (the examples they set) and the way they manage their staff.
The best way to get emotional as well as intellectual 'buy-in' is to try to agree objectives which align with personal and development motivators as well as moving the team/department closer towards its goals. To do this, have open discussions about concerns and motivations and see how these can be built into the objective setting process.
Departmental plans
Objectives should be shaped by your department's goals.
Each department has a strategic plan which sets out the vision for how it will develop over the next five to ten years and, in so doing, support the University Strategy and supporting strategies.
Academic departments also have a Research Strategy and/or a Teaching and Learning Strategy.
Support departments have operational plans and/or annual objectives which capture their planned outputs, deliverables and standards.
To find out more about departmental strategies, plans or SLAs, ask your Head of Department or a member of the Departmental Leadership Team.
Job roles and descriptions
All staff should be working to job descriptions that clearly outline the current purpose and requirements of the role.
The process of setting clear expectations begins at the recruitment stage. This is when the purpose and requirements of the job are first defined.
Recruiting new staff
When recruiting, your aim is to attract suitable candidates and ensure that the successful candidate understands what is expected of them. The first step is to create a clear job description. A clear brief helps you and the candidate. It should contain:
- a background to the job, department and University
- a job description: the main duties of the job and how they support departmental goals
- a person specification: the knowledge, skills, experience and behaviours needed.
A poorly constructed job description might not attract the best candidates. You may not make as good an appointment as you hoped or you may have to advertise again.
It is well worth the time to make the expectations of the role clear - and how progress will be measured - in your job description. As well as assisting the candidates it will help you think clearly about how the successful candidate needs to perform and how you will manage that process.
Existing staff
For existing staff, responsibilities and activities may change significantly over time meaning that job descriptions need bringing up to date. This is another opportunity to focus on what needs achieving and how it will be done.
Periodically, look again at job descriptions to see if they need updating. Reviewing a job description with the jobholder can be a good opportunity to discuss the objectives for the role and how these can be best achieved.
Supporting new staff
Support new staff by helping them learn what is expected of them and how to do their job.
You can support the performance of new staff through the following:
- Induction: Providing a robust induction process which introduces them to the tools, knowledge and support they need to perform.
- Agreeing objectives: Use the guidance on this page to outline expectations and agree objectives. This will help make it clear what they are required to achieve and how success will be measured.
- Community Without Limits Framework: This will help set expectations around the supportive and collaborative behaviours they are expected to demonstrate as part of the UoY staff community.
- Probation period: Using the probation period and procedure to regularly review progress towards these goals.
Supporting new staff via these processes and regular check-in opportunities can play a big part in avoiding performance problems and staff leaving prematurely.