Overview
Beginning the quarter after hire date, associates (including those that are still within the new hire period) receive feedback on the following performance factors:
- Measurable production data
- Progress on assigned goals
- Service Pyramid expectations
- Ongoing observations of job function and interaction with team, peers, and clients
- Significant events, achievements, role in important decisions and projects
- Diversity and inclusion standards
Review Schedule
StarAccess launches all performance reviews to the manager of record shortly after the 10th business day of the month following a review period. (For example: The Q3/Q4 review period ends on 12/31. The performance review is launched to the manager around 1/15 - 1/19.)
The system generates an e-mail to the manager of record indicating when an appraisal is available for completion, along with the due date.
Quarterly reviews are launched for the following associates:
- Associates on decision memo
- Had a score of “Needs Improvement” or “Failure to Meet Expectations” on the previous review
- Associates leaving the company
- Depending on their hire date, some associates may have a quarterly review
Managers are provided with 3 weeks to complete and submit all appraisals to their upline manager for final revisions and approval. Retail is provided with 2 additional weeks.
- 1 week for the manager to deliver the review to the associates.
- 1 week to fully close the review task.
Prepare
Review
Evaluations will logically follow the previous performance rating and documentation.
- Which aspects of performance have improved?
- Where are growth opportunities that can become goals?
- How has performance changed since the last appraisal cycle?
Prepare
Collect production and goal data, observation notes, and any documented coaching or performance memos impacting the review period. Consider comprehensive factors, including:
- Independent achievements - role-specific responsibilities, work product, and projects
- Collaboration with others - effectiveness when working with peers to achieve results
- Client value - the impact of the associate's knowledge, skills, traits, and behaviors on the client (internal and external) experience
Human Resources Consultant Support
Your HRC will touch base regarding associates known to have performance concerns or on decision memo before and/or during each review cycle.
If an associate's performance is rated less than Meets Expectations, notify the HRC. Work with your upline manager to write and deliver narrative comments, and HRCs will offer guidance if needed.
Write
A practical performance evaluation will:
- Not come as a surprise to the associate. You are responsible for regularly discussing performance, expectations, and areas for improvements with each member of your team.
- Communicate a snapshot of associate performance during the review period.
- Provide meaningful and respectful feedback.
Rating
Measure performance fairly and consistently concerning pre-existing standards, objectives, role responsibilities, and expectations. If performance warrants rating below meets expectations, consult your upline manager and HRC for guidance. See the Performance Appraisal Matrix for criteria at the end of this document.
Performance Question Narrative
Include specific numbers and language. For instance: Achieved and exceeded the original set of goals of X by a margin of Y%.
The Lender Review guidelines provides managers with production achievement percentages and rating scale options based on achievement.
The comments section for this review question should mimic the numbers represented in the chart based on the guidelines. Note: The system does not allow external tables in the comments box.
Narrative
Include comments that support the rating by describing the critical aspects of the performance. Whenever possible, include objective and specific examples that can be expressed in numerical terms using figures, percentages, or amount. Aim for a balance between a wide-perspective of the review period and forward-looking comments. See the Performance Narrative guide.
Timeliness
Complete appraisal tasks by the deadline set by the performance administrator.
Deliver
Submission
Submitting a review will immediately push an email to the associate and a task in StarAccess for their acknowledgment.
Discuss with the Associate
Schedule time to discuss the contents of the review. Provide key points of feedback with examples that illustrate the impact of the associate's performance
Expectations
You will draft, submit, and deliver a formal performance evaluation quarterly within the timeline communicated by the Performance Administrator in StarAccess, for the following:
- Current associates that report to you directly
- Any associate that reported to you during the review period, including those who transferred departments or who no longer work for the Bank.
- If your downline manager is on leave during the review cycle, you will also receive review tasks for their direct reports.
Completing the Review Form
To complete the review form, do the following:
- Log in to StarAccess.
- Locate the To-Do section on the Home screen. An alert appears when review tasks open to managers. Expect a task for each direct report.
- Click the alert to open a list of available review tasks.
- If you supervise a single associate, the request summary page opens when accessing the alert. Click Inbox (top left) to access the request list to begin.
- Click the Edit hyperlink on the right-hand side of the screen to begin a task. Tip: The hyperlinked date (left on screen) does not open the task.
- Complete review sections in order, top to bottom.
- To begin the Competencies segment, click Start.
- Click the drop-down box on the left.
- Select a rating range based on the text description (for example, 3.8 - Meets Expectations). See the Performance Appraisal Matrix at the end of this document.
- Type a narrative statement that supports the selected rating for each question. See the Performance Narrative guide. Tip: Draft your comments in Word and copy/paste into the text box for ease of editing, spelling, and continuity. Tip: Click Save to secure the data entered but stay on the page. Best Practice: Save work after each question.
- Click Save and Close in the top right of the window to return to the Review Summary.
-
Review Final Rating for consistency (located below Competencies, Open-ended Questions, and Overall Comments). How it Works: Each review question carries a specific weight of the overall score. The final rating is an average of the weighted score of each question divided by the number of questions. Tip: Notify the performance administrator if the final rating score appears inconsistent based on rating selections.
- Click Start to begin the Open-Ended Questions section.
- For each open-ended question, enter Yes or No. All Capital City Bank reviews include the following:
- Diversity and inclusion
- A reminder or decision memo(s)
- Take it to 10 goals (one question for each: referrals, community service, professional development). Note: These are annual goals and will appear on Q4 performance reviews only.
- StarU-assigned compliance training
- Click Save and Close in the top right of the window to return to the Review Summary.
- Skip the Overall Comments segment of the review. Note: Competencies and Open-ended Question sections contain all required performance comments. The Start button remains green. The system allows the review to be submitted to the associate (task complete) if all other sections are complete.
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Associates will receive emails to acknowledge the review once you complete the next step. Before moving on, proofread and review all aspects of the review for accuracy. Note: Once submitted, only the Performance Administrator can re-open the form for editing. A review is no longer open for edits if you have completed the final acknowledgment. Tip: If a closed review is inaccurate, an updated task may be granted, contact the Performance Administrator. - When the Competencies and Open-Ended Questions segments are complete, click Submit to send the review to the associate. Tip: The Start icon for Overall Comments remains green. Proceed with submitting the review when all other segments are complete. Tip: Click Edit to finish any incomplete section.
Performance Appraisal Matrix
| Significantly Below Expectations | Failure to Meets Expectations | Needs Improvement | Meets Expectations | Exceeds Expectations | Significantly Exceeds Expectations |
|---|---|---|---|---|---|
| 1.0 - 1.9 | 2.0 - 2.8 | 2.9 - 3.7 | 3.8 - 4.6 | 4.7 - 5.5 | 5.6 - 6.0 |
|
Consult with HRC before giving this rating The quality of performance is inadequate and shows little to no improvement. Knowledge and/or skills not demonstrated at acceptable levels. |
Consult with HRC before giving this rating Does not meet the established expectations and measurements in major job responsibility area(s). Does not demonstrate the knowledge or skills required to meet the desired results and required significant manager involvement. Unsatisfactory performance in terms of quality, timeliness, processes, and results. Does not effectively contribute to the overall performance of the department. |
Consult with HRC before giving this rating Partially meets established measurements and expectations in major job responsibility area(s). Does not consistently achieve goals and/or skills and knowledge required for job proficiency. Some expectations may be met while others are partially complete or not delivered. Is not consistent in handing their job responsibilities or in achieving desired results. Needs improvement in terms of quality, timeliness, processes, and/or outcomes. Lacks consistency in contributing to the goal of the department and/or project team. |
Fully, consistently, and completely meets established measurements and expectations in major job responsibility area(s). Uses understanding and experience to assess situations, priorities, and problem-solving. Completely meets expectations in terms of quality, timeliness, processes, and results. Contributes to the department goals, project teams, and the Bank. |
Frequently exceeds some established measurements and expectations in major job responsibility area(s) while others were fully met. Frequently takes initiative in organizing, prioritizing, and solving problems. Frequently exceeds expectations in terms of quality, timeliness, processes, and results. Contributes broadly to the department goals, project teams, and the Bank. |
Clearly and consistently exceeds established measurements and expectations in major job responsibility area(s). Consistently takes initiative in organizing, prioritizing, and solving problems. Exceeds expectations in an exemplary manner in terms of quality, timeliness, processes, and results. Contributes significantly to the department goals, project teams, and to the Bank. |