Wendy Pat Fong

To take one step deeper is getting to the root cause of why you are trying to drive diversity within your organization. We can all have a definition of what diversity means, but why are we intentionally driving initiatives around diversity NOW? I have seen many ill-practices where diversity goals become a check mark item or a compliant activity which then elicit the wrong behaviours. Understand why we are driving diversity goals should then inform you of what goals we want to take on, and what should be measured is the ultimate impact of diversity and not pat ourselves on the back that we have hit the quota of hiring diverse candidates.

Make sure that the setting up of results is a collaborative process. Nothing more frustrating that to be "given" a metric that an employee has no complete control on. There are 2 sets of measures you can have for an employee - one is behaviour measurement (think about the input to generate an output) and second is performance measurement (think about your output into an outcome).

While we all agree about clear expectations, how do we define expectations? This is where we are relying on HR to be able to pull through the right information - do all your roles have a proper JTBD (Job to be done) or a success profile where it is clearly shown what is your role all about and how do you know if you are successful. Often the guidance of set clear expectations is so blurry that no one explains how do you actually do it with your employee. And this start with manager coaching, and strong HR operations.

It is worth making a distinction between using SMART and OKR. SMART was designed as a way to teach managers how to write a good goal - it is NOT a methodology in itself. OKR is an elevated version of traditional goal where we are supporting 2 things: - Prioritization (OKR recommends 3-5 objectives for the time period) - Range of Key Results to tell the full picture. For example, a smart goal can be "we want to increase our employee satisfaction from 50% to 80% for Q2" An OKR would be O = Increase employee satisfaction in order to make our employees proud to be part of the company KR 1 = Increase employee satisfaction from 50% to 80% KR 2 = Improve employee retention by 10% KR 3 = Improve worklife balance score from an average of 3 to 4

KPIs should form the basis of what you are going to measure in your org goals. The "measurable" part needs to derive from the KPI chosen that the org is intentionally and committed to making a change. This is not to say that all KPIs should be tracked in an org goal. The point is that out of all the KPIs you are tracking, you can only impact a handful - these should become your org goals; the goals that you want your whole company to focus on making a change.