338 PART 3. TRAINING AND DEVELOPMENT Continuing Case Carter Cleaning Company The Performance Appraisal After sending several weeks on the job, Jennifer was surprised to dis cover that her father had not formally evaluated any employee's perfor. mance for all the years that he had owned the business lack position was that he had a hundred higher priority things to attend to, such as boosting sales and lowering costs, and, in any case, many employees didn't stick around long enough to be appraisable anyway. Further more, contended lack, manual workers such as those doing the press- ing and the deaning did periodically get positive feedback in terms of praise from lock for a job wel done, or criticism, also from Jack, things did not look right during one of his swings through the stores Similarly, lack was never shy about telling his managers about store problems so that they, 100, got some feedback on where they stood. This informal feedback notwithstanding, Jennifer believes more formal appraisal approach is required. She believes that are criteria such as quality, quantity, attendance, and punctuality should be evaluated periodically even if a worker is paid on Dec Furthermore, she feels quite strongly that the managers need to have list of quality standards for matters such as store cleanliness, efficien safety, and adherence to budget on which they know they are formaly evaluated Questions 9.20.is Jennifer right about the need to evaluate the workers for mally? The managers? Why or why not? 9.21. Develop a performance appraisal method for the workers and managers in each stare. Translating Strategy into HR Policies and Practices Cases The accompanying strategy map for this chapter is in the Mani la, and the map on the inside back cover of this text out there is involved Improving Performance at the Hotel Paris competences Consequently, using a fam similar to Figure 9.3, the front desk clerks' appraisals now focus on competences such as "able The New Performance Management System to check a guest in or out in 5 minutes or less. Most Service employ The Hotel Paris's competitive strategy is "To use superior guest ser ees' appraisals indude the competency able to exhibit patience and vice to differentiate the Hotel Paris properties, and to thereby increase guest support of this even when busy with other activities. There were the length of stay and retum rate of guests, and thus boost revenues other required competencies. For example, the Hotel Parls wanted al and profitability HR manager Lisa Cruz must now formulate appraisal service employees to show initiative in helping guests, to be customer policies and activities that support this competitive strategy, by elicting oriented, and to be team players in terms of sharing Information and the required employee behaviors and competencies. best practices. Each of these competencies derives from the hotel's aim Lisa knew that the Hotel Paris's performance appraisal system was of becoming more service-oriented. Each employee now abo receives inadequate When the founders opened their first hotel, they went to one or more strategkally relevant objectives for the coming year One an office supply store and purchased a pad of performance appraisal for a housedeaning crewmember, said, "Martha will have no more than forms. The hotel chain used these. Each form was a two-sided page, three room deaning infractions in the coming year," for instance) Supervisors indicates whether the employee's performance in terms in addition to the goals and competencies-based appraisals, ather of various standard traits induding quantity of work, quality of work, Hotel Paris performance management forms laid out the development and dependability was excellent, good, fair, or poor. Lisa knew that efforts that the employee would undertake in the coming year. Instruc among other flaws, this appraisal tool did not force either the em tons also reminded the supervisors that, in addition to the annual and ployee or the supervisor to focus the appraisal on the extent to which semiannual appraisals, they should continuously interact with and up the employee was helping the Hotel Paris to achieve its strategic date their employees. The result was a comprehensive performance goals. She wanted a system that focused the employee's attention on management system: The supervisor appraised the employee based on taking those actions that would contribute to helping the company goals and competencies that were driven by the company's strategic achieve its goals, for instance, in terms of improved customer service needs. And, the actual appraisal resulted in new goals for the coming Both Lisa and the firm's CFO were concerned by the current dis year, as well as in specific development plans that made sense in terms connect between (1) what the current appraisal process was focusing of the company's and the employees' needs and preferences on and (21 what the company wanted to accomplish in terms of its Questions strategk goals. They wanted the firm's new performance management system to help breathe life into the firm's strategic performance, by 9.22. Choose one job, such as front desk derk Based on any in formation you have induding job descriptions you may have focusing employees' behavior specifically on the performances that would help the Hotel Paris achieve its strategic goals. Created in other chapters), write a list of duties, competen Lisa and her team created a performance management system that cies, and performance standards for that chosenjob. focused on both competencies and objectives. In designing the new 9-23. Based on that, and on what you read in this Dessler Human System, their starting point was the job descriptions they had created Resource Management chapter, create a performance ap for the hotel's employees. These descriptions each included required praisal form for appraising that job. Written by and copyright Gary Dessler, Pho. CHAPTER 10 - MANAGING CAREERS AND RETENTION 369 Translating Strategy into HR Policies and Practices Case*. for showin g and there on the back cow of motorines the relations to accomplisherms of strategi goals. They wanted the firm's new performance management system to help breathe life into the firm strategic performance, by focuing employees' behavior specifically on the performances that would help the Hotel Paris achieve gigs and her created a performance management system that focused on both competences and objectives in designing the new system, their starting point was the job descriptions they had created for the hotel's employees. These descriptions each included required usions 922. Choose one ob such as front desk dark Based on any in formation you have inducing job descriptions you may have created in other chapters w e l of dute.com ces, and performance standards for the chosen 9-23. Based on that, and on what you read in this Desser Human Resource Management Chapter create a performance ap praisal form for appraising that by and Gaye CHAPTER 10 - MANAGING CAREERS AND RETENTION 369 Translating Strategy into HR Policies and Practices Case*:$ The accompanying egy map for the chow in W ager , and the overal m onthside back cow of the most in the relations oved Improving Performance at the Hotel Paris The New Career Management System The Hotel Paris competitive wrategy is "To superior guest rice to defeate the Home Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenue and profitability manager Usa Cu must now formulate functional policies and activities that support this competitive strategy, by ficting the required employee behaviors and competences Usa Cru know that a hospitality business, the Hotel Paris was uniquely dependent upon having engaged, high morale employees in factory or mal retail shop, the employer might be able to rely on rect supervision to make sure that the employees were doing this But in a hotel just about every employee is on the frontline the is usually no one there to supervis the limousine driver when he or she picks un aquest at the airport, or when the valet takes the quest's , or the front desk designs the guest in, or the housekeeping clerk reeds to handle a special request the hotel wand e d guests they had to have engaged employees who did their jobs as if they owned the company, even when the supervisor W ow insight But for the employees to be engaged, Lisa knew the Hotel Paris had to make it clear that the company was also committed to its employees From her experience, she new that one way to do this was to help her employees have successful and satisfying careers, and she was therefore concerned to find that the Hotel Parishad no carver manage ment procesa al Supervisor weren't tried to discuss employees' developmental needs or promotional options during the performance appraisal interviews Promotional processes were formal. And the firm made no attempt to provide any cor development Services that might help its employees to develop a better understanding of what their career tower, or should be Una was sure that gaged employees were to proving the o ne of the hotels Quests, and that she couldnt boost employee engagement without doing a better job of attending to her employees' career needs in two hotels she began encouraging supervisors to at least engage in care oriented appraisals with the wordinates, a pilot project basis. For us and the CRO, the preliminary research t e xt bout the c ity of i ng a new r angement system at the Hotel Paris. Based on the pilot project, employees in those Hotel Paris Hotels who had been working under the new career management directive were more engaged received more complimentary letters from guests, and received hoher performance al ratings than did employees who did not have career plans. The CFO therefore gave the go ahead to design and a new i m age ment program Lisa and her team knew that they already had most of the building blocks in place, thanks to the new performance management system they had instituted just a few weeks ealer. For example, the new per formance management system already required that the supervisor praise the employee based on goals and competences that were de by the company strategiend and the apprat produced new gows for the coming year and specific development plans for the employee. These development plans had to make sense in terms of both the company's and the employee's needs and pre ces in addition to the new performance management elements al ready in place and her team cheated an online Home Paris Co reer Center with links to a choice of career w e nt tools such as the self-Directed Search www self-directed search.com) and w based templates for developing one's own career plan, the site went toward providing the Hotel Paris's employees with the career as istance that they required. Abe on the site, a new international Job Openingsund et e r for Hotel Paris employees to identify positions for which they might be qualified Theres encoded Usa and the CFO) expectations Virtually every employee produced a career plan within the first 6 months. The appraisal interview of ten turned into animated, Career oriented development sewors, and on the various measures of employee commitment and guests vice were trending up Questions 10-22 "Many hotel jobs are interently dead end, for example, mads, undry workers and lets either have no great pirations to move are using the obstempor y for instance to help out with hoo d expenses. First do you agree with this statement? Why, or why not? Second In the more career activities you would recommend La implement for these employees 10-23. Using what you leared in this chapter of Deer Human Resource Management, build on the company's new System by recommending two more specific are development t eh should implement 10-24. What other specific career development activities would you recommend in lot of the fact that the Hotel Paris Hotels and employees are dispersed around the world? written by and copyright Gay Dee