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Dec. 17 2014 — Clear employee goals and ongoing management of those goals has a
strong relationship with business outcomes, according to new research from
Bersin by Deloitte. Summarized in a complimentary “WhatWorks® Market Brief,”
the research findings that appear in Bersin by Deloitte’s new study
“High-Impact Performance Management: Using Goals to Focus the 21st Century
outlines three principles, and seven high-impact practices, for effective
goal-setting and management processes. The three
principles include enabling goal clarity, creating continued clarity through
ongoing review, and making goals matter to employees. The research shows that
organizations that make it easy for employees to set clear goals were four
times more likely to score in the top 25 percent of business outcomes.
Similarly, organizations that have employees revise or review their goals
quarterly or more frequently were three-and-a-half times more likely to score
in the top 25 percent of business outcomes as well. The research also found a
substantial impact on business outcomes when employees feel vested in their
goals and senior leaders create an environment of accountability for goal
“The link between
effective goal-setting and management processes and business outcomes is
especially important today as rapid changes in the business and technology
landscapes have created the expectation that employees be more agile,
autonomous and team-focused,” said
Stacia Sherman Garr, vice president, HR and talent research, Bersin by
Deloitte, Deloitte Consulting LLP. “Creating a clear connection between
employees’ work and an organization’s goals also is a key driver of employee
engagement levels, which are currently extremely low in many organizations.
However, our research shows that more than half (54 percent) of organizations
report their employees only review or revise their goals once per year, if at
more than half (51 percent) of senior leaders convene a series of meetings
throughout the year to discuss goals with business leaders, only 6 percent of
those business leaders use the same engaging approach to communicate goals to
their direct reports, including team and middle managers. And while nearly 60
percent of organizations said senior leaders revise their goals during the course
of a year, only 36 percent of respondents indicated middle managers make
similar revisions to align with new directions defined by their supervisors.
organizations turn the principles of effective goal-setting and management into
action, the research identified seven high-impact practices. They are:
Register to join
Stacia Sherman Garr for her online webinar, Employee Goal Setting: WhatYou Need to Know, 2 p.m. EST/19:00 GMT, Feb. 26, 2015.
in learning more about Bersin by Deloitte or its WhatWorks® membership may
email email@example.com or call +1 510 251 4400.
About Bersin by
Deloitte delivers research-based people strategies designed to help leaders and
their organizations in their efforts to deliver exceptional business
performance. Our WhatWorks® membership gives Fortune 1000 and Global 2000 HR
professionals the information and tools they need to design and implement
leading practice solutions, benchmark against others, develop their staff, and
select and implement systems. A piece of Bersin by Deloitte research is
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than 5,000 organizations worldwide use our research and consulting to guide
their HR, talent and learning strategies. For more information, please visit
http://www.deloitte.com/bersin or http://www.bersin.com.
As used in this
document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of
Deloitte LLP. Please see http://www.deloitte.com/us/about for a detailed
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