Performance Management

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

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.

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

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

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

Talent Management Objectives Goal Alignment Accountability Differentiation Development Coaching

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

Performance Goals Development Goals Types of Goals Performance Goals Development Goals

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

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.

Values: the “How” Before you rate yourself on each Sabre Value, review the behavioral anchors for the appropriate level and keep in mind: http://current.sabre.com/orgs/HR/Global/Learning/Documents/LearningAndDevelopment/Sabre_Values_Behavioral_Anchors.pdf 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

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

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

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

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

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