洲际酒店行为规范手册(英文版).pdf
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1、Page 1 of 9 Asia Pacific Policy Policy Number: HR 4.06 Effective Date: 1 May 2012 Prepared By: AP HR Approved By: A. Patrick Imbardelli PERFORMANCE MANAGEMENT POLICY PURPOSE InterContinental Hotel Group (IHG) strives to create an innovative and stimulating working environment for all employees. This
2、 policy will provide clear guidelines on performance and behaviour management for IHG employees. APPLICABILITY/SCOPE This policy applies to all corporate and hotel based permanent employees, contractors, casual employees and temporary employees of owned, managed and leased hotels in the InterContine
3、ntal Hotels 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 Misconduct Please note it is not within the scope of this document to ou
4、tline every scenario of performance and behaviour that may arise. GENERAL POLICY STATEMENT IHG 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
5、 to address 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 all
6、egation made, 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 RESPONSIBILITY The responsibility for the devel
7、opment of and amendments to this policy resides with Asia Pacific Corporate Human Resources. Page 2 of 9 Asia Pacific Policy Policy Number: HR 4.06 Effective Date: 1 May 2012 Prepared By: AP HR Approved By: A. Patrick Imbardelli PERFORMANCE MANAGEMENT UNSATISFACTORY PERFORMANCE What is unsatisfactor
8、y performance and when does it apply? Unsatisfactory performance is performance that falls below acceptable levels of quality, quantity, timeliness and cost effectiveness. Examples: Failure to meet deadlines Failure to achieve set quotas/targets Unsatisfactory level of errors/defects/complaints Perf
9、ormance improvement solutions: Performance management may involve one or more of these steps below: Coaching/Development Where an employee new to a role requires guidance in the development of the skills, knowledge and experience necessary to meet the required performance levels. Corrective Counseli
10、ng A 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. Redirection Redirect and refocus the employee where they lack clarity of understanding of their role, responsibilities
11、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 Plan These are short term goals which are agreed with the employee and monitored regularly to measure and whether the employee is c
12、orrecting its performance issues The objective of the performance improvement process is to educate and correct employee behaviour and/or performance. Page 3 of 9 Asia Pacific Policy Policy Number: HR 4.06 Effective Date: 1 May 2012 Prepared By: AP HR Approved By: A. Patrick Imbardelli PERFORMANCE M
13、ANAGEMENT In order to help measure and monitor 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 th
14、em within the agreed timeframe The objectives should be measurable The objectives should be in writing ideally with the employees written agreement If 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 t
15、erminate the employee, then they should make 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 t
16、o take the following steps: set a new performance plan terminate the employee if available, talk to the employee about alternative jobs which better suit the employees skill set However prior to terminating the employees employment or offering an alternative position the manager must obtain the foll
17、owing approvals: Hotel Employee - the approval of 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 Group Page 4 of 9 Asia Pacific Policy Policy Number: HR 4.06 Effective Date: 1 May 2012 Prepa
18、red By: AP HR Approved By: A. Patrick Imbardelli PERFORMANCE MANAGEMENT Examples of Short Term Objectives Example 1: Objective:- Improve F Physical or verbal assault of a person at the workplace Unlawful Harassment, sexual or otherwise, of another employee, agent, visitor or customer (Refer IHGs Sex
19、ual Harrassment Policy) A breach of the safety and environmental policies (ie. failure to report a workplace injury) (Refer IHGs OH 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 inf
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