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OBJECTIVE SETTING

OBJECTIVE SETTING. Contractual origins - 1. T&C’s section 3.2.16 to 3.2.21 Agreed appropriate and identified personal objectives Nature will depend on speciality May refer to protocols or work patterns May include output and outcome measures. Contractual origins - 2. Mutual understanding

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OBJECTIVE SETTING

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  1. OBJECTIVE SETTING

  2. Contractual origins - 1 • T&C’s section 3.2.16 to 3.2.21 • Agreed appropriate and identified personal objectives • Nature will depend on speciality • May refer to protocols or work patterns • May include output and outcome measures

  3. Contractual origins - 2 • Mutual understanding • Contribution to Health Board’s objectives and National Priorities [see HDL (2005) 28] • Based on past experience & reasonable expectations • Reflect different career phases • May be affected by changing circumstances

  4. Objectives May include objectives relating to: • quality • activity and efficiency • clinical outcomes and standards • local service objectives • management of resources • service development • multi-disciplinary team working

  5. Positive benefits of process • Increases the chances of getting higher performance • Motivates • Gives understanding and credibility • Improves relationships

  6. Clarifying expectations - 1 Lack of clarity can negatively affect: • performance • motivation • appraisals • relationships with colleagues • the clinical manager’s own credibility • The organisation’s ability to deliver it’s objectives

  7. Clarifying expectations - 2 • Think • Discuss

  8. Think • Clarify in own mind beneficial behaviour • Holistic thinking - whole picture • Descriptive thinking - specific and objective • Measurable against performance • above/meets/below requirements • Translate to real objectives

  9. Discuss • Makes expectations more comprehensive • Ownership and buy-in • Builds relationships

  10. Process • Role of job planning meeting • Plan lead-in time • Role of colleagues/managers • Agree paper trail • Agree review process

  11. In setting objectives (1) consider: • Aims of health community • Role of the organisation • Resources available • Skill mix • Quality • Development

  12. In setting objectives (2) consider: • The individual • The appraisal process • Link to team objectives

  13. Potential traps • Pantomime objectives • Incorrectly quantified objectives

  14. Objectives • Objectives- hard- soft- personal development- team • Performance standards

  15. Enhanced SMART • Specific • Measurable • Achievable and agreed • Relevant • Timed and tracked

  16. Tracking / reviewing allows • Problems to be tackled when small • Identification of any learning and/or development needs • Feedback to modify behaviour • Spontaneous coaching opportunities

  17. Principles of reviewing/monitoring • Happens quickly • Accurate and believed • Easy to collect and collate • ‘Owned’ by those it describes • User-friendly

  18. Conclusion • Part of pay progression • The set objectives become the goal • Therefore, set the correct objectives • Challenging but attainable • Positive motivation

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