Tailor specific targets to individuals, making clear where one member of staff’s responsibility ends and another’s begins. Individual targets should always be challenging, but attainable. Srikant Datar, from Harvard University, believes stretch targets emerge as a process of negotiation between the employee and the manager. As he says, your team members are likely to resent you if you insist on goals that are too challenging to accomplish. But if you are overly cautious, you will miss opportunities. Datar says that since employees are ultimately responsible for reaching their goals, they need to have a strong voice in setting them.
How to ensure employees buy in to targets.