Hotel Chain’s Performance Management Plan

Introduction

A performance management plan is an instrument used in businesses for controlling, assessing, examining, and reporting the advancement of organizational goals. It involves several procedures that are critical in its development.

Firstly, there is a need to match the performance management plan with the prevailing business strategies. Secondly, there is a need to assess the organizational performance philosophy. Thirdly, a job analysis process is completed to identify the skills needed by employees. Next, the methods used for measuring the employee’s skills are identified. This leads to the formulation of a process for addressing the existing skill gaps. Lastly, the plan involved the development of a plan for delivering effective performance feedback. This essay elaborates on the performance management plan for a hotel chain.

Current Demographic Information of the Company

The hotel chain enterprise is currently located in Minneapolis, Minnesota. It has about 25,000 employees. The company is growing to seize more markets in various regions due to the improvement in the economy. This situation has been attributed to the improving tourism industry in India. There is also a plan to increase its workforce by 20 percent in its new establishments in the country. Historically, the performance of the entity has been tremendously successful with annual net revenue of $100,000,000. The employee turnover rate stands at 5 percent. The management is currently focusing on the same percentage or less shortly. The growth of the company is expected to remain at 15 percent for about one year. The information was based on a phone conversation between Traci and Jason who have been assigned the task to develop the following performance plan for the hotel chain.

Performance Plan (Alignment of the Performance Management Framework to the Organizational Business Strategy)

Assessment Plan Procedure

The performance assessment of Jason will be conducted by an outsider, Traci, to ensure that the outcomes are nonbiased, valid, and reliable. The assessment will be a one-day process with only one employee interviewed on behalf of the hotel chain organization (Gomez-Mejia, Balkin, & Cardy, 2004).

Control Measures stipulated to Eliminate Errors and Biased Outcome

During the performance assessment, issues that relate to personal preferences during the can lead to biasness. The employees are perceived as the subjects for assessment about the objective achievement of the entity (Gomez-Mejia et al., 2004). Various tools that were considered included the proper implementation of laws regarding labor, promotion of nondiscrimination against the employees, and maintenance of performance standards that included everybody irrespective of gender, race, and disability among others. The source where information will be obtained will remain as neutral as possible. Qualified personnel to conduct the activity will also be considered to maintain accurate information, especially in matters that pertain to finance. A follow-up assessment will be conducted to check for consistency of the results and eliminate any biases.

Key Performance Objective as per the Organizational Performance Philosophy

Various key performance objectives will be measured through the determination of the expected performance level or measurable results during the review periods. The hotel chain objectives have been designed to ensure an effective achievement of sales, customer services, and financial performance among others.

Financial Performance Objectives

The managers of the hotel chain have set the financial performance goals to lay stress on their financial targets. Various objectives that are related to the financial performance as stipulated by the organization include ensuring a growth of the revenue and other respective earnings by 15 percent in the coming one year. The second objective is to increase its capital and investments by the attraction of more shareholders and investors in India by improving cash flows (Gomez-Mejia et al., 2004).

Sale and Marketing Objectives

The sales and marketing objectives of the company will be used to measure its position against the new competitors in the fresh Indian market. These objectives will ensure that the company gains a larger market share by surpassing its competitors in the new market environment, quality improvement, and product awareness.

The various objectives of the company include:

1. To introduce new products that appeal to consumers in the new Indian market.
2. To ensuring low costs of the products concerning the competitors’ cost strategies to gain new and more customer, and

Human Resource Objectives

Due to the introduction and expansion of the Hotel Chain in the Indian market, the company has planned to hire competent employees to ensure that the organization structure suits the business performance. The objectives stipulated have embraced the various training and developmental programs and goals of the organization. Some of the objectives outlined by the hotel chain are:

1. To introduce a new workforce to the company by about 20 percent
2. To maintain or reduce the employee turnover by 5 percent
3. To ensure improved productivity in the newly established chain in India by ensuring effective implementation of the company-wide employee training program
4. To ensure that staff needs and requirements such as the increment of skilled workers are met

Customer Service Objectives

Quality service delivery ensures improved productivity due to the repeat business of the organization. The hotel chain usually embraces the relationship that binds customer satisfaction, costs, and quality of the services and products. The objectives stipulated by the organization include:

1. To ensure increased repeat business by reducing customers’ returns and complaints as well as ensuring a reduced response time of the consumers’ inquiries.
2. To ensure an effective reduction of time for the delivery of products and services to the consumers

Performance Management Plan for Hotel Chain

The hotel chain under this section will assess various key competencies of the employees. Leadership skills that will be evaluated include vision, team building, flexibility, stress management, and commitment. The second competencies that will be assessed include communication skills. Various aspects of communication that will be evaluated by the management include verbal communication techniques, listening skills, and written communication skills among other factors. Another aspect to be considered includes technical knowledge such as the specific job requirements. Such knowledge includes education requirement levels, skills required to use various equipment on the job, job experience required, and expectations. The third aspect of competency is the lifelong learning expectations of the employees. The company will examine the teaching and mentoring techniques essential for the employees. Consumer competency will also be examined through the assessment of employee responsiveness to the public with a view of promoting the relations between the two parties. Other competencies that the management will assess include conceptual skills such as the system and critical thinking, analysis, synthesis of information, and problem-solving skills among others. The abilities of the employees to effectively understand and promote human resource skills, financial resource skills, and information of the company and its assets will also be assessed. Lastly, the assessment will also address various standards of compliance such as ethical and legal standards among others.

Performance Rating and Definition as per the Likert Scale (Methods used for measuring the Employee’s Skills) and Process for addressing the Gaps

While performing performance assessment using the form in the successive sections please refer to the following scales to complete the forms. The Likert scale for the four-point rating will be indicated as follows.

EX: Exceeding Expectations (4) – This scale implies that the performance has surpassed the anticipated value. The contribution of the employees is far above their current job responsibility; hence, they are role models to their coworkers. Regarding the assignment of new tasks, the employee learning progresses will be beyond their expectations.

ME: Meets Expectations (3) – The ME scale denotes a sufficient performance level that meets with the projected result. In some cases, the employee exceeds expectations while in other sections, they can fall occasionally. The employees show a significant performance in fresh responsibilities.

PM: Partially Meets Expectations (2) – The PM scale shows that the employee performance fails to satisfy all the projected areas of success. The employee needs to improve in such areas to meet and exceed the expectations. The employee needs to be supervised and advised on these areas to ensure that they improve and meet the performances required. The employee fulfills most of the goals of the newly assigned tasks.

NI: Need Improvement (1) – most of the performance fall below the minimum expectation. This Likert scale indicator creates a need for immediate improvement plans. Action plans should be taken to elaborate on various shortcomings such as good training and coaching among others.

Methods to be used for understanding Personalities

Most companies are currently implementing the Myers-Briggs Type Indicator (MBTI) to ensure an effective understanding of the relationships that exist among different personalities (Cascio, 2013). This technique focuses on developing teams that appreciate and motivate different employees to predict the outcome of the business in terms of performance (Cascio, 2013). Various modes of perception that will be examined include sensing, intuition and judgment, thinking, feeling, and attitudes. These modes of perception can be used to detect whether an employee is an introvert or an extrovert. The personality indicators will also be used to identify the various strengths and weaknesses of the employees in the organization.

Review of New Information and Objectives

Information that will be assessed under this section includes new objectives regarding the expansion of the enterprise to a new location in the Indian market. There will be an increment of employee numbers by about 20 percent and maintenance of the employee turnover at 5 percent. This strategy will be implemented with a view of improving productivity as well as for capturing new markets and expansion. The employee contributions to the organization’s operations and their expectations will also be recorded (Cascio, 2013).

Current Development in the Organization

The phone conversation between Traci and Jason led to the capturing of various developments in the hotel chain. There is a plan to expand the hotel to new markets in India. The employment strategy that has been stipulated includes an increment of the employees by 20 percent and maintaining turnover as low as 5 percent for the next year. The growth expectation is also captured in the current development. It is forecast to remain at 15 percent for one year. This plan will enable the organization to provide adequate staffing essential for its prospective operations both in the existing and new establishments.

Feedback Approaches

The findings feedback regarding the performance management of the hotel chain enterprise will be released during the company conference meeting where the supervisor will introduce the report to the management team before releasing the findings to employees.

Performance Management Plan Form

Name: ________________________________________________________________

Location: _____________________________________________________________

Position: ______________________________________________________________

Reports to: ____________________________________________________________

Date (from):____________________________________________________________

Date (to): ______________________________________________________________

Personalities of the Employee Assessed

Section I: Key Performance Objective

Section II: Review of Performance

Section III: Review of New Information and Objectives

Various contributions that the employee has done towards the achievement of the hotel chain enterprise goals include;

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Section IV: Current development in the organization

Developments that have been achieved recently or currently going on in the hotel chain organization include;

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

The employee has also developed the following ways

__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________­­­­­____________________________________

Section V: Comments of the Employee

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Section VI: Signatures and Dates of the Performance Assessment Activity

The employee’s signature must be indicated to show that the performance assessment exercise has been done successfully by the person concerned.

Planning of the Activity

Employee: _____________________________________________________________

The supervisor or the person conducting the activity: ___________________________

Performance Evaluation

Employee: ____________________________________________________________

The supervisor or the person conducting the activity: ___________________________

Conclusion and Recommendations

The essay has elaborated the performance plan of the hotel chain organization by providing a framework for successful performance assessment. It is realized that the enterprise is undergoing expansion to other market niches in India. Due to such activities, there is a need to employ more staff with a view of improving productivity to capture the new markets. The hotel chain enterprise will use the results to improve its policies, standards, and procedures in an attempt to improve employee motivation among others (Cascio, 2013). The performance assessment should be done periodically to ensure that various entities improve employee performance, production, returns on investment, development of the company goals, and achievement protocols among others.

References List

Cascio, W. (2013). Managing human resources: Productivity, quality of work life, profits. New York, NY: McGraw-Hill.

Gomez-Mejia, L., Balkin, D., & Cardy, R. (2004). Managing human resources. Upper Saddle River: Prentice Hall.