performance management. people are an organization’s most important and costly asset organizations...
TRANSCRIPT
• People are an organization’s most important and costly asset
• Organizations must derive a return on their investment
• Every organization is perfectly designed to achieve the results it gets
• A performance management system must operate as a core communications, planning, motivational, and development vehicle
Philosophy
OTR
The Sabre HR team must help build a culture of meritocracy based on performance and values
Learning
Talent Management
Talent
Development
2
Performance Management Defined
The process of creating and agreeing to clear, measurable goals; gathering and evaluating performance information; and providing effective feedback through meaningful conversations.
Why Is Performance Management Important?
“What you permit, you promote. What you allow, you encourage. What you condone, you own. What you tolerate, you deserve.” -Michelle Malkin, American journalist
Our Approach…
Core activities:
Common grading Leadership follow-thru
Help them get thereTell them what’s expected Hold them accountable
Build…Performance based culture
Goals & ObjectivesValues
Regular team communicationsMid-year pulse checks
Performance improvement plans
Measure SuccessLead & CoachSet Expectations
Year-End Performance ReviewOTR I & II
Operational rigor
5
Performance Management Cycle
Performance Planning(Setting Goals)
Ongoing Feedback (Tracking
Performance)
Reviewing Performanc
e(Review &
Rating)
Jan/Feb Setting Goals &
Discussions
Regular 1:1’s throughout
the year
July/DecMid-Year & Year-End
Discussions
Individual Performance
Performance Sabre Values
What you do … in comparison to goals and objectives
Objective measures should be used where available
Observable results over the past year
How you do it
Assess each Sabre Value before determining the overall values rating
Behavioral anchors define expectations at different career levels
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
Performance Rating Scale Values Rating Scale
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
The What … The How …
Goals: the “What”
Goals and objectives are key areas of responsibility and the results that you need to accomplish to be successful. Goals are ‘what’ you are measured on for performance.
Goals are one of two key metrics that determine your overall performance rating
Include: Focus on what you accomplished and how you contributed to your team’s, department’s,
business unit’s and/or Sabre’s success Highlight your results – not the activities you performed to achieve the goal
By June 1, I created and implemented a new SharePoint page that is being used by the call center agents to track customer service issues
I achieved 110% of my sales goal of 500k by December 1.
I developed and implemented standard coding techniques and processes for the department by Q3.
Examples…
Sabre values have a behavioral focus ... they are not outcomes
Not every anchor applies to every employee or role
Anchors describe typical behaviors, not all-inclusive
“Team” does not exclusively mean direct reports; “customers” can be internal, external, or both
Anchors build across … “exceeds expectations” behaviors presume “consistently meets expectations” behaviors have been achieved
Values: the “How”Before you rate yourself on each Sabre Value, review the
behavioral anchors for the appropriate level and keep in mind:
http://current.sabre.com/orgs/HR/Global/Learning/Documents/LearningAndDevelopment/Sabre_Values_Behavioral_Anchors.pdf
Performance Development Areas
Two to three clear development areas, performance concerns or limitations Ensure your development needs show your commitment to and consideration of the Sabre
Values Consider how these development areas have or could become an issue or roadblock for you in
the future
Creativity and Innovation: Need to be more open to new and cutting edge ideas; sometimes allow historical knowledge of the business to limit creative thinking.
Collaboration and Teamwork: Learn to spend more time listening and reflecting on my team's opinions before jumping in with my own. Need to spend time getting to know each team member 1-1.
Ownership of Results: Need to develop a thorough understanding of the financial metrics of our operations through SII as I am now responsible for managing a $750K budget in my new role
Examples:
Development areas are behaviors that keep you from being a stronger performer/leader or areas that you need to develop. Use the values and behavioral anchors to describe why goals were not achieved.
What to include:
Sabre team goal setting discussions
Before the SessionSelect the top three priorities and/or goals for your team
Ask the team members for their input
Bring any cascaded goals with you to the meeting
During the Session
Determine if the goals are SMART Gain agreement on goals and how/when you will monitor progress
After the Session
Team members: develop a plan to achieve the goals and submit to leader for approval
Leader: Approve goals, begin monitoring progress
Individual Performance
Performance Sabre Values
What you do … in comparison to goals and objectives
Objective measures should be used where available
Observable results over the past year
How you do it
Assess each Sabre Value before determining the overall values rating
Behavioral anchors define expectations at different career levels
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
Performance Rating Scale Values Rating Scale
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
The What … The How …
16
Job responsibilities1
What is my job?
How amI doing?
Feedback, performance review, coaching
2
How’smy unitdoing?
Measurements,regular updatesfrom manager
4
Where arewe headed?
Vision, mission, strategy
5
Commitment 6 How canI help?
Listening, recognition3
Doesanyonecare?
Source: Roger D’AprixMarketplace-based
Basic knowledge needs as employees describe them:
Employee commitment is earned only after basic needs are met
Sabre's Leadership Commitment
• Discuss job duties and expectations regularly
• Encourage employees to ask questions
• Connect employees’ roles to changes affecting
the team and business
• Know the concerns and motivation of each employee
• Show personal conviction and commitment to the strategy
• Acknowledge their ability to understand business goals
• Stay accessible especially during difficult times
Actions leaders should take …
Connect team members’ job responsibilities to business strategy and priorities