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1、Policy Number: HR 4.06Effective Date: 1 May 2004Prepared By: AP HR Approved By: A. Patrick ImbardelliAsia Pacific Policy PERFORMANCE MANAGEMENTPage 8 of 8POLICY PURPOSEInterContinental Hotel Group (IHG) strives to create an innovative and stimulating working environment for all employees. This polic
2、y will provide clear guidelines on performance and behaviour management for IHG employees.APPLICABILITY/SCOPEThis policy applies to all corporate and hotel based permanent employees, contractors, casual employees and temporary employees of owned, managed and leased hotels in the InterContinental Hot
3、els Group in Asia Pacific. This document provide information on performance and behaviour management. IHGs approach to managing performance and behaviour make a clear distinction between: Unsatisfactory performance; and MisconductPlease note it is not within the scope of this document to outline eve
4、ry scenario of performance and behaviour that may arise.GENERAL POLICY STATEMENTIHG Line Managers are responsible for managing the performance and conduct of their employees. The line manager will communicate the required performance expectation. They will also take prompt and fair action to address
5、 unsatisfactory performance or unacceptable behaviour.Any employee who is subject to disciplinary procedure should be treated fairly and in accordance with this procedure with any necessary modifications in the circumstance. In particular, the employee will also be fully aware of any allegation made
6、, and given an adequate opportunity to respond to allegations.Refer the appendix in the separate attachment to this policy for a flowchart on unsatisfactory performance and misconduct. PROCEDURE(S)As outlined in the policy. ADMINISTRATIVE RESPONSIBILITYThe responsibility for the development of and a
7、mendments to this policy resides with Asia Pacific Corporate Human Resources.UNSATISFACTORY PERFORMANCEWhat is unsatisfactory performance and when does it apply?Unsatisfactory performance is performance that falls below acceptable levels of quality, quantity, timeliness and cost effectiveness. Examp
8、les: Failure to meet deadlines Failure to achieve set quotas/targets Unsatisfactory level of errors/defects/complaints Performance improvement solutions:Performance management may involve one or more of these steps below: Coaching/DevelopmentWhere an employee new to a role requires guidance in the d
9、evelopment of the skills, knowledge and experience necessary to meet the required performance levels. Corrective CounselingA problem solving discussion to eliminate the barriers to performance where an employee is adequately trained and experienced yet has failed to meet required performance levels.
10、 RedirectionRedirect and refocus the employee where they lack clarity of understanding of their role, responsibilities and/or tasks. Do this by identifying the: Main requirements of the job as clearly and concisely as possible, and Performance Standards required. Performance Improvement PlanThese ar
11、e short term goals which are agreed with the employee and monitored regularly to measure and whether the employee is correcting its performance issuesThe objective of the performance improvement process is to educate and correct employee behaviour and/or performance.In order to help measure and moni
12、tor whether the employee is correcting their behaviour sometimes Short Term Performance Objectives need to be agreed and put in place.Key points to remember when agreeing any objectives: The objectives need to be reasonable in that the employee can meet them within the agreed timeframe The objective
13、s should be measurable The objectives should be in writing ideally with the employees written agreementIf this is the second or third time the employee has been put on Objectives or the employee fails to meet the objectives, then if the manager wants to terminate the employee, then they should make
14、it clear to the employee that if they fail to comply with the objectives, the manager will consider his/her options including termination.If performance doesnt improve:In the event that there is no performance improvement, the manager will be entitled to take the following steps: set a new performan
15、ce plan terminate the employee if available, talk to the employee about alternative jobs which better suit the employees skill setHowever prior to terminating the employees employment or offering an alternative position the manager must obtain the following approvals:Hotel Employee - the approval of
16、 the General Manager and HR Director of the Hotel; and Corporate Employee- the HR Director supporting the functional group and the Regional Director for that GroupExamples of Short Term ObjectivesExample 1:Objective:-Improve F&B Service GSTS Rating to insert target or less by insert date 200insert y
17、ear.Measured:-Review of GSTS for F&B at the end of each month.Example 2:Objective :-Meet the Forecast GOP for F&B for the next quarter.NB:- Sometimes the objective needs to be broken down into tasks.Tasks:-Increase the average room rate to $insert target and occupancy to insert target%.Measured:-Mea
18、sured by looking at RGI index.Example 3:Objective:-Focus on providing pro active financial support to the GM.Tasks:-Provide timely financial reports by no later than insert target of each month.Monitor outstanding debt ledger and ensure accounts receivable no more than insert target days.Measured:-R
19、eview of debt ledger at the end of each month. Feedback obtained from GM.Monitoring & Measurement of Objective:Each of the objectives will be measured out of 5 on the same basis as the performance feedback process. A 3 or higher rating will be considered evidence that you are performing the objectiv
20、e, a rating of 1 or 2 will be considered evidence that you are not meeting the objective.If you achieve less than a 3 on more than insert target objectives then we will consider our options including termination of you from your position on the grounds of poor performance.Monitoring:-These objective
21、s will continue over a period of insert target months and be (referred to as the “Performance Period”).During this time we will meet every 2 weeks to review and monitor your progress.MISCONDUCTWhat is misconduct and when does it apply?Misconduct is defined as behaviour that involves a breach of the
22、type of professional and ethical behaviour which is expected by IHG.Examples of misconduct include but are not limited to: Absenteeism - Failure to provide required notice and/or medical certificates in relation to an illness/injury Absenteeism - Failure to attend work at the required time Failure t
23、o follow proper authorisation procedures Dishonesty Theft or fraud affecting the company, its suppliers and/or customers; Physical or verbal assault of a person at the workplace Unlawful Harassment, sexual or otherwise, of another employee, agent, visitor or customer (Refer IHGs Sexual Harrassment P
24、olicy) A breach of the safety and environmental policies (ie. failure to report a workplace injury) (Refer IHGs OH&S Policy); A breach of information security policies (Refer to IHGs IT policy) Breach of confidentiality concerning the companys or a third persons information Being under the influence
25、 of or in the possession of alcohol or other intoxicating or illegal substances at work (Refer to IHGs Drug Policy) Falsification of company records or information Making unauthorised alterations to individual customer accounts or to an employees own account Wilful damage to company property Refusal
26、 to carry out the lawful instruction of a manager This list is not exhaustive. The action taken will depend on the seriousness of the alleged misconduct, prior instances of similar misconduct and the merits of the case.DISCIPLINARY ACTIONWhat are the types of Disciplinary action?Disciplinary action
27、can take any of the following forms: a verbal warning; written warning; final written warning; termination with notice; summary termination (ie termination without notice)What is disciplinary action?Disciplinary action does not necessarily follow a sequential/ consecutive path. For example, there ma
28、y be circumstances where: the initial disciplinary action taken is a final written warning, the misconduct of the employee justifies termination without any prior warnings; or more than two warnings may be warranted prior to termination. The key consideration is to ensure that each case is decided o
29、n its own merits. What is a warning?A warning is formal communication to an employee that: their behaviour or continued unsatisfactory level of performance is unacceptable, and if there is no change in the behaviour/performance it may lead to dismissal. A warning will be given where an employee has
30、failed to improve his or her performance, or has engaged in misconduct that warrants it.A warning can be verbal or written.A warning remains on an employees personnel file for a period of 12 months.IHGs disciplinary procedureIt is imperative that HR is consulted prior to any disciplinary action bein
31、g undertaken.The disciplinary procedure will be followed when: The performance improvement process has failed to produce an acceptable level of work performance; or An employee has engaged in behaviour that is unacceptable / misconduct.The disciplinary procedure will involve the following:1. Prelimi
32、nary investigation2. Interview 3. Due consideration4. Decision5. Implement decision / action plan1. Preliminary InvestigationThe person carrying out the preliminary investigation will generally be the Line Manager. The purpose of the preliminary investigation is to establish the facts and gather evi
33、dence through a thorough investigation. Further investigation may also need to be conducted at later stages of the disciplinary process. Employee may be placed on suspension on full pay whilst the investigation is being carried out.2. InterviewIf the preliminary investigation appears to substantiate
34、 the allegations or the persistence of a performance or behaviour problem, the employee will be interviewed. The employee will have the right to have a colleague or close contact present during the interview.The purpose of the interview is to: Clearly put to the employee the nature of the allegation
35、s; Explain to the employee the types of disciplinary action which might be taken if the allegations are found to be substantiated; Give the opportunity to tell their side of the story, provide any explanation, and put anything else which may be relevant in IHGs consideration of what is the appropria
36、te action. 3. Due considerationGive due consideration to the employees explanation/response. It is important to provide sufficient time to give full consideration to any explanation given by the employee, before any final decision is taken on disciplinary action. It may be that, in light of the empl
37、oyees response, that further investigation is required.4. DecisionIf it has been established that an employee is responsible for some form of persistent unsatisfactory performance or misconduct, the line manager must select the appropriate form of disciplinary action to be taken. Any decision must be made in consultation with Human Resources.5. Implement decision / action planIn all but exceptional cases the appropriate action should be decided upon and implemented before the completion of the employees next working day.