Aligning work goals and values
Successful professiona
Successful professional people apply the l people apply the goal setting and planning process to their goal setting and planning process to their workwork life as well as their personal life.
life as well as their personal life. To do this,
To do this, you need to consider the alignment of goals and you need to consider the alignment of goals and the values that underpinthe values that underpin those goals. That
those goals. That is, personal, team and is, personal, team and broader organisationabroader organisational goals and l goals and values shouldvalues should complement each other. In this way t
complement each other. In this way the desired outcomes are more easily reached.he desired outcomes are more easily reached. Organisational aims and goals flow from the organisation’s mission statement and Organisational aims and goals flow from the organisation’s mission statement and strategic plan. Problems can arise if your
strategic plan. Problems can arise if your goals and values are in conflict with goals and values are in conflict with those ofthose of the organisation.
the organisation. It is
It is also important to align personal goals and values with organisational goals andalso important to align personal goals and values with organisational goals and values. For example, a person who values personal or community health might choose values. For example, a person who values personal or community health might choose not to work for a tobacco company, and a person who values the natural environment not to work for a tobacco company, and a person who values the natural environment and ecology might choose not to work for a mining company.
and ecology might choose not to work for a mining company.
Further resources: Personal goals and
Further resources: Personal goals and valuesvalues
Worrall, D 2013,
Worrall, D 2013, Goal setting that works — aligning goals Goal setting that works — aligning goals and values,and values, Worrall & Associates,
Worrall & Associates, 19 July, viewed 13 March 2017,19 July, viewed 13 March 2017, <
<http://www.diworrahttp://www.diworrall.com.au/lell.com.au/leadingchangeadingchangeblog/item/31blog/item/31-goal-setting--goal-setting-
that-works-%E2%8
that-works-%E2%80%93-align0%93-aligning-goals-aing-goals-and-valuesnd-values>.>.
4
4
Professional Professional developmentdevelopment
Professional developm
Professional development involves planning ent involves planning and the active and the active managemmanagement choice ofent choice of your career.
your career.
4.1
4.1
Understanding Understanding your your work work rolerole
A job description is
A job description is the typical way most people understand their the typical way most people understand their organisationorganisational role.al role. Without a job description it is difficult for a person to properly commit to, or be held Without a job description it is difficult for a person to properly commit to, or be held accountable for, a work role. This is
accountable for, a work role. This is especially so in larger organisations.especially so in larger organisations. A job description usually defines
A job description usually defines a person’s:a person’s:
•
• organisationorganisational al rolerole
•
• qualifications qualifications or licenor licensing rsing required fequired for the or the rolerole
•
• the knowledthe knowledge, skills ge, skills and exand experience perience required forequired for the r the rolerole
•
• job job responsibilitiesresponsibilities
•
• reporting reporting lineslines
•
Job descriptions are
Job descriptions are important for:important for:
•
• organisationorganisational al planningplanning
•
• determining determining training training requirementsrequirements
•
• identifying identifying and and selecting selecting job job candidatescandidates
•
• salary salary determinatiodeterminationn
•
• clear understandclear understanding of jing of job expectaob expectations and thutions and thus a harms a harmonious woronious working environmenking environmentt
•
• outlining boutlining benchmarks enchmarks or meor measures fasures for job or job performancperformancee
•
• a reference a reference for any for any disciplinary mdisciplinary measures, in theasures, in the result of e result of conflict oconflict or disputes.r disputes.
Further resources: Job descriptions
Further resources: Job descriptions
•
• Fair Work OmbudsmFair Work Ombudsman templaan templates, including tes, including job descjob description templatription templates,es,
viewed 13 March 2017, viewed 13 March 2017, <
<http://www.fairwhttp://www.fairwork.gov.au/aork.gov.au/about-us/policibout-us/policies-and-guides/tees-and-guides/templatesmplates>>..
•
• Job Job descriptions, descriptions, viewed viewed 13 13 March March 2017,2017,
<
<http://www.businesshttp://www.businessballs.com/jballs.com/jobdescription.htmobdescription.htm>.>.
4.2
4.2
Key Key performance performance indicatorsindicators
KPIs are job performance measurements, metrics or benchmarks. As Marr (2013a) KPIs are job performance measurements, metrics or benchmarks. As Marr (2013a) writes: ‘KPIs are vital
writes: ‘KPIs are vital navigation instrumennavigation instruments used by ts used by managers and leaders tomanagers and leaders to understand whether they are on
understand whether they are on course to success or not’.course to success or not’. Effective KPIs are closely
Effective KPIs are closely tied to tied to corporate or organisational strategic objectives.corporate or organisational strategic objectives. For example, if a company wishes to increase the
For example, if a company wishes to increase the number of customers by 10% in tnumber of customers by 10% in thehe forthcoming year, sales staff may be required to prospect for
forthcoming year, sales staff may be required to prospect for customers in new marketscustomers in new markets or increase their cold
or increase their cold calling by a similar percentage in order calling by a similar percentage in order to achieve the overallto achieve the overall organisationa
organisational l target.target.
KPIs may be derived from competency standards, job analysis, business targets or KPIs may be derived from competency standards, job analysis, business targets or budgets. They might be
budgets. They might be agreed with by your managers, colleagues, team members oragreed with by your managers, colleagues, team members or other stakeholders.
other stakeholders.
Further resources: KPIs
Further resources: KPIs
•
• Mind Mind Tools Tools n.d., n.d., ‘‘Performance management and KPIs’ Performance management and KPIs’ , Mind Tools,, Mind Tools,
viewed 13 March 2017, viewed 13 March 2017, <
<https://www.mindhttps://www.mindtools.comtools.com/pages/arti/pages/article/newTMM_8cle/newTMM_87.htm7.htm>.>.
•
• Marr, B Marr, B 2013a, 2013a, ‘‘The 75 KPIs every manager needs to know’,The 75 KPIs every manager needs to know’, LinkedIn,LinkedIn,
5 September, viewed 13 March 2017, 5 September, viewed 13 March 2017,
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1
1
4.3
4.3
Training Training and and professional professional development development planplan
Any financial services industry professional needs to be committed to a
Any financial services industry professional needs to be committed to a program ofprogram of lifelong learning. This includes keeping up to date with the latest industry trends and lifelong learning. This includes keeping up to date with the latest industry trends and developments, and changes that occur in the products offered by
developments, and changes that occur in the products offered by various lenders.various lenders.