Statements like those in the right hand column will provide
a better starting point for developing effective expectations
than those in the left hand column. The most useful
expectations are open-ended and challenging enough to
expand your vision of what can be accomplished. For
example, rather than a warehouse operator having an
expectation to “Load ten trucks per day” it is much better to
state the expectation as “Load a minimum of ten trucks per
day” (subject to being profitable and meeting compliance and
safety objectives).
Expectations should be measurable (either quantitatively or
qualitatively). You and your supervisor should have a common
understanding about how each expectation will be evaluated,
even if the measurement is subjective. When we think of
evaluation we tend to think mostly of things that can be
measured with numbers. However, for some of your
responsibilities, the best way to evaluate how well you have
performed will be to ask people who work with you or who
receive the benefit of your efforts. That is why we use 360
degree feedback as part of our performance review process.
For example, if one of your responsibilities is to help other
team members improve their abilities to troubleshoot the
equipment, a useful way to evaluate your effectiveness would
be to talk to those people and ask them how you helped them
improve their skills.
Some common pitfalls and traps
No clear picture about how your team creates value. If
you do not have a clear understanding of how your group or
team contributes (or could contribute) to the organization’s
success, it is not realistic to develop effective RR&Es.
Too general. If RR&Es are so vague and general that they
fail to provide useful guidance for decision making and
prioritization they are not valuable. In particular, RR&Es
should be personalized and should clearly describe what
successful outcomes could look like. Some people include
in their RR&Es very broad roles, such as “KII Employee,”
with expectations like “Practice the Guiding Principles” or
“Apply MBM.” While the spirit behind this thinking is clearly
admirable, for many people such a broadly defined role may
not be valuable.
Too detailed. RR&Es that focus on tasks or list the things
you do may make it more difficult to adapt to changing
circumstances and may discourage entrepreneurial thinking
and initiative. You will not be able to anticipate in advance all
the activities that will make the greatest contribution. Trying to
do so would be futile and could stand in the way of responding
flexibly to new opportunities. Your RR&Es should be about what
you will be held accountable for and what results you will work
to achieve and not how you will achieve the desired results.
No change from year-to-year. Just as your RR&Es will differ
from those of a co-worker, your RR&Es should change as
circumstances change. For example, over time as your skills
and capabilities develop, your expectations will change based
on your changing ability to contribute.
Working in a vacuum. Each individual is responsible for the
preparation of his or her own RR&Es. However, you can not be
successful working alone. It requires ongoing discussion and
dialogue with your supervisor and perhaps team members and
others in the organization.
Statements like those in the right hand column will provide
a better starting point for developing effective expectations
than those in the left hand column. The most useful
expectations are open-ended and challenging enough to
expand your vision of what can be accomplished. For
example, rather than a warehouse operator having an
expectation to “Load ten trucks per day” it is much better to
state the expectation as “Load a minimum of ten trucks per
day” (subject to being profitable and meeting compliance and
safety objectives).
Expectations should be measurable (either quantitatively or
qualitatively). You and your supervisor should have a common
understanding about how each expectation will be evaluated,
even if the measurement is subjective. When we think of
evaluation we tend to think mostly of things that can be
measured with numbers. However, for some of your
responsibilities, the best way to evaluate how well you have
performed will be to ask people who work with you or who
receive the benefit of your efforts. That is why we use 360
degree feedback as part of our performance review process.
For example, if one of your responsibilities is to help other
team members improve their abilities to troubleshoot the
equipment, a useful way to evaluate your effectiveness would
be to talk to those people and ask them how you helped them
improve their skills.
Some common pitfalls and traps
No clear picture about how your team creates value. If
you do not have a clear understanding of how your group or
team contributes (or could contribute) to the organization’s
success, it is not realistic to develop effective RR&Es.
Too general. If RR&Es are so vague and general that they
fail to provide useful guidance for decision making and
prioritization they are not valuable. In particular, RR&Es
should be personalized and should clearly describe what
successful outcomes could look like. Some people include
in their RR&Es very broad roles, such as “KII Employee,”
with expectations like “Practice the Guiding Principles” or
“Apply MBM.” While the spirit behind this thinking is clearly
admirable, for many people such a broadly defined role may
not be valuable.
Too detailed. RR&Es that focus on tasks or list the things
you do may make it more difficult to adapt to changing
circumstances and may discourage entrepreneurial thinking
and initiative. You will not be able to anticipate in advance all
the activities that will make the greatest contribution. Trying to
do so would be futile and could stand in the way of responding
flexibly to new opportunities. Your RR&Es should be about what
you will be held accountable for and what results you will work
to achieve and not how you will achieve the desired results.
No change from year-to-year. Just as your RR&Es will differ
from those of a co-worker, your RR&Es should change as
circumstances change. For example, over time as your skills
and capabilities develop, your expectations will change based
on your changing ability to contribute.
Working in a vacuum. Each individual is responsible for the
preparation of his or her own RR&Es. However, you can not be
successful working alone. It requires ongoing discussion and
dialogue with your supervisor and perhaps team members and
others in the organization.
การแปล กรุณารอสักครู่..
![](//thimg.ilovetranslation.com/pic/loading_3.gif?v=b9814dd30c1d7c59_8619)