Writing Performance Objectives for Job Components:

A Brief Tutorial
Under the State of Missouris PERforM employee appraisal system, each
employee must have at least one (1) performance objective for each of the
five (5) across-the-board performance components used to evaluate all
employees. Supervisors and managers have three (3) additional
components.

This brief tutorial provides descriptions of the PERforM job

components, and information and steps to consider when
creating employee performance objectives for each
component.
Employees:
State employees (regardless of job classification) will be rated
on 5 specific job components.
1. Knowledge of Work
2. Quality of Work
3. Situational Responsiveness
4. Initiative
5. Dependability
Supervisors/Managers:
In addition to the 5 components listed above, individuals
designated as supervisors or managers by their agency will
also be evaluated on the following 3 components:
1. Performance Planning and Documentation
2. Leadership
3. Management Skills

For more information, contact:

State of Missouri
Office of Administration
Division of Personnel
www.perform.mo.gov
Job Components for Employees
Knowledge of Work Guidelines for Developing
Definition: Performance Objectives:

The employees technical knowledge of Successfully complete formal

job functions they are required to training sessions and fulfill
perform and the general understanding prescribed continuing education
of the policies, procedures and requirements.
processes as they relate to the overall Train other staff on policies and
mission of the organization. procedures or use of equipment.

This component should also address the Obtain required certifications or

employees ability to obtain new skills licenses.
and further develop his or her existing Use expertise to make a work
skills through attending and successfully process more efficient by reducing
completing optional or required training costs, reducing lead times and/or
as well as the employees ability and improving accuracy.
willingness to share knowledge with
team members. Be aware of and use available
resources to find answers,
solutions and ideas.

Guidelines for Developing

Quality of Work Performance Objectives
Definition:
Ensure projects are completed on
Addresses the level of accuracy and time.
proficiency with which the employee
Day-to-day activities occur as
completes assigned work.
scheduled.
Work products (e.g. reports,
registrations, inspections, etc.) are
complete, accurate, timely and
understandable.
Reduce workplace injuries.
Reduce incidents of
client/resident/inmate abuse and
neglect.
Assessment of the consequence
of errors upon operations, reports,
service delivery, etc.

Dependability Guidelines for Developing

Definition: Performance Objectives:

This component addresses the Meet prescribed project deadlines

employees ability to complete as assigned.
assignments accurately and on-time, as Responds to inquiries (calls,
well as the employees ability to follow emails, etc.) in a timely manner.
required procedures and guidelines.
This area may also be used to assess Arrives to work on time/minimizes
the employees attendance for unscheduled absences.
attendance-sensitive functions. Schedules sick and annual leave
responsibly--does not abuse sick
leave.
Employee Job Components (Continued)

Situational Responsiveness Guidelines for Developing Performance

Definition: Objectives:

This component addresses the Responds to/tracks customer

employees skills and abilities to complaints/concerns.
respond to internal and external Maintains appointment schedules
stakeholders, develop and maintain to reduce wait times.
effective relationships, respond to
inquiries and circumstances as Effectively communicates with
necessary, as well as the employees family members of
ability to tolerate stressful situations, clients/residents/inmates.
adapt to changes and remain alert and Exhibits a willingness to work in a
aware of his or her surroundings. This team.
includes the employees proficiency
and accuracy of written and verbal Communicates openly and
communication, as well as the honestly with superiors, peers and
employees ability to maintain the subordinates.
correct balance between tact and Actively listens to new ideas.
firmness.
Understands and values diversity
Objectives for this component can vary in the workplace.
depending on the focus of the
particular position. This component Maintains a professional attitude
encompasses the performance related when receiving new assignments.
accomplishments and problems Remains calm in tense situations.
typically associated with the
employees work attitude and Delivers negative feedback in a
demeanor that can often be difficult to constructive and private manner.
objectively evaluate on their own. Ability to shift focus based on the
priorities of the organization/team
This is the broadest component and
provides an opportunity to consider the Accepts constructive feedback.
employees ability to exhibit stability
Contributes and listens during
and consistency of performance under
meetings and group discussions.
pressure, challenge, opposition,
confrontation, heavy workload, criticism Remains cognizant of potential
and changing priorities. security issues.
Proactively addresses health and
safety risks prior to injuries.

Initiative Guidelines for Developing Performance

Definition: Objectives:

This component addresses the Seeks to assist team members and

employees ability and desire to actively supervisors beyond the regular
seek out new solutions, tasks, position requirements.
opportunities or development that Looks for opportunities to improve
improve the organizations ability to processes that lead to reduced
accomplish its mission in a more costs, reduced lead times and/or
effective and efficient manner as well as increased accuracy.
improve the employees value to the
organization by furthering his or her own Acts independently without specific
professional development. instruction, as appropriate.
Remains results oriented, where
applicable.
Notices problems and develop
options for potential solutions.
Additional Job Components for Supervisors
Performance Guidelines for Developing Performance Objectives:
Planning and Performance appraisals of direct reports are
Documentation completed on time.
Definition: Distribution of performance rating scores of all
direct and indirect staff conforms to the
Addresses the employees guidelines indicated by policy.
ability to ensure adequate
supervision of his or her staff, All employee responses to performance ratings
with a primary focus on the are addressed within established timeframes.
accuracy, completion and
Performance objectives are clearly
communication of the
communicated to employees at the beginning of
performance planning and
each appraisal period.
appraisal process.

Leadership Guidelines for Developing Performance Objectives:

Definition:
Clearly communicates directions but allows
Addresses the employees staff to complete assigned work.
ability to effectively motivate,
direct and enhance the Delegates effectively.
performance of staff. Provides a motivating atmosphere that
encourages direct reports, peers and other
team members to perform successfully.
Identifies and provides professional
development opportunities for staff.
Does not avoid necessary unpleasant
discussions and actions.

Management Skills Guidelines for Developing Performance Objectives:

Definition:
Clearly assigns and identifies areas of
Addresses the employees responsibility for all staff.
ability to oversee a process or
Sets clear objectives and measures.
project; the ability to organize,
plan and strategize; exhibit Monitors processes, progress and results.
judgment and independent
Clearly sets and communicates priorities.
discretion; and use resources
effectively. Makes timely and consistent decisions that lead
to favorable results.
Probes multiple sources to obtain answers.
Objectively evaluates data and information
without allowing expected or desired outcomes
to bias analysis.
Effectively manages time of self and others.
Avoids duplication or redundancies of work.
Regularly seeks out opportunities to reduce
operating costs without decreasing services.
Ensures staff is able to obtain necessary
supplies, equipment and training to perform
effectively.
Determining
Performance Objectives Be SMART.
for Job Components Many supervisors (raters) find it helpful to remember SMART criteria
when writing their objectives:
While performance components describe
major areas of the employees job, Specific means that an observable action, behavior, or achievement
performance objectives describe the level is described. It can also mean that the work relates to a rate of
of performance the employee is expected performance, frequency, percentage or other number. The objective
to achieve for each component. should be specific about the result not the way it is achieved.
Establishing the correct objectives for
each component is critical to the Diagnostic Questions:
employees success and the PERforM What exactly is the employee expected to do?
process. What strategies, rules, processes, guidelines, etc. will be used?
Is the objective well understood?
Types of Objectives Is it clear who is involved?
Is it clear where this will happen?
Routine Objectives
Routine objectives are based on tasks or Is the outcome clear?
assignments the employee is expected to Will this objective lead to the desired outcome?
do on a regular basis. These objectives
are generally consistent from one Measurable means that a method or procedure must exist to
appraisal period to the next and part of assess and document the quality of the outcome. Some work is
the employees day-to-day work process. measured easily; in other cases, behaviors or results may need to be
verified or observed.
Project Objectives Diagnostic Questions:
Project objectives may change with each
appraisal period (i.e., special projects). What measurement will indicate the employee has successfully
These objectives are based on specific completed, or continues to meet the objective?
assignments to be completed or meet a Can these measurements be obtained?
specified stage of completion during the
appraisal period. Attainable means that the objective must be realistic. The best
objectives require employees to stretch to obtain them - but they
Developmental Objectives arent extreme. That is, the objective is neither out of reach nor below
Developmental objectives are chosen to standard performance. Objectives set too high or too low become
enhance the employees performance meaningless, and employees naturally come to ignore them.
and prepare the employee for future
positions and growth within the Diagnostic Questions:
organization. Can the employee accomplish the objective in the proposed timeframe
with the resources we have?
Routine and project objectives should always Do I (and the employee) understand any potential limitations or
be written to reflect performance at the level of constraints that could get in the way?
a trained, experienced SUCCESSFUL
Has anyone else done this successfully?
employee.
Realistic means that you (and the employee) have the resources to
Properly Written Objectives: get it done. The achievement of an objective requires resources such
Allow employees to understand what is as skill, money, equipment, etc.
expected of them from the beginning of Diagnostic Questions:
the appraisal period.
Do you (and the employee) have access to the resources (or skill)
needed to achieve this objective?
Enable the supervisor to more readily
observe, document and coach. If not, what steps can you and/or the employee take to obtain the
resources or skills?
Provide the employee a means of self-
Is it possible to achieve this objective?
measure.
Provide tangible means of clarification Time-bound means that there is a point in time when the work
if/when disagreements about work
objective will start or be completed.
assignments arise.
Diagnostic Questions:
Allow for an accurate comparison of
what was done to what was expected. When will this objective be accomplished?
Is there a stated deadline?
Writing
Performance Objectives FORMULA
for Writing Performance Objectives:
StepbyStep Action Verb Object
[Do] [what] [to what standard]
1. Spend some time initially thinking about the Optional
organization, your teams mission and employees. [under what conditions]
What processes need improvement?
What are the developmental needs of the people you Example:
supervise?
What needs to get doneand who needs to do it? Develop [action verb] performance objectives for
John and Susan [object] by July 1 [time standard],
2. Think about the person (and the position) the which follow the SMART formula [quality standard]
objective/s will apply to. and comply with the guidelines for the new
PERforM system of employee performance
What additional information do you need (i.e., appraisals [conditions].
position description, previous appraisals, notes
from discussions with the employee, etc.)?
Examples of Performance Objectives for
3. Think about the first component (Knowledge of Work) Office Support Positions
and draft the first objective.
What does the objective address (a routine job function,
special project, development goal, other)? Transcribe monthly invoices into database with 100%
How does the objective apply to the job component? accuracy within three days of receipt.
Invoice applicable agencies for specific services,
4. Now that you have something down on paper, think check invoice for accuracy, mail invoice to
department for payment within three days after
about why the objective is needed. product delivery.
What results does it produce? Print and send records/invoices within two working
What outcomes will it have? days upon request from the agency and/or employee.
What effects will be created? Proofread documents received from your supervisor
or unit staff within two days of receipt and produce
final document with no errors.
5. Why are those important? If necessary, modify the
Make travel arrangements within 24 hours of
outcome to emphasize results instead of activity.
receiving lodging/car request from your supervisor or
staff member.
6. Next, think about ways of measuring the work you
Create Monthly Performance Measures, Goals &
have begun to specify in the objective. Outcome Report without error following unit
How can you tell whether or not the work or results guidelines by the 10th of each month.
occurred? Respond to employee inquiries, complaints and
What is the measure of those results Quality? concerns immediately; notify supervisor by the end of
Quantity? Speed? Accuracy? Frequency? etc. workday or sooner when issues cannot be resolved.
Prioritize work assignments each day to ensure all
7. Go back to your objective does it include a deadlines are met in a timely manner.
measure? Conduct weekly checks of office supplies, and
request purchase of items as needed.
8. Think about the timeframe in which the objective Assemble meetings rooms as directed before and
(work) is to be accomplished and specify deadlines, after each meeting, according to guidelines.
timeframes, due dates, etc. as needed. Prepare notice of agreement following established
procedures for all contracted and agency specific
9. If you think it will help, ask your supervisor what he or deliverables within two days after verbal agreement.
she thinks the objective means and/or ask the Distribute incoming mail by 2 pm and take outgoing
employee who is to be accountable for meeting the mail to mailroom by 4 pm each day
objective what he or she thinks it means. Notify your supervisor three days in advance of all
anticipated absences not related to health
10. If you believe there is any room for misinterpretation, emergencies.
rewrite the objective again.