1 PURPOSE Provide an overview of People Management Process

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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

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People Management Process

Team Member Assessment & Performance Planning run concurrently

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Setting individual goals Specifying performance expectations Discussing development



Replanning goals

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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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Supporting Documentation

Rating

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Supporting DocumentationRating

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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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Replanning goals

I. Assessment

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Goal Setting Process


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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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Replanning goals Use Scorecard Matrix

I. Assessment

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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


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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


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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


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Thank you!

Documents

1 PURPOSE Provide an overview of People Management Process