Step two
The second step must be conducted one-on-one with the employee. The employee is given a sheet of paper with a large circle on it. The manager asks the employee to divide the circle into wedges like a pie. The entire pie equals a 40-hour workweek. Each wedge represents a block of time during the week that is used to perform a particular task or responsibility. A very small wedge might represent the 1 hour a week that the employee spends on completing expense reports. A larger wedge might represent the 6 hours a week spent in internal meetings. A wedge twice that size represents the 12 hours a week spent on phone calls with customers. Be sure the employee does this exercise in pencil, as he or she will probably make lots of changes. Encourage the employee to just make a best guess and not
to worry about an exact representation of his or her week.

After the pie has been completely divided up, set it aside. Tell the
employee that you will be getting back to it at a later time, but for now you want to switch tracks.

Step three
Bring out the departmental goals and objectives, and ask the employee to review them with you again. Ask the employee if she or he sees any of these goals and objectives as being particularly challenging for the team. After much discussion, ask the employee to take the departmental goals and create her or his own goals for the next year, using the SMART model. Ask the employee what portion of each departmental goal he or she is willing to take responsibility for. For example, if your department of three sales representatives
is charged with adding at least 10 new accounts a month, a good
response from the employee would be that he will be responsible for adding 4 of those accounts. On the other hand, if your goal is to increase revenue by 20 percent, every employee will need to commit to increasing the revenue he or she brings in by 20 percent or more. If the goal is to have only 3 out of 50 data input sheets returned because of errors, a manager would hope that an experienced employee would set a personal goal of only 2 out of 50, since new hires are likely to have more errors than average.

After the first goal is complete, create an individual goal for each of
the remaining departmental goals. Add any personal or professional development goals that you think are appropriate.

10.Taken From: 201 Ways to Turn Any Employee Into a STAR Performer