PASSPORT TO PERFORMANCE Your Year-End. Empowering you to do your best work every day

Your Journey @ Year-End Empowering you to do your best work every day

YOUR JOURNEY We know that our success as a business depends on the success of the people within it. When we help everyone continue to grow and improve to achieve their best, we enable Expedia do exactly the same. This is the foundation of our Passport to Performance (P2P) program. To do this well, each and every Expedian should receive feedback and support throughout the year to support alignment, encourage improvement, and provide actionable insights. Having ongoing conversations ensures we are making the most of our performance management process. This presentation provides an overview to prepare you for the year-end process. While we each follow the same steps, the result will be your own unique journey. Here s how it works... Divisional exclusions for Year-End 2016 are: HomeAway

YOUR JOURNEY LOOKS LIKE THIS FEEDBACK DEC MANAGER FEEDBACK TOOL DEC 1-16 YEAR-END CHECK-IN DEC-JAN DEC JAN SELF-EVALUATION DEC 1-31 MEETING BY JAN 31 MANAGER EVALUATION JAN 1-31 COMPENSATION REVIEW MID JAN-MID MAR NOV FEB OCT MAR SEP ALL YEAR ROUND APR AUG MAY JUL JUN

FEEDBACK ALL YEAR ROUND Regular Manager Feedback (1:1 Check-Ins) Manager Requested Feedback (Workday) Upward Feedback (Manager Feedback Tool, Dec 1 16) Talent Reviews and Feedback Forums (Division specific)

FEEDBACK ALL YEAR ROUND Regular Manager Feedback Hearing what other people think about how you re doing isn t something that simply happens once a year. It needs to happen regularly, so that you can continually grow and improve. This means you will receive ongoing feedback from your manager during your regular Check-Ins (or 1-1 s) throughout the year. Check-Ins are about both reflecting and looking forward. You ll get feedback and coaching on your work since the last meeting, along with direction and support for what lies ahead. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 4

FEEDBACK ALL YEAR ROUND Manager Requested Feedback To get a broader perspective, managers also request and review feedback from the people who work with their employees, collected through Workday Get Feedback on Employee. This doesn t replace your more regular and informal requests for feedback from the people you work with the most (including peers). Instead, it compliments that feedback and may expand the scope of the input. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 5

FEEDBACK DEC 1-16 Upward Feedback Manager Feedback Tool In December, all employees can offer their views about their direct manager as a leader and coach, using the Manager Feedback tool. You can even provide feedback on upper-level managers (up to two levels above your direct manager). This information is used by your manager s manager as part of the manager s ongoing development process. This process is a key source of information, particularly when reviewing the performance of people managers. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 6

FEEDBACK DIVISION-SPECIFIC Talent Reviews and Feedback Forums Talent Reviews examine the general health of the business from a people perspective, with a focus on the future. During these sessions, performance and capability is explored, then actions are agreed upon to ensure that the company s potential is fully realized. Feedback Forums are collaborative group sessions where managers share feedback on employees outside of their direct team, focusing on recent past performance. Managers then pass along the relevant messages from these sessions during regular Check-Ins with their team members. 2016 Expedia. Confidential and proprietary. All rights reserved. 7

YEAR-END CHECK-IN DEC - JAN Self-Evaluation Meeting Manager Evaluation

SELF-EVALUATION DEC 1 - DEC 31 Take time to reflect. We believe that thinking about how well you re doing and how you might do better is just as important as hearing the views of others. Focus on what matters most: what you re good at how well you ve done what you want to achieve looking forward, what tangible steps you can take to help improve your performance 2016 Expedia. Confidential and proprietary. All rights reserved. 10

SELF-EVALUATION DEC 1 - DEC 31 Keep it simple. Everyone completes their self-evaluation online using Workday. There are just three sections to complete, focused on: what your contribution was to the business (goals) how you did this (competencies) an outline of your progress and professional growth (development) You can access Workday by clicking here. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 11

SELF-EVALUATION DEC 1 - DEC 31 Make it clear. It s important that you re clear and explicit. You should use specific examples wherever possible and focus on key achievements and the difference it made to your team, your customers and our business. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 12

SELF-EVALUATION DEC 1 - DEC 31 Be concise. Of course, this process takes a bit of time and thought, but the answers provided should be direct and concise. Generally speaking, it shouldn t take more than 60 minutes to complete your self-evaluation. If it does, you re probably going too deep. 2016 Expedia. Confidential and proprietary. All rights reserved. 13

CHECK-IN MEETING DEC - JAN Bringing it all together. The Year-End Check-In meeting provides an opportunity to discuss your performance, share feedback and review progress on your development actions. It should feel like a continuation of the performance conversations you ve had with your manager throughout the year. Ideally, this meeting will take place as close to yearend as possible. 2016 Expedia. Confidential and proprietary. All rights reserved. 15

CHECK-IN MEETING DEC - JAN Making it work. The Year-End Check-In meeting takes place after your self-evaluation has been submitted and after your manager has had time to prepare. To get the most value out of the session, it s important that both parties are clear, open, and professional. This means not letting disagreements or emotion get in the way of effective communication. It means asking for clarity, using examples, and being explicit. Later in March, when any compensation decisions are communicated, your manager will likely refer back to the Year-End Check-In to make the connections about how performance is linked to pay. 2016 Expedia. Confidential and proprietary. All rights reserved. 16

CHECK-IN MEETING DEC - JAN Looking ahead. A check-in meeting in February-March will focus on planning for the future. You ll want to set clear priorities that are aligned to business goals and identify specific development actions for improving your everyday performance. Taking the time to do this will help you take the right actions, now and throughout the year, to help you achieve your long-term career ambitions. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 17

MANAGER EVALUATION JAN 1-31 Listening and discerning. It s your manager s job to pull together and make sense of the feedback they receive about each member of the team. By reflecting on feedback received alongside their own experiences with your work, they can draw unbiased conclusions about your overall performance. The Manager Evaluation identifies how well your actions have achieved the desired business outcomes, along with opportunities for growth and development. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 19

MANAGER EVALUATION JAN 1-31 Going with the flow. This is all part of the Passport to Performance program, which is about driving ongoing coaching and performance conversations through the year. So, nothing in the manager s review should be a surprise and should reflect the what was discussed in the Year-End Check-In meeting. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 20

MANAGER EVALUATION JAN 1-31 Putting it all together. Managers document their evaluation of their employee s performance in Workday, responding to the employee s self-evaluation and taking into account peer and stakeholder feedback. Manager Evaluations should be clear and concise, focusing on your key contributions to the business rather than what you did day-to-day. Along with celebrating your strengths, it should highlight the one or two changes you could make to become even more effective. You can access Workday by clicking here. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 21

COMPENSATION REVIEW MID JAN MID MAR

COMPENSATION REVIEW MID JAN MID MAR Creating a talent magnet. We know the company s long-term success depends on how well we re able to attract, engage and retain the very best people. One way we do this is by providing a competitive compensation package and by rewarding people according to how well they perform. 2016 Expedia. Confidential and proprietary. All rights reserved. 23

COMPENSATION REVIEW MID JAN MID MAR Deploying a multi-level approach. Our employees can be rewarded in three ways: through base salary, bonuses and, at certain levels, equity in the form of stock options or restricted stock units. Guidelines have been created for each of these categories, which provide the starting point for managers to work out each employee s pay awards based on their performance. The manager s recommendation can be above, below, or at the guideline for each employee. 2016 Expedia. Confidential and proprietary. All rights reserved. 24

COMPENSATION REVIEW MID JAN MID MAR Making the right decisions. Pay recommendations are based not only the manager s assessment, but also on feedback from others. Recommendations are reviewed by nextlevel managers to make sure the decisions are consistent and appropriate. FIND OUT MORE 2016 Expedia. Confidential and proprietary. All rights reserved. 25

WHERE TO NOW? This introduction to P2P @ Year-End is really just the beginning of your journey. Hopefully it answered a few of your questions about how the process works. It s possible it also generated many more. When you re ready to get more information, we suggest starting with the relevant sections on BaseCamp, where you will find much more detail on the process (links provided throughout this presentation). You can also have a conversation with your manager, who will be able to answer your questions or point you in the right direction. And finally, you can speak with your HR Business Partner, who will be happy to advise you. Find my HR Business Partner