Hrm 531 Performance Management Report

Performance Management Memo for Bollman Hotel
Denny Morrison
HRM/531
November 17, 2014
University of Phoenix
Performance Management Bollman Hotel
To: Tracy Goldman, Atwood and Allen Consulting
From: Denny Morrison
Date: November 17, 2014
Re: Performance Management – Bollman Hotels

I will be putting forward some recommendations to support a performance management plan for Bollman Hotel chains. The company is currently based in Minneapolis, Minnesota, with plans to expand into India. There are approximately 25,000 employees, and will increase their workforce by 20% in the new country. Annual net revenue is $100 million with expected revenue growth to remain the same at 15% for the first year. In addition to maintaining a turnover
Performance appraisals play a large part in the process of performance management. The purpose, stated by Cascio (2013), “is to improve employees’ work performance by helping them realize and use their full potential in carrying out their firms’ mission, and to provide information to employees for use in making work-related decisions”. Employee appraisals will identify low or high performing employees. Based on this, more training may need to be provided to some employees, or for decisions on promotion, demotion, transfer, or discipline. Bollman needs to be cognizant of the potential rightsizing decisions of the current workforce for both their domestic and international employees. Keeping the turnover rate of 5% or less should be in the forefront. Appraisal feedback is essential for personal development, or for identifying training needs to meet the job
Performance Feedback closes the loop on an effective performance management program. As Cascio (2013) states, “feedback is a fairly inexpensive way to improve productivity, but to work effectively, feedback programs require sustained commitment”. To maintain a 5% turnover or less, Bollman Hotels need to provide feedback on a continual basis. Losing key employees during their expansion would be a vital blow and impact the operations for any long-tenured staff in the United States, and affect the new hires in India. Possible introduction of an on-boarding process with timelines and milestones to be established to minimize the stress for new employee’s joining the organization. In parallel, a buddy/mentor individual will be assigned to all new hires, to answer any questions and be as an available resource to help new individuals ease into their new work environment. Bollman Hotel’s management need to frequently discuss performance with their employees, to periodically assess progress towards goals, and make organizational awards contingent on performance (Cascio, 2013, pg. 360). Rate increases and promotions normally result in improving work relationships and in turn, resulting in a positive effect on performance. If both management and employees set mutually agreed goals, regularly assess progress, and provide the necessary feedback, the performance management process will be a driver to Bollman Hotels ongoing success. I believe that the noted recommendations for a