V2R can be used to assign all types of goals. One of the most powerful benefits of using V2R to achieve "No Excuses" Strategy Execution is because all diverse strategic initiatives are assigned to and summarized for each associate in an organization. Instead of each associate having to search around disparate company databases to locate their assigned responsibilities, V2R summarizes their goals on the company's custom tailored Goal Card.

The following section provides samples of some of the common goals that can be assigned in V2R. In V2R not only are all goals treated the same, but the goal weighting and automated assessment process summarizes each associate's current level of performance and clearly indicates opportunities for improvement.

Project Goals
Project Goals are typically assigned to the Project Manager (PM) for all strategic projects that have been approved and launched. The PM is responsible for assigning a milestone for each project team member and optionally for each major phase gate in the project.

The PM uses the powerful V2R Manage-By-Milestone (MBM) capability to drive associate level accountability to each project team member. Using the MBM capability, the PM and each project team member documents and shares their performance related comments on contributions made to the project.

At the completion of a project, the PM is responsible for rating the performance of each project team member based on the overall success of the project. Typically the overall project rating is adjusted up or down by the PM to recognize the individual contributions made by each project team member.

Job Description Goals
Each associate should have a Job Description goal. The Job Description goal is used to assign responsibility to each associate for the routine duties they are responsible for on a day-to-day basis. Other specific goals will be assigned to each associate for the non-routine responsibilities they will be held accountable for throughout the year.

Each associate's existing job description should be reviewed for accuracy. A new goal should be set up in V2R with the same job name that appears on the updated job description.

The goal description should be the same as the highest level job description. Milestones should be set up to mirror all aspects of the updated job description. These detail milestones clarify all of the job's responsibilities and form the basis for bosses and stakeholders to hold the associate accountable for performing their routine assigned jobs.

The weight of an associate's Job Description goal is based on how much impact their routine job responsibilities support the organization's strategy vs. other project and task goals they are also assigned. Jobs that are very routine like direct supervision should be assigned a relatively high Job Description goal weight. Project based jobs will be assigned more project based goals. These project based goals should be assigned the appropriate weights that conversely can't be assigned to the Job Description goal.

Assignments
Assignments are similar to projects, but do not require a project team or a project manager. Assignments can be thought of as a one person project. Assignments also fall outside the scope of the job description goal.

A real advantage of the V2R "No Excuses" Strategy Execution process is the credible performance feedback available to all associates. Performance feedback is a by-product derived when associate level accountability is achieved. Continuous improvement occurs when developmental opportunities are identified from the performance feedback and then turned into assignments. These assignments hold individual associates accountable for specific developmental opportunities.

Behaviors
Behavioral goals are similar to Assignments, but often the same desired behavior is assigned to many different associates. The 360 Degree or Multi-Rater Feedback process still used by some organizations today includes good examples of typical behavioral goals.

A huge flaw with the Multi-Rater Feedback process was allowing associates to select their own raters. Most associates would pick their buddies rather than their real stakeholders so the feedback was often distorted. A real advantage of assigning V2R behavioral goals is the ability to assign stakeholders. Stakeholders represent confirmed BasPac relationships including boss chain (Bas) and value chain (Pac) business relationships that are both internal and external to the organization

A second flaw with the multi-rater process is that half the time the behavioral feedback had no impact on the performance review process. Many touchy feely HR types didn't want to mix the two. Behaviors are treated just like any other rated goal in V2R. Rating of behavioral goals will have the same impact on the associate's performance as any of their other assigned goals. If changing an associate's behavior is important, they certainly should be held accountable for doing so.

A third flaw was that a standard set of behaviors was often assigned to a similar group of associates whether they needed development or not. Assigning unnecessary behavioral goals dilutes an associate's focus from strategic goals that are critical to the organization's success. Therefore, only behavioral goals should be assigned to associates that really need to improve specific behaviors.