Hrm 531 Performance Management Report

Performance Management Memo for Bollman Hotel
Denny Morrison
HRM/531
November 17, 2014
University of Phoenix
Performance Management Bollman Hotel
To: Tracy Goldman, Atwood and Allen Consulting
From: Denny Morrison
Date: November 17, 2014
Re: Performance Management – Bollman Hotels

I will be putting forward some recommendations to support a performance management plan for Bollman Hotel chains. The company is currently based in Minneapolis, Minnesota, with plans to expand into India. There are approximately 25,000 employees, and will increase their workforce by 20% in the new country. Annual net revenue is $100 million with expected revenue growth to remain the same at 15% for the first year. In addition to maintaining a turnover
of 5% or less, I will be putting forward a strategy on “performance management that requires the willingness and commitment to focus on improving performance at the level of the individual or team every day” (Cascio, 2013).
1. Managers will define performance to “ensure that individual employees or teams what is expected of them, and that they stay focused on effective performance”
(Cascio, 2013). By the setting of specific and challenging goals, this will essentially provide clear expectations for improving performance. Measurement of goal accomplishment can be in the way of allowable timing for customer service for hotel check in, the numbers on room cleaning and turnover for the housekeeping staff, and the exemplary customer service for the dining room guests of each hotel. Regular assessment of the India hotel’s progress will be dependent on performance appraisal for every employee in each functional area of the hotels’ operations.
2. Performance facilitation is to provide adequate resources to get a job done right and on time, and a third is to pay careful attention to selecting employees (Cascio, 2013). With the expansion of the hotel chain into India, Bollman will eliminate roadblocks, provide adequate resources to get the job done, and to carefully recruit and select employees that want to work at their hotels in this country. Current employees can apply for international positions to work and train the new employees and onboard with ease and confidence, understanding and conveying the acceptable performance levels already established with the United States operations. The U.S. expatriates will be the ambassadors for the hotel chain and will help management identify issues, potential problems, provide input and feedback, and identify developmental needs for the new hires.
3. A job analysis will be conducted for every position within the domestic and international operations. Hotel Clerks, housekeeping attendants, janitorial and custodial personnel, restaurant and banquet staff, concierge, and management staff are the key positions that will need to be filled. The skills necessary for every job description will outline the tasks, key duties, and accountability for every position. There will be a standard benchmark of job knowledge to be met for the each advertised positions for each functional area of the hotel operations. The intent for Bollman Hotels is to hire the best candidate for all advertised and newly created positions.
4.
Performance appraisals play a large part in the process of performance management. The purpose, stated by Cascio (2013), “is to improve employees’ work performance by helping them realize and use their full potential in carrying out their firms’ mission, and to provide information to employees for use in making work-related decisions”. Employee appraisals will identify low or high performing employees. Based on this, more training may need to be provided to some employees, or for decisions on promotion, demotion, transfer, or discipline. Bollman needs to be cognizant of the potential rightsizing decisions of the current workforce for both their domestic and international employees. Keeping the turnover rate of 5% or less should be in the forefront. Appraisal feedback is essential for personal development, or for identifying training needs to meet the job
requirements.
5. Results-oriented rating methods is an example of employee measurement. Stated by Cascio (2013), “management by objectives is a well-known process of managing that relies on goal setting to establish objectives for the organization as a whole, for each department, for each manager within each department, and for each employee”. Specific objectives are mutually agreed upon by the employee and manager. Timeframes for task or goal accomplishment are specific and can be measured in an attainable way. This will provide valuable information on if an employee is meeting the work targets, or will need further training to reach an acceptable level. I recommend that Bollman Hotels use this method of appraising its employees in all areas of its operation to maintain consistency and to streamline the appraisal process.
6.
Performance Feedback closes the loop on an effective performance management program. As Cascio (2013) states, “feedback is a fairly inexpensive way to improve productivity, but to work effectively, feedback programs require sustained commitment”. To maintain a 5% turnover or less, Bollman Hotels need to provide feedback on a continual basis. Losing key employees during their expansion would be a vital blow and impact the operations for any long-tenured staff in the United States, and affect the new hires in India. Possible introduction of an on-boarding process with timelines and milestones to be established to minimize the stress for new employee’s joining the organization. In parallel, a buddy/mentor individual will be assigned to all new hires, to answer any questions and be as an available resource to help new individuals ease into their new work environment. Bollman Hotel’s management need to frequently discuss performance with their employees, to periodically assess progress towards goals, and make organizational awards contingent on performance (Cascio, 2013, pg. 360). Rate increases and promotions normally result in improving work relationships and in turn, resulting in a positive effect on performance. If both management and employees set mutually agreed goals, regularly assess progress, and provide the necessary feedback, the performance management process will be a driver to Bollman Hotels ongoing success. I believe that the noted recommendations for a
performance management plan I have put forward will be effective to the Bollman Hotel chains domestic and international operations.

References
Cascio, W. F. (2013). Managing Human Resources: Productivity, Quality of Work Life, Profits (9th ed.). Boston, MA: McGraw-Hill/Irwin