Performance Appraisal

PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL – HOTEL HR PLANNING & DEVELOPMENT

Performance Appraisal management is about getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competing requirements. It is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. It is owned and driven by management.

FEATURES OF PERFORMANCE MANAGEMENT

• Individual annual performance appraisal
• Objective setting and review
• Personal development plans
• Career management and/or succession planning
• Coaching and/or mentoring
• Competence assessment
• Performance related pay
• Self-performance appraisal
• Twice yearly/biannual appraisal
• Continuous assessment
• Subordinate feedback
• Peer performance appraisal
• Competence related pay
• Team performance appraisal
• Contribution related pay
• Team pay

PERFORMANCE APPRAISAL

Performance appraisal is defined as the process of evaluating the performance and assessing the development/training needs of an employee. Performance Appraisal is a process that allows for an individual employee’s overall capabilities and potential to be assessed for the purposes of improving their performance.

BENEFITS OF PERFORMANCE APPRAISAL

• To ensure that employees are aware of what is expected of them
• Improve current performances
• Provide feedback
• Increase motivation
• Identify training and development needs
• Identify potential
• Focus on career development and succession planning
• Award salary increases/performance related pay
• Solve job problems
• Set objectives

GENERAL PERFORMANCE FACTORS MARKED DURING APPRAISAL

• Knowledge, ability and skill on the job.
• Attitude to work, expressed as enthusiasm, commitment and motivation.
• Quality of work on a consistent basis and attention to detail.
• Volume of productive output.
• Interaction, as in communication skills and ability to relate to others in teams.

THE PERFORMANCE APPRAISAL FORM

• Basic personal details, such as name, department, post, length of time in the job;
• Job title;
• Job description;
• A detailed review of the individual’s performance against a set of job related criteria;
• An overall performance rating;
• General comments by the senior manager;
• Comments by the employee;
• Plan for development and action.

On the one hand a ‘good’ and constructive appraisal meeting is one in which:

• Appraisees do most the talking.
• Appraisers listen actively to what they say.
• There is scope for reflection and analysis.
• Performance is analysed and not personality.
• The whole period is reviewed and not just recent or isolated events.
• Achievement is recognized and reinforced.
• Ends positively with agreed action plans.

On the other hand a ‘bad’ appraisal meeting:

• Focuses on a catalogue of failures and omissions.
• Is controlled by the appraiser.
• Ends with disagreement between appraiser and appraisee.

MANAGING POOR PERFORMANCE

There are five basic steps in handling performance problems:

1. Identify the problem through analysing feedback and getting agreement from the employee what the shortfall has been.
2. Establish the reason(s) for the shortfall and avoid crudely attaching blame for problems in the job.
3. Decide and agree on the action required, whether it be things like a change in attitude, behaviour or improvements in certain skills or abilities.
4. Resource the action by providing coaching, training and guidance to ensure that changes can be made.
5. Monitor and provide feedback, which may also include an element of self-management in the learning process.