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.

You will draft, submit, and deliver a formal performance evaluation 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
• Associates who report to a downline manager who is on leave during the formal review process

Review

Evaluations 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. HRCs will offer guidance if needed.

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 tab for criteria.

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 Performance Narrative guide and Competency Criteria and Phrases to Use.

Submission

Submitting a review will immediately push an email to the associate and a task in StarAccess for his/her 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.

Action:

Use the Office Scorecard results based on office production not individual performance.

1. Average the score for both quarters.
2. use the Grading Scorecard below to determine the grade equivalent score.
   
3. From the drop-down under your name in this category, select the appropriate grade.
   • Note: It is not necessary to attach the scorecard to the performance review.
4. Add detailed comments to support the overall score in this category, including:
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Weight:

• Management: 50%
• Non-Management: 40%

The Scorecard:

The Office Scorecard is calculated quarterly measuring the primary components in the following areas of measurement:

• Credit Card Sales
• Merchant Services Sold/Qualified Referrals (best score used)
• Carefree Checking
• New Accounts
• OSAT - Star Meter
• Office Record Review
• Teller Performance Standards

*The Office Scorecard is in the Lead Teller (LT) Reports folder.

We do it right the first time. We perform with precision and ensure error-free transactions with clients. Accuracy is at the base of our Service Pyramid so our commitment to accuracy takes precedence over our commitment to responsiveness because doing it right the first time creates a better client experience than getting to the next client a few minutes faster.

Weight:

• Management: 5%
• Non-Management: 15%

The Associate:

Does the associate: 

• Follow established policy and procedures, 
• Pay attention to every detail of the transaction, 
• Have knowledge of all products and services or where to obtain correct information, 
• Listen carefully to ensure understanding of the client’s need and ensure the client understands the transaction, 
• Take ownership of mistakes, and pursues resolutions. 

Areas of Impact:

Consider the following areas of accuracy that impact the client experience:

• Teller Performance Standards - associate's individual performance, when applicable
• DER/CIP, closed accounts, CIF class codes, CD/IRA, Wires
• Non-monetary outages
• Charge-back losses
• Quickly resolved errors - hold report, account closing corrections, IEC
• Demonstrates strong initiative in completing accurate work/tasks
• Offers feedback/suggestions to make procedures/task more efficient
• Follows policies and procedures to ensure a consistent experience

Action:

1. From the drop-down menu under your name in this category, select the appropriate score.
2. Add detailed comments to support the overall score in this category, including: 
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Note: It is imperative that both the score and the comments reflect an accurate representation of the associate's performance during the period of review.

We are accessible to our clients and fellow associates. We react readily and quickly to client inquiries and requests, ensuring an efficient and timely experience.  

Because responsiveness precedes relationship and advice on the Service Pyramid, we need to be responsive first and then build relationships and earn the right to be a trusted advisor.
 

Weight:

• Management: 5%
• Non-Management: 15%

Areas of Impact:

Consider the following areas of responsiveness that impact the client experience:

• Keeps all commitments, resolves problems promptly, and uses good judgement to prioritize tasks
• Maintains Unscheduled PTO and attendance expectations
• Practices SGNNT - Follows up on phone calls, emails, and voicemails within standards
• Eagerly takes ownership of position-related expectations, ensuring accuracy, efficiency, and accountability to internal and external clients
• Completes tasks within time frame agreed upon 
• Proactive in resolving issues affecting clients, associates, or the bank

Action:

1. From the drop-down menu under your name in this category, select the appropriate score.
2. Add detailed comments to support the overall score in this category, including: 
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Note: It is imperative that both the score and the comments reflect an accurate representation of the associate's performance during the period of review.

We establish connections with clients to create exceptional experiences and build financial partnerships.  We establish bonds and develop trust with associates to build teamwork and cultivate resources by sharing knowledge and providing support to one another.

Weight:

• Management: 5%
• Non-Management: 15%

Areas of Impact:

Consider the following areas of relationship that impact the client experience:

• “It's up to me.” – Taking ownership of the client experience with every interaction – OSAT
• Treats others respectfully, promotes teamwork
• Displays a positive outlook, demonstrates initiative, provides/seeks appropriate feedback 
• Regards excellence in service as a high priority, utilizing problem solving skills, initiative and commitment to exceeding client and fellow associate expectations
• Exemplifies a commitment to providing a positive client experience resulting in value, loyalty, and trust
• Communicating clearly and professionally with clients, using terms they understand
• Asks "why" to understand

Action:

1. From the drop-down menu under your name in this category, select the appropriate score.
2. Add detailed comments to support the overall score in this category, including: 
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Note: It is imperative that both the score and the comments reflect an accurate representation of the associate's performance during the period of review.

We strive to become trusted advisors to our clients and fellow associates; meeting client needs through referrals. Bankers must earn the right to give advice having first built strong relationships.

Weight:

• Management: 5%
• Non-Management: 15%

Areas of Impact:

Consider the following areas of advice that impact the client experience:

• Carefree Checking – associate’s individual performance, when applicable
• Credit Card, Merchant Services, Capital City Investments Referrals, Other Referrals - associate’s individual performance
• Clear understanding of products and services
• Engage with clients, ask questions to discover needs
• Inspires trust through professionalism, knowledge and attention to detail
• Recommending the right product based on the client’s needs

Action:

1. From the drop-down menu under your name in this category, select the appropriate score.
2. Add detailed comments to support the overall score in this category, including: 
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Note: It is imperative that both the score and the comments reflect an accurate representation of the associate's performance during the period of review.

We demonstrate initiative, communication, interpersonal and decision-making skills in leading and managing our teams.

Weight:

• Management: 30%
• Non-Management: 0%

Areas of Impact:

Consider the following areas of leadership and management that impact the client and associate experience:

• Analyzes production and operational reporting; addresses concerns timely and strategizes for resolutions
• Leads by example and sets clear expectations, seeks advice as needed
• Trusted advisor to associates and clients
• Develops collaborative, team environment
• Uses sound judgment to resolve staffing/product/service/safety challenges timely
• Effective and timely coaching, mentoring, and developing of associates
• Efficient time and expense management
• Strategically leads sales and service-related initiatives to drive team participation and goal achievement

Action:

1. From the drop-down menu under your name in this category, select the appropriate score.
2. Add detailed comments to support the overall score in this category, including: 
   • Success stories
   • Areas that need improvement – include recommendations for improvement where needed.
   • Prior coaching and subsequent performance

Note: It is imperative that both the score and the comments reflect an accurate representation of the associate's performance during the period of review.