1. Performance Management

2. Philosophy
People are an organization’s most important and costly asset
Organizations must derive a return on their investment
Every organization is perfectly designed to achieve the results it gets
A performance management system must operate as a core communications, planning, motivational, and development vehicle
Management
Talent
OTR
Learning
Development
Talent
The Sabre HR team must help build a culture of meritocracy based on performance and values

3. Performance Management Defined
The process of creating and agreeing to clear, measurable goals; gathering and evaluating performance information; and providing effective feedback through meaningful conversations.

4. Why Is Performance Management Important?
“What you permit, you promote.  What you allow, you encourage.  What you condone, you own.  What you tolerate, you deserve.”
         -Michelle Malkin, American journalist

5. Leadership follow-thru
Our Approach…
Set Expectations
Lead & Coach
Measure Success
Tell them what’s expected
Help them get there
Hold them accountable
Core activities:
Common grading
Leadership follow-thru
Operational rigor
Goals & Objectives
Values
Regular team communications
Mid-year pulse checks
Performance improvement plans
Year-End Performance Review
OTR I & II
Build…Performance based culture

7. Performance Management Cycle
Jan/Feb
Setting
Goals & Discussions
Performance Planning
(Setting Goals)
Ongoing Feedback (Tracking Performance)
Reviewing Performance
(Review & Rating)
July/Dec
Mid-Year & Year-End
Discussions
Regular 1:1’s throughout the year

8. Talent Management Objectives
Goal Alignment
Accountability
Differentiation
Development
Coaching

9. Observing & Documenting
Look for:
Trends
Critical Incidents
Spend 30 minutes a week

10. Performance Goals Development Goals
Types of Goals
Performance Goals
Development Goals

11. Individual Performance
The What …
The How …
Performance
Sabre Values
What you do … in comparison to goals and objectives
Objective measures should be used where available
Observable results over the past year
How you do it
Assess each Sabre Value before determining the overall values rating
Behavioral anchors define expectations at different career levels
Performance Rating Scale
Values Rating Scale
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement

12. Goals: the “What” Include:
Goals and objectives are key areas of responsibility and the results that you need to accomplish to be successful. Goals are ‘what’ you are measured on for performance.
Goals are one of two key metrics that determine your overall performance rating
Include:
Focus on what you accomplished and how you contributed to your team’s, department’s, business unit’s and/or Sabre’s success
Highlight your results – not the activities you performed to achieve the goal
Examples…
By June 1, I created and implemented a new SharePoint page that is being used by the call center agents to track customer service issues
I achieved 110% of my sales goal of 500k by December 1.
I developed and implemented standard coding techniques and processes for the department by Q3.

13. Values: the “How”
Before you rate yourself on each Sabre Value, review the behavioral anchors for the appropriate level and keep in mind:
Sabre values have a behavioral focus ... they are not outcomes
Not every anchor applies to every employee or role
Anchors describe typical behaviors, not all-inclusive
“Team” does not exclusively mean direct reports; “customers” can be internal, external, or both
Anchors build across … “exceeds expectations” behaviors presume “consistently meets expectations” behaviors have been achieved

14. Performance Development Areas
Development areas are behaviors that keep you from being a stronger performer/leader or areas that you need to develop. Use the values and behavioral anchors to describe why goals were not achieved.
What to include:
Two to three clear development areas, performance concerns or limitations
Ensure your development needs show your commitment to and consideration of the Sabre Values
Consider how these development areas have or could become an issue or roadblock for you in the future
Examples:
Creativity and Innovation: Need to be more open to new and cutting edge ideas; sometimes allow historical knowledge of the business to limit creative thinking.
Collaboration and Teamwork: Learn to spend more time listening and reflecting on my team's opinions before jumping in with my own. Need to spend time getting to know each team member 1-1.
Ownership of Results: Need to develop a thorough understanding of the financial metrics of our operations through SII as I am now responsible for managing a $750K budget in my new role

15. Sabre team goal setting discussions
Before the Session
Select the top three priorities and/or goals for your team
Ask the team members for their input
Bring any cascaded goals with you to the meeting
During the Session
Determine if the goals are SMART
Gain agreement on goals and how/when you will monitor progress
After the Session
Team members: develop a plan to achieve the goals and submit to leader
for approval
Leader: Approve goals, begin monitoring progress

16. Individual Performance
The What …
The How …
Performance
Sabre Values
What you do … in comparison to goals and objectives
Objective measures should be used where available
Observable results over the past year
How you do it
Assess each Sabre Value before determining the overall values rating
Behavioral anchors define expectations at different career levels
Performance Rating Scale
Values Rating Scale
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
1 – Exceeds Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement

17. Employee commitment is earned only after basic needs are met
Sabre's Leadership Commitment
Basic knowledge needs as employees describe them:
Commitment 6
How can I help?
Job responsibilities 1
What is my job?
Where are we headed?
Vision, mission, strategy 5
How am I doing?
Feedback, performance
review, coaching 2
How’s my unit doing?
Measurements, regular updates from manager 4
Listening, recognition 3
Does anyone care?
Marketplace-based
Source: Roger D’Aprix
Employee commitment is earned only after basic needs are met

18. Actions leaders should take …
Connect team members’ job responsibilities to business strategy and priorities
Discuss job duties and expectations regularly
Encourage employees to ask questions
Connect employees’ roles to changes affecting the team and business
Know the concerns and motivation of each employee
Show personal conviction and commitment to the strategy
Acknowledge their ability to understand business goals
Stay accessible especially during difficult times