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
Learning
OTR
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
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
July/Dec
Mid-Year &
Year-End
Discussions
Reviewing
Performance
(Review &
Rating)
Performance
Planning
(Setting
Goals)
Regular 1:1’s
throughout the
year
Ongoing
Feedback
(Tracking
Performance)
Talent Management Objectives
 Goal Alignment
 Accountability
 Differentiation
 Development
 Coaching
Observing & Documenting
Look for:
• Trends
• Critical Incidents
Spend 30 minutes a week
Types of Goals
Individual Performance
The What …
The How …
Performance
Sabre Values
 What you do … in comparison to goals
and objectives
 How you do it
 Objective measures should be used
where available
 Assess each Sabre Value before
determining the overall values rating
 Observable results over the past year
 Behavioral anchors define expectations
at different career levels
Performance Rating Scale
Values Rating Scale
1 – Exceeds Expectations
1 – Exceeds Expectations
2 – Consistently Meets Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
3 – Needs Improvement
Goals: the “What”
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/LearningAndDe
velopment/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
 How you do it
 Objective measures should be used where
available
 Assess each Sabre Value before determining
the overall values rating
 Observable results over the past year
 Behavioral anchors define expectations at
different career levels
Performance Rating Scale
Values Rating Scale
1 – Exceeds Expectations
1 – Exceeds Expectations
2 – Consistently Meets Expectations
2 – Consistently Meets Expectations
3 – Needs Improvement
3 – Needs Improvement
Sabre's Leadership Commitment
Basic knowledge needs as employees describe them:
1
Commitment
Vision, mission,
strategy
5
Measurements,
regular updates
from manager
6
How can
I help?
What is
my job?
Where are
we headed?
4
How’s
my unit
doing?
Job responsibilities
How am
I doing?
2
Feedback,
performance
review, coaching
Does
anyone
care?
3
Marketplace-based
Listening, recognition
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