Goal Setting Talks

The energy change documents, which contain catalogs of measures to reduce energy use developed from the facility and production staff within the above-mentioned workshops, will be reviewed by members of the energy awareness planning committee and (direct) superiors to align them with the corporate vision and agenda agreed on within the energy audit (Section 3.3.1.2) through upper/top management. Eventually, specific information or interests from the pre-analyses and energy audits contradict with the change documents, which would have to be considered and make adjustments necessary. The newly developed energy change guidelines (specific to departments and product lines) will then have to be discussed with each individual employee within goal-setting talks.

The goal- setting talks allow each employee and the direct superior to discuss not only past efforts but especially expected performances related to energy conservation in the future. The core process of this instrument is the agreeing on and setting of concrete goals for the next term. These goals need to be worked out in a participative manner, having the focus on the employee, his/her thoughts, comments, and ideas. This approach and the writing out in form of a contract increases the commitment and the willingness of the particular employee to regard and implement agreed goals (see also [42]).

Further, goals should be phrased according to the SMART) Formula, which is highly recognized in operational practices )43] . Each letter of the formula represents specific advice, which should be followed while developing goals (see Figure 3.6 ).

In relation to energy awareness and conservation, the ultimate goal: to reduce the use of energy, an overall and very vague goal, has to be broken down into many particular sub-goals. These sub-goals need to correspond with the information and ideas on how to save energy stated in the change documents and enhanced guidelines (see Section 3.3.2.2). They also have to be formulated in compliance to the SMART-Formula and its recommendations.

A sub.goal could be for example, the switching off of production machines instead of keeping them on standby to reduce energy spending. First, it has to be (S)pecifically defined what the goal is and what to do to accomplish it. The specific machines need to be named, the sub-goal stated and the instruction given to turn off the machines by pressing the power button, when not in use. One possibility is to set a particular and challenging amount of kilowatt hour (kWh) to be reduced, which could be calculated according to minutes and hours per day when the machines are not running. This goal-setting can make sense, if it does not

(significant, precise & distinct)

(for screening of process)

D

Ambitious (challenging)

(reasonable and relevant)

(concrete and fixed period)

Figure 3.6 SMART-Formula for goal-setting.

Figure 3.6 SMART-Formula for goal-setting.

contradict with the desire to have the production line work as much as possible and exact numbers are available. In this case, it is more useful to aim at for example, 80% switch off of the time the machines are not producing, which can easily be (M[ easured as well as communicated via technical feedback. The 80% should be (A[ mbitious because difficult goals lead to greater achievement [26]. However, a 100% switch off is not (R)ealistic because idle periods might not be long enough so that shutting the machine down would not be reasonable. Further, realistic and achievable goals (according to individual performance potentials) are important because tasks that are too difficult can lead to less commitment to attain them [26], de-motivation and even resignation due to high levels of pressure and performance anxiety (e.g., [24]). If people are assigned to tasks that exceed their abilities, it is sometimes better to urge them to 'just do their best' [44] than setting specific performance goals. Nevertheless, a concrete and fixed (T)imetable has to be provided (80% every day, week or month) to be able to control the progress and celebrate the achievement of the goal.

This procedure has to be executed through the employee and the direct superior within the goal-setting talk for any sub-goal and fixed in the goal agreement document (see Figure 3.7).

The goal agreement document could be signed by both parties to give it the appearance of a real contract, which will increase the commitment and the willingness of the specific employee to be concerned about and reach the agreed goals. It is also the foundation of the evaluation within the next goal talk after a year. Each goal has to be compared with the current performance and target numbers; however, specific circumstances should be accounted for as well (order situation, workload, stress due to absence of coworkers etc.). Yet, to be able to evaluate, it is necessary to have previously established control processes and feedback mechanisms for comparison (see Section 3.2.5 and [26]).

Employee

Name. Given Name: Position:

Goal Ag reement Docu ment 2008

Supervisar

Name. Griten Wane: Position:

Employee

Name. Given Name: Position:

Goal Ag reement Docu ment 2008

Supervisar

Name. Griten Wane: Position:

Goal No.

Goal Description:

Goal Achievement Criteria

Deadline

Requirements, Participants

Status

The goal wl be exeeded when

The goal wi be achieved when...

The goal wil be partly achieved when...

The goal wil not be achieved when,,,

Goal CheckUp: fin

shed: Implemertation success full critical: ImpJ em entation critical open: Goal not yet achievedjmplemertaticfi not critical

Figure 3.7 Example of a Goal Agreement Document [43].

Figure 3.7 Example of a Goal Agreement Document [43].

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