“Performance

Matters”
 Performance
Matters
Each staff of the bank needs to understand
the impact that his/her contribution will have
on the success of the department.

Thus

What
He/she needs to know he is
expected How
to achieve and he should
achieve it

Performance Matters has two components:

Objectives (i.e., ‘What’) and Competencies
(i.e., ‘How’)
 What’s an
Objective?
Objectives have many definitions. For City Bank, it
is defined as follows:

• It is a statement about what is to be achieved;

• It clarifies expectations;
• It is measurable
• It usually states when it needs to be achieved b

What is not measured, can not be

managed
 What’s a Competency?
There are several characteristics that make a competen
Clearly recognizable. A competency must be:

• Observable: An observer must be able to see

the behavior;
• Measurable: You must be able to measure it against a
Standard set of behavioral characteristics;

• Coachable: An individual should be able to develop

with the right training or support;

• Critical to the success of the individual and corporate

performance:

Behavior is the only thing which is observabl

 City Bank Competency
Framework
Our Corporate Competency Framework is one tool
to use in recognizing and assessing how individuals
achieve results.

Our Competency Framework covers all jobs and includes

29 competencies.

Within the bank, some competencies may be

critical in
one department or for one position but not
necessarily for
another where a different set of
competencies from the
framework may be more
The examples of behavior that have been included in the
appropriate
Competency Framework are those which also reflect the valu
of City Bank
 Our Values
• Value the fact that we are a member of the
City family
• Creating an honest, open and enabling
environment
• Have a strong customer focus and build
relationship based
on integrity, superior service and mutual
benefit
• Strive for profit & sound growth
• Work as a team to serve the best interest of
our owners
• Relentless in pursuit of business innovation
and improvement
• Value and respect people and make decisions
 City Bank Competency Framework
1.1 Customer Service & Orientation
1.2 Initiative & Commitment to
Achieve
1.3 Attention to Detail &
6.1 Professional Knowledge Quality
6.2 Project Management
6.3 Computer Literacy 2.1 Coaching
CUSTOMER FOCUS
6.4 Numerical Ability 2.2 Delegation
6.5 Financial Awareness

S
2.3 Team Leading

LE
LL

AD
KI
2.4 Influence & Negotiation

E
RS
AL
2.5 Decision Making

HI
C
NI
PERFORMANCE

P
CH
TE
CO
NT

MATTERS
IN

3.1 Team Orientation

K
UA

OR
5.1 Analytical
LI

3.2 Communication Skills

W
MP

Thinking

AM
3.3 Conflict Management
RO

TE
5.2 Strategic Thinking
VE

3.4 Networking
ME

5.3 Creativity
3.5 Cross-cultural Understanding
NT

5.4 Change Orientation PERSONAL IMPACT

3.6 Diplomacy
5.5 Continuous Learning
4.1 Presentation Skills
4.2 Organizational
Awareness
4.3 Assertiveness
4.4 Planning & Organizing
4.5 Adaptability
 How to use Competency
Framework
Sales Manager
Principal Accountabilities:

• To achieve sales targets to contribute to the profits and th

achievement of the overall objectives of the bank.

• To supervise and control a team of Sales Team Leaders &

DSEs to ensure they work together and achieve their
individual targets in order to achieve the overall objective
of the team.

Each job can be defined in terms of six critical

competencies i.e., the key areas of behavior
that an individual needs to demonstrate in
order to be considered “successful” in a
particular job.
 COMPETENCY FRAMEWORK

1.1 Customer Service & Orientation

1.2 Initiative & Commitment to
Achieve
1.3 Attention to Detail &
6.1 Professional Knowledge Quality
6.2 Project Management
6.3 Computer Literacy 2.1 Coaching
CUSTOMER FOCUS
6.4 Numerical Ability 2.2 Delegation
6.5 Financial Awareness

S
2.3 Team Leading

LE
LL

AD
KI
2.4 Influence & Negotiation

E
RS
AL
2.5 Decision Making

HI
C
NI
PERFORMANCE

P
CH
TE
CO
NT

MATTERS
IN

3.1 Team Orientation

K
UA

OR
5.1 Analytical
LI

3.2 Communication Skills

W
MP

Thinking

AM
3.3 Conflict Management
RO

TE
5.2 Strategic Thinking
VE

3.4 Networking
ME

5.3 Creativity
3.5 Cross-cultural Understanding
NT

5.4 Change Orientation PERSONAL IMPACT

3.6 Diplomacy
5.5 Continuous Learning
4.1 Presentation Skills
4.2 Organizational
Awareness
4.3 Assertiveness
4.4 Planning & Organizing
4.5 Adaptability
 COMPETENCY FRAMEWORK 1.1 Customer Service & Orientation
2.3 Team Leading
3.4 Networking
4.3 Assertiveness
1.2 Initiative & Commitment to
5.3 Creativity
Achieve
6.5 Financial Awareness
1.3 Attention to Detail &
Quality
6.2 Project Management
6.3 Computer Literacy 2.1 Coaching
CUSTOMER FOCUS
6.4 Numerical Ability 2.2 Delegation

LE
LL

AD
KI
2.4 Influence & Negotiation

E
RS
AL
2.5 Decision Making

HI
C
NI
PERFORMANCE

P
CH
TE
CO
NT

MATTERS
IN

3.1 Team Orientation

K
UA

OR
5.1 Analytical
LI

3.2 Communication Skills

W
MP

Thinking

AM
3.3 Conflict Management
RO

TE
5.2 Strategic Thinking
VE
ME

3.5 Cross-cultural Understanding

NT

5.4 Change Orientation PERSONAL IMPACT

5.5 Continuous Learning
4.1 Presentation Skills
4.2 Organizational
Awareness

4.4 Planning & Organizing

4.5 Adaptability
 Completing Annual
Review Form
Page 2 - Objectives
• Individual objectives are agreed with the employee a
written on the review form at the start of the review
period.

• It is unlikely that all objectives will be equally importa

each objective is weighted according to it’s importan

Objectives Weightage
Objective 1 30%
Objective 2 25%
Objective 3 20%
Objective 4 15%
Objective 5 10%

Sum of all weightings must be equal to 100%

 Completing Annual Review Form…cont’d

Individual objective ratings

Excellent (5)
Significantly exceeded the objectives (ie.,130% over )

Superior (4)
Exceeded the objectives (ie., 101% to 130%)

Proficient (3)
Met objectives (ie., 90% to 100%)

Marginal (2)
Fell short of objectives (70% to 89%)

Unsatisfactory (1)
Fell well short of objectives (under 70%)

2 consecutive “Unsatisfactory” = Dehiring

 Completing Annual Review Form…cont’d

Individual Objective ratings:

Weightage x Rating =
Total Objective 1 30% x 4
= 120
Objective 2 25% x 3 =
75
Objective 3 20% x 4 =
80
Objective 4 15% x 3 =
45
Objective 5 10% x 2 =
20
Rating x Weighting = Score
 Completing Annual Review
Form…cont’d
Page 3 – Critical Competencies
• Individual objectives are agreed with the employee a
written on the review form at the start of the review
period.

• It is unlikely that all competencies will be equally imp

each competency is weighted according to it’s import
Competencies Weightage
Customer Focus 25%
Leadership 20%
Teamwork 20%
Personal Impact 15%
Continual Improvement 10%
Technical Skills 10%

Sum of all weightings must be equal

 Completing Annual Review Form…cont’d

Individual Competency ratings

Advanced (4)
Employee applies this competency to maximum effect in
his/her work

Competent Application (3)

Employee inadequately applies this
competency to meet
the job requirement
Developing (2)
Some development in this competency is required.

Minimal Application (1)

Application of this competency is not at the level necessa
to meet the job requirements.
 Completing Annual Review Form…cont’d
Scoring of overall competency rating:

Weightage x Rating =
Total Customer Focus 25% x 3 =
75
Leadership 20% x 2 =
40
Teamwork 20% x 4 =
80
Personal Impact 15% x 3 =
45
Continual
Improvement 10% x 1 =
10
 Calculating Overall Contributing
Rating

Now we have two scores in

hand:

Objective Score : 340

Competency Score: 270

How do we combine the two ratings to reach an

Overall Contributing Rating?
 Calculating Overall Contributing
Rating

Do we multiply one with the

other?
Do we add one with the other?

• Remember, objective score of 340 is out of a

total score of 500 while

• Competency score of 270 is out of a total

score of 400

We need to convert the two scores to a common

denominator as both are calculated at different sca
 Calculating Overall
Contributing Rating

100 200 300 400 500

Objective Scale
U M P S E O
Overall Contributing Scale
100 200 300 400
Competency Scale

Overall Contributing Rating : “SUPERIOR”

 Overall Contributing Ratings
O– Outstanding
Always exceeds job requirements, needs
job enrichment.
E- Excellent
Frequently exceeds job requirements, can
improve in a specific area.

S- Superior
Sometimes exceeds job requirements, can improve
in a few areas.

P- Proficient
Meets job requirements, an improve in a few areas.

M- Marginal
Sometimes doesn’t meet job requirements, improveme
needed in many cases.
U- Unsatisfactory
Doesn’t meet job requirement, immediate action requi
“Employees are paid for
what they contribute to
the organizational
performance, not for
their attendance”
Thank You !