1. TECHNICAL COMPETENCIES
Performance
definition
|
Not able to carry out the basic
components of subordinates’ jobs
|
Able to carry out only the basic
components of subordinates’ jobs but not guided by well defined standards
|
Able to carry out only the basic
components of subordinates’ jobs. Guided by established standards
|
Able to carry out most tasks assigned
to subordinates. Able to identify shortfalls and to help correct them
|
Demonstrates thorough knowledge of
skills. Trains subordinates and directs them as and when required
|
Exhibits exceptional mastery of all phases of
the job. Have current
knowledge of area of specialization
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
2. HUMAN RELATION SKILLS
a. Communication
Performance
definition
|
Talks too much or too little. Generally
misunderstood by
subordinates, colleagues
and guests. However have good rapport with Owner/Manager.
|
Interacts well with subordinates but
not with others(i.e my colleagues, management, guests or Owner/
Manager) |
Able to convey/ share ideas
and opinions but withdraws
when opposed by top management
|
A good listener,
respectful, good spoken and written
English but shy and lack confidence
|
Open minded, empathetic, confident and
have the ability to negotiate effectively; relates with all
|
A good listener, concise in
expressing self; open minded,
confident, pays attention to peoples nonverbal signals and relates well with all
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
b. Leadership
Performance definition |
Have a strong desire to succeed but
feels limited by educational, and professional requirements for the job
|
Empathetic and have the ability to
perform all areas of the job but lacks good judgment and drive
|
Demonstrates self confidence but lacks
requisite educational background /experience to drive the team
|
Demonstrates effective control of team members; exhibits
adequate commitment and contributes to team efforts.
|
Helps subordinates feel fulfilled and
passionate about their work so that they will be productive; a role model
|
Inspires subordinates and colleagues; improves subordinates and self; promotes
transparency and provides clarity about the hotel's goals and future
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
c. Team work and cooperation
Performance definition |
Have no knowledge of hotel’s values
and interests
|
Have low commitment to hotel’s interests
|
Demonstrates general concerns for
hotel’s values and interests.
|
Involved with and loyal to hotel’s
values and interests. Have a high sense of belonging to the hotel.
|
Demonstrates positive participation,
engagement and integration of team
towards achieving goals
|
Exhibits exceptional mastery, highly
productive and demonstrates a hyper working attitude with colleagues and peers
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
d. Maintaining discipline.
Performance definition
|
Displays lack of work ethics and talks
loosely
|
Consistent in being punctual but noted for
unscheduled absences
|
Punctual, hard working but not willing
to accept the consequences of poor performance of department
|
Meets and maintains expected standards
of discipline and punctuality.
|
Demonstrates a high sense of organizational discipline and maintains it among subordinates
|
Consistent in maintaining high standard of organizational
discipline and sets personal example
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
e. Development of Subordinates
Performance definition |
Shows little or no interest in the
development of subordinates
|
Delegates work and relies on other subordinates
to train
|
Shows concern for development for
subordinates;
but limited in ability to train.
|
Demonstrates
ability to explain and guide
subordinates in their work assignments
|
Takes positive steps towards subordinates
development, like training and job enrichment
/enlargement
|
Gives very high priority to
development of subordinates
and initiates training
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
3. CONCEPTUAL SKILLS
a. Planning of work
Performance definition
|
Demonstrates
indifference to planning and does not meet deadlines.
|
Schedules non -challenging of
assignments in order to meet deadlines
|
Involves
subordinates in planning but fails to motivate them to meet deadlines
|
Sets well defined targets and usually meets routine schedules
|
Effective
in meeting tough deadlines most of the time
|
Highly effective
in setting goals and their prioritization. Anticipates problems and takes
corrective action.
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
b. Decision making
Performance definition |
Inconsistent and often biased with little thought to management policies
|
Takes hasty
decisions under pressure without
consideration to risks
|
Over-confident and takes hasty
decisions
|
Demonstrates consistency makes decisions as quickly as possible
|
Confident without being hasty and
thorough without getting stuck in the details.
|
Demonstrates objectivity; is practical, decisive
and mindful of promoting hotel’s goals .
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
c. Approach to problem solving
Performance definition |
Complains and compounds the problem
|
Is upset when problems come, plays the
blame game
|
Identifies the problems but fails to
solve them
|
Demonstrates the ability to identify approved and
alternative ways to solve problems
|
Is flexible in approach and successful
in finding solutions to many unusual problems
|
Is extremely resourceful and has
practical and innovative skills to solve problems.
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
d. Ability
to achieve results
Performance definition
|
Underutilizes available resources and
underperforms
|
Uses available resources but underperforms
|
Achieves below expected results
despite good organization
|
Achieves results expected through good organization
and follow-ups.
|
Achieves superior results and is able
to withstand work pressures
|
Highly effective in organizing
resources and getting extra ordinary results.
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
4. IDENTIFICATION WITH THE ORGANIZATION
Performance definition
|
Not committed to hotel’s interests
|
Demonstrates
limited concern for hotel's and more keen on serving the interests of guests/customers
|
Unable to translate values
and interests into hotel operational processes
|
demonstrates adequate concern for hotel’s values and interests
and incorporates
it into operational processes
|
Demonstrates loyalty to hotel’s
values and interests. Portrays a high sense of belonging.
|
Thoroughly identifies with hotel’s values and interests
and
transmits them to peers and subordinates
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
5. DIRECT RESPONSIBILITIES TO:
a. Bosses
Performance definition |
Gives excuses for not being able to maintain
performance standards; not maintaining appropriate records and wasteful in
utilization of resources
|
Inconsistent in maintaining performance
standards; maintains appropriate records and usually exceeds budget limitations
|
Inconsistent in maintaining performance standards but maintains records. Works within
budget limitations
|
Meets performance standards, maintains
and analysis records and operates
within budget limitations
|
Enhances standard performance standards
and achieves them. Maintains up to date and accurate records, analytical and works within budget limitations
|
Exceptional mastery in developing, and achieving quality standards; maintains
up to date and accurate records; analytical and makes savings on operational
costs
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
b. Subordinates
Performance definition |
Overlooks safety procedures and overly
friendly with employees
|
Provides a safe work environment, but
often plays favoritism between employees
|
Provides a safe work environment, but
bias when representing employees to top
management
|
Provides a safe work environment, consistent
and fair to them , motivates
them but not able to effectively defend their course to top management
|
Provides a safe work environment,
treats them with respect , motivates them to move ahead and fair in handling subordinates
|
Provides a safe work environment,
treats them with respect, adequately represents them to top managers. Consistent and fair in handling subordinates
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
c. Guests
Performance definition |
Feels intimidated by guests
|
Fails to keep a professional distance
from guests
|
Makes guests feel wanted and welcome
but not able to follow through to identify guest expectations
|
Has a balance view of working from
guests’
perspectives
resolves problems quickly and to the guests' satisfaction
|
Maintains a professional relationship
at all times, and helps. Effectively handles one-on-one interactions
with guests/
customers
|
Provides exceptional experience ;
approaches guests to ensure they are enjoying their
stay and ensures complaints or requests are satisfactorily dealt with
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
d. Other Professionals
Performance definition |
Looking for opportunity to change jobs/
profession
|
Interested, but too busy to engage in
any professional activity to enhance knowledge
|
Reads management materials to broaden scope
of knowledge
|
Active in a related professional
association
|
Involved in continuous professional
development
|
Serves as a mentor or coaches
others
|
Score
|
0
|
1
|
2
|
3
|
4
|
5
|
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