Guide to Conducting Effective Performance Evaluations

Transcription

1 1. Introduction Guide to Conducting Effective Performance Evaluations Performance evaluations are just one element of effective performance management. The overall goal of performance management is to ensure that everyone works together in a way that contributes to ONE Hospitality Group s business objectives to be profitable, to provide high quality guest experiences, and to create a positive work environment for our Supporters. The foundation for effective performance management is a respectful relationship that is built on ONE s Support Culture, plus a history of consistent, considerate and fair treatment by each Supporter s manager or supervisor, with balanced feedback and communication of genuine concern for the Supporter s well-being and development. Managing performance involves several ongoing activities: Identifying and prioritizing desired results Setting standards and clear goals Measuring progress Providing regular feedback Reinforcing activities that achieve desired results Re-directing habits or activities that are off-track This guide is intended to provide some practical tips on how to conduct performance reviews in a way that positively impact the behavior, motivation and commitment of our Supporters, and that create alignment between their efforts and the Company s goals. 2. Purpose The purpose of annual performance review conversations at ONE Hospitality Group is to gather and analyze information on which to base the following: Recognition of efforts and achievements Expectations of future performance Identification of development needs Guidance on career growth options Decisions regarding promotions Re-evaluation of job functions Some of the information will come from the supervisor s first hand observations of the Supporter s work performance. Other information will come from the Supporter s overall productivity and output. Information may also come from others with whom the Supporter interacts in the course of their work. Finally, information within the performance review conversation also comes in the form of the Supporter s thoughts and opinions regarding their own performance. 1

2 3. Outcomes An annual performance review conversation needs to generate the following outcomes: A fair performance appraisal rating for the past year based on objective evidence A clear plan for the coming year that is aligned with departmental and hotel objectives, and that is agreed upon by both the supervisor and the Supporter Commitment, motivation and confidence from the Supporter that they can perform consistently well and according to expectations for their position 4. Preparation The most effective performance review conversations are built on sound preparation. The supervisor should ensure that they prepare the following elements: Be aware of and comply with any requirements and guidelines regarding performance evaluations, as dictated by the Regional Director of Operations and the General Manager. Have sound knowledge of the Supporter s work performance in terms of specific behaviors and results achieved. This knowledge will come from their own observations, feedback from others and regular conversations with the employee. Review their employment file, and make note of any training, recognition or any significant or relevant documentation collected throughout the year. Familiarize yourself with the ONE Step Forward Performance Evaluation Form. Provide the Supporter with their portion to complete, and give them a week or so to return it. Read through their feedback prior to the performance discussion, and clarify any questions you may have in advance so that you have a thorough understanding of how they feel before you sit down together. Set up a time and place for the review meeting that is comfortable for both parties and allows sufficient time without interruptions to have a thorough discussion about performance, future plans and performance expectations, development needs and career growth aspirations and options. (Try not to conduct the review conversation across a desk with the parties on opposite sides. Use comfortable chairs set at a 90 degree angle to each other, or sit at two adjacent sides of a table. Ensure eye-level is roughly equal with same height chairs, etc.). 5. Skills and Techniques Effective performance review conversations have clear focus. The key strategies and skills involved are as follows: Begin with the end in mind Direct every statement you make towards achieving the desired outcomes, as outlined previously in this Guide. It may involve putting aside personal irritations, and not using the review conversation as a vehicle for venting frustrations. Summarize their current position Refer to the Supporter s job description as a point of reference for performance. Also use current activities and projects or where the department or the hotel currently is in its annual cycle of activities. Do this to create a context for the discussion that relates to the department s, hotel s and Company s goals and the Supporter s contributions toward them. 2

3 Provide an opportunity to reflect Ask the Supporter how they think the year has gone for them. Listen to their answer until they are finished without butting in or contradicting. Agree with what you can, and reframe anything they have said that is overly self-critical or overly self-aggrandizing. Listening, questioning, silence Ensure that you provide opportunities for the Supporter to express themselves throughout the discussion and to ask any questions they may have. Use active listening skills (reflecting, paraphrasing, summarizing) and open-ended questions to explore the employee s perception of their performance, priorities, personal goals and career aspirations, and to help them set performance goals for the coming year. Silence is a very good tool for encouraging people to talk further about something you think needs more attention. Focus on the Supporter s behavior Behavior is the equivalent of performance. Performance feedback is best delivered in the form of Situation, Behavior, Impact. This focuses attention on what the Supporter has said, what they ve done, what they ve accomplished or what they have failed to do, and how it has affected the department or the business as a whole. Briefly describe the situation in which behavior you want to comment on was demonstrated. Outline the actual behavior, then explain the impact you think it had. Bear in mind, the Supporter may have a different perception of the impact because they may have been paying attention to different priorities. Be prepared to explore different perceptions. Summarize feedback You will, ideally, have been giving regular, ongoing feedback over the time since the last formal performance review conversation, so the performance review conversation should just be a summary of the key points from the year. A Supporter should already have a sense of where they stand performancewise, and should never leave a performance evaluation conversation feeling blind-sided. Separate the person from the concerns If there are performance issues to be discussed, remember that the person is not the problem the problem is their behaviors which are ineffective in achieving desired results. The outcome may not be what they expected their actions would achieve, so separate their intentions from the outcomes of the situation. Acknowledge that you believe their intentions were positive (or at least not negative). Assuming their good intentions helps them to focus on what s in it for them if they need to do things differently. Use a problem solving approach Engage the Supporter to focus on areas that are not going as well as the department s or the position s objectives require. Outline the gap between the results achieved and the results required. Ask the Supporter to reflect on where the obstacles have been that led to the gap and what their contribution has been. Acknowledge external factors outside the Supporter s control and make a commitment to doing what you can about them. Encourage the employee to identify how they could do things differently that would help close the gap. Don t dwell too much on the past other than to take the necessary learning from it focus most attention on what needs to happen in the future. Analyze triggers All behaviors have things which trigger them and consequences that result from them. When talking about how to adjust unhelpful behaviors, work together to figure out what the internal or external triggers may be. Go from there to find and agree upon ways that the Supporter can change their unhelpful behavior, and how positive behaviors can be reinforced instead. 3

4 6. Goal Setting When developing performance goals for the coming year, use the SMART approach to goal setting: Specific - What will be achieved and why is this important? Consider each goal in relation to other goals, and how this goal may affect them, the department, the guests, the hotel, the Company, etc. Measurable - Define quality, quantity and expectations as precisely as possible. Achievable - The goal must be realistic within the department or hotel s constraints and the within the capabilities of the employee. Consider knowledge, skills and learning ability (with appropriate support). Relevant - The goal must relate to both the Supporter s role and to the department s/hotel s objectives, and must be an obvious priority in relation to other responsibilities. Time-bound - By when should the goal/milestone be completed? Set appropriate follow-up review dates to discuss progress regularly. Explore support and development needs- Identify how and what will be needed for each goal to be met eg training, shadowing, one-on-one coaching/mentoring, Courseline learning, outside seminars, etc. Include discussion of career aspirations and possible development opportunities that would allow the employee to improve and progress. 7. Pitfalls to Avoid Surprises There should be no surprises for the employee in their performance review conversation, unless they are pleasant ones! All feedback on performance improvements required should be delivered as close in time to when the behavior happens as practical. Halo and Horns We are naturally inclined to interpret a Supporter s behavior in light of our general opinion of them. Our perceptions are strongly influenced by whether we generally like them or not. The halo effect refers to our tendency to give people we like the benefit of the doubt. The horns effect refers to our tendency to force a negative interpretation on the behavior of those we don t particularly like. It is easier to twist the information we have to fit our pre-existing perceptions rather than recognize that our perceptions were inaccurate and should be adjusted. It is uncomfortable to discover our opinions have been wrong! Damaging Morale People have very strong emotional reactions to situations where they feel they are being judged. Negative feedback, especially when intentions were positive, can be extremely hurtful. Feedback that is not balanced, that is not backed up by facts and specific examples, or that is not delivered with respect for the person s dignity will destroy trust and will result in defensive behavior and withdrawal from the relationship. The best prevention tactics here are to encourage the Supporter to reflect on their own performance and ensure that positive feedback is always given whenever it is merited. Unreasonable Expectations Reflect on how you define for yourself what a successful and effective performance review looks like and ensure that it is realistic. Expect things to not go perfectly, or for things be uncomfortable at times during the conversation, but don t interpret this as poor performance on your part. The best measure of success is whether or not the Supporter is closer to being on track by the end of the conversation than he or she was at the beginning. 4

5 Performance Phrases The following list contains effective words and phrases that can be applied to a variety of performance categories. Use them to inspire ideas for expressing behavior when writing your evaluations: Productivity: Quality and quantity of work, accuracy, thoroughness, attainment of goals, dedication, results-oriented, focus, drive, promptness, efficiency, self-motivation, passion, engagement Interpersonal skills: effective listening, positively influencing others, showing empathy, demonstrating self-awareness, sensitivity, diplomacy, care, compassion, emotional intelligence, self-management Planning and organizing: prioritizing, follow-through, project management, resource allocation, meets deadlines, applies attention, prepares appropriately, distributes responsibilities, self-discipline, orderly Profit orientation: sales leadership, financial accountability, responsible with resources, increases revenue, expense management, creates efficiencies, leverages, maximizes, cost control Leadership: respect, commitment, accessibility, accountability, involvement, responsiveness, decisiveness, delegating, inspires others, approachability, empowerment, support, balanced Job knowledge and expertise: confidence, seasoning, knowledge base, technical skills, training, mentoring, modeling, researching, competency, market awareness, clarity, intuition, mastery Attitude: enthusiasm, dedication, interest, bias toward action, displays loyalty, demonstrates initiative, shows up, energy, volunteering, positive, humor, encouraging Ethics: diversity, sustainability, honesty, integrity, fairness, consistency, professionalism, humanistic, character, respectful, authentic, genuine, authentic, moral compass Creative thinking: resourcefulness, ideas, process improvement, innovation, receptiveness, problem solving, originality, solutions-oriented, challenges the status quo, entrepreneurial leadership Self-development and growth: learning, education, advancement, skill building, career planning, potential, progress, abilities, strengths, self-awareness, initiative, manages stress effectively Team orientation: collaboration, cooperation, support, enthusiastic, willing, networking, transparency, builds trust, dependability, reliability, cohesion, harmony, fosters effective relationships, consensus Adaptability: openness, flexible, agile, change-readiness, ability to adjust, fluid, transition, risk adversity, seizes opportunities, entertains the ideas of others Problem solving: decision making, critical evaluation, conclusions, assumptions, analysis, resolution, judgment, troubleshooting, takes ownership, solutions-oriented, interprets facts and data, reasoning Guest service: solicits feedback, anticipates needs, continuous improvement, proactive, sense of urgency, conscientious, seamless experience, consistent, drives satisfaction, delivers on expectations Communication: clear, concise, feedback, expresses self effectively, conveys objectivity, disseminates information, professional, flow of information, active listening, keeps stakeholders informed Safety: takes responsibility, frequency and severity of injuries, conducts inspections, identifies and corrects hazards, risk management, promotes awareness, prevention, environment Technology: technically adept, leverages technology to enhance performance, creates value, product knowledge expert, practical applications, reporting systems, deliverables 5