Performance Management

• People are an organization’s most important and costly asset

• Organizations must derive a return on their investment

• Every organization is perfectly designed to achieve the results it gets

• A performance management system must operate as a core communications, planning, motivational, and development vehicle

Philosophy

OTR

The Sabre HR team must help build a culture of meritocracy based on performance and values

Learning

Talent Management

Talent

Development

2

Performance Management Defined

The process of creating and agreeing to clear, measurable goals; gathering and evaluating performance information; and providing effective feedback through meaningful conversations.

Why Is Performance Management Important?

“What you permit, you promote.  What you allow, you encourage.  What you condone, you own.  What you tolerate, you deserve.”         -Michelle Malkin, American journalist

Our Approach…

Core activities:

Common grading Leadership follow-thru

Help them get thereTell them what’s expected Hold them accountable

Build…Performance based culture

Goals & ObjectivesValues

Regular team communicationsMid-year pulse checks

Performance improvement plans

Measure SuccessLead & CoachSet Expectations

Year-End Performance ReviewOTR I & II

Operational rigor

5

Performance Management Cycle

Performance Planning(Setting Goals)

Ongoing Feedback (Tracking

Performance)

Reviewing Performanc

e(Review &

Rating)

Jan/Feb Setting Goals &

Discussions

Regular 1:1’s throughout

the year

July/DecMid-Year & Year-End

Discussions

Talent Management Objectives

Goal Alignment

Accountability

Differentiation

Development

Coaching

8

Observing & Documenting

Look for:

• Trends

• Critical Incidents

Spend 30 minutes a week

PG 13

PERFORMANCE GOALS

DEVELOPMENT GOALS

Types of Goals

Individual Performance

Performance Sabre Values

What you do … in comparison to goals and objectives

Objective measures should be used where available

Observable results over the past year

How you do it

Assess each Sabre Value before determining the overall values rating

Behavioral anchors define expectations at different career levels

1 – Exceeds Expectations

2 – Consistently Meets Expectations

3 – Needs Improvement

Performance Rating Scale Values Rating Scale

1 – Exceeds Expectations

2 – Consistently Meets Expectations

3 – Needs Improvement

The What … The How …

Goals: the “What”

Goals and objectives are key areas of responsibility and the results that you need to accomplish to be successful. Goals are ‘what’ you are measured on for performance.

Goals are one of two key metrics that determine your overall performance rating

Include: Focus on what you accomplished and how you contributed to your team’s, department’s,

business unit’s and/or Sabre’s success Highlight your results – not the activities you performed to achieve the goal

By June 1, I created and implemented a new SharePoint page that is being used by the call center agents to track customer service issues

I achieved 110% of my sales goal of 500k by December 1.

I developed and implemented standard coding techniques and processes for the department by Q3.

Examples…

Sabre values have a behavioral focus ... they are not outcomes

Not every anchor applies to every employee or role

Anchors describe typical behaviors, not all-inclusive

“Team” does not exclusively mean direct reports; “customers” can be internal, external, or both

Anchors build across … “exceeds expectations” behaviors presume “consistently meets expectations” behaviors have been achieved

Values: the “How”Before you rate yourself on each Sabre Value, review the

behavioral anchors for the appropriate level and keep in mind:

http://current.sabre.com/orgs/HR/Global/Learning/Documents/LearningAndDevelopment/Sabre_Values_Behavioral_Anchors.pdf

Performance Development Areas

Two to three clear development areas, performance concerns or limitations Ensure your development needs show your commitment to and consideration of the Sabre

Values Consider how these development areas have or could become an issue or roadblock for you in

the future

Creativity and Innovation: Need to be more open to new and cutting edge ideas; sometimes allow historical knowledge of the business to limit creative thinking.

Collaboration and Teamwork: Learn to spend more time listening and reflecting on my team's opinions before jumping in with my own. Need to spend time getting to know each team member 1-1.

Ownership of Results: Need to develop a thorough understanding of the financial metrics of our operations through SII as I am now responsible for managing a $750K budget in my new role

Examples:

Development areas are behaviors that keep you from being a stronger performer/leader or areas that you need to develop. Use the values and behavioral anchors to describe why goals were not achieved.

What to include:

Sabre team goal setting discussions

Before the SessionSelect the top three priorities and/or goals for your team

Ask the team members for their input

Bring any cascaded goals with you to the meeting

During the Session

Determine if the goals are SMART Gain agreement on goals and how/when you will monitor progress

After the Session

Team members: develop a plan to achieve the goals and submit to leader for approval

Leader: Approve goals, begin monitoring progress

Individual Performance

Performance Sabre Values

What you do … in comparison to goals and objectives

Objective measures should be used where available

Observable results over the past year

How you do it

Assess each Sabre Value before determining the overall values rating

Behavioral anchors define expectations at different career levels

1 – Exceeds Expectations

2 – Consistently Meets Expectations

3 – Needs Improvement

Performance Rating Scale Values Rating Scale

1 – Exceeds Expectations

2 – Consistently Meets Expectations

3 – Needs Improvement

The What … The How …

16

Job responsibilities1

What is my job?

How amI doing?

Feedback, performance review, coaching

2

How’smy unitdoing?

Measurements,regular updatesfrom manager

4

Where arewe headed?

Vision, mission, strategy

5

Commitment 6 How canI help?

Listening, recognition3

Doesanyonecare?

Source: Roger D’AprixMarketplace-based

Basic knowledge needs as employees describe them:

Employee commitment is earned only after basic needs are met

Sabre's Leadership Commitment

• Discuss job duties and expectations regularly

• Encourage employees to ask questions

• Connect employees’ roles to changes affecting

the team and business

• Know the concerns and motivation of each employee

• Show personal conviction and commitment to the strategy

• Acknowledge their ability to understand business goals

• Stay accessible especially during difficult times

Actions leaders should take …

Connect team members’ job responsibilities to business strategy and priorities