Specifi c:
Goals should be simplistically written and clearly state what you are going to do. “Specifi c” is the What, Why, and How of the S.M.A.R.T. model.
Measurable: Goals should be measurable so there is tangible evidence that the goal is accomplished. The entire goal state- ment is a measure for the project, but there are usually several short-term or smaller measurements built into the goal.
Achievable:
Goals should be defi ned well enough that they are achievable, but they should stretch the employee slightly so he or she feels challenged. The em- ployee must possess the appropriate knowledge, skills and abilities needed to achieve the goal.
Results: Time:
Results should be focused and have measureable outcomes, not activities.
Goals should be linked to a timeframe that creates a practical sense of ur- gency, or results in tension between the current reality and accomplished vision of the goal. Without such ten- sion, the goal is unlikely to produce a relevant outcome.
Here are 2 examples of goals that might be appropriate for a ranch hand. Example 1:
By Aug. 1, 2015, develop an equipment maintenance schedule so that the use- ful life of trucks, trailers, tractors, and implements can be extended.
Example 2: During March and April of 2015, iden- tify cows in heat with 95 percent ac- curacy so estrus can be synchronized.
A job performance review should be conducted be- tween the employee and supervisor, at least annually
106 The Cattleman March 2015
and preferably every 6 months, during which both parties evaluate progress against goals. The supervi- sor compliments the employee on goals that are being reached successfully and suggests areas where improve- ment is needed. An important part of a job performance review is the employee evaluating the supervisor on his people management skills. Methods of improving relations between the parties are also explored.
Follow a 5:1 ratio with feedback to employees — 5 positive comments for every 1 negative comment.
Proper frequency of job performance reviews is de-
termined by how well the employee is executing their job responsibilities. If needed, job performance reviews might be conducted quarterly or more frequently. Fre- quent reviews usually occur when job performance is poor and the employee is in danger of being dismissed.
Motivate employees You will keep the right people as long as they stay
motivated, and employee engagement in the operation is necessary for motivation. “Engagement is a persistent, positive, motivational
state of fulfi llment in an employee, characterized by vigor, dedication and absorption,” says Rhoades. “A mo- tivated employee thinks, ‘this is a great place to work because they expect you to perform like you own it.’” The employee’s participation in the planning pro-
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