Setting Goals

Setting Goals

GOAL SETTING AND YOUR STORE PERFORMANCE.
A full review of the Supermarket will provide the necessary information to identify where to put resources to the best use.
Sets the stage for a positive change in how the store operates, discovers and attacks weaknesses and encourages action in a disciplined way.
Creates ideas which are task focused, looking forward toward a target with the right attitude instead of looking back in a critical way.
Goals eliminate confusion among employees, the “how” becomes the focus rather than the why.
Goal setting helps establish the plan, it is the first step in the process, making the plan helps achieve the goal.

To measure results you have to have a benchmark or goal, people cannot perform to their fullest if they result required is not defined.
It is very important that ALL employees know what is expected of their department so they can set individual goals for themselves within the big picture.
They will never know how to get, or whether they have gotten there, if they do not know the objective at the beginning.

Goal Setting Tips
1) Specify a single KEY result to be accomplished , because our goal is the end result of our efforts, it is what the plans will be designed to achieve, it should be a SINGLE, CLEAR OBJECTIVE.
2) Be as specific as possible, state very clearly what is to accomplished and in what time frame.
An example might be increase gross profit in the Produce Department by 1% by [Date]

GOALS AND RESPONSIBILITY
Goals need to be related to the store or department manager who has the responsibility and authority to implement actions necessary to reach the goal.

GOAL EASILY UNDERSTOOD
The object of the exercise must be fully understood by the manager and ALL employees involved, the meaning of the target must be interpreted in the same way, if the manager sees the goals one way and the employee(s) another confusion will result.

REALISTIC AND CHALLENGING
In order to have any chance of success goals need to be realistic, managers and employees will see right away if they are not, however, they must be challenging, making goals too easy to attain will not stimulate the necessary thinking and affect future goal setting.

GOALS AND IMPROVEMENT
Setting goals, unless they will improve the performance of the store or department, is an exercise in futility.
It will waste time, talent and effort with no expectation of a positive return to the store or department.

GOAL ATTAINMENT RESOURCES
The best, and easiest, way to get suggestions for improving performance is usually close at hand in the form of employees already working in the store or department.
Managers will find that employees familiar with everyday operations will, under the proper conditions, be willing and capable of providing ideas on how to improve performance.
The “proper conditions” in this scenario means a thorough briefing and clearly written plans available to all employees.
When employees feel involved in a project, when their ideas and suggestions are discussed openly, in a team atmosphere, they will feel a strong commitment to perform.
SUMMARY OF A WELL DEFINED GOAL
1) ONE SPECIFIC RESULT
2) MEASURABLE
3) INDICATED AS AN END RESULT
4) ACHIEVABLE BUT CHALLENGING
5) MANAGEMENT COMMITMENT
As a test…which of the following contain the above 5 criteria.
A) To increase gross profit in the next period
B) Reduce payroll from 10% to 9.25%
C) Increase sales in meat
D) Reduce shrink in produce
E) Improve customer service
F) Build more attractive displays
G) Improve meat case display

ACTION PLANS
For best results action plans should be detailed and written weekly.
For example, if part of the meat department action plan is to clean the meat case on a regular basis part of the plan should address:
1) What problems might arise, i.e. too much water on fans could short circuit.
2) Who will be the responsible person(s)
3) When it will be done
4) Anticipated time frame
5) What is meant by “regular cleaning”
The plan could state:
Meat cases will be cleaned every Monday at 6:am by Jim and Joe, using approved cleaner in pail and brush, no water under pressure to be used to protect seals and prevent short circuiting the fans.
Anticipated time is 90 minutes.

Writing good action plans let every employee know what their part will be and will eliminate confusion.
STEPS TO TAKE
1) Examine the situation and select the method, this means talking to other people close to the situation and making a decision on the way to accomplish the task
2) By talking with employees, explaining your thoughts and getting their feedback it is more likely they will support you.
3) The Plan must be written in a clear and simple format, although simple, this is usually the most difficult part.
4) Plan review is extremely important, decide if it will attain the goal and if it is doable.
5) Putting plan into action is where it all begins, the road map to the target.
6) Follow up daily by store/department manager to observe the progress of the plan and ensure it is being followed is extremely important.

These plans state specific things to be done, who will do them and how they will be accomplished.
1) They should be put together by management and/or ownership
2) They should be designed after careful consideration
3) Be specific
4) Indicate how they will be done
5) State who will do them
6) Indicate start and end dates
7) They should be monthly or quarterly
8) They should state intended results
9) They should always be in writing

WRITING THE PLAN
These plans are an important part of Supermarket operations, they should be reviewed weekly as to the progress.
The action plan “form” should be designed as QUARTERLY with Monthly sub goals.

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