Performance Planning and Review Form

Associate’s Name: Associate’s Department:

Chantel Alfred Deposit Service
Associate’s Employee #: Evaluating Manager:
0784 Denora Lormand
Associate’s Job title & Officer Level: Date:
Deposit Service Rep

Section I – Review of Previous Year’s Performance Goals

Goal Review of Previous Performance Goals - At the end of the review period, list the associate’s performance goals
that were established for the previous review period and the method by which the goals were measured. The performance
goals should be linked to the specific job requirements of the job description, should include the method of measurement,
and may include related projects.

Appraisal of the Results Achieved - Report on the results achieved for each performance goal. Describe the significant
elements of achievement, expected outcomes and/or correction required for improvement. Have the associate complete
their own analysis of results achieved for the purposes of discussion.

Last Year’s Performance Goals Appraisal of the Results Achieved

Learn Unposteds Goal not accomplished

X Vision NSFs Accomplished

Unauthorized Drafts Accomplished

Don’t be in a hurry Still in progress

Page 1 of 5
 Performance Planning and Review Form

Section II – Core Values, Competencies and Expected Behaviors

Demonstration of core values, competencies and expected behaviors are integral to performing job duties at acceptable
levels, contribute to building a more successful organization and are directly linked to the associate’s job description.

Rating Scale

1 2 3 4 5
Rarely meets Usually meets & rarely Always meets & Always meets & most Always exceeds
expectations, significant exceeds expectations sometimes exceeds often exceeds expectations, no
development needed expectations expectations development needed

Core Values, Competencies and Expected Behaviors – For All Associates Rating (Circle One)
Client Focus •1 Responds promptly to customer needs 1 1.5 2 ( 2.5) 3 3.5 4 4.5 5
•2 Solicits customer feedback to improve service
•3 Manages difficult or emotional customer situations
Shareholder •4 Contributes to profits and revenue 1 1.5 2 2.5 ( 3) 3.5 4 4.5 5
Focus •5 Works within approved budget
•6 Develops and implements cost saving measures
•7 Conserves organizational resources
Teamwork •8 Balances team and individual responsibilities 1 1.5 2 2.5 3 (3.5) 4 4.5 5
•9 Exhibits objectivity and openness to others' views
•10 Contributes to building a positive team spirit
•11 Puts success of team above own interests
Technical •12 Possesses skills necessary to perform the functions of the job 1 1.5 2 2.5 ( 3 ) 3.5 4 4.5 5
Skills •13 Strives to continuously build knowledge and skills
•14 Shares expertise with others
Interpersonal •15 Focuses on solving conflict, not blaming 1 1.5 2 ( 2.5) 3 3.5 4 4.5 5
Effectiveness •16 Maintains confidentiality
•17 Demonstrates clear and effective verbal and written communication
skills
•18 Listens to others without interrupting
•19 Keeps emotions under control
•20 Remains open to others' ideas and tries new things
Ethics & •21 Treats people with respect 1 1.5 2 ( 2.5) 3 3.5 4 4.5 5
Integrity •22 Keeps commitments
•23 Works ethically and with integrity
•24 Upholds organizational values
Core Values, Competencies and Expected Behaviors – For Those Managing Others Rating (Circle One)
Leadership •1 Accepts feedback from others 1 1.5 2 2.5 3 3.5 4 4.5 5
•2 Fosters quality focus in others
•3 Gives appropriate recognition to others
•4 Exhibits confidence in self and others
•5 Inspires and motivates others to perform well
•6 Effectively influences actions and opinions of others
Managing •1 Provides and conducts performance reviews along with giving regular 1 1.5 2 2.5 3 3.5 4 4.5 5
People constructive feedback
•2 Takes responsibility for subordinates' activities
•3 Develops subordinates' skills and encourages growth
•4 Solicits and applies customer feedback (internal and external)
•5 Continually works to improve supervisory skills
Attract, •1 Appropriately manage associate turnover 1 1.5 2 2.5 3 3.5 4 4.5 5
Retain and •2 Recruit quality and capable associates
Develop •3 Network to keep in contact with potential associates
Talent •4 Select, assess and develop talent on a regular basis

Page 2 of 5
 Performance Planning and Review Form

Section III – Development Plan

Consider the associate’s strengths and performance goals to help determine developmental needs. The manager should
identify the associate’s strongest developmental needs based on his/her current job assignment and /or preparation for
assignments in the future.

Associate’s Strengths Manager’s Comments

Working with others Chantel works well with others in the department as well as other areas
in Deposit Services
Works well with changes Chantel worked with Xvision and has done a real good job with this
new function.

Associate’s Developmental Needs Manager’s Comments

Keep her comments to herself
Pay attention on preparing chargeback notices
Not use bank phone or cell phone for personal
calls while working
Chantel needs to learn not to over react when something does not work
the way she thinks it should.
We have had several chargebacks in 2008 that went to wrong
customers.
Chantel needs to keep personal calls to a minimum and reduce the
time she is on the phone.

Identify short and long-term developmental objectives, as applicable. Identify the required action, responsibility for the
required action and the targeted date for completion of the required action for each developmental objective.

Developmental objective Required Action(s) Target Date

Unposteds Train on Unposteds 07/09

Chargeoffs Learn how processing of charge-offs works. 10/2009

Page 3 of 5
 Performance Planning and Review Form

Section IV – Summary
Manager Comments
.
Chantel has done a great job with NSFs and keeping the General Ledger in balance. She also is working with
unauthorized paper drafts and is doing a good job with collecting.

Chantel is also has a good working relationship with others in the department.

Associate Comments

_____________________________ ____________________________ __________________

Associate Signature Manager Signature Date
I am signing this evaluation to indicate I have
discussed its contents with my manager. This
is not necessarily an indication of my agreement.

Page 4 of 5
 Performance Planning and Review Form

Section V – Setting Next Year’s Performance Goals

Goal Setting - At the beginning of the review period, list the associate’s performance goals and the method by which the
goals will be measured. There should be at least five (5) performance goals identified. The performance goals should be
linked to the specific job requirements, should generally include the method of measurement, and may include related
projects.

Appraisal - Report on the results achieved for each performance goal following the end of the review period. Describe
the significant elements of achievement, expected outcomes and/or correction required for improvement. Have the
associate complete their own analysis of results achieved for the purposes of discussion.

Next Year’s Performance Goals

Chantel will need to learn other jobs in Deposit Services. This will help her to understand how everything works
together.
Chantel will also assist in cross training with EIP processing.

____________________________ ____________________________ __________________

Associate Signature Manager Signature Date

Page 5 of 5