1. Recruiting, Onboarding, and then what happens after that!
The Employee Cycle
Recruiting, Onboarding, and then what happens after that!

2. Good to Great
You are the bus driver. The bus, your hotel, is ready to take A STEP AHEAD, and it’s your job to get it going. You have to decide where you're going, how you're going to get there, and who's going with you.
Most people assume that great bus drivers (read: business leaders) immediately start the journey by announcing to the people on the bus where they're going—by setting a new direction or by articulating a fresh corporate vision.
In fact, leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats. And they stick with that discipline—first the people, then the direction—no matter how dire the circumstances.

3. Recall your first day: First who then what or the other way around?
What was your approach?
Recall your first day: First who then what or the other way around?
What were your first impressions?
Assessments of the staff you have. (A-B-C)
Vision of the staff you want to have.

4. Recruiting
& Best Practices

5. Right People on the Bus – Wrong People off – Are they in the right seat?
We are all Good People are we in the right seats?
What do I do to fill the open seats?
Do I recruit for Attitude or Aptitude?
The Story of Albert Elder

6. Sales Recruiting:
Collective understanding and agreement of what we are looking for
Job Posting - broad to attract more candidates
Using a recruiter vs. direct recruiting
Cold calling top performing hotels
Ask your CLIENTS who they like working with
Build the Candidate Screening Form BEFORE you start recruiting/interviewing

7. Thoughts on interviewing
Group and collaborative interviews for management positions – why is it best for you and the new hire?
On the Job interviews for line staff.
Whatever you decide make it a disciplined process

9. Sales Recruiting: Premier Testing Evaluation The “wheel”
Behavior hierarchy
Frequent Interaction with others
Competitiveness
Urgency

12. Onboarding
& Best Practices

13. WHAT IF YOU COULD SHRINK THE TIME IT TAKES FOR AN EMPLOYEE TO REACH FULL POTENTIAL?

14. ONBOARDING… IT IS NOT THE SAME THING AS ORIENTATION

15. Prior to Start Date
First Day
Congratulatory call/
Business Cards Ordered
Desk Cleaned & Set Up
Voic , network and passwords accessible
Nametags made
Directions for their first day (parking, attire, timing, who to ask for)
Greet Upon Arrival
Team Welcome Card
Basic info – bathroom, meals, water/coffee
Buddy

16. Orientation: Review Company Culture Clearly explain Job Requirements
Define what success looks like
Tell then how & when you will review performance

17. Sales Orientation: Memo to management staff Schedule appointments
Print guide and put in binder
Interdepartmental questionnaire

18. Progressive Discipline
& Best Practices

19. Discipline Policy:
It is the company’s policy to conduct disciplinary action in a fair, appropriate and consistent manner, within the at-will employment context.
Why is this important?
- Makes Prism a Good Employer
- It’s the Right Thing to Do.

20. Avoiding Discipline Problems:
Tell your employees what you expect and 99% of your problems will go away…...
Set Expectations through Job Descriptions, Competencies, Goal Setting, Orientation.
Provide Regular, Constructive Feedback through Coaching & Counseling, and 1 on 1s.
- Timeliness, Consistency & Objectivity
Seek out Feedback

21. Avoiding Discipline Problems:
Conduct both Formal & Informal Performance Reviews
Review Employee Handbook and specific policies
Practice Good Recordkeeping
Be a Manager, not a Therapist

22. Progressive Discipline:
Why do we issue discipline?
- To Improve Performance
Designed to make an employee aware of a problem and to give them an opportunity to fix it.
Applies to all employees regardless of length of service and position.
Prism does not have a Probationary Period. However, new associates should be given at least one warning prior to terminating.

23. Discipline Notices:
Verbal & Written Warnings for attendance, Performance or Conduct.
Standardized Corrective Action form or Memorandum following same format.
No notes or other documentation to personnel file without employee’s signature.

24. Verbal Warnings (Counseling)
Formal indication of dissatisfaction with the employee’s work performance or warning on the first violation of an established rule policy/procedure or policy of the hotel or department.
May be appropriate for minor rule infractions; minor misconduct; or unsatisfactory performance.
Generally issued when previous discussions or informal coaching and counseling sessions have not resulted in desired improvement.
The employee will be asked to acknowledge receiving the warning (via signature)

25. Written Warnings
Generally issued for serious rule infractions or misconduct; repeat offense; or continued performance deficiencies.
Informs employee that a serious problem exists and employment may be in jeopardy.
Should list any previous disciplinary action that has taken place and corrective action required.
The employee will be asked to acknowledge receiving the written warning (via signature)

26. Final Warning (if applicable):
May be appropriate for “repeat offender” of low-grade offenses—including poor performance, repeated tardiness, consistently failing to punch in or out for shifts, etc.
Assumes that employee as already received prior disciplinary notices.
Notifies employee they have one more chance to improve.

27. Suspension Pending Investigation:
Employees should always be asked for a written response to allegations.
Must always complete a written warning form when suspending an employee.
Employee is not permitted to be on property during a suspension.
If an employee with house bank is suspended, you must retrieve bank keys ad notify accounting to pull banks for an audit.

28. Suspension Pending Investigation (cont.’):
Don’t commit to a specific time frame.. it depends on the scope of situation precipitating the need to investigate.
Summary of Investigation and Witness notices if applicable should be maintained.
Suspension is NOT used as a form of discipline.
Employees who are reinstated following suspension WILL BE PAID for time missed.
Employees who are terminated following suspension will NOT be paid.

29. Corrective Active Discussion:
Know your facts.
Have the discussion as soon after the issue occurs as possible
Keep conversation on track;
Be constructive; focus on performance or conduct, not feelings or judgments
Never have the discussion when you’re upset or emotional.

30. Corrective Action Form:
Two good reasons for properly writing a corrective disciplinary form are:
When applicable, the company should not incur unemployment benefit expenses (if you can prove competence and that the team member was showing insignificant effort).
The legal implications for writing a good / bad corrective disciplinary form can mean the difference between no legal exposure or a law suit (stick to the facts and facts alone).
Show Corrective Action Form

32. Corrective Action Form:
Be specific about the offense, incident, performance issue, etc. Including date, time of occurrence, and work rule that was violated if applicable.
Avoid subjective language and keep in behavioral terms.
Include backup documentation if appropriate.
State what needs to be done and by when
“In the future I expect you to arrive ready to begin working promptly at 8am each day you are scheduled to work”

33. Corrective Action Form:
State potential consequences if improvement is not shown or if infraction occurs again.
Conclude with the phrase, “Any future infraction, violation of company policy, or unsatisfactory performance may result in further disciplinary action or possible termination of employment”

34. Corrective Action Form:
If applicable, detail previous disciplinary action.
Record items such as action taken, date of incident, reason/type of violation and who it was presented by
Only current disciplinary action should be recorded (no more than 12 months).
Encourage employees to write comments on the form or on a separate sheet.
Employee should be provided a copy of the notice
Check appropriate box stating whether or not you have suspended the employee.

35. Corrective Action Form:
All disciplinary forms must be signed by the employee and manager/supervisor issuing the warning.
All disciplinary forms must be signed by HR and the GM.
If they refuse to sign, have another manager witness refusal and explain to the employee that the warning is still valid.
Original form should then be submitted to HR and kept in the employee’s personnel file.

36. Performance Improvement Plan (PIP)

37. Performance Improvement Plan (PIP)
PIP’s should be delivered as a form of early intervention – Precedes written warning.
Should be delivered when success is the desired and likely outcome. Otherwise, just issue discipline (Corrective Action)

38. Performance Improvement Plan (PIP)
(Review the form. Make sure to point out that originals of both documents should be turned into HR and no hardcopies should be kept in someone’s office as in the past some of these have “disappeared”.)
Protect the folder where the soft copies are saved. This is between you, the associate and HR.
Associates at Prism are at-will employment status. This means that when they willing choose to work for our properties they agree to work under our performance standards and to follow our policies and procedures when they accept our employment offer.

39. Performance Improvement Plan (PIP) cont.’
Associates who do not agree to sign and acknowledge the required items for improvement leads to voluntary resignation as our expectations are non-negotiable.
Do not let an associate take the action plan form with them overnight or for several days.
The employee does not have to agree but it has to comply to remain employed.
Action Plans for EC members must be reviewed and approved by Corporate HR and VPs.

40. Sales Performance Improvement Plan (PIP)
Behavioral Performance vs. Sales Performance
Behavioral – Corrective Action form
Sales performance – performance memo template
No separate “Action Plans” or PIPs

41. Performance Discussions
Prepare & Practice
Schedule the discussion whenever possible and appropriate
Choose the right location, in private and with witnesses as needed. Be constructive.
Be professional, stay focused on the issue, not the person
Don’t make it personal
Be brief and to the point
Re-set expectations
Do not negotiate standards

42. Best Practices Set the right expectations.
Communicate and provide feedback on a regular basis
Recognize and reinforce positive behaviors and accomplishments.
Document conversations, incidents and feedback discussions
Be proactive
Be consistent
Know Prism’s Employee Handbook

43. Best Practices (cont.’)
Don’t set precedents
Partner with HR
Model our Prism Core Values
Follow up with the employee.

44. Rewarding Success
& Best Practices

45. In an analysis of 437 companies, those with rewards programs had greater employee productivity, higher profits, better cash flow, stronger stock market performance and a greater stock value than companies without rewards systems. Jossey-Bash publishers

46. research has found that when it comes to rewarding employees, bigger isn’t always better, cash might not be the best option and the presentation of the reward can be more important than the value of the reward

47. What rewards programs do we currently have in place?
CARE Sales Incentive
EC Bonus Incentive
Employee of the month/quarter/year
How do we present these awards?
When do we present these awards?
Who presents these awards?

48. Best Practices…
What are you doing in your hotels that is unique and meaningful?