July Blog: Workforce Connector

Goal setting in the workplace

Goal setting is one of the most important parts of workforce progress. Goal setting occurs when an individual employee and or an entire workforce devotes time and energy to achieve something. Workplace goal examples are increasing DEI in a certain department, coming up with a new marketing campaign, creating a new product, and finding new investors. There are long terms goals and short-term goals that companies can create with their workforce. Long-term goals help the company stay focused for a longer period of time. Short-term goals help the workforce break up steps to achieve long-term goals and measure progress along the way. Both are essential for goal setting.

Goal setting is very important to workplace production because it helps give every employee a reason to come into work and do their best every single day regardless of their position in the company. Employees that don’t see a reason to come into work and put in their best effort to do their job, will just get sloppy and the company will suffer greatly.

American poet Bill Copeland wrote,

“The trouble with not having a goal is that you can spend your life running up and down the field and never score.”

To make sure all the employees know what the company goals are for the fiscal year and or the period of time, top management can do a number of things. The company can create visuals that show progress towards the goals set as a company. Top management can hold regular meetings within the workforce to make sure everyone is being held accountable for the progress and make sure everyone is on the same page. Since each employee has their own part to play in progressing towards company goals, top management can also meet with each employee individually to discuss short-term and long-term goals the employee has.

High Renaissance Italian sculptor, painter, architect, and poet Michelangelo wrote,

“The great danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.”