Performance Management System

PLP Group 1
Greater Noida

1. Anubhav Jain {IGSM/PG2020/0584}

2. Harsh Kumar {IGSM/PG2020/0173}
3. Samrat Ganguly {IGSM/PG2020/0131}
4. Simran Bansal {IGSM/PG2020/0621}
5. Sreereddy Bharath Reddy {IGSM/PG200/0460}
6. Trisha Chakraborty {IGSM/PG2020/0220}
 ABOUT
RADISSON HOTEL GROUP
A LEADING INTERNATIONAL HOTEL PLAYER WITH
1,400+ HOTELS, 225,500+ ROOMS IN OPERATION & UNDER DEVELOPMENT

11th
1,150+ 280+
Largest hotel company
in the world
HOTELS IN HOTELS UNDER
OPERATION DEVELOPMENT 94
COUNTRIES

155
178,000+ 47,600+ NATIONALITIES
ROOMS IN ROOMS UNDER
OPERATION DEVELOPMENT

100,000+
COLLEAGUES
 Performance
Management
System

5
 Establishing
Performance
Standards

Talking Corrective Communicating

Action the Standards
System
Management
Performance
Process of

Discussing the Measuring

Appraisal Performance

Comparing the
Actual with the
Standards
6
 Importance
of
Performance
Management
System
 Employees Training and
Promotion Communication
Development Development

Selection
Compensation Motivation
Validation

8
 Performance Appraisal at RHG

Consistent global performance appraisal

philosophy

Support continuous progression of talent

programs

Support the development and retention of

talent

What + Why Add value to the employee experience

Align with Culture Beliefs

Value open and direct interactions to build

trust

Achieve the organization’s goals and drive

business results

The Philosophy
RHG’s global performance appraisal philosophy centers around open, continuous and value-added feedback that will assist in developing and retaining
its talent.
10
Performance
Appraisal
Modifications
 • Increase in on-going, value-added, forward-focused, everyday conversation
• Skill building in coaching and feedback: all employees
FOCUS

• Shift to reviewing status (instead of ratings): Not Started, In Progress, Completed, Not Applicable, On Hold
PERFORMANCE
• Set performance objectives at beginning of the performance year
OBJECTIVES

• Continue to focus on the “what” and the “how”

–
–“what”
“what” = performance objectives
–
–“how”
“how” = Leadership Foundations
CONTENT • Discuss employee development and aspirations

• Shift to 4-category rating (instead of 5-point)

• New rating descriptions for Foundations and Overall Performance.
• The Foundations will be rated during the Final Check-In (end of performance year).
RATINGS • There will be an Overall Rating during the Final Check-In (end of the performance year)

12
Methods of Performance Appraisal

Traditional Modern
Methods Methods
14
Hearing it from one of the Findings from Mr. Siddhartha Singh
employees of RHG
The performance appraisal system in RHG is on annual basis from April to March. The
performance Appraisal is done in hierarchy basis and finally the head HR review is needed.

In RHG the review is done on quarterly basis and the final check-in/ evaluation is done in the
month of march.

It has been clearly seen that the employees of the organization are much satisfied with the
performance appraisal system. However, there will be always an exceptional case.

In the hotel, most of the employees are agreeing that the performance appraisal system helps
them to understand their role & responsibility and also help them to improve their performance.

The majority of the employees also told that performance appraisal system was also helping in
finding their hidden talent and putting into action as well.

Mr. Siddhartha Singh

Training is also playing a crucial role in the growth & development of employees. Organization ask
HR Executive their employees to undergo training in order to enhance their skills and learn new concept with
the evolution day to day in hospitality industry.
Park Inn, Jaipur
The organization has a clear vision and strategy with regard to training of employees which
directly increases happy guest experience and indirectly their performance score.