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PERFORMANCE EVALUATION OVERVIEW: Performance evaluations and reviews are very important io an effective system of management, Out policy is that the performance of each individual be evaluated annually and that the evaluation be discussed with each individual. Our overall objective is that the evaluation/counseling process benefit both the inclividual and the Company, While ihe evaluation should be positive and focus mostly on the results achieved, ihe identification of reasons for not achieving desired performance levels is also necessary. The evaluation and discussion should provide imporiant input for an individualized, self-development program to build skills and knowledge necessary to improve performance,

l\ame

I

0m ljurharn

Department

lnformation Technology

Job Title

Sen jor Software Engineer and VolO Architect

JobClassificatjon

Exempt

Evaluation Period: From Evaluator's

Name

Evaluartor's Title

June

To

May

Darlene Beck

lT Engineenng Manager

INSTRUCTIONS FOR COMPLETION:

lg!i! is used to record the evaluation of current performance of employees and shou{d be prepared carefully. Ratings and comments.should be based on your personal observations solely during this evaluation period. The lmportance of carefuL.dnd oblective preparation of evaluatlons cannot be overemphasized; an appropriate low rating may benefit the individual rnore than a Lenient rating that hides shortcornings that might be corrected if called to the individual's attention. The extent of an employee's prior experience should be taken into account by raiing in accordance with standards applicable to others of comparable experlence in your department, This

The following should be observed in preparation of this form: Evaluation of performance should be made by the person supervlsing the employee annually, or in any case where it is believed the jnformation would be helpful to the indivldual,

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The form should be reviewed and signed by appropriate members of management. The form should be reviewed wiih and signed by the staff member. Lastly, lorm should be sent to Human Resources and placed in the individual's personnel file.

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ln the boxes headed with "Levels" on the following page, ihe evaluator checks the space that most clearly expresses the individual's performance during thls period of evaluation.

Ratings of lll or lV should be explained in the avai,able space at the end of each section.

Rating

I

Description of Rating

Level Level Level

ll lll

Demonstrates a high degree of expertise and mastery in a1l aspects of the position in a ProFes5 6nu; Fully performs'.nuntut the entire range of duties in a professional manner. Generally performs essential dutles satisfactorily.


Level

lV

Does not pedorm essential d!iies in a satisfactory manner Page'1

SUGGEST'IONS: Some supervisors have followed a practjce of asklng employees to prepare a self-evaluation with this form before they meet for a formal evaluation. This self-evaluation is compared io ihe supervisor's evaluation and forms the basis of a dialogue about points of agreement and disagreement, Although this approach js not mandatory, it highlights differences in perceptions that are imporiant for effective communication about job performance and expectations. lf the form does not provide enough space for commentary, feel free to add additional pages.

Professional Skills Teamwork/ lnterpersonal Relaiions: Works collaboraiively !,vlthin and across depatiments to achieve dentjfie.l goals. N4aintalns posiUve and professional relationships with co_workers and all levels of management,

Level

I

Level

ll

Level

lll

Level lV

N/A

tr

tr

T

n

n

E

n

n

n

ft

Develgp-Siiid maintains gooq working reiationshlps with boih externaland inlgfnal customers by unclerstanding ancl responcling promply and courteously to _ -.bustomeI needs and expeclaiions.

E

n

tr

r=l

T

Personal Accountabilitv/ Work praclices: 'Adheres to a standatd of professional conduct, follows company policies, schedules time off in advance, ensures work responsibilities ate covered when absent, has the abiljty to adapt well to chango, arrives to meetings on iime ancj treals othors with faitnâ‚Źss, dignity, and respect.

t4

I

n

tr

ft

Z

l

L]

n

n

u

E

n

n

n

E

n

t-l

n

n

hXkliyei Actively seeks to improve a way of do ng ihe job ancl seeks new assignmenis when the cutrent wotk is completed. Self motivated, rosourceful, and seeks

oppo unities

For

professlonal development.

Customer $ervice:

J9b-KrpwEdse: Demonstrates thorough knowledge ofjob function and responsibiti es Vlewed by peers as a source of knowledge and expettise jn position and ability to wotk independentlv

Comrnunlcationl

Verbally conveys informatlon ln a clear and accurate manner in a vatiety of situations. Uses cleat and appropriate language in all written communlcation.

JLIdsl1ent: Exhibits good judgment and common sense ln handling work problenrs and responslbllilies, makes sound decisions, and respects conficlentialjty. Abjljty to size problents and addresses them in line with imoortance.


Page 2

Level

I

Level ll

Lejyglll!

lV

Level

N/A

Analvtical Skillsl Recognlzes what iniorrnation ls cr iicali plans and conducts research and analyses in a dellberate and comprehensiv-6 manner, ptesents re6ults ln clear and concise manner.

Il]n

EN

Technlcal Skills: Proficjent use ol work-related equipment, iools, and technology.

tl

n

L]

M

!

Comments: Tom has been instramental this past year working on the WEB site and the new Phone system. Tomhashadto develop new skills, His Accountability and lniiitive are outstandjng and are above and beyond what is requested, He has bsen Instramental in working with the vendor and plogramming our new phone system. TD was the lone programmer for the New Phone System for approxiamately B months. Whlle implementing the new phone system, TD also had the challenge of keeping the existing phone system up and running until the new phone system was ready to be implemented, TD worked with the vendors and taught ihem about their own phone system. TD has worked day and night to meei deadlines and focus on streamlining the new system. TD is the reason we have the new phone system i.l place today.

Level

I

Level

ll

Level

lll

Level lV

N/A

Production Measurements Accuracvr Produces accurate work product following ostablished rules and procedures.

Vo umel Compleies expected volunre ofwork based

of

established expectationg.

n

U

I

n

fl

E

n

tr

n

n

tr

fl

fl

t

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tl

pl

tr

n

u

n

Timelinessl Delive-s wo,k oroducr iT a

r

ne y'ashio^.

Self-l\,4anacjement:

lvlanages varying Work demands efficiently. Sets goals and objectives for oneself, establjsh prioriUes, and utilizes available resources


Trying to brino up a new svstem on the back of a dvinq svstem, was a qteat challenoe. and TD rose to the occasion.

Level

ll

Level

lll

Level IV

Leadership Leadinq Others: Plorilzing and planning work aciivitles of others to meet depariment priorities and limeljnes, etflcientty motjvates otherc towards cot'nt'non goals, iflegratâ‚Źs changes, den'ronsiratâ‚Źs ability to coach, mentot, ttain, and deveiop oihers.

Resource Manaoemenil lvlanaging asseis including technology, equipment, budget, and space where applicable.

n

EI

T

n

n

ft

n

tr

n

E

Comments: Tom was able to mentor, train and work with Lily on the New Phone System. Tom was able to explain his approaches to the phone system in ways that a non technical person can understand how testing shoulcl be done. -"Jr.

.

/

Goals and Objectives Superyisor discusses employee's periormance irnprovement needs and action plan, irainlng recommendations, and future goals ancl expectalions for ernployee's job performance.


lt

|

'1. Continueworkl0gontheNewPl.oneSystemanddevelopitinwaysBLsrress'equests.2.

Co rtinue looking aoe solLrt.ons "out sioe the

box'

Page 4

Level

I

Level

ll

Level

lll

Level

lV

N/A

Management/ Supervisory Skills (if applicable) Deleoatlnq: Utillzlng capabilities of people and resources, distributlng worl(, and regulating

workftow,"nlnnE

Development of Subordinatesi Rate aspociâ‚Ź such as providing career development resources and offedng guidance, communicatlng priorities, goals, ancl objectives, givlng lnsiructlons, and cornpleting performance evaluations for staff,

cleartask

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tr

tr

X

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I

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n

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[,4anaqino; l\y'anages varying business pdoritles, sets goals and objectives, achieves reslrlls, and produces the best end product resllt using availabte

resource".

Comments:

Overall Assessment ln consideratjon of and consistent with this evaluation, this individuals performance can best be described as:

I Il Level lll Level lV Level Level

Evaluator's Sign Off

E

f n I

I


Evaluated By:

Date:

Page 5

Employee's Acknowledgment of Evaluation

d

Was this evaluation given to you in person?

Vlrr,

Do you agree with ihe evaluations andior

ff

comments?

tt,

[lruo

n

r'ro

This evaluation has been discussed with me and I understand that my signature does not necessarily indicate agreement,

I am aware that I can make rny disagreement, if any, know by a written communication to my immediate supervisor, with a copy provided to the Human Resources department.

Datc.:

Manager's Signature

Date:

Directoas Signature

Date:

Human Resources

Date:

6/ru 4r


PERFORMANCE EVALUATION OVERVIEW: PeTformance evaluations and reviews are very important to an effective system of management. Our policy is that the performance oJ each individual be evaluated annually and that the evaluation be discussed with each individual. Our overall objective is that the evaluation/counseling process benefit both the individual and the Company. While the evaluation should be positive and focus mostly on the results achieved, the identification of reasons for not achieving desired performance levels is also necessary The evaluation and discussion should provide important input lor an individualized, self-clevelopment program to bulld skills and knowledge necessary to improve performance.

Name

Tom Dunham

Department

lnformation Technology

Job Title

JobClassification

Exempt

Evaluation Period:

From

J

un-07

To

May-08

Evaluator's Name Darlene Beck Evaluator's

Title

lT Engineering Manager

INSTRUCTIONS FOR COMPLETION:

Thifffim

is used to record the evaluation of current performance of employees and should be preparecl carefully. Ratings ancl commen.ls should be based on your personal observatlons solely during this evaluation period. The importance of carefui and objective preparation of evaluations cannot be overemphasized; an appropriate low rating may benefit the ihdlviclual more than a lenient rating that hjdes shortcomlngs that might be corrected if called to the lndividual's attention. The extent of an employee's prior experience should be taken into account by rating in

accordance with standards applicable to others of comparable experience in your department. The following should be observed in preparation of this form: Evaluation of performance should be made by the person supervising the employee annually, or in any case where it is believed the information would be helpful to the individual.

+ +

The form should be reviewed ancl signed by appropriate members of management. The form should be teviewed with and signed by the staff member. Lastly, form should be sent to Human Resources and placed in the individual's personnel file.

+

In the boxes headed with "Levels" on the following page, the evaluator checks the space that nnost clearly

expresses the individual's performance during this period of evaluation, Ratings of lll or IV should be explajned in the avajlable space at the end of each section,

Rating Level

I

Description of Rating

Level Level

ll Ill

Demonstrates a high degree o{ expertise and mastery in all aspects of the position in a professlonal manner. Fully performs the entire range of duties in a professional manner. Generally performs essential duties satisfactorily.


Level

lV

Does not perform essential duties in a satjsfactory manner page

1

SUGGESTIONS: Some supervisors have foliowed a practice of asking employees to prepare a self-evaluation with this form before they meet for a formal evaluation. This self-evaluation is compared to the supervisor's evaluation and forms the basjs of a dialogue about points of agreement and disagreement, Although this approach is not mandatory, it highlights differences in perceptions thai are imporiant for effective communication about job performance and expectations. lf the form does not provide enough space for commentary, feei free to add additional pages.

Professional Skills Teamwork/ lnterDersonaJ Relaiionsl Works collaborative y within and across depadments to achieve identified goals Maintains positlve and professional rela|onships wiih co-workers and all levels

Level

I

Level

ll

Level lll

Level lV

N/A

E

n

u

n

n

F]

n

n

tr

tr

Customer Seryice: DevelQ$iFand maintalns good workjng relationships with both ext€rnal and internal customdrs by undeistandlng and responding prompfly and cou eously io customer needs and expdciatlons.

p1

n

tr

n

n

Personal Accouniabilitv/ WoTk Practices: Adheres lo a standard of professional conduct, follows company polici€s, schedules time off in advance, ensules work responsibillties are coverecl when abseni, has the ability to adapt well to change, arrlves to nreeiings on time and treats others with fairness, dignity, and respect.

E

n

n

n

I

E

n

n

n

n

n

E]

I

T

l

E

u

n

T

n

of managenent.

lnitiativei Actively seeks to improve a way of do ng the job ancl seeks new assignments when the current work is completed. Self motivaled, resourceful, and seeks opportuniiies lor professional d€velopment.

Job Knovil€dclel Demonstrales thorough knowledge ofjob function and responsibilities. Viewed by peers as a soutce of knowledge and expertise in position and ability to work independentlv.

ClommLnicatol: Verbally conveys intormat on in a clear and accurate manner In a variety of situat{ons. Uses clear and appropriate language ln all wtilten communicallon.

Judqmenll Exhlbits good judgment and common sense in handling work problems and responsibililies, makes sound decisions, and respects confidentiality. Ablllty to size problems and addresses them in line wlth lmportance,


Paee 2

Level Analvtical Skillsl Reâ‚Źognizes whal informaiion is criiicaji plans and conducts research and analyses in a dellberate and comprehensive manner, presents results in c ear and cQncise manner.

I

Level ll

ELf

Level lll

Level

lV

fl

nn

n

n

N/A

Technlcal Skills:

Proficieni use of work-râ‚Źlated equiprnent, tools, and technology.

T

Z

!

Comments: om has demonstrated superlative lnitiative in as he has picked up new iesponsibilities. Ttrese irrcJude the phone system, cvl, l\,4PA, Encryption and the test environment for source code. He has lound areas for improvement in the phone system that will positively impact our ability to turn leads into inforce pollcies. These areas were not touched in the previous five years, raiher the system was considered good enough, After six months of off and on study, squeezed in between other projects, Tom began bringjng the phone system up to a higher standard. ln December 25-33% of calls did not have state found by DBlookup, these then went to TRG, Tom lowered this to less lhan 2a/o, while some of these recovered calls overflow to TRG, it appears more calls are now answered by agents. Tom raised the possibjlity to management of using phone number prefix data to segment our calls, and now this is part of the LiveOps algorithm. This allows us to focus on more likely to convert calls, especially when we're busy. As of early May, with April cRls still rising, it appears April will end up close to or above March's totals, With tax month traclitionally being slower

5'"6t",rf'S

Level

I

Level

Production Measurements Accuracvl Produces accurate work producl following established rules and procedures.

Volume: Completes expected voluflte of work based on established expectations.

ll

Level

lll

Level lV

N/A,

E

n

T

!

n

E

n

n

n

tr

L

T

n

tr

fl

pl

n

n

n

n

Timellnesq Delivers \,toJk prodJct jn a timely lasnion.

Self-lt4anaqement: Manages yarying work dernands efflciently, Sets goals and objectives for oneself, establish prioriUes, and uiilizes available resources.

SaleS- pleu"" see attached agent scorecard with

manager,s comments


I

Page 3 Comments: Tom's volume of work exceeded previous Ve Timeliness exceeded expectations, Tom picked up the CVI pieces and the phone system, jn adclition to his existing Web responsibilities. Tom fixed the broken MPAServer code when we weni down to only one MpA machine. ln addition to legular web maintenance, ancl marketing-driven changes, there were 2 major web projects. Tom removed Jlr/slr from homeg and set up the equivalent of a mirror for suze orman advertisements on home9 Tom has exceeded SelectQuote's business goals and passed a expectations. Between the phones and the web, all or nearly all of the leads generated by Selectbuote,s marketing activity must pass through a system developed and administered by Tom before an agent can attempt to sell a pqllcy. This speaks to Tom's accuracv,

Level

I

Level

Leadership Leadincl Others; Prioritizing and planning work activifies of others to meet clepartment prlorities and timelines, efficlently motivates others towards common goals, integrates changes, demonstrates abllity to coach, menior, ttaln, and develop others.

Resource Malaqement: l\,4anaging asseis lncludjng technology, equipment, budget, ancl space where applicabJe,

ll

Level

lll

Level lV

N/A

n

fn

n

n

n

it

Z

n

n

n

Comments: Tom llali worked with conrracting prograrnmers while-$forking on the phone system upgrade, Tom transferred the necessary knowledge; modifications were made, followed by Toll's revjew and release. Everything was coffect ancl no additional intervention was needed. The agentlink project was also done in this fashion.

Goals and Objectives Supervisor discusses employee's perfonnance lmprovement needs and action plan, training tecornmendations, and future goals and expectailons for employee's job perfonnance,

1 . Continue supervising other programmers a seiectQuote work. 3. continue to make recommendations to improve effectiveness of systems.


Page 4

Level

I

Level

ll

Level

lll

Level lV

N/A

Management/ Supervisory Skitts (if appticable) Deleoatlnql Utilizlng capabilities of people ard resourcesj dlstribut ng work, and regulailng work flow.

tl

n

u

u

E

Development of Subordinatesl Rate aspecls such as ptoviding career development resources and offering guidance, communicating prjodtios, goals, and oblectives, giving clear task instruciions, and completing peformance evaluations for staff.

I

n

l]

LI

t4

u

n

tr

n

tr

l\,4anaclno:

Manages varylng buslness priorities, sels goals and objectives, achieves results, and produces lhe best end ptoduct result using avajlable resources,

Commentsl NiA

Code of Conduct:

At SelectQuote we pride ourselves on severat things: teamwork, professionalism, superior service and value, and above all, respect for our employees and clients. Please indicate how well thls employee has been exhlbiting ihe values and code of conduct that Selecteuote siands by. Paovide both examples and commenis.

Commenis: Tom always shows professionalism jn his work. His superior service to SelectQuote is eveiAent in ttre recommendations that he makes to improve systems. Tom has managed to save SelectQuote his sa{ary many times over and over. He is a pleasure to be on the lT team with.


Tom has demonstrated superlative initiative in as he has picked up new responsibilities. These include the phone system, CVl, MPA, Encryption and the test environment for Source Code. He has found areas for improvement in the phone system that will positively impact our ability to turn leads into inforce policies. Tllese areas were not touched in the previous five years, rather the system was considered good enough. After six months of off and on study, squeezed in between other projects, Tom began bringing the phone system up to a higher standard. ln December 2533% of calls did not have state found by DBlookup, these then went to TRG. Tom lowered this to less than 2%, while some of these recovered calls overflow to TRG, it appears more calls are now answered by agents. Tom raised the possibility to management of using phone number prefix data to segment our calls, and now this is part of the Liveops algorithm. This allows us to focus on more likely to convert calls, especially whon we're busy. As of early May, with April CRls siill rising, it appears April will end up close to or above March's totals, With tax month traditlonally being slower for SelectQuote, this is a marked improvement, Even discounting the benefits of using prefix data, since it is still to early to make definite assessments, the dialer reports show 332 non-clobe sales made from iype I Liveops calls. These are calls that would have likely abandoned otherwise. Tom also made improvements in our routlng scripts avoiding a Spanlink charge for out-of-scope work quoted at slightly over $20,000. These changes have reduced call router timeouts that lead to dropped calls and ihey save administration effort as well as lessen the chances of a mistake that could result in mis-routed calls.


Page 5

Overall A.ssessment ln consideratlon of and consistent with this evaruation, this ind viduars performance can best be described as:

Level

I

E

Level Level Level

lll lV

n n

ll

n

Evaluator's Sign Off Evaluated By:

Date:

s'".t f

o{

Employee's Acknowledgment of Evaluation

Was this evaluatron given to you in

jF..

d F

person?

Do you agree with the evaluations and/or comments?

drr,

I

no

f,vrs n ruo

Thjs evaluation has been discussed with me and lunderstand ihat my signature does not necessarily jndicate agreement. I am aware that I can make my disagreement, if any, know by a written communication to my tmmediate supervisor, with a copy provided to the Human Resources department,

Employee's Signaturâ‚Ź

Manager's Signature

7"ru 0,^,'"hon,

Eo"lr,,,,r q. 6<{K

Date:

V; t/ob

Date:

Dir*tors"'n.n,M

Dare:

Human Resources

Date:

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Perfomance Reviews 2007-2009