1. TECHNICAL COMPETENCIES
| Performancedefinition | 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 currentknowledge of area of specialization |
| Score | 0 | 1 | 2 | 3 | 4 | 5 |
2. HUMAN RELATION SKILLSa. Communication
| Performancedefinition | Talks too much or too little. Generally misunderstood bysubordinates, 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 withdrawswhen 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. | Demonstratesability to explain and guidesubordinates in their work assignments | Takes positive steps towards subordinates development, like training and job enrichment/enlargement | Gives very high priority to development of subordinatesand initiates training |
| Score | 0 | 1 | 2 | 3 | 4 | 5 |
3. CONCEPTUAL SKILLS a. Planning of work
| Performance definition | Demonstratesindifference 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 hastydecisions 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. | Demonstratesobjectivity; 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 andalternative ways to solve problems | Is flexible in approach and successful in finding solutions to many unusual problems | Is extremely resourceful and has practical andinnovativeskills 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 | Demonstrateslimited 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 interestsand incorporatesit into operational processes | Demonstrates loyalty to hotel’s values and interests. Portrays a high sense of belonging. | Thoroughly identifies with hotel’s values and interestsand 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 withinbudget 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’perspectivesresolves 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 professionalassociation | Involved in continuous professionaldevelopment | Serves as a mentor or coaches others |
| Score | 0 | 1 | 2 | 3 | 4 | 5 |