PERFORMANCE APPRAISAL - A STEP-BY-STEP GUIDE FOR EXECUTIVE DIRECTORS AND SUPERVISORS OF NATIONAL HOTEL ASSOCIATIONS

Transcription

1 PA Cnsulting Grup Caribbean Reginal Sustainable Turism Develpment Prgramme CARIBBEAN HOTEL ASSOCIATION PERFORMANCE APPRAISAL - A STEP-BY-STEP GUIDE FOR EXECUTIVE DIRECTORS AND SUPERVISORS OF NATIONAL HOTEL ASSOCIATIONS Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

2 Perfrmance Appraisal - A Step-By-Step Guide Purpse Annual perfrmance appraisals are imprtant fr effective evaluatin, management and develpment f staff and fr imprving the perfrmance f natinal htel assciatins (NHAs). Fr NHAs, perfrmance appraisals serve several purpses including the fllwing: (a) (b) (c) (d) (e) (f) (g) cmmunicating t staff, the gals and bjectives f the Assciatin; allcating amng individual staff members, respnsibility fr thse gals and bjectives and the utputs and tasks that cntribute t their attainment; allwing the delegatin f respnsibilities and encuraging individual assumptin f respnsibility and accuntability; facilitating the mnitring and structured evaluatin (using predetermined criteria) f the extent t which utputs and tasks have been cmpleted and with what degree f cmpetence; allwing the Executive Directr and/r Supervisr t prvide feedback t staff abut the quality f their perfrmance and t identify capacity deficiencies and need fr additinal resurces and/r training; allwing staff t cmmunicate t the Supervisr and/r Executive Directr, prblems and challenges that cntribute t r affect their perfrmance; and assisting in staff mtivatin and the develpment f psitive attitudes and behaviur. Nte that the matter f cmpensatin shuld never be discussed with the emplyee as part f the appraisal discussin. The perfrmance appraisal exercise lks specifically at agreed bjectives, gals and standards f perfrmance and the emplyee's prgress tward meeting them. It als establishes fr the emplyee, gals, bjectives and tasks fr the next review perid. Preparing fr the Perfrmance Appraisal A number f actins can be taken t facilitate and make the perfrmance appraisal prcess easier n bth the appraiser (Executive Directr r Supervisr) and the emplyee. These include the fllwing: Lng-term actins The annual number f staff appraisals t be cnducted and their apprximate scheduling e.g. mid-year and end f year, shuld be knwn t emplyees; Gals shuld be set in the preceding perid as a basis fr evaluating perfrmance in the fllwing perid; 2 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

3 Supervisrs/appraisers shuld nt wait fr the actual appraisal sessin t pint ut t staff, cncerns t be addressed r deficiencies that shuld be crrected. This shuld be an n-ging part f mentring and caching by supervisry staff; Emplyees and supervisrs need t keep recrds relating t cmpletin f tasks, prblems, cnstraints and challenges; The length f sme appraisal frms make the cmpletin f them a majr exercise and almst akin t an examinatin. It shuld be remembered that the mst imprtant part f the appraisal prcess is nt the cmpletin and scring f the appraisal frm but the quality f the exchanges between the emplyee and appraiser that is part f the prcess; Shrt-term actins Fr each emplyee get ut the fllwing dcuments: jb descriptin; previus appraisal reprt and gals set frm the last appraisal; ntes regarding staff members perfrmance cmpiled ver the review perid; letters and ther feedback infrmatin n the emplyee; disciplinary letters/mems, Emplyee Handbk r Prcedures Manual; Cmplete a draft appraisal frm nting the fllwing: gals and tasks fr which the staff member has respnsibility; what the staff member has dne well; areas/activities in which perfrmance was less than expected; cnstraints and prblems that impacted n perfrmance; and prpsed ptins t address and imprve future perfrmance. Be careful t avid the fllwing tendency t verrate favured staff members, r t be influenced by previus perfrmance ratings; tendency t under rate a staff member s perfrmance; 3 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

4 letting utstanding /unsatisfactry wrk cmpleted just prir t the evaluatin psitively/adversely influence the assessment f an entire year f perfrmance; and giving the same rating t all staff members. Prvide the staff member with a cpy f the draft evaluatin prir t the meeting. The Executive Directr/Supervisr has the ptin f having the staff member cmplete his/her wn appraisal Cnduct f the Perfrmance Appraisal Set time and place fr the appraisal well in advance and infrm the staff member f the time scheduled fr the appraisal. Allw sufficient time fr discussin, apprximately 1 1 ½ hurs; Bth emplyee and appraiser shuld be punctual; Cnduct the appraisal in a rm that ffers cmplete privacy: Create a relaxed atmsphere fr the cnduct f the appraisal - use calm lwered vice, maintain eye cntact and avid a sclding tne; Prmpt the staff member int beginning by asking fr his/her assessment f his/her perfrmance during the perid under review; Take ntes and interrupt as infrequently as pssible and nly t btain clarificatin f specific pints made; In respnding, summarise yur understanding f what was said by the staff member d nt ffer cmment r judgment n what was said; Cmment n perceived strengths as well as areas that need imprvement Cmpare actual with expected perfrmance and give the perfrmance rating fr each task. NOTE: Any variances between the Executive Directr s/supervisr s assessment and the staff member s wn assessment f his/her perfrmance will emerge at this stage and must be tactfully handled. Supervisrs shuld try t reslve any variances at this stage rather than referring t the Executive Directr fr a slutin. Refer t Reslving Cntentius Issues belw; Be prepared t discuss item, issues and scres given; Emphasise areas f perceived strength and weakness; Invite the staff member s suggestins fr reslving cnstraints and prblems; Try t be fair and firm yet reasnable; Discuss, agree and set gals, expected utputs and standards fr the next perid. (Refer t Gal Setting fr the Next Perid belw; Discuss persnal develpment and training plans; 4 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

5 Summarise sessin making every effrt t have sessin end psitively; and Undertake t have final appraisal reprt ready fr staff member s cmments and signature. Finalising the Appraisal and Fllw-up Cmplete and submit the appraisal reprt as sn as pssible after the appraisal meeting has taken place; The staff member signs the reprt befre it is signed by the Executive Directr r, the Supervisr and staff member sign the reprt befre it is referred t the Executive Directr fr cmment and signature. NOTE: By signing the appraisal, the emplyee indicates that he/she has seen the final reprt. The staff member has the ptin f cmmenting n the reprt befre signing it. The staff member is prvided with a cpy f the signed reprt. The riginal is made part f the staff member s persnal recrds. Reslving Cntentius Issues Executive Directrs/Supervisrs will encunter situatins where a staff member is nt in agreement with r becmes defensive abut his/her perfrmance during the appraisal. In these situatins, Executive Directrs/Supervisrs shuld prceed as fllws: Let the staff member express, withut interruptin, any issues f cncern r with which he/she is nt satisfied; Cntrl the situatin by maintaining eye cntact and calm vice; Summarise yur understanding f the issue(s); Avid arguments and fcus the discussin n expectatins and perfrmance; D nt send negative verbal signals e.g. if the staff member is usually addressed by his/her first name d nt refer t him her in the frmal Mr. Ms. Mrs; Be patient, understanding and keep an pen mind; Invite staff member t prvide slutins fr prblems raised; Be prepared t ffer t lk again at specific scres, withut making prmises fr change(s). S as nt t present any surprises in the final appraisal reprt, use apprpriate language t signal yur inclinatins e.g. there may be sme grunds fr reexamining this scre r the level f perfrmance des nt supprt an adjustment t this scre. 5 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

6 Gal Setting fr the Next Perid The setting f gals fr each staff member is related t verall gals f the Assciatin and the staff member s Jb Descriptin, which must be accurate and reflect the respnsibilities and tasks f the staff member. Gals shuld be jintly discussed and agreed t by the Supervisr/Executive Directr and staff member; When setting gals, fcus n the fllwing: key specific respnsibilities and tasks t be undertaken by the staff member during the next review perid; quality, timeliness, accuracy, frequency as may be apprpriate fr the cmpletin f individual gals. The Perfrmance Appraisal Frm Tw frms t facilitate the perfrmance evaluatin prcess are attached. The nly difference between the tw is the additin in the secnd versin f a fifth clumn and a scre f 5, where the level f perfrmance in cmpleting tasks is cnsistently belw perfrmance standard in spite f supervisin, caching and training. Sme Executive Directrs may wish t use this additinal clumn and scre as part f the appraisal frm. Explanatin f Scres r Ratings 4. Outstanding Level f perfrmance in cmpleting all tasks cnsistently exceeds the standard established, especially in key areas f quality, quantity and timeliness f utput. Shws team spirit, initiative, cntributes ideas and assists in activities utside f key areas f respnsibility. 3. Exceed Expectatins Often exceeds perfrmance standard fr the cmpletin f tasks. Requires minimum supervisin, is reliable, prfessinal and capable f rising t the ccasin in handling the demands f wrk. 2. Meets Expectatins Meets the standards and fulfills the duties and respnsibilities f the psitin in a satisfactry and timely manner. Perfrmance is cmpetent with sme supervisin generally required. 1. Needs Imprvement Des nt always meet perfrmance standard in all majr areas f respnsibility. Demnstrates ability t cmplete sme assignments but needs supervisin. Need fr apprpriate training and persnal develpment. 6 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007

7 Prepared by: Cecil Miller fr the C a r i b b e a n H t e l A s s c i a t i n Head Office 1000 Pnce de León Ave., 5th Flr San Juan, Puert Ric Tel Fax Marketing Office 2655 Le Jeune Rad, Suite 910 Cral Gables, FL Tel Fax Prject Office BHTA Building 4th Avenue, Belleville St. Michaels, Barbads Tel Fax w w w. c a r i b b e a n h t e l a s s c i a t i n. c m 7 Prepared under the Eurpean Unin funded Caribbean Reginal Sustainable Turism Develpment Prgramme by PA Cnsulting Grup fr the Caribbean Htel Assciatin March 2007