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Knowing how to set organisation goals and align them with personal goals can increase productivity, impact, and employee motivation.

Organisation goals don’t always have to reflect the personal goals of the employees, nor those of the owners or management. However, if a Charity’s staff members think that their work doesn’t provide them with benefits or growth, their productivity and outputs may suffer.

A good leader and manager needs to have the Charity’s interest in mind, as its purpose stands above that of an individual. However, that becomes impossible when members don’t feel valued.

Setting the organisation goal under employees’ personal growth and plans will help them reintegrate into the office and keep productivity and morale high. These are some of the most effective methods for workforce alignment.

Tip #1. Know the Mission and Vision

The Charity’s vision is the goal and the purpose behind its existence. It serves as an imperative and puts the organisation as a timeless entity that solves a particular problem in society. The Charity’s mission, on the other hand, is the way it operates and how it plans to achieve the vision.

Keeping the mission and vision statements clear and easy to remember helps ground the employees, as well as the leaders, allowing them to become part of a well-oiled machine that provides the best service possible.

Tip #2. Make Goals SMART

In the organisation dictionary, the goals need to be SMART:

●       Specific

●       Measurable

●       Achievable

●       Relevant

●       Timely

Ensuring that all Charity goals and mission statements abide by these measures allows management to have an easy overview of how employees and the various departments perform against expectations.

SMART goals benefit from being easier to break down into component pieces, allowing for more straightforward task allocation, management, and reporting.

Tip #3. Focus on Goals Rather Than Incentives

Providing workers with incentives doesn’t give them a lasting benefit or change their way of operating within the Charity. These temporary solutions usually only hurt long-term performance and productivity by enforcing a culture of coercing employees to finish work to receive a reward.

Furthermore, incentives that are not worth the apparent effort will hurt the Charity’s standing as a worthwhile employer and may put off future clients. Upper management can also hurt impacts if they dole out incentives for tasks that should be the norm.

Tip #4. Ensure a Good Cultural Fit

Employers have the final say on the formalization of Charity culture and statement. And employees who don’t align with these goals won’t further the Charity’s vision and may clash with management.

Properly vetting candidates for important organisation positions will ensure their goals align with both the leader’s personal goals and the Charity’s mission statement.

For example, an interviewee that looks perfect on paper but lacks the teamwork needed for the role probably won’t relish a team environment.

The Endgame

A Charity’s goal is usually relatively clear: achieve the vision and make a profit. However, employees’ personal goals can be different and more complex and thus, will need to be tackled on an individual basis for the organisation to succeed.

With proper management, transparent communication, and a goal-oriented culture, any Charity can accomplish growth and align members with its vision.