DRAFT

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

Draft performance management system handbook is designed as a framework to demonstrate the intent of human resource department. The weighting system, instructions and competencies are designed in conformity with existing job descriptions. If approved, a Turkish version of this handbook will be adopted. A competence dictionary for the further definition of each competence will also be adopted after approval of the plan.

TABLE OF CONTENTS

EXECUTIVE SUMMARY

PERFORMANCE EVALUATION FORM

PART I Core Competencies PART II Key Competencies PART III Pascha Bay Employee Goal Setting Form

APPENDIX I (KEY COMPETENCIES)

PERFORMANCE REVIEW PROCESS CHART

HOW WE MEASURE COMPETENCIES

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT
EXECUTIVE SUMMARY

Human Resources Department is seeking to launch a comprehensive performance management system at the beginning of 2009 season. This new system is designed to ensure existence of flexible, committed but constantly controllable workforce. The system involves annual performance reviews during the high seasons. Each employee will be appraised by their

immediate supervisors and team leaders. Supervisors and team leaders will be appraised by their departmental reviewing method: The first part of the performance evaluation will appraise core competencies. Core managers. Human resource department recommends the following

competencies represent all those knowledge, skills and abilities which are expected to be possessed by all Blue Village Pascha Bay employees. Second part of the evaluation will appraise key competencies for the various jobs in the Hotel. A Key Competence can be defined as a competence that employee must have in order to accomplish to get the job done. Beside the core competencies of the Pasha Bay, key competencies focus on what the employee is expected to do. Key competencies derive from the job descriptions of the employee. Supervisor and employee will come together to

determine the key competencies. They are expected to hose competencies from the Appendix I. There are varieties of key competencies in Appendix I which are weighted according to each job family in the Hotel. For each employee, weight totals should be 100%. Weighting system, (Please see

therefore, respects the informal contracts between employees and supervisors. appendix I) Third part is designed only for team-leaders and supervisors. employee goal setting form.

They are expected to fill

There should be at least one goal which is related with

organisational goals and a one corresponding performance indicator. For instance, for a front office team leader, a goal might be provision of high levels of customer care and corresponding performance indicator might be %10 reductions in the customer complaints per month. Goals should be agreed by departmental managers and reviewed by the management.

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT
(Human Resource department will provide some recommended goals after consulting to the management) It is believed that, by the contribution of second and third parts, each employee will be previously well informed about what is expected from them. During the midterm evaluation period, performance problems will be identified and managerial measures and innovations will be introduced. Before the end of season, in an appropriate time frame, final reviews will be made. At the end of final reviews, we are expecting to reach following information; Quantitative determinations of Hotels weaknesses and strengths Reliable data for external and internal benchmarking Reliable data for training needs Identification of performance problems and consequently developing new regimes for the improved performance. Reliability and validity of existing bonus system, motivational measures

It is acknowledging that performance management systems might create extra burden and pressure on the employees. By taking this fact into consideration, this system fully respects the informal contracts between employee and supervisor. Efficient and serious implementation of such system, in a good faith, will obviously work and refresh our commitments to the organisation. By the help of such system; organisational justice will enhance, communication channels between employee and management will efficiently function, more appropriate pay and non-pay rewarding system might be built. Furthermore this system will assist realization of creative ideas within the Pasha Bay. It is fully believed that Performance Management System will be a good roadmap for us to achieve more together.

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

Performance Evaluation Form

Name:___________ Position/Title:______________ Rating Period___________________(Month/Day/Year)

RATING SCALE: Outstanding (5) = Performing at a level well beyond that required at a fully competent level Exceeds Expectations (4) = Performing at a level better than that required at a fully competent level Meets Expectations (3) = Performing at a fully competent level Needs Improvement (2) = Performing at a level that is less than that required at a fully competent level Unsatisfactory (1) = Performing at a level that is inferior to that required at a fully competent level

The purpose of this performance evaluation form is to discuss and appraise employees seasonal performance. It is designed to ensure that Pascha Bay Hotel management carefully define professional needs to enhance professional development of our employees and to achieve sustainable bottom-line performance. This performance review will be placed in the employees personnel file.

INSTRUCTIONS This form contains three separate parts. 1. Core Competencies (First) part of review should be completed by all hotel employees. Core Competencies represents combination of knowledge, skills and abilities expected to be possessed by all the Blue Village Pascha Bay employees. 2. Key Competencies (Second) part of review should be completed by all hotel employees. Before completing Key Competencies part please refer to appendix I. A Key Competence can be defined as a competence that employee must have, in order to accomplish to get the job done. Beside the core competencies of Pascha Bay, key competencies focus on what the employee is expected to do. Key competencies derive from the job descriptions of the employee. Please list at least two key competencies related with department and position of the employee and also discuss them with your employees. Key competencies should not exceed more than four competencies. Weighting system applies to this part. Please ensure for each employee, total weight is 100%. Although it is possible that you may use list of key competencies under Appendix I, at the same time, you are free to adopt a new competence much more suitable to your position. 3. Pascha Bay Employee Goal Setting Form should be completed by supervisors and team leaders. At least one specific Performance Goal should be listed. Agreed Performance Goal(s) might be team or departmental goals. Agreed performance Goal(s) are subject to approval of Hotel management. 4. Reviewers are required to comment to support every rating.

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

PART I Core Competencies

PLEASE CHECK ONE

NI

ME

EE

Accountability
1. Following Hotel policies and Job specific rules, policies and procedures. 2. Regular attendance 3. Appearance and Personal hygiene 4. Keeping duty area clean

NI

ME

EE

Professional Competence
5. Efficient professional knowledge, skills and/or expertise.

6. Produces an appropriate quantity and quality of work.

7. Reliable: Produces best possible work and completes it in a timely manner.

8. Professional Ethics

NI

ME

EE

Interpersonal Relations
9. Treats others with respect and in a civil manner regardless of race, gender, belief, individual and cultural differences.

10. Demonstrates positive attitude and establishes friendly relationship with others. 11. Maintains self-control in stressful circumstances.

12. Responds positively to constructive suggestions and cooperates with others.

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

PART II Key Competencies

Name:___________ Position/Title:______________ Rating Period___________________(Month/Day/Year) Please refer to Appendix I. Please list at least two key competencies. Weighting system applies to this part. Please ensure for each employee, total weight is 100%. Competency: ___ (agreed at the beginning of the evaluation year) Comments: (Comments will be made at the end of the evaluation year) Rating Outstanding/ Exceeds Expectations Meets Expectations Needs Improvement/ Unsatisfactory Comments: (Comments will be made at the end of the evaluation year) Rating Outstanding/ Exceeds Expectations Meets Expectations Needs Improvement/ Unsatisfactory Comments: (Comments will be made at the end of the evaluation year) Rating Outstanding/ Exceeds Expectations Meets Expectations Needs Improvement/ Unsatisfactory Comments: (Comments will be made at the end of the evaluation year) Rating Outstanding/ Exceeds Expectations Meets Expectations Needs Improvement/ Unsatisfactory Check One: Check One: Check One: Check One:

Competency: ___ (agreed at the beginning of the evaluation year)

Competency: ___ (agreed at the beginning of the evaluation year)

Competency: ___ (agreed at the beginning of the evaluation year)

Employee: _____________________________ Date ___________________________ Signature Reviewer: _____________________________ Date: ___________________________ Signature Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT
(For supervisors and team leaders only)

PART III

Pascha Bay Employee Goal Setting Form

Name:___________ Position/Title:______________ Rating Period___________________(Month/Day/Year) Agreed Performance Goals(agreed at the

beginning of the evaluation year)

Agreed Performance Indicators. (agreed at

the beginning of the evaluation year)

Individuals Comments/ (Comments will be made at the end of the evaluation year)

Reviewers Comments (Comments will be made at the end of the evaluation year)

I.e. Provision of High Levels of Customer care

%10 Reduction in the customer complaints per month.

Reviewer Signature Employee Signature

Date Date

Reviewer Signature Employee Signature

Date Date

Please list at least one specific Performance Goal. Agreed Performance Goal(s) might be team or departmental goals. Please do not hesitate to ask Human Resources to get an advice about Performance Indicators.

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

Employee : _____________________________ Date ___________________________ Signature Please Print (Last, First): ________________________

Reviewers Position, Title ___________________________ Reviewer: ______________________ Signature Date: ___________________________

Please Print (Last, First) :_______________________

Approval:_______________________________ Signature

Date: ___________________________

Please Print (Last, First): _______________________

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

APPENDIX 1

Sample Key Competencies and Weights

Weighting system applies to part II. Please ensure for each employee, total weight is 100%. This is not an exhausted list, please feel free to adopt other key competencies related with you position and department. If you agreed on a new competence which is not in our list please ask to the Human resources department for weighting.

No

Key Competencies

Rooms Division Department

F&B Department

Finance & Adm. Department

Technical and Property Departme nts

Supervisors and Team Leaders only Department Weights are applicable (DW)

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P14 P15 P16 P17 S18 S19 S20 S21 S22 S23 S24

Customer Focus Problem Solving/Identification Written and/or Oral Communication Team Work Flexibility Creativity Dynamism Self Development Judgement Attention to Details Adaptability Taking Initiative Negotiating and Hosting Service Excellence Multi Language proficiency Recognizing food safety and hygiene Decision making Performance Review Team Building/Motivating Leading Planning Controlling Listening Delegation

%40 %40 %40 %40 %30 %20 %40 %20 %30 %30 %20 %20 %30 %40 %30 N/A %20

%40 %40 %40 %40 %30 %20 %40 %20 %20 %40 %20 %20 %20 %50 %20 %40 %20

%20 %50 %50 %40 %20 %40 %40 %20 %40 %40 %20 %20 %10 N/A N/A N/A %30

%20 %50 %40 %30 %50 %40 %40 %30 %40 %40 %20 %30 %10 N/A N/A N/A %30

%40 %40 DW %40 %40 DW %40 DW DW DW %40 DW DW DW DW %40 %30 %30 %30 %30 %30 %30 %30

N/A

Note that; Each reviewer/supervisor might have a personal log, in order to appraise the competencies. Personal performance log does not necessarily be a detailed and complicated file, but each reviewer recommended having a simple notebook to record their critical observations regarding to the employee achievements or failures. This kind of notebook will provide a fresh knowledge with the reviewer in the time of performance review date. It is noteworthy to indicate that reviewer should provide a concise comment about each competency.

Supervisors and Team Leaders are required to select at least two competencies from the highlighted part of table. Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

PASCHA BAY PERFORMANCE REVIEW PROCESS

Performance Meetings. Reviewers introduces Performance Management system to the employees Reviewer and Employee completes Part II and Part III. (Goal setting for supervisor and team leaders only)

Hotel management set annual goals and informs line managers and team leaders. Performance Reviewers will be named and trained about the implementation of performance management system.

Reviewers send performance Evaluation forms to the Human resources

Hotel Management meets with line managers and discuss nature and legality of Agreed key competencies and goals.

Hotel management approves Key Competencies and Goals. Reviewers and employees sign the agreement. Annual Performance Review starts.

Hotel Management makes recommendations about the goals and agreed key competencies.

Reviewers conduct mid-Term Performance review. Assess Key Competencies and Individual, team goals. Performance Evaluation forms send to Human resources.

Human resources Meet with managerial board and discuss Performance reviews. Implementation of Performance improvement measures for poor performed departments, teams or individuals begin. Motivational Programs, Training Programs. Elimination of performance problems, Job Enrichment, Job Rotation, Job Designs. etc.

Human resources send feedback and recommendations to the Reviewers about managerial decisions.

Performance evaluation week starts. HR collects data and prepares overall and individual performance charts. HR makes recommendations to Managements about pay and non-pay rewards.

Evaluations send to Human resources

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009

DRAFT

HOW WE MEASURE COMPETENCIES

At the end of performance evaluations, competence based performance of each employee will be determined by following calculation.

40 % of average core competencies + 60 % of average key competencies

Star Tour Hotel A.. Blue Village Pascha Bay Hotel Human Resources Department 2009