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Performance Alignment and Competency Enhancement

A tool to help you enhance your performance

User Guide

Name of User:Date received:


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Welcome to PACE

Dear Friends,

Taj Hotels have embarked on the quest for

excellence. To deliver this challenging vision, it is

imperative that each & every employee is focused,

energized and working towards the Organizations

vision.

PACE is a performance management tool that has

been designed to make you work better and smarter

towards achieving the Organizational vision and

goals.

The essence of this program is to bring about greater

transparency, openness in the organization and help

each of us become more accountable, work better in

teams, exercise responsibility in our day to day

activities and do the right things that contribute to

both Individual and Organizational success. The aim

is to constantly augment our work satisfaction,

enhance effectiveness and raise the bar on

performance!

Yours,

Whats Inside...

Using the PACE Guide2

Why a Performance Management System?2

A look at whos who3

Terms you need to know4

Your performance management cycle5

Your development cycle6

Your performance planning7

Your Mid Year Review 8

Your Year-End Appraisal 9

Rating Scales 11

Linkage to other systems 12

Answering your queries13

Annexure I

Sections of the PACE Form 16

PACE


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2

The Performance Management System at IHCL is based

on the basic premise of the 4Cs - i.e it helps you:

Build a Common Understanding of Organization goals and

objectives. Helps you answer the question: Where is the

organization headed?

Set ClearExpectations by communicating to you your role

and how it contributes to the Organizations success

Build Capability through ongoing feedback and coaching,

training and development that helps you grow

Build Commitment by ensuring that the rewards you

receive match your performance and the effort you make

Why a Performance

Management System?

This guide has been designed to take you through each

stage of the Performance Management cycle which

includes planning for your performance, receiving

feedback and helping you in your development. Also, it will

show you how to use various parts of the form and explain

to the people involved in this process.

In addition, various terms used in the form and the system

on a whole, have been defined. To aid you during various

stages of the PACE - Performance management cycle,

tips and techniques on participating in this process have

also been outlined.

In the annexure, every section of the form has been

explained, outlining when, how and by whom, the form is

to be filled.

If you have any questions regarding this Performance

Management System,please feel free to ask your

Appraiser or any member from the Human Resource

Department.

Using This Guide


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The Appraisee - This is your Performance Planning,

Assessment and Feedback!

Reviewer - This is yourbosss boss!

The Reviewer, an individual senior to your

Appraiser, ensures that your Assessment has

been conducted objectively and

takes note of any disagreements voiced by

you during the process. Along with HR, the Reviewer decides

what to do incase disagreements have been voiced or any

other objections have been raised. He is however not present

during the Performance Planning and Feedback discussions.

HR - This is another department to help you through the PACE

process!

It is HR who maintains all your performance records and

ensures that the process is conducted as per schedule. HR

also helps your Appraiser in performance related decision

making. Whenever you are dissatisfied with the feedback or

rating you have received, HR will analyze the matter and take

a decision along with the Reviewer whether another

Feedback session needs to be scheduled.

Jointly with your Appraiser, HR takes

decisions regarding your increment,Variable pay, training,

and career progression.

A look at Whos Who for PACE :

Appraiser- This is your immediate boss!

Your Appraiser is the person to whom you are

accountable and whom you report to on a

regular basis. He is responsible for your work allocation. Your

Appraiser will be closely associated with you in all aspects of

your performance management - performance planning, ongoing

feedback, learning & development and recognition. Your

Appraisers responsibility is to decide, after discussion with you,

your Performance Plans for the year as well as your ratings on

KRAs at the end of the year. A key role of the Appraiser is to

guide you in fulfilling your Performance Plan, provide assistance,

give regular feedback and ensure that your development needs

are met.

Your role is to be an active partner with your Appraiser during theentire process. You are also expected to initiate the Performance

Process and complete parts of the form earmarked for you. But,

of course, your most crucial responsibility in the PACE cycle is to

demonstrate outstanding performance during the year and

achieve success for yourself and hence for the Organization.


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Leadership Behaviours are skills and abilities described inBehavioral terms that are coachable, observable, measurable,

and critical to successful individual and Organization

performance. The Leadership Behaviour relevant for your role is

mentioned in your Performance Form. For further details and

explanation of each Behaviour, please contact HR.

Each Appraisee would be communicated final ratings, which will

be an aggregation of the scores obtained by the Appraisee onKRAs and will determine payouts based on the Variable Pay

Plan.

This tells you how you intend to go about achieving yourKRAs. It requires that you mention specific steps that will

enable you to accomplish the KRAs outlined by you.

Leadership BehaviourAction Plan

Rating Scale

Five-point scales used to assess the extent of youraccomplishment on your KRAs and Leadership Behaviour.

Key Result Areas or KRAs are the key performance

parameters for a role. These are defined as Critical outcomes

towards which effort is directed to support achievement of

desired business results.

Team KRAs for your role are cascaded from the CorporateScorecard of IHCL, the scorecard of the respective SBU and

are along the 4 perspectives of the Balanced Scorecard

Individual KRAs are certain specific goals which can be

directly influenced by your individual performance.

Key Result Areas

Final Rating

Terms You Need to Know:

Throughout this process, there are some terms which will be

used frequently. Make sure you know what each ones means

and how it applies to you.The glossary below can be your

quick reference tool.


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Your Performance Cycle

Definition of Corporate Strategy and

Scorecard

Definition of Division/ Function strategy

and Scorecard

Definition of Hotel and Department

Scorecard

Creation of Individual Scorecard

Mid year Review of KRAsEnd-year Evaluation of KRAs

March

March

April

April

OctoberApril

Linkage with Pay and

Potential Assessment


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Leadership Behaviour Assessment &Development Goal Setting

Linkage with Training, Pay and

Potential Assessment

Creation of Training Calendar

End-year Evaluation of KRAs

Your Development Cycle

Definition of Corporate Strategy and

Scorecard

Definition of Division/ Function strategy

and Scorecard

Creation of Individual ScorecardReview of Development Goals

March

March

April

April

MayApril


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In the latter part of April, you will meet with your Appraiser to do

your Performance Planning. You can prepare for this session by

looking at your previous years appraisal and identifying what

you think could be focus areas for the year. For this session,

carry your Form and Job Description. Incase you do not have a

copy of the above, then request HR to send it to you.

During this session, you and your Appraiser will identify Key

Result Areas and review development goals set against the

Leadership Behaviours for the Performance Period.

KRAs - KRAs are designed to provide you with tangible goals

towards which you should direct your effort.

Team KRAs - You and your Appraiser need to cull out KRAs

critical for a particular performance period from your

Organization/ Hotel/ Department Scorecard.

Individual KRAs This includes individual performance

measures for the job as well as managerial feedback on. The

managerial feedback will be based on special projects, PIT,

ideas suggested etc. mutually agreed with the manager

For each KRA, you and your Appraiser will jointly decide onAction Plans, which are the efforts and steps you need to take

for successful achievement.

Your Appraiser will also communicate to you the weightage for

the Team KRA and discuss weightage for the Individual KRAs.

Your Planning Session is complete if.

Your Performance Planning:

You understand where the Organization and your

Function / Department are headed You Performance Plan is set and agreed upon

You clearly understand how you are going to achieve

your Key Result Areas

Your Appraiser has explained to you how your

performance will be evaluated at the end of the year

You have documented the discussion on the form

Your Appraiser has sent the form to HR


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You have asked your Appraiser for guidance and support

Your Appraiser has given you feedback on each KRA

You have discussed your career aspirations with your

Appraiser and he/ she has documented the same along-with

his/ her views on your readiness/ potential

Your Appraiser has documented the discussion

Your Appraiser has sent the form to HR.

Your Session is complete if.

Mid Year Review:

Mid Year Review will essentially include assessment of your

performance on the KRAs, against the targets outlined.

Your Appraiser will rate your performance on the KRAsarticulated at the beginning of the year on the basis of the

Action Plan defined by you for its accomplishment and the

extent of achievement against outlined targets for the

period.

You also need to voice your career aspirations. Your Appraiser

will document the same post his/ her discussion with you and

also pen down his/ her assessment

of your readiness/ potential for

the said post. The same will then be

commented upon by the reviewer

and stored by HR in a

database for future career moves.


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In the first week of April, you will meet

with your Appraiser for your

Year-End Feedback session.

Before going for this meeting, review your Performance Plan -

Key Result Areas and Action Plan. Also go prepared for your

development review by completing your self assessment on

Leadership Behavior. Also think of any constraints/ favorable

conditions which influenced your performance.

Use the rating scales mentioned in the following section for

evaluating your performance.

During this year-end session, the extent of youraccomplishment of your KRAs will be discussed. Your

Appraiser will share his comments on each area of your

performance, giving examples, where required. Your Appraiser

will also request you for your views and self assessment.

Based on your achievement against target, your score on each

KRA will be decided.

Ratings will be given on eachLeadership Behaviourbased on

the supporting incidents.Together, you will identify Leadership Behaviour that are priority

areas for development. Your previous years Development Plan

and the extent of its completion will be discussed.

Your Appraiser will then suggest development activities that you

can participate in during this year.

Your overall score on KRAs for the year would be the weighted

average of the FinalScores on all KRAs.

In each section, ratings will be given from the five point scale

mentioned in the next section. You or your Appraiser do not

have to calculate the Overall Score as the same will be

calculated by the system itself.

The scoring is done on the under-mentioned principle:

Your Year-End Appraisal:

Overall Score = Sum of (Final Score on each KRA * KRA

Weightage)

Besides, you need to outline other skill areas, technical or

Behavioral, which you feel are development areas and you

would want to bridge the same during the course of the year.

Your Leadership Behaviors and other skill gaps wouldtogether comprise your Development Plan for the year and

has to be verified and approved by your Appraiser and

Reviewer.


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In case you disagree with your Appraiser on

ratings, comments or the way your session was

conducted, you should list your reasons on the

form in the section where you give your

signature. Your dissatisfaction will be discussed

by the Reviewer and HR and a decision to

schedule another Year-End Feedback session

might be taken.

Your Session is complete if.

Your Appraiser has given you feedback and a rating on

each KRA

Your Appraiser has given you feedback and a rating on

each Leadership Behaviors

Your Appraiser has discussed your development during the

year against last years Development Plan

Your Appraiser has verified your Overall PerformanceScore and communicated the same to you

Your required proficiency levels for Leadership Behaviors

for next year are discussed in detail

You have identified other skill gaps for your Development

Plan

You have documented the discussion on the form and both

you and your Appraiser have signed the form

You have documented reason for dissatisfaction, if any Your Appraiser has sent the form to the Reviewer


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The Organization values your

contribution and efforts and

would like to reward them.

Whats cooking now?

Recognition [Instructions For Appraisers]

Recognizing employees of your team is a meaningful

motivator.

You must encourage personal achievements of

employees to feed their sense of achievement.

Being the Appraiser, it is your responsibility to find out

what motivates your employees.

Make sure that recognition is given soon after the act ordesired Behavior has taken place.

Recognition is not something that needs to be done only

during a formal feedback and assessment session. On

the other hand, it is something that must be done

throughout the year on an ongoing basis.

Rating Scales

For KRAs

1: Significantly Below Target

2:Below Target

3:On Target

4: Above Target

5: Significantly Above Target

For Leadership Behaviours

1: Rarely Demonstrates the Behaviour

2: Demonstrates the Behaviour in some situations

3: Demonstrates the Behaviour in most situations

4: Role Model


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Training & Development

Training Needs

Training needs would be identified from the developmental

planning section of the form that you complete during your

mid year review.

HR will consolidate this for all employees, and will take into

account training needs for the organisation, division &

department as a whole and create a Training Calendar.

HR will send invites for participation to the training sessions

outlined, few days before the scheduled training date.

However, it will be the sole responsibility of the Appraiser to

ensure that the training needs of the Appraisees reporting

to him/ her for the year are met.

Career Development

Your overall KRA Score and Leadership Behaviour Score

will form key inputs for your career development.

These will also be used as a filter for defining eligibility for

the Potential Assessment Centre conducted as part of the

EL Taj program.

Linkage to other systems:

Variable Payouts

At the end of year, you will be

eligible for payouts as per the

Variable Pay Scheme, depending on how you

performed during that year. For this,your overall score (minimum score of 3) on KRAs will be

used.

The payout percentages at various levels of performance

for your Grade will be communicated to you by HR.

Fixed Pay Increments

At the end of the year, your PMS scores will be one of theimportant parameters for any decision on Fixed Pay

Increment.

Your performance increment will be based on your Overall

KRA Score, your Leadership Behaviour Score (calculated

during the mid year review) and necessary market

correction.

A payout matrix will be created by HR which will detail what

your increment is based on your Grade and Rating.


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Answering Your Queries

...On KRAs

What is the Balanced Scorecard Tool?

The Balanced Scorecard is a way of using financial and

non-financial measures to provide a balanced report on

performance.

It has 4 perspectives Financial, Customer, Process and

Capability.

The Balanced Scorecard Tool will be used to translate the

strategy of IHCL into measures for the organization, in the

Management Committee Scorecard.

While cascading the targets from the Management

Committee Scorecard, the targets will be equally stretched/

have the same level of difficulty across Divisions/

Functions. Thus, the targets that are cascaded will also beequally stretched across roles.

What are Key Result Areas and Targets?

KRAs are Critical outcomes towards which effort is

directed to support achievement of desired business

results. Some examples of KRAs include Average Room

Revenue, RevPar Premium, Guest Satisfaction Score etc.

Targets are numbers attached to each KRA and form the

performance expectation during the year.

How are KRAs decided?

Your KRAs will be defined through the Balanced Scorecard

Cascade Process and the specific targets which would be

relevant to the department and you at a micro level. They

will be defined jointly by HR and your Department Head.

How are weights for KRAs decided?

Like KRAs, weights will also be decided based on strategic

priorities, while defining the Division/ Function andDepartment Scorecard.

Is there any scope for revising my targets?

There would be years in which there are unanticipated

events which impact performance, of either the organization

as a whole, or your region and Hotel.

In such circumstances, you can discuss this with your

Appraiser anytime during the year, and with the approval of

the Reviewer, your targets can be revised.

If the event affects the entire organization, then the

Management Committee will take a decision and revise

targets downward/ upward as needed.

I take some initiatives beyond the scope of

my rolewould those be KRAs?If you undertake any special initiative apart from your daily

responsibilities, and this is not accounted for in the KRAs

that are cascaded, you can suggest to your Appraiser to

include them in the section ManagersAssessment.

This section has been created to account for Hotel specific

initiatives.


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...On Coaching and giving Feedback

Cite specific accomplishments

Show appreciation

Ask employees how they can leverage performance

in a particular area to enhance their overall performance

Encourage employees to continue high level of

performance

What is feedback and Coaching?

Informal and formal opportunities for Appraisers to connect

ortouchbase with you to:

Keep performance on track

Provide support and direction for your development

What types of messages can you get

from feedback?

Coaching and feedback can include:

Positive feedback and recognition

Corrective feedback

Identifying obstacles to performanceSharing information

What messages are inappropriate?

Personal insults

Conflicting information or too much, all at once

Unclear messages causing the other person to guess

How should one give feedback?Recognize good performance often

Provide specific examples in your feedback messages

Provide timely feedback, both positive and corrective

Listen to the otherpersons view points and ideas

Catch performance problems early, while they are small

Solicit as well as provide feedback

Check to be sure clear communication has occurred

How do I share positive feedback?

How do I share negative

feedback?

Describe the observed Behavior and provide specific

examples

Define the impact on you and other members

Get a reaction from the employee

Share your expectations for future Behavior Together explore options for solving the problem

Agree on a time table to review progress

Offer support to help or remove obstacles

Express confidence in the employees ability to improve

How do I express developmental needs?Ask the employee to explain why a Behavior or skill is

not being displayed

Is it a cant do or wont do problem

Ask for specific ways to enhance performance

Create an action plan, with measures and deadlines to

address development need


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Annexure - I


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Key Sections of the FormThe Process

Now, this guide will help you understand how each section of

the form must be filled. Since Performance Management

happens through the entire year, there are some sections ofthe form that are filled earlier and some at a later point in time.

The different sections in the form have been discussed in

detail, outlining how, where and by whom the said section is to

be filled.

The form is available with the HR department, and will be

provided to you and your Appraiser at the appropriate time to

complete the outlined activities in the process.

In case you need further clarifications, please feel free to

contact your Appraiser or the HR department.

1 Employ ee Information Form

2 Performance Planning

3 Mid y ear Review

4 Year-end Apprais al

5 Development Planning

6 Development Plan Review

Annexure - I


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1 Employee Information Form

This Section is the Employee Information Form and will be filled by HR and circulated to you at the beginning of

each performance year. It contains a section on your Personal Details, your Manager/ Appraisers details and your

career history.


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This Section is the Performance Planning. This Section will be filled in April.

It lists KRAs (predefined through the cascade process) along each perspective of the Balanced Scorecard.

It also lists Individual KRAs which are specific to your department and which you impact directly. During the discussion, you and your Appraiser will define targets at each point of the Rating Scale.

You will also define an Action Plan to achieve each KRA.

2 (a) Performance Planning


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2 (b) Performance Planning

At the end of the discussion, you and your Appraiser will

sign offstating that the Goal Setting session is complete.


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4 Y d A i l


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4 Year-end Appraisal

This Section is theYear-end Appraisal. This Section will be filled in April.

You will fill in the achievement against each KRA at the end of the year

Based on targets set in the beginning of the year and the achievement at the end of the year, your Manager will

give you a Performance Rating

You and your Manager will then sign offthe sections relating to the Year-end Appraisal.



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This Section is the Development Planning. This Section will be filled in April.

This format is currently applicable for all employees who are not covered under the 360 degree feedback process(

below the General Manager).

The expected proficiency level for your role will be filled in by HR You will then fill in instances in which you displayed the Leadership Behavior

These will then be validated by your Manager and jointly, you will arrive at a rating

Based on the gap between expected level and rating, some behavior will be identified as priority for development

You will jointly identify development actions that you can undertake to develop these Leadership Behaviours



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Your Manager will then encourage you to discuss yourcareer aspirations and jointly you will define an action

plan to move to your aspirational role.

You will then discuss with your Manager, any other development needs that you might have specificallytechnical skills.



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You and your Manager will then sign offthat Development Planning has been completed.




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This Section relates to review of the Development Plan. This will be completed in May along with the

Performance Planning session. You and your Manager will jointly review each Development Action identified and

record the progress on it.

You and your Manager will then

sign offthat the

Development Plan review is

completed.

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