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• Leaders
• Values
• Behaviors
• Culture
• Performance
What really drives performance?
WRITE IT DOWN
Seriously. What do these even mean anymore?
To elicit the behaviors you want, you must clearly define them.
- Communication skills
- Innovative
- Strategic
- Adaptable
- Customer-focused
- Attention to detail
- Commitment
- Influential
- Trustworthy
- Accountable
- Collaborative
- Resourceful
- Team Builder
Hilton Worldwide values are:
Hospitality Greet every guest with eye contact and a smile. Embrace all guest requests with flexibility and humor.
Integrity Maintain guest privacy and confidentiality. Build trust by continually exhibiting honesty and respect. Follow through on commitments and keeps promises.
Leadership Proactively and appropriately takes responsibility to be informed and to inform others. Offer constructive, honest feedback when needed.
Teamwork Go “over and above” to help coworkers when needed. Recognize the contributions of others and affirms / celebrates their successes.
Ownership Hold oneself and others accountable for behaviors, actions, and results. Take full accountability for mistakes and works to carefully and rapidly repair and learn from them.
Now Respond to all guests within five minutes. Take action to inform guest of expected resolution if unable to fulfill a request immediately.
1. Greet every employee and / or client with eye contact and a smile. 2. Consistently treat others with courtesy, respect, and kindness. 3. Embrace all client requests with flexibility and humor. 4. Demonstrate a positive , optimistic attitude at all times. 5. Maintain client privacy and confidentiality. 6. Report hours accurately and honorably. 7. Build trust by continually exhibiting honesty and respect. 8. Follow through on commitments and keep promises. 9. Use appropriate humor in interactions with others. 10. Serve as a “walking example” of company values. 11. Consistently seek opportunities for improvement. 12. Proactively and appropriately take responsibility to be informed and to inform others. 13. Offer constructive, honest feedback when needed. 14. Clearly communicate ideas to others. 15. Inspire others to think outside the box. 16. Go “over and above” to help clients and coworkers when needed. 17. Seek and embrace feedback. 18. Respect and encourage differing opinions. 19. Recognize the contributions of others and affirm / celebrate their successes.20. Hold yourself and others accountable for behaviors, actions, and results. 21. Take full accountability for mistakes and work to carefully and rapidly repair and learn from them.22. Seek to not only fulfill guest requests, but to anticipate what they might need next. 23. Respond to all customer concerns / complaints immediately. 24. Take action to inform clients of expected resolution if unable to fulfill a request immediately.25. Exceed expectations when responding to needs in an efficient and timely manner.26. Offer simple solutions to improve performance. 27. Make the complex simple. 28. Focus on what really matters. 29. Tell the truth, even when it’s hard. 30. Believe that soft skills have hard, bottom-line results. 31. Take your job seriously, but not yourself. 32. Lead with energy, humility, joy and fun. 33. Tenaciously overcome obstacles. 34. Return all emails and phone calls by the end of the day. 35. Practice random acts of kindness to customers and colleagues. 36. Role model initiative, responsiveness, and skill in crucial conversations. 37. Actively maintain appropriate boundaries and professional relationships. 38. Consistently seeks opportunity for improvement. 39. Exercise personal discipline and rigor to achieve exceptional team results. 40. Demonstrate outstanding execution, delivering quality work products that are on time or ahead of schedule. 41. Take responsibility for personal well-being. 42. Practice an open door policy. 43. Take initiative to solve problems. 44. Be solution-oriented, treating problems as opportunities. 45. Improve and remove non-strategic costs. 46. Maintain tight cost controls on personal and team expenses. 47. Ensure work space (personal and common) is neat, clean and organized. 48. Work overtime when needed to support team efforts. 49. Respond constructively when others offer ideas. Even if you think the suggestions are off the mark, hear them out.50. See the best in everyone always. 51. Represent the company in a professional manner at all times – be a champion of your workplace!
Go ahead. Steal ‘em.
www.EmilyBennington.com/hr
Contr
ibu
tion
1 2 3 4 5 6 7
Breakeven point = Net contribution zero
Months After Entry
Source: Michael Watkins, Your First 90 Days
When Do New Employees “Break Even?”
Other
The first five years
The first two years
The first year
The first six months
The first month
The first week
The first day
0% 5% 10% 15% 20% 25% 30% 35%
Timeframe an Employee Makes a Decision to Stay
Keeping your keepers.
In a study of more than 584 employed Americans, how many hadn’t established any career goals in collaboration with their manager?
Source: Kelton Research / Cornerstone OnDemand Employee Attitude Survey, 2009
82%
Many complaints about underperformance really stem from two things:
Written goals matter because…
Poor communication
Unclear expectations
Without written performance standards, employees measure themselves against:
Each other
#5. Be super clear about promotion channels / career paths.
Got staff who want to be these guys?
Fine.
Make ‘em prove they’re worth it.
#6: Give Feedback In the same study of more than 584 employed Americans, how many hadn’t received any kind of useful feedback from supervisors in the last six months?
Source: Kelton Research / Cornerstone OnDemand Employee Attitude Survey, 2009
58%
Say “Hello” to Your Little Friend.
Yes. I know you can’t read this.
That’s why there’s a sample at
EmilyBennington.com/hr
Four Promises You Should Make to Every Employee
1.) You will work to develop them as people in alignment with company goals.
2.) You will give them the resources they need to do their job effectively.
3.) You will provide them with transparent and frequent communication.
4.) You will hold them accountable for clearly-defined performance
standards.
“The only thing worse than training employees and losing them, it NOT training
and keeping them.” – Zig Ziglar