Let's get specific
Featured in the Setting Objectives and Seeing Them Through training manual
By Beverley Williams
Category: Performance Management
Credit price: 3 download credits (Single user)
Organisations need to set objectives that specify exactly what they want to achieve and how they expect to achieve it. Being Specific about objectives means that everyone knows exactly where they stand and what is expected of them. Inevitably, Specific blends in with Measurable and Time-bound (two other SMART elements) at many points, although it does stand alone on some occasions. This training activity will give participants the opportunity to work on making ‘woolly’ example objectives Specific before developing genuine objectives that are directly relevant to their own areas of work.
You begin by emphasising the importance of being Specific when agreeing objectives. You move on to define exactly what the term ‘Specific’ means, and acknowledge the overlap with Measurable and Time-bound. Next, participants work in small groups on given examples to make ‘woolly’ objectives Specific. Then individually they develop objectives with a Specific focus that relate directly to their own areas of work at the appropriate level. They make short presentations to the rest of the group to ‘launch’ their new objectives. Finally, you take personal key learning points from the participants before ending the session by distributing a handout, giving emphasis where appropriate.
Who is it for: This training resource is intended for use by trainers to enable participants to focus on the Specific aspect of agreeing objectives. Participants work on improving examples of vague statements that are often put forward as objectives.
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 10 |
| Typical Duration: | 02:10:00 |
| No of Pages: | 17 |
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers with participants who are involved in the objective-setting process and who are familiar with SMART. While this is of particular importance to line managers, all other members of staff will be able to contribute more fully to the objective-setting process if they have worked through the training activity. Ideally, participants should have already covered, ‘Objectives: What they are and why they exist’ and ‘Introducing the SMART objective’.
Download the training activity, Let's get specific as featured in the Fenman training manual; Setting Objectives and Seeing Them Through