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For downloadable PDF: Goalball Guidelines For screen reader friendly PDF version: Goalball Guidelines Goalball is the only team sport created specifically for the visually impaired. Designed by rehabilitation specialists after World War II, the sport has evolved into the premier team sport for people who are blind and visually impaired. It is currently played in nearly a.

For downloadable PDF:Goalball Guidelines
For screen reader friendly PDF version:Goalball Guidelines

Goalball is the only team sport created specifically for the visually impaired. Designed by rehabilitation specialists after World War II, the sport has evolved into the premier team sport for people who are blind and visually impaired. It is currently played in nearly a hundred countries around the world and is a featured part of the Parlaympic games. Unlike other team sports played in the Paralympics, goalball is not adapted from any other sport; it is a game totally unique unto itself. Because of this, the sport of goalball offers a high level of inclusion across the entire spectrum of disability classifications.

Object: to throw the ball down the court and into the opposing team’s goal (or across their goal line if no netted goals are present)
Number of Players: Six players total, three on each team
The Court: Volleyball-sized court that is modified with tactile markings (tape with string underneath).

Goalball is an adapted sport that can accommodate more than just athletes who are blind or visually impaired. Because of the requirement that all participants wear eye shades, goalball is a sport that can include many athletes while maintaining a level playing field. Sighted and visually impaired athletes can both experience the game on an equal footing. Other disabilities can participate as well with appropriate accommodations.

At the international level, all athletes who compete in goalball must be classified as legally blind. However, these requirements do not exist at the domestic level. Sighted players are welcomed at many local and regional tournaments, and The United States Association of Blind Athletes (USABA) allows athletes who do not qualify as legally blind to compete in their sanctioned competitions. As blindness is a low instance disability, it is highly recommended that schools and recreational programs include sighted and other athletes to promote competition and inclusion.

In a recreational setting, further modifications to the sport can be implemented to allow even those with physical disabilities to participate. For example: If an amputee athlete wants to participate, all players can be instructed to throw from their knees.

Additional Online Resources

Contributing Authors:United States Association of Blind Athletes, International Blind Sports Federation

Guideline Table of Contents
Training and Equipment
Competition and Rules
Grouping
Glossary
Safety
Resources

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When I first started managing people, I used to think the idea of setting performance goals was, well, rather silly. I just thought that employees were responsible for doing the work assigned to them and completing tasks in their queue. That was how my own bosses had approached employee performance, so I just thought that was normal. Fortunately, it did not take long for me to realize the value of the employee goal setting process. As I quickly learned, setting goals is the most effective way to define clear expectations and establish a benchmark for our staff’s performance.

People set goals every day, without even realizing it. We set goals for things like fitness and weight loss, we set goals to be in bed by a certain time, we set goals for our personal finances. At work, setting goals with your staff should be a collaborative process, and usually takes careful thought and planning on the part of the manager in order to do it well. While the goals themselves are just words, there are several more things you must do to really put the goals into practice and to drive performance. Here are the 8 employee goal setting best practices that I have learned since the first day I sat in the corner office.

1. Goals Should Start at the Top

The best way to get an entire organization rowing in unison and in the same direction is to line people up behind a common cause. If, for example, your top-level goal is to grow profit of the company by 5%, everyone in the organization should be able to identify what they are doing to either help grow sales or reduce costs. By flowing down goals and key themes from the top of the organization, you are linking the efforts and performance of every employee to the central mission of the entire company. Whether you have 10 employees or 10,000, a simple alignment of everyone’s actions to the select few strategic objectives is essential.

If your organization does not flow down goals and objectives from the top, create a simple goal flow down matrix for your immediate staff that identifies your team’s key areas of focus. Three or four key areas of focus is all you need. More than that and you are diluting focus!

2. Include Each of the Three Types of Goals for Every Employee

When you set goals for your staff, be sure to include at least one of each type of goal. The three goal types are:

Accomplishment Goals
Efficiency Goals
Development Goals

Accomplishment goals focus on what the employee achieves. Essentially, these goals focus on the results of the employee’s work. What percent of sales growth did he or she achieve? How many new products did the employee design? Here are two examples of accomplishment goals:

Publish 30 product analysis articles in the industry news letter by end of the year.
Submit at least 12 new business proposals per month.

Efficiency types of goals are linked to how the employee does their job. Employees may knock it out of the park in terms of output, but if it comes at the expense of the team’s morale or a negative customer experience, it can be a problem. Are they highly effective at writing software code, but poor communicators? Do they manage the financial books really well, but struggle with keeping organized? Here are examples of efficiency goals:

Reduce turn around time for sales proposals to below 8 days by the end of the second quarter. (focus on improved speed)
Improve team communication by holding weekly staff meetings in the first quarter. (focus on regular communication)

Finally, developmental goals, as the name implies, focus on an employee’s learning and growth. These goals should target things to help them become more well-rounded employees who can then contribute to the organization at a higher level. Some examples:

Organize and lead one lessons-learned meeting with the team per month.
Host a brainstorming session to gather team input and develop a new website design checklist by July 1.

In these examples, the developmental goals could be assigned to an employee to improve his or her leadership and communication skills.

3. Link Goals to Development… and Vice Versa

Organizations often have both a performance goal setting process as well as personal development planning process. Unfortunately, many managers make the mistake of separating performance goals from employee development entirely, treating them as independent activities.

Performance goal setting for your staff should closely align with the developmental needs of each employee, and vice versa. While goals should challenge an employee to perform, the challenge should not simply be in the form of an increased workload. Rather, challenge your employees with goals that also serve as a vehicles for learning and growth.

Similarly, the development plans you set for a given employee should also help them achieve their performance goals, where possible.

Here is a simple example of what this might look like:

Performance Goal: Assign the employee the task of making a presentation at an upcoming industry trade conference.
Development Plan: Send the employee to a public speaking course in advance to help them improve their public speaking skills.

Of course, having a specific development plan in support of each goal is unlikely, but find the areas of overlap wherever you can.

4. Setting SMART Employee Goals Is Key

The acronym SMART is often used in relation to goal setting. SMART, or Specific, Measurable, Achievable, Realistic and Time-Based goals are designed to provide a clear finish line. At the end of the performance management cycle, having clear, well-defined measures make it very easy to say that a goal was met, exceeded or not achieved. SMART goal settingis the best way to do this. Here are a few really simple comparisons to illustrate the difference.

Examples of Non-SMART Goals:

Improve sales for the company.
Submit new business proposals to customers.
Fill open roles for new employees.

Examples of SMART Goals:

Increase new video subscription services by 4% every quarter.
Submit 4 new business proposals to AvTech and win 1 new contract by end of the year.
Fill all 4 open job positions by 1 July, at a rate of 2 per quarter.

5. What About Stretch Goals?

Where appropriate, include at least one targeted stretch goal in your employee’s performance measures. Stretch goals are benchmarks that will push the employee to find solutions and ways to achieve a new level of performance. A stretch goal can be a stand-alone item, or just a higher measure of an existing goal. For example, if you give a sales manager a goal to reach $5 million in revenue that year, a stretch goal may simply be to reach $6 million.

However, don’t make the mistake that so many managers make: a stretch goal that simply asks an employee to work harder is not a goal. Instead, they should drive the employee to work smarter. Stretch goals should really challenge the employee to overcome an obstacle or development need in order to achieve the goal. Further, a stretch goal should push the employee in ways that it could prepare them for a promotion or a new role.

Be very careful in assigning and setting stretch goals and make sure you focus the objective on a specific development need for the employee. In our example above, a stretch goal of $6 million could target negotiation skills, and push the sales manager to develop their ability to secure higher priced contracts.

6. Employees Should Take the First Step…

Once the key areas of focus have been outlined for your staff, ask your employees to identify the ways in which they will each support the mission. When employees set their own measures, it involves them in the process and lets them set the bar for their performance. Further, by taking the first step in setting their own performance goals, employees can make a direct link between their efforts and how they contribute to the organization’s success.

Of course, you will likely want to assign additional measures to the employee (more on that in a moment), but if you simply assign all measures to the employee, you are eliminating them from the process. Personalized goals can have a powerful effect on things like accountability and morale – they created them, they own them!

7. Reviewing and Finalizing Goals with Your Employee

Before finalizing the goals for the upcoming performance period, sit down with each employee to review the measures they’ve created for themselves. This gives you and the employee a chance to discuss their objectives and to calibrate your expectations of them for the upcoming year. If you feel their goals were too “easy,” now is the time for a great coaching discussion on identifying new challenges and development opportunities. If the goals he or she set were a bit extreme, you can help temper expectations through the discussion. This is also the time for you to add any additional measures of achievements you would like the employee to strive for.

Ultimately performance goal setting for your staff should be an open and transparent discussion between you and the employee. Setting goals for the sake of goals is not the point. Rather, the intent here is to focus the employee on the central mission of the organization, but also to challenge the employee so that he or she can contribute at an even higher level next year.

8. The Best Frequency for Reviewing Goals Is…

Most organizations use a 12-month performance review. Even if you use a different time period, it’s always good to review an employees goals at least once per quarter, or every three months. Far too often, both managers and employees will set the goal at the beginning of the year and only revisit them just before it’s time do conduct performance reviews. We are all guilty of it.

A three-month goal check-up provides both an ideal amount of time for the employee to have made some strides towards achieving the goal, as well as enough time for circumstances to have changed should a redirect be needed.

Once per quarter, during your one on one meetings, discuss the status of the employee’s goals. Three questions to ask when discussing the status of the employee’s goals are:

Are there any roadblocks or issues preventing the goal from being met?
Are the performance measures still relevant and applicable to the job?
Is any development, extra coaching or help needed in order accomplish the agreed performance objectives?

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Revisiting and refreshing goals when appropriate is always a good idea. If the employee’s daily assignments begin to drift away from the previously stated goals, the goals will become meaningless and you lose the ability to measure performance at the end of the performance cycle.

Setting and Tracking Performance Goals

In summary, remember that employee goal setting is not just a one-time event. Rather, it is just the start to a cyclic process of managing employee performance. Ideally goal categories and key areas of focus should come from the top or the organization. Involve employees the process of setting their performance measures, so that they have a chance to personalize the role they will play in the organization’s success. Finally, review with each employee his or her progress towards their goals at least once per quarter to ensure the goals are relevant as well as to identify any barriers to success.

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