Hotel Name COUNTRY Creating a Culture of Performance Management By Michael SmithHR Director Novotel Ibis WTC – Dubai, UAE
Hotel Name COUNTRY•Accor Group - Brief Overview•Why use a Performance System•Elements of Competency based programs•Move Up – Novotel Brand Project•Identifying Senior Management competencies
Why create a performance Management System ?• It creates structure across your business•It delivers at all levels – Multi Brands•Offers associates of all levels the best possible pathway toattain their career goals•Recognition tool•Supports retention•Saves costs – 50% Annual salary cost•New Hotels in Dubai during 2012•15 New Accor Hotels in the GCC in the next 3 years
Accor Corporate HR Strategy is “The Best of Us” Accor 2015.Within this strategy are brand performance management systemswhich meets the needs, not only of the associates involved butessentially the needs of the client and the business.At Accor we have established a culture of performance managementat all levels across our workforce which Measures – Rewards andDevelops our associates to offer them the best possible vehicle toattain their career goals and be what they want to be within the Accorfamily.
MeasureCompetency Based Assessment: recruiting, promotingGlobal Harmonisation Tools: a unique evaluation form across thebrands and levels GMs/ HODs and another one for employeesAssessment Centres: for development purposes: all VP ofOperations are assessed in a centre designed by an externalconsultant based on Accor core competencies before being promotedGuests Feedback: internal and external comments, employee opinionsurvey every 2 years
RewardingIncentive Schemes: yearly bonus on achieving pre-set KPIs, salesincentives, stock optionsAccor Bernache Awards: for the values including performance andinnovationAccor Middle East Awards: yearly awards for best performers in thehotels in Smile, Heart and Najma (outstanding Performance)categories
DevelopAcademie Accor : overall training for all level and fieldsRevenue Management Pass, Sales Pass, Distribution Pass,Training Pass : qualifying training programmes with 3 levels ofCertification by an external body.International Hospitality Management Programme: to developfuture hotel General Managers and number 2sBrand Development Programmes Sofitel : School of Excellence Pullman : Body and Soul Novotel: Move Up Ibis : Players
Element’s of Move UP Employees HOD GM Induction Welcome: Induction programme Itineraires: Itinéraires Globe Trotter GM Pass Skills and Competency personal Qualifying based Become a Head Become a development training for program of Department General Manager employees Recognition Visa: Exchange programme Development of Novotel service culture Novotel Service Attitudes 1212
Welcome: Effective induction A progressive 6-month programme - Know the brand & its promise Discover Novotel E-Learning sustainable development - Understand our guests’ expectations Novotel Service attitudes - Involve all actors Mentoring program - Train and assess skills Itineraires – (graduate level)13
From arrival to the 6th month…. Discovery and appropriation Prepare and organise the 1st day Novotel “Bienvenue Discover Service Chez Accor” Novotel Attitudes training Welcome Training training 2h Hotel Stay 0.5 day 1.5 days Letter (6 modules x 1 - 2h) GSS 1st day 1st month 3rd month Novotel’s Itinéraires Spend Open Induction Novotel’s Sustainable assessment 1 day meeting assessment Customer Graduate Development in another with the Commitment level Training team GM Training 1.30 h Competancy 0.5 day 6th month4th month 5th month Assess and Foster openness Assess and Discovery be assessed and sharing be assessed and appropriation 14
Itinéraires: Support to help the employees choose their professional development program Clear vision of the expected skills Combination of managers assessment and employees self-assessment Recognition of skills 15
Itinéraires: Qualifying Training for employeesDynamic progression on 3 levels Novotel Master Novotel Bachelor Novotel Graduate Evolve at your own pace 16
Itinéraires:Competency based Qualifying Training for employees
General Managers: Competencies IdentifiedBusiness Management Human Resource ManagementFinancial Management Marketing & Distribution Sustainable Development Environment Local resources Diversity
General Managers: Competencies Identified Example IHMP ProjectsBefore: work alone on a project that was purely hotel based.Now: group work, 5 participants from around the world with differentbackgrounds and experienceProject:As land has been purchased in Berlin by the company. Decide whathotel size and brand(s) should be built.
In Summary Performance Management: Needs to be all encompassing across the business, to everyone and for everyone at all levels. Is a key driver in the success of any business and must be kept alive. Is an effective Sales tool to attract, retain and develop your companies most important resource20