1、 2011 InterContinental Hotels Group. All rights reserved. Proprietary and Confidential. Use of this resource, or any part thereof, is not required by any licence agreement, brand standards, or otherwise. This resource is an optional guide that owners and managers of franchised hotels may use at thei
2、r sole discretion, using or adapting only those elements, if any, that they deem appropriate for their particular IHG branded hotel. No company in IHG, or any employee or agent thereof, seeks, requires or has any control or direction of any hiring, compensation, termination or other employment-relat
3、ed decisions at franchised hotels. CP/Performance Management Guide/FRAN/ENG/A4/05.2011 TRAININVOLVERECOGNISEHIRE A Guide to Managing Performanceto Deliver the Brand Page 2 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Kerri,MaintenanceIntroduction Your people are the most important asset in yo
4、ur business. People bring the brand to life through the great experiences they deliver for guests. The success of your hotel depends on the performance of your team. Your role, and the role of other leaders in your hotel, is to motivate and drive high-performance in your team to deliver the Crowne P
5、laza experience. Everyone working in your hotel needs to know what is expected of them in their role and how well they are performing against those expectations. Hotel leaders need to translate your business goals into clear and relevant objectives for themselves and their team managers/supervisors
6、to help them identify the priorities to focus on and actions to take to deliver results. Team managers/supervisors, in turn, need to ensure that each member of their team members is clear on their job responsibilities and what they are expected to do in their role. This step-by-step guide will help:
7、 Hotel leaders to set annual objectives for themselves and their team managers/supervisors. Hotel leaders and team managers/supervisors to review a persons performance against their objectives/job responsibilities twice a year once at the mid-point and again at the end of the year. Hotel leaders and
8、 team managers/supervisors to create individual Personal Development Plans with each person to help them achieve their objectives or demonstrate their job responsibilities or to strengthen and develop their knowledge and capability in other areas. Using this guide and the accompanying performance ma
9、nagement templates will help you be consistent, disciplined and efficient in how you set expectations and measure performance at your hotel. A disciplined, fair and consistent performance management process will help each team member know how their role contributes to the hotels success and feel ins
10、pired to bring the brand to life through delivering great experiences and performing at their best. Page 3 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Step-by-Step Guide Decide the performance management timeline that works best for you and your hotel A calendar year timeline January to Dece
11、mber works well for many hotels because they start their business planning in the new year, and identify their strategic goals and priorities for the year ahead. These can then be translated into objectives for other hotel leaders, team managers/supervisors as appropriate and final reviews take plac
12、e at the end of the year. Every hotel is different and has different busy periods, so choose a performance management timeline that works best for you and your hotel. Communicate the process and key dates to your hotel leaders and team managers/supervisors so they can plan ahead for the different me
13、etings and conversations theyll need to have with their team members. 1 January Managers set and finalise their personal objectives March All team members write Personal Development Plans (PDPs) July Managers meet with their team members for mid-year reviews to check progress on their objectives, jo
14、b responsibilities and PDPs November The team completes self assessments and begins writing their objectives for the next year December Managers review self assessments and complete performance reviews for their team January The leadership team meets to ensure performance ratings are fair and consis
15、tent February Managers hold conversations with their team members to discuss performance and overall rating Page 4 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Step-by-Step Guide Set annual objectives for hotel leaders and team managers/supervisors At the start of your performance management
16、year, hotel leaders need to set their own objectives (aligned to your hotels strategic goals and priorities for the year ahead). They then need to meet with their team managers/supervisors to discuss and set their objectives for the year. These objectives outline what the individual team manager/sup
17、ervisor needs to achieve over the year to contribute to the strategic goals and overall success of your hotel. Download the My Objectives template. Using the template to guide you, discuss and set a maximum of 6 objectives that the hotel leader or team manager/supervisor needs to focus on to deliver
18、 great performance. Note: Team managers/supervisors can write their objectives themselves, or their hotel leader can write them for them. Make sure the objectives clearly state what the hotel leader or team 2 manager/supervisor needs to deliver. Good objectives are SMART. Note: Objectives can be cha
19、nged or updated during the year if business priorities or work responsibilities change. Your team managers/supervisors will have similar conversations with their team members. However, these will be based on the duties and responsibilities of the team members job role. They will not create new objec
20、tives for team members as these are reflected in their job responsibilities. SMART Measurable Achievable Relevant Time SpecificSpecific Its clear when theState exactly what the manager is responsible for achieving Ensure that it can be measured Remember, it requires some effort to stretch and achiev
21、e It has a clear impact on the teams goals and helps the individual meet development needs objective will be accomplished Page 5 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Step-by-Step Guide 3 Create a Personal Development Plan Each person should have a Personal Development Plan to help the
22、m strengthen or develop their knowledge, skills and capabilities in their job role or in other areas that interest them. The Personal Development Plan should clearly identify the individuals specific development needs and how that development could be achieved e.g. through training, shadowing/partne
23、ring with another team member, coaching, etc. Download My Personal Development Plan template. Using the template to guide you, discuss and create the Personal Development Plan. Questions to help you identify specific development needs could include: What skill/knowledge do you need to strengthen or
24、develop to help you be successful in your role? What opportunities do you have to strengthen/develop that skill/knowledge? What support do you need? In what ways e.g. training could you strengthen/develop your skill/knowledge? What are your career aspirations? What do you want to be doing in three y
25、ears? What knowledge or capability do you need to strengthen/develop to help you achieve those career aspirations? Has your manager/leader given you feedback on any development areas that could be included in your Personal Development Plan? Write 2 to 4 Personal Development Plan goals. If appropriat
26、e, discuss the Personal Development Plan with other managers/leaders and get their input and ideas. Page 6 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Step-by-Step Guide 4 Lead a mid-year performance review meeting Everyone should have a mid-year performance review. The mid-year performance
27、review gives hotel leaders and team managers/supervisors the opportunity to check in with their people to see how theyre getting on with their objectives/job responsibilities and how theyre progressing with their Personal Development Plan. Schedule a time and date for the meeting have a quiet room s
28、o the individual can talk openly and you can give them your full attention. Before the meeting, review the individuals objectives/job responsibilities and Personal Development Plan. During the meeting, ask the individual to share their own thoughts and feelings about their progress - discuss any ach
29、ievements and what helped them be successful. Then explore any obstacles to progress and how they might be overcome. Discuss how theyre progressing with their Personal Development Plan and if this needs to be updated/amended. Share your feedback on their progress and performance in the first half of
30、 the year - give positive feedback on ways in which youve seen them develop/perform against their objectives/job responsibilities and their Personal Development Plan. Note: Ensure that your feedback is balanced and that you encourage the individual to consider strengths they can build upon and/or de
31、velopment opportunities and to think about any additional or different support they may need. Complete the Mid Year Performance Review form, sign it, ask the individual to sign it, and provide a copy to them. Note: If you have new people join a team after the objectives/PDPs were written, make sure
32、that theyre still included in the mid-year review. Its a good opportunity to sit down with them and explain the process and check in on how they feel theyre doing. 5 Complete the Annual Self-Review At the end of the year, everyone should complete an Annual Self-Review to think about what theyve achi
33、eved and rate their own overall performance for the year against their objectives/job responsibilities. Download the Annual Self-Review form and complete it there are two forms: one for team managers/supervisors and one for team members. Page 7 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Ste
34、p-by-Step Guide 6 Lead a year-end performance review When it is time for the end of year conversation with individuals: Schedule a time and date for the meeting make sure it takes place in the right environment where you can both feel relaxed, discuss performance openly without being overheard and w
35、here you can give your full attention. Check the individual has completed their Annual Self-Review form and sent it to you before the meeting. Reflect on their self-review as you create their Annual Review form ahead of the meeting. At the start of the meeting, ask the individual to share their own
36、thoughts and feelings about their achievements in the year and what helped/hindered their success. For team member reviews, you should start the conversation by asking the individual to share which face they chose in the How you are feeling section. This is a good place to start the meeting and allo
37、ws each team member the opportunity to interpret these faces as it fits for them. Using the Annual Review form you completed, share your feedback on the individuals achievements against their objectives/job responsibilities and their Personal Development Plans. Discuss the overall performance rating
38、 that the individual gave themselves and your own overall rating. Note: See notes on the next page to help you understand more about performance ratings. When you are giving feedback, remember to: Be specific and give examples to back up your feedback. Listen to their views even if you do not share
39、those views. After the conversation: Finalise the Annual Review form adding in any additional information or comments from the meeting. Ask the individual to sign it. Keep a copy of the Annual Review form and provide one to the individual. Note: Team managers/supervisors will review their team membe
40、rs Annual Self-Review forms, seek feedback from peers and use this to help them complete the Annual Review form and give an overall performance rating for each member of their team. To ensure the overall performance ratings are fair and consistent across all teams, prior to having the year end perfo
41、rmance review meeting, hotel leaders should meet as a group to review all ratings and advise on amendments where appropriate. Page 8 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Understanding Performance Rating The Annual Self-Review form asks individuals to rate their overall performance for
42、 the year on a 1-5 scale. You will use this same rating scale below in the Annual Review form you write. Note: Only whole numbers should be used to rate performance against each objective/job responsibility. However, you can use half numbers (for example, 2.5) to rate the persons overall performance
43、 for the year. 5 Exceptional Performance Consistently exceeds all the expectations for their personal development objectives/job responsibilities. 4 Consistent Over Performance Frequently exceeds expectations for their personal development objectives/job responsibilities. 3 Very Good Performance Mee
44、ts agreed expectations for their personal development objectives/job responsibilities. 2 Mixed Outcomes Meets some expectations for their personal development objectives/job responsibilities - has the potential to perform better in some areas. 1 Unacceptable Performance Does not meet many of expecta
45、tions for their personal development objectives/job responsibilities. A performance improvement plan may need to be put in place. Examples of how the ratings work: If an individual has met their objectives/job responsibilities (according to the SMART criteria) they should rate themselves a 3. If the
46、y did not quite meet their objective/job responsibility (according to the SMART criteria) they will need to rate themselves as either 2 or 1, depending on how much of the objective was delivered. If they consistently exceeded the performance expectations of the objective/job responsibility, then the
47、y would rate themselves as either 4 or 5. This same approach to rating should be used for all objectives/job responsibilities. Page 9 CP/Performance Management Guide/FRAN/ENG/A4/05.2011 Checklist Activity Decide the performance management timeline that works best for you and your hotel Communicate t
48、he process and key dates to your hotel leaders Set annual objectives for hotel leaders and team managers/supervisors Download My Objectives template Set a maximum of 6 objectives - aligned to the strategic goals or priorities of the hotel Make sure theyre SMART Create a Personal Development Plan Dow
49、nload My Personal Development Plan template Write 2-4 Personal Development Plan goals If appropriate, discuss the Personal Development Plan with other managers/leaders and get their input and ideas Lead a mid-year performance review meeting Schedule a time and date for the meeting Review progress ag
50、ainst objectives/job responsibilities and the Personal Development Plan Discuss and give feedback on progress and performance to date Complete the Mid Year Performance Review form, sign it, ask the individual to sign it, and provide a copy to them Complete the Annual Self-Review Download the Annual
