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Writing Effective Performance Appraisals

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Omni Hotels & Resorts

on 24 February 2015

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Transcript of Writing Effective Performance Appraisals

Writing Effective Performance Appraisals
Purpose of a Performance Appraisal
Role & Responsibilities
Having the Conversation: Delivering the Appraisal
New Form for Managers: 2015 Performance Appraisal
Purpose of Performance Appraisals
Tool to assist in evaluating each associate's present performance and future potential within the company
Communicate clearly how the associate is performing
Indicate evaluator expectations for the coming year
Purpose & Benefits
to associates
superior performance
Setting & measuring
poor performers
coaching &
Determining individual and departmental
training & development needs
Your To Do List:
Review & understand Omni's mission, vision, and your own department goals
Review associate's job description - determine critical responsibilities
Identify most important goals
Determine what is successful in each area
The form - make sure you understand it
Notes you have written in the past year
Disciplinary action in the past year
Complete the form
Proofread before submitting to ASC
Obtain approval signatures needed prior to meeting with associate
Schedule & conduct meetings with your associates
Deliver the appraisal on time!
legal defensibility

Helps determine
salary increases
Improving overall departmental
Succession Planning
Central Tendency
Contrast Effect
Personal Bias
Grade Inflation
Just-like-me effect
Spillover effect
Avoid cliches
: “Joan has been tardy 4 times in the past month, but she is so nice and good with the guests. She was able to calm down an upset guest and made them come back next year. I’ll give her a 5.”
: "Joan is nice but she was late on her first day and to one shift last month. What a disaster! It doesn't matter that she got good Medallia comments. Those must be mistakes. She deserves a 2."
: "Well I’ve got a pretty decent team. They’ve had it tough this year. I’ll go easy on them."
: "These people are just so difficult to handle. They can’t do anything right. They don’t deserve more than a 3."
Central Tendency
: “I really don’t want my staff to dislike me. I’ll just rate them all average.”
Contrasting Effect
: “Why can’t Jim work as hard as Sarah? Compared to Sarah his work is really poor.”
Personal Bias
: Based on personal reasons - age, sex, sexual orientation, rumors, gossip, physical characteristics, etc.
Recency: “Last week Neil really messed up that guest interaction. I’ll rate him a 2.”
: “That’s just how I would have handled that. Brilliant! I’ll rate him a 5.”

: "That’s just not how I would have handled that, even though the guest was satisfied. He deserves a 3."
: “Female drivers just aren’t as good as male drivers. I’ll rate Mary a 2.”
Spillover Effect
: “For the past 2 years, Jason has gotten a satisfactory rating. This year, I don’t think he'll continue to be happy with just meeting expectations, so I’ll give him a 4.”
: "John has really
hit the ground running
." - "Kelly really goes
above and beyond
." – "Bob is a real
team player.
Before the Conversation
Schedule the Meeting
Schedule sessions well in advance
Allow ample time for a thorough discussion
Expect to spend 1 hour with each associate
Reviews should always be done in a private setting
Do not call the associate into a review meeting unexpectedly during the workday.
Structure of the Conversation
Welcome the associate:
Make sure there are no distractions (cell phone, desk phone, email)
Physically suitable environment
Describe the nature, importance, purpose and time frame of the meeting
Provide parameters for the meeting i.e. ground rules
Give your opening statement
"Why don’t we start by you telling me how you feel the past year has gone..."
There should not be any surprises on the reviews - your associate should have a general idea of how they have been performing
Be open minded about the opinions and facts presented by the associate
Do not dominate. Avoid arguments. Listen. Make it a conversation; a dialogue
Review merit increase (if any) and effective date
Handling Challenging Conversations
Keep in mind that every associate is unique
Some may react in a different way
What do you do when:
An associate disagrees with a rating or comments
Genuinely listen and acknowledge their feedback
Remind them that the appraisal is your perception of the Associate's performance
Provide time for the associate to write any comments they would like in the "Associate Comments" section
An associate is argumentative or refuses to sign the appraisal
If you anticipate this will be their reaction, consider having a witness such as an ASC representative or another manager with you when you have the conversation
If you find yourself alone with the associate, put the conversation on hold and find an unbiased witness
The New Form for Managers
New 5-point Rating Scale & increases to match
No decimals - only whole # scores
Section 1: KRAs
Section 2: Leadership Competencies
Section 2: Final Rating
Section 3: Development
Section 4: Overall Comments
Final Rating & Approval Signatures
Merit Increase & Associate Signature
Goal Setting
Elaborate on areas that need improvement
Detail action steps including deadlines and tools that can be used
Potential for growth and if recommended for training development program (LID, MID, SDDP, EID)
Open ended comments that you wish to provide or be noted about this associate
Remember, these travel with the associate and are a tool used during transfer/promotion requests
Final Rating:
Take into account each section's rating to determine overall, final rating
These 3 signatures are needed PRIOR to delivering the review to the associate:
Manager, Approver, & ASC
After the signatures are obtained:
ASC will input increase information, if applicable
This is to be reviewed with the Associate
Looking forward
Helps guide the associate throughout the upcoming year
Gives clear instructions for goals to be attained
Leaders Creating Leaders
What Core Value is exemplified in the appraisal process?
Managerial Courage
: Faces up to problems regarding any person or situation quickly and directly, even in the face of opposition. Demonstrates courage with coworkers and supervisors respectfully and professionally.
Sizing Up People
: Can size up internal and external talent for today and future needs of the organization. Provides support to coworkers for success.
Drive for Results
: Steadfastly pushes self and others for achieving results. Demonstrates initiative, thinks constructively, and originates action. Meets deadlines, efficient and productive.
Developing Direct Reports and Others
: Is aware of and committed to others' career goals and actively participates in the journey to achieve these goals. (Ex. Training/Mentoring efforts.) Trains new associates and provides continued support for coworkers with new processes.
: Understands the importance of company culture and aligns their actions and those of others to drive the desired culture. Demonstrates Mirror Image with regards to grooming standards. Sets a good example regarding work area presentation.
Integrity and Trust
: Trustworthy, honest and straight forward individual who keeps confidences. Demonstrates dependability and reliability in work ethic as well as attendance and punctuality.
: The willingness and ability to practice attentive and active listening. Communicates effectively. Demonstrates warmth, empathy and listening skills to internal and external guests.
Building Effective Teams
: Brings diversity of individuals into high morale, highly effective units. Supports coworkers and team as needed for overall success. Works effectively with the team. Cooperative. Contributes to the group.
Motivating Others
: The ability to create a satisfying work environment that encourages others to work towards achieving individual and group goals. Inspires others to action. Ability to lead and teach others.
Innovation Management
: Recognizes, develops and applies creative and innovative ideas and practices. Ability to learn new procedures and adapt to a new environment.
Decision Quality
: Makes good decisions based on experience, analysis and judgment that are beneficial to the immediate and long term benefit of the organization. Makes decisions to ensure performance is meeting quality standards.
Business Acumen
: Deep understanding of business principles and the intellectual curiosity to keep current in a changing business environment. Job knowledge in all areas of work responsibility.
Grade Inflation
: "I want John to get the highest increase possible, so I'm going to give him a 5 even though his performance doesn't merit it."
Key Results Areas
Needs Improvement - will merit the conversation to discuss the need of an Improvement Plan
Exceptional - better than average: superior
Exceeds Expectations - beyond the normal expectations
Meets Expectations - at the standard level
Below Expectations - almost meets the expectations, but not quite
There are
no changes
to the Hourly Review Process.
same form as last year
same scale (1, 2, & 3)
Full transcript