In the first quarter of the year it is common in many organizations to elaborate business objectives. The purpose of these objectives is to take the organization to the planned destination and it is therefore essential to understand in the best way this synchrony between objectives and priorities.
As in other situations there are different perspectives or points of view and this time we will be addressing from the perspective of the organization and the employee and in this way we will provide you with a broader picture that will be useful when writing your contribution to the organization through the objectives with which you will be measured at the end of the year.
From the organization’s perspective:
Companies have various processes that allow them to approach the vision decreed through the execution of its mission or reason, framed in the context or organizational culture with their respective documents such as codes of ethics, corporate principles, leadership matrix, among others.
There is a fundamental process known as the Organizational Master Plan which establishes the priorities that should have the focus or due attention of the various resources of the company to achieve the desired goal through the fulfillment of objectives.
- This Master Plan may have several pillars such as:Developing human talent.
- Efficiency in the operation.
- Economic growth.
- Reduction of environmental impact, among others.
These priorities that the company considers necessary should have the greatest available resources to ensure the sustainability of the operation in the short, medium and long term. For this reason, the plan is prepared for a period of 3 years and the conditions of the environment are reviewed annually to consider whether it is necessary to make any adaptation in the planned years and, in the same way, the actions corresponding to the new year are included, which will be available as we go through the calendar.
These priorities define the general objectives to be met to ensure compliance with the strategy. In these general objectives that have been established are broken down into a few objectives that will be distributed among the different units that have some direct participation in the results that affect positively or negatively the business management.
These objectives are given to each Business Unit or Management so that the functional teams of that area can establish a series of specific objectives that generate the desired impact on the strategy established by the business.
The team responsible for the proper functioning of this mechanism applies various tools, some of which are as follows:
- Competency mapping: It consists of evaluating the ideal competencies that should be in place to guarantee the fulfillment of the general objectives and thus reach the goal. Therefore, it is recommended to classify it in 3 categories:
– For all collaborators: Skills that every member of the organization should have.
– Management: A defined number of competencies that allow people who have personnel in charge to be efficient in their management.
– Management members: They should develop multiple skills that allow them to take the organization to the next level.
- Once the competencies and performance have been identified for each of the areas and according to the position occupied by the collaborator, the “Competency Matrix” is constructed, which will allow the organization to have a strategic framework in the behaviors it wishes to show in each member of its team.
- Classification of the level of development of the competence: which is obtained by evaluating the results achieved versus the desired in order to have adequate information on existing opportunities that require some of the tools that the company can make available to mitigate existing risks.
- Elaboration of the “Development Plan” where the methodology created in the 80’s by 3 researchers (Morgan McCall, Michael M. Lombardo and Robert A. Eichinger) of 70 / 20 / 10 can be applied. Which consists of preparing the team with an adequate structure for the closing of Gaps.
– 10% of the time is dedicated to acquiring knowledge through e-learning, readings, courses, among other modalities.
– 20% is the learning that is obtained through exposure to others, i.e. the accompaniment of an expert who guides us through the different stages of the task and through modeling we begin to learn the actions that are expected from us.
– 70% of the experience consists of an integral form, where we build and execute the actions that allow us to transfer the knowledge to others, thus allowing us to obtain a greater depth to determine the appropriate way to teach, that is to say, to be the teacher of other teachers.
- Execution of the Development and Improvement Plan: In this stage the organization empowers the collaborators to assume the responsibility in the execution and follow-up of the “Development Plan” and to have alignment with other pillars such as the education and training team; Continuous Improvement, HR, among others, to promote an effective and efficient development of the organization. HR. among others to foster a philosophy that allows for improvement over time with the necessary consideration.
- Evaluation and Calibration: The leadership must provide due support to its team to have the space and review the progress of the activities corresponding to the “Development Plan” and pay attention with the necessary empathy that allows identifying the necessary opportunities that guarantee a happy ending before the evaluation corresponding to the closing of the year and that is why having intermediate spaces to the deadline will increase the opportunities to correct the course if necessary and avoid arriving at the evaluation to realize the opportunity gap and not against with due time to adjust.
From the employee’s perspective:
It is necessary that collaborators take due time to understand the functioning of the organization to which they belong and here are some recommendations for them to keep in mind in their workplace:
Understanding the “General Objectives”: Understanding the priorities of the business and their respective objectives plays a significant role in our management, because it will give us the opportunity to identify from our position or the role we are assuming within the company to contribute to the fulfillment of these goals.
Review of established competencies: In most organizations there is a document called job description, where the skills necessary to perform the functions of the position are specified. Additionally, we have read in the article that you can have the “Competency Matrix” and both documents will give us a broader and clearer picture of the behaviors that the company expects from us.
Elaboration of Objectives for the year: this is an activity that is carried out in the 1st quarter of the year in most cases, where the employee writes his commitments to the organization to contribute to the general objectives of the business from his position or position and for this it is recommended to apply the “S.M.A.R.T. Methodology”. Whose acronym in Spanish refers to:
“M” Measurable (qualitative and quantitative as appropriate).
“A” Achievable and challenging.
“R” Relevant (aligned to the overall business objectives).
“T” Temporality (within a limited time frame).
Construction and execution of the “Development Plan”: It is responsible for building those activities based on the 70 / 20 / 10 model to obtain the necessary knowledge and expertise in those competencies that obtained a development requirement to reach the desired level. It is important to note that there are situations in which the employee is at the desired or developed level and requires a development process, either to prepare him for new challenges or that there are some specific circumstances that require a highly developed level to meet the challenge.
2 powerful tools to develop your competence and performance:
All these dynamics lead us to apply appropriate tools that allow us to build our best version. That is why we will be addressing 2 tools that you can put at your disposal known as feedback and coaching.
THE FEEDBACK: It is a tool that is used for those specific situations that could be observed at a given time and we consider appropriate to mention at the right time to avoid a repetition in the future, for this it is important to understand that it is in those situations that occurred in the past and that is used in only 1 opportunity in that situation.
It is necessary to apply the proper structure at the time of providing such feedback, so it is advisable:
- Ask the person’s permission to give the Feedback.
- In case of having the due permission apply the tool with an appropriate structure such as:
– It is necessary to indicate that the behavior that was observed.
– The impact it generated (based on facts and evidence).
– The emotion it made us feel and
– The invitation to seek a point of mutual agreement.
Keep in mind that this feedback must be done at the closest moment when the facts occur to have a better impact and that it cannot be used again in another situation as a history of events (unless the same situation is repeated and would be addressed from what was agreed).
COACHING: It is a tool with a greater impact in our lives because it invites us to change habits, to break down beliefs that hold us in the same point and it works from the present to the future.
This methodology is used in several sessions where through questions the scenario is evaluated to determine the greatest possible number of solutions to a problem and that aligns with our values.
Applying any of its models will be an excellent ally in your development process, keeping in mind that there are other disciplines such as mentoring, consulting, therapies, among others, and each of them has different purposes.
Now that you know the perspectives of the organization, the collaborator and some tools that you can put into practice, I ask you:
What do you require to meet your professional objectives for this year?