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PURPOSE
Provide an overview of People Management Process.
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Reviewing and rating performance Communicating evaluation Preparing for next planning phase
Setting individual goals Specifying performance expectations Discussing development Using Scorecard Matrix
Observing and tracking performance
Providing feedback and coaching
Replanning goals
I. Assessment
IIl. C
oach
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and
Feedback
Month
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People Management Process
Team Member Assessment & Performance Planning run concurrently
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Reviewing and rating performance Communicating evaluation Preparing for next planning phase
Setting individual goals Specifying performance expectations Discussing development
Observing and tracking performance
Providing feedback and coaching
Replanning goals
I. Assessment
IIl. C
oach
ing a
nd
Feedback
Month
ly/q
uarte
rly
ll. P
erfo
rman
ce
Plann
ing
I. Assessment
Team Member Assessment & Performance Planning run concurrently
Assessment Process
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• Goals – Individual goals linked to
• Scorecard Matrix –Ongoing coaching tool
– Expectations to drive organizational goals are formalized down to the line level
– Not just about special projects; team member may also set goals that describe or set the bar for performance in their day-to-day job responsibilities
– Focus on critical business drivers– Individual goals
Performance is assessed using Goals and Values
• Values – Behaviors important for:
• DKN’s success• Personal performance and career
growth– “How” we want team member to work to
meet goals– Performance coaching built into the process
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Description of Behavior
• Sample Behaviors: More detailed examples of what the target behavior should look like for team member; team member may demonstrate all, some or similar behaviors as those described in the sample behaviors
How are Values defined?
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DKN Values
• All team member’s will be evaluated for these 7 values.
Value and Respect Each Other* Responsibility* Customer Service* Financial Success* Teamwork* Leadership* Fun*
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Rating Scale• 1. Exceptional: Far exceeds job standards; even on some of the most complex
parts of the job. Turns in peak performance. Extremely accurate worker; rarely make mistakes or errors. Seizes the initiative in the development and implementation of challenging work goals. Exceptionally dependable in accomplishing job assignments. Requires practically no supervision.
• 2. Commendable: Consistently exceeds job standards in both quality and quantity in all key functions of the job. Work is consistently accurate; errors are few and seldom repeated. Consistently dependable in accomplishing job assignments. Handles assignment with a minimum amount of supervisory direction.
• 3. Competent: Consistently meets all job standards. Quality and quantity are consistent with standards on most assignments; errors are infrequent. Almost always completes assigned work on schedule. May require help with non-routine assignments. Requires only normal supervisory direction and follow-up.
• 4. Marginal: Overall work does not meet minimum job standards or is frequently below standards. Often fails to meet standards for quality and quantity. Requires additional counseling, training, experience and initiative to meet standards in some or all areas of responsibilities. Cannot always be counted on to fulfill responsibilities. Requires more than normal supervisory direction and follow-up.
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Documenting Performance
Supporting comments for exceeding or not meeting goals and values Critical incidents” – best and worstSelective: A few each year, all yearA few sentences for each, to file Speeds performance review prepHelps you provide specific examples, justify your
conclusions
USE YOUR MEETING NOTES FROM SCORECARD MATRIX
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People Management Form
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People Management Form
Supporting Documentation
Rating
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People Management Form
Supporting DocumentationRating
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People Management Form
Rating
Rating
Supporting Documentation
CommentsRequired
Signatures
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Rating Sheet
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People Management Review ProcessAssessment
Review Process• Performance assessment is
written and submitted along with rating sheet via email to HR.
• Reviewed by Human Resources.
• Email bell curve analysis and rating sheet to supervisor.
• Supervisor completes rating sheets with merit increase percentage.
• HR send document with new salary to be presented to team member during assessment.
Benefits:
– Increases objectivity
– Fair
– Thorough
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• Regular Full-time/Part-time team members (not temporaries, next year part-time team members will not receive a formal assessment)
• Not required for post hires October 1st• Future –written disciplinary actions not eligible for merit
increase• “Look back period”
Who Gets a Performance Assessment
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Team Members comments
• Team Members have the right, and it helps drive performance management
• Their comments don’t make you wrong• Support Team Members right to comments; you can
build the relationship as you learn from them• Alternative (their forced silence) is worse
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What happens at the performance assessment discussion?
The following topics should be discussed at the performance assessment discussion:
Assess performance (give rating) on 4 business goals and not personal/professional development.
Team member’s performance on values. Any final accomplishments that need to be added to the team
member’s results. Specific development activities and timing to be part of goal
planning.
I. Assessment
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Reviewing and rating performance Communicating evaluation Preparing for next planning phase
Setting individual goals Specifying performance expectations Discussing development
Observing and tracking performance
Providing feedback and coaching
Replanning goals
I. Assessment
IIl. C
oach
ing
and
Feedback
Month
ly/
Quarte
rly
I. Pla
nnin
g
ll. Performance Planning
Goal Setting Process
Team Member Assessment & Performance Planning run concurrently
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Instill Gung HO To educate team member on how “you make a
difference” which in turn leads to motivation Sharing information with team member’s supports
our DKN values. Whenever possible, We will share information with team member’s about the company’s goals and vision
An opportunity for supervisors to communicate new operational/team goals, and clarify job responsibilities from position profile
Why are we communicating our strategies and operational goals to team member’s?
DKN Strategy
Operational Goals
Property Goals
Individual Goals
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Involve your team member’s Why do team member provide input to their own goals?
This is Gung Ho
When team member are involved in the goal-setting process, they are more likely to accept and take ownership of their goals
Goal setting allows team member to practice determining on their own what they need to do to help DKN to be successful.
If there are misunderstandings about responsibilities or expectations; when team member provide input to their goals, goal setting can be used as a communication tool to clarify expectations.
Allow team member to “think out of the box”.
lI. Performance Planning
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What do I look for when I review each team member’s goals?
lI. Performance Planning
Specific Focus on particular situation and defines specific actions or tasks.
Measurable Includes specific levels of accomplishment and ways to determine when the goal has been reached.
Achievable Goal is challenging, but within reach (STRETCH)
Relevant Goal aligns with DKN/Property goals and priorities
Time Bound There should be a clear timeline or deadline for completion
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Goals are focused on
OUTCOMES
ImpactConsequences
Payoffs
Effects
End Results
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Goals versus Activities
• Goals:– Anticipated outcome– Identifies what is to be
accomplished and not how
– Results focused– Articulates what success
will look like– Should be linked to the
DKN strategic goals, or Operational goals, or Property goals.
– Should be linked to Performance Opportunities or Career Development Opportunities
• Activities:
– Tells why – Identifies steps and process
to get there– All activity should link to the
goal– Activities without outcomes
are meaningless
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Goal Statement Content
Timeframe to complete goalBy When?
Target goal and relevant metricHow Much
What do you wish to get better at and for whom?
Objects
IncreaseDecreaseImproveDeliverGrow
Verbs
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Examples of Metrics (Yardsticks)
• Speed/Time Reduce customer holding time for reservation line by 25% from 4 minutes to 3 minutes by June 15, 2007.
• Reduce CostDevelop transition plan to decrease overtime during shift changes at Front Desk.Target goal: 0$ overtime by December 31, 2007.
• To SpecificationHotel Standards – Management implement modifications and enhancements within 72 hours notice.
• Positive YieldsNumber of safety related accidents on Hotel property during 2006.Reduce by 50% in 2007Caution of safety: risk =no repeat accidentsRenovation of 3 hotels during 2007.
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Reviewing and rating performance Communicating evaluation Preparing for next planning phase
Setting individual goals Specifying performance expectations Discussing development
Observing and tracking performance
Providing feedback and coaching
Replanning goals Use Scorecard Matrix
I. Assessment
IIl. C
oach
ing a
nd
Feedback
Ongoin
g/m
onth
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quarte
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erfo
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lll. Coaching and Feedback
Very important!!!
Great temperature gauge
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SCORECARD MATRIX What’s the purpose of this step? To provide formal and informal check-in points to review the team member’s progress
and discuss concerns. To get team member feedback. To plan additional strategies to help the team member reach his or her goal. To allow for the revision of goals if business conditions or priorities have changed.
What’s the process?
Team Member and Supervisor meet to discuss progress and adjust goals as necessary (If adjust goals need next level approval)
Supervisor makes final changes to goals as necessary (After approval from next level supervisor)
IIl. Coaching and Feedback
Supervisor replaces updates with initial goals created
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Discuss the team member’s performance and progress to date.
Provide clear information about changes in performance or behaviors required to achieve goals before the final assessment
Discuss progress on development action plans; determine if the team member has access to the right experiences, projects, people or training
Discuss performance on values
Decide what else needs to be done to stay on track to achieve specified goals and implement the development action plans
Discuss any significant changes in the business that affect the team member’s goals; modify the team member’s goals as necessary
When is it appropriate to revise a team member’s goals? When business conditions have changed and the goal is no longer relevant When additional responsibilities have been taken on that should be counted as part
of the team member’s goals When department priorities have changed
IIl. Coaching and Feedback
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Tips on giving feedback
Practice values View feedback as an opportunity to
learn and teach Provide specific observations of
behavior Praise positive performance Approach negative feedback in a
constructive way — as opportunities for improvement
Discuss the problem, not the person (talk only job related specifics)
Listen carefully and show that you are listening
Suggest alternative behaviors and offer a rationale for them
Be honest and sincere Don’t guess what someone else is
thinking — ask Focus on behaviors that are likely to be
repeated and that can be corrected Provide a balance between positive and
negative feedback Try to end on a positive or supportive
note Learn something each time Practice the skill of giving feedback
IIl. Coaching and Feedback
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View feedback as an opportunity to learn
Ask for specific examples Request positive feedback if it is
not given Request negative feedback if only
positive feedback is given Don’t take negative feedback
personally and don’t get defensive Listen carefully and show that you
are listening Ask for reasons behind feedback
and suggestions for alternative behaviors
Assume the best intentions Ask questions to clarify meaning Recognize that everyone has
development needs Focus on significant issues only
and don’t over-generalize Rehearse your reactions to
anticipated feedback Learn something each time Practice the skill of receiving
feedback
Tips on receiving feedback
IIl. Coaching and Feedback
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Thank you!