PDFT form TL EN

8/12/2019 PDFT form TL EN

1/17

PERFORMANCE AND DEVELOPMENT FEEDBACK TOOL (PDFT)

1. Consider % importance of each objectives based on priority, importance, time-consumed

2. Result of objective: >105% = 3 Exceeds Expectation; 95%-105% =2 Meet Expectation;


2/17

PART 3: PERSONAL DEVELOPMENT PLAN

Personal Development Objective

Done On-Going

ance e

Delaye

1

2

Employee's Comments:

Supervisor's Comments:

Profesional Training (What

skills you need?)

Completion

date

Description of professional skills training

(How do you have these skills? List the

activities for each objective)

Training evaluation (How to

Know you have these skill?)

Employee's Comments:

Status

Supervisor's Comments:


3/17

PART 1. BEHAVIOR COMPETENCIES (For Supervisor)

1. CUSTOMER FOCUSImprovement

RequiredEffective

1.1. Know Your Customer and their Needs

1.2. Customer Problem Solving

1.3. Building customer rapport

1.4. Work with others (for customer service)

The Supervisor/Employee's Comment

Rating Customer Focus Behaviour

2. RESULT ORIENTEDImprovement

RequiredEffective

2.1. Planning

2.2. Commiment Execution

2.3. Stress management

2.4. Works handling


Rating Reasult Oriented Behaviour

3. TEAMWORK AND COLLABORATIONImprovement

RequiredEffective

3.1. Building rapport in the same/different business department

Work effectively with team members to meet customer needs

Be optimistic and positive, maintain personal relationship when dealing with stress.

Immediately deal with urgent and important issues.

Maintain focusing on the job or use time and energy effectively when dealing with stress.

Define the plan and the action plan with the committed time line

Predict scenarios

Understand the importance of other divisions/departments and to promote effective relationships

Adjust their working style to ensure that the team/department will achieve expected results .

Identify priority list

Concentrate resources on prioritized issues of team/business departments

Fairly evaluate ttheir performance and feedbacks from service recipients (monthly)

Study products or services of business departments or banks to improve customer service

Understand the impact of his/her performance on other people/business departments

Fully understand what customers concern or their priorities.

Actively and promptly find the best solution for the issues that customers concern

Prioritize tasks to satisfy customer needs

Regularly review customer feedbacks to improve performance

Regularly follow up to ensure that the issues are properly handled (by actions or assessments)

Spend time for effective listening and communication with customers, understand the difference between what they want and

Build cooperation, rapport, trust and support with customers

Customer requests beneficial for the bank are prioritized

Regularly execute commitments to customers, supervisors and colleagues

Execute as comitted, "talk" goes with "do"

Jobs completed on or before the deadline and the results are notified to the relevant persons in time.

Self managed (with little supervision) to complete assigned tasks (or tasks specified in their job description) before being

Take drastic measures when the results are not as good as expected

Expressed desire to succeed

Effective time management, forecast to prevent anything distracting from focus

Identify opportunities to work with other staff/business department to achieve objectives

Manage to work with others and enable them to work

Setting effective relationships with others in the same/different department

Proactively seek for support, opinions and advices of others in the same/different department in making decisions or planning

Strengthen the team, department by discussion about current difficulties in operations and business

Recognize, acknowledge and complement the contributions of others


4/17

3.2. Information & Knowledge Sharing

3.3. Help other staff/departments

3.4. Conflict resolution


Rating Teamwork and collarboration Behaviour

4. ADAPTABILITYImprovement

RequiredEffective

4.1. Demonstration of adaptability

4.2. Positive attitude


Rating Adaptability Behaviour

5. INSPIRATIONImprovement

RequiredEffective

5.1. Positive, enthusiastic

5.2. Building trust and rapport

5.3. Encourage team members & colleagues

Motivate and support team members to achieve challenging targets in the ever-changing working environment.

Officially support the team's decisions

Create opportunities for team members to learn, develop and improve their performance

Actively participate in the projects, departments, divisions and the bank

Make a positive progress in achieving the targets

Offer support to help others to complete the tasks

Work as a partner to help others solve the problem

Promote cooperation and trust in the team and other departments

Share knowledge and expertise with colleagues

Voluntarily share information with colleagues & others

Actively participate and discuss in the meetings

Execute what was promised and committed to others

Open to changes and ready to change

Behave appropriately to individuals having different personalities and cultures

Share resources when requested

Maintain objectivity in resolving conflicts

Work out solutions for mutual benefits in case of disputes

Persuade others by making them understand the issues and involving them in discussing important problems

Self-control personal emotions

Act honestly and straightforwardly

Adapt to the new working method associating with the change of the job requirements.

Learn from errors or failures

Exchange their knowledge and best practices with the organization

Ability to adapt to unexpected problems and the relevant prioritized changes

Encourage staffs and colleagues to participate in MDB programs/activities

Encourage staff to propose solutions and help them to make decisions

Willing to try the new working methods associating with the change. Not try to keep the ineffective working style

Friendly, open hearted and easy going with everyone

Take changes and new situations as a chance to learn and develop;

Focus on the positive aspects of the change; talk with others about the positive sides of the change

Express aggressiveness pervasive to staff to have their sympathy and support

Self-started in all activities and always be dynamic role model in the team.

Show trust in the ability of others

Solve conflict for improvement

Act honestly and straightforwardly, manage with integrity and honesty

Give assignments and delegate authority with trust and assertiveness


5/17


Rating Inspiration Behaviour

6. CHALLENGES, INNOVATION & CREATIVENESSImprovement

RequiredEffective

6.1. Innovative

6.2. Application and evaluation of new ideas

6.3. Thc y nhm/phng ban i mi


Rating Challenges, Innovation and Creativeness Behaviour

7. LEADERSHIPImprovement

RequiredEffective

7.1. Vision and priority planning

7.2.Objectives set up and staff management

7.3. Talent Development

7.4. Team Leadership


Rating Leadership Behaviour

Improvement Required

Improvement Required from 2 behavioral

competency or more

Behavioral competencies are below

expectations

Improve the paperwork and procedures within their responsibilities step by step

Continuous improvement of products, services, procedures, paperwork and working habits

Provide the diversified creative and innovative ideas

Look for and try new method to remove the barrier to changes

Challenge your job by giving new ideas or innovation

Make sure that the group has enough necessary resources to achieve the personal goals and department priorities

Identify work standards

Consider the impact when executing changes, improvements and new solutions

Motivate department staff to find solutions to change/improve procedures, paperwork

Oppose to those who slow down the change process/improvements, motivate staff (who seldom have ideas) to cope with

Notify the change priorities of the department, division for immediate actions

Clarify responsibilities and empower staff , encourage departments to change and become creative

Support others to deal with changes

Actively look for required data, evaluate options, and plan the potential changes

Understand objectives, action plans and priorities of departments/divisions.

Communicate the plans of supervisors, encourage team/department to focus & commit to implement

Communicate their expectation to staff

Collect v analyze data to determine and assess opportunities in short-term and long-term view

Regular check with colleagues and team members to ensure that all of them understand the bank's priorities.

Communicate openly with staff about salary base and staff programs.

Discuss with staffs about business challenges and involve them in solving problems.

BEHAVIORS ASSESSMENT GUIDE

Identify priority objectives, discuss with staffs, use individual and department effort to focus on those priorities

Identify the objectives of teams and departments to be achieved step by step

Perform PDFT step by step to identify personal and department objectives

Organize discussions with staff in the beginning, middle and evaluate their performance at year end following PDFT's

Take immediate and determined actions to staff whose ability and performance are below expectation

Straightforwardly communicate with staff about their ability and potentiality

Actively evaluate the abilities of team members to identify their development plans

Use coaching tool to improve competencies or develop abilities of team members

Create development opportunities for staff in line with the development needs of the bank

Effective Exceptional

Effective" on the majority of behavioral competencies

(some items may exceed expectations) "Exceptional" 3/6 competencies

Have strong behavioral competencies, success and consistent

with the Companys objectives and goals

There is no way to evaluate what "needs improv


6/17

Damage to the organization, department or unit Be recognized by colleagues, supervisor, staff as a role

model

Is a role model of behavioral competencies in M

appreciated by colleagues, supervisor and staff


7/17

Exceptional

Exceptional

Exceptional


8/17

Exceptional

Exceptional


9/17

Exceptional

Exceptional

ment"


10/17

DB, be


11/17

Improvement Required Effective Exceptional

Know Your Customer and their Needs

Not share information or share information but not on

the "Need to Know" basis

Fairly evaluate ttheir performance and feedbacks from

service recipients (monthly)

Actively communicate the necessary information t

customers

Not study or have limited knowledge about banking

products and services of each Division.

Study products or services of business departments or

banks to improve customer service

Actively share information and knowledge of prod

and services of business departments or the bank wi

Not understand customer concerns or expectations .Understand the impact of his/her performance on other

people/business departments

Understand business, problems and challenges of

customers Show discomfort attitude while serving customers. Fully understand what customers concern or their

priorities.

Regularly communicate with customers about the

issues they concern or support they expect

Customer Problem Solving

Slow or unsatisfactory feedbacks to customer requests Actively and promptly find the best solution for the

issues that customers concern

Actively looking for solutions out of the normal sc

of duties

Seldom follow up pending issues Regularly follow up to ensure that the issues are

properly handled (by actions or assessments)

Have a good and long-term relationship with

customers and have them introducing new customer

Building customer rapport

Not ready or not willing to listen to customers Spend time for effective listening and communication

with customers, understand the difference between what

they want and what they need

Proactively approach customers to listen, and

exchange feedbacks

No effort to build trust and rapport with customers Build cooperation, rapport, trust and support withcustomers Use team efforts to provide service excellence tailofor each customer's needs.

Inadequately care about customer feedbacks. Regularly review customer feedbacks to improve

performance

Regularly review customer feedbacks, communic

with colleagues or supervisors to have a workable a

effective solution

Work with others (for customer service)

Only focus on issues that are unfavorable for/harmful

to customers

Customer requests beneficial for the bank are

prioritized

Encourage others to put customers' requirements a

the first priority

Not aware of what customers need, no effort to satisfy

customer demands

Prioritize tasks to satisfy customer needs Identify the priority list, work with others and use

resources to meed customer needs

Inadequate cooperation with the team to meet

customer demands or interests

Work effectively with team members to meet customer

needs

Encourage others to contribute to the customer ser

excellence


Planning

Work casually without any plan Define the plan and the action plan with the

committed time line

Actively set up the action plan

Set up plans without thinking about all

possibilities/scenarios which might happen to impede

the plan realization

Predict scenarios Actively set up the contingency plan

Not follow the set up priorities Identify priority list The priority lists should be consistent with those o

business department(s) or the bank

No action plan Concentrate resources on prioritized issues ofteam/business departments

Concentrate resources on prioritized items which bbest benefits to the bank

Commiment Execution

No enthusiasm in executing requests of customers,

supervisors and colleagues

Regularly execute commitments to customers,

supervisors and colleagues

Often complete the job, requests, commitments to

supervisors and others exceeding their expectation

Jobs performed not properly or below the comitted

level

"Talk" and "Do" are not consistent.

Execute as comitted, "talk" goes with "do" Do more than what committed

Many done but few completed

Tasks uncompleted or completed late having negative

impact on the assignment results

Jobs completed on or before the deadline and the

results are notified to the relevant persons in time.

Often complete jobs before the deadline

Not work unless being pushed Self managed (with little supervision) to complete

assigned tasks (or tasks specified in their job

description) before being pushed by the others

Self motivated and actively perform their assigned

tasks or agreed objectives

Stress management

1. CUSTOMER FOCUS (EXTERNAL/INTERNAL*):Requests of internal & external customers should be prioritized and customer relationships should be mainta

and developed.

2. RESULT ORIENTED: Commitments to the organization, supervisors and others are required to be executed. Employees should satisfy business requirements by

quickly setting a specific action plan in which identifying "who, what, when" to ensure the sucessful implementation. The results are always as expected or committed

* Internal customers are colleagues, business departments .. in the bank who use the service results received from the previous step to perform the next step in a

processing procedure to serve the final customer.


12/17

Always avoid responsibility for what they have done Maintain focusing on the job or use time and energy

effectively when dealing with stress.

Focus on working to achieve the best results, igno

the personal conflicts

Work less efficiently if under pressure from many

sides

Be optimistic and positive, maintain personal

relationship when dealing with stress.

Work effectively under pressure

Work handling

Only analysis without action Immediately deal with urgent and important issues. Make decisions timely

React slowly to troubles Take drastic measures when the results are not as good

as expected

Perform jobs with responsibility and sense of urge

Not express motives while working Expressed desire to succeed Encourage others to have the desire to succeed

Disoriented about procedures when something wrong

happens

Effective time management, forecast to prevent

anything distracting from focus

Consult others about effective time management


Building rapport in the same/different business department

Not accept opportunities to work with other

staff/business departments to complete a job

Identify opportunities to work with other staff/business

department to achieve objectives

Look for opportunities to cooperate and share the b

practice in MDB

Always heighten the importance of their department

when working with others

Understand the importance of other

divisions/departments and to promote effective

Attract and involve others for participation &

contribution

Heighten inflexible and individual working style Adjust their working style to ensure that the

team/department will achieve expected results .

Refer various ideas and adjust the working style of

department to achieve targets exceeding expectation

Like to work alone and try to do everything by

themselves

Manage to work with others and enable them to work Regularly work with other departments to improve

and enhance work performance Create barriers to obstruct the working relationship

among colleagues in the same/different business

department

Setting effective relationships with others in the

same/different department

Promote effective staff relationships in the

same/different departments

. Maintain closed cooperation with team members e

in the most difficult situation.

Not attract attention of others

One - way information, not encourage others to raise

different points of view

Proactively seek for support, opinions and advices of

others in the same/different department in making

decisions or planning

Proactively pursue diversed opinions from staff of

same/different department

Refuse opportunities to collaberate, cooperate or share

working habits (???)

Strengthen the team, department by discussion about

current difficulties in operations and business

Re-establish working relationships with departmen

divisions having conflicts in the past.

No efforts to recognize and encourage contribution of

others

Recognize, acknowledge and complement the

contributions of others

Notify success, contribution of other departments

promote relationship with staff of the same/differen

departments.

Criticize others in public. Criticism is considered as

personal attack

Promote cooperation and trust in the team and other

departments

Proactively work with relevant staff to achieve

objectives exceeding expectation

Information & Knowledge Sharing

Restrict sharing experiences and knowledge Share knowledge and expertise with colleagues Organize meetings to exchange experiences out of

busniess scope of their department

Hide important information, only provide the relevant

information and share the best practices when being

requested by supervisors.

Voluntarily share information with colleagues &

others

Recognize information required by staff to actively

propose, exchange experience and information in th

meetings

Avoid meetings and discussions, not actively discuss

or contribute opinions.

Actively participate and discuss in the meetings Offer solutions and participate in the implementat

Help other staff/departments

Not execute what they said, promised or committed Execute what was promised and committed to others Encourage staff of the same/different department

do what was promised and committed

Care about their own personal interest Offer support to help others to complete the tasks Be the first to volunteer to provide information tohelp colleagues

Not work with others for problem solving Work as a partner to help others solve the problem Proactively work with others to prevent unexpecte

problems

Not willing to share resources with others Share resources when requested Identify needs and share resources with others

Conflict resolution

Not face and resolve the conflict but let it become

more serious

Maintain objectivity in resolving conflicts Receive feedback positively from colleagues,

supervisors, or other departments

Seek for solutions harmful to business department(s) Work out solutions for mutual benefits in case of

disputes

Be regconized and trusted as an effective arbitrato

Not willing to cooperate with individuals,

organizations who have conflitcs with them in the past

Too aggressive for winning/losing

Persuade others by making them understand the issues

and involving them in discussing important problems

Starting cooperate with the departments having

conflict in the past

Easily lose control when having conflicts Self-control personal emotions Adjust / change the situation that makes others moor embarassed

3. TEAMWORK AND COLLABORATION: Building up the relationship to work more effectively with colleagues, supervisors and others to achieve the targets of

themselves, team, and business departments. To collaborate with others in the same or different business department, respect the requirements and contribution of

members in the same/different business departments


13/17

Act dishonestly and not straightforwardly Act honestly and straightforwardly Express trusts on others' abilities


Demonstration of Adaptability

Not adjust themselves to adapt to the new

job/environment

Adapt to the new working method associating with the

change of the job requirements.

Actively study and forecast the changes to have a

suitable working method

Not willing to accept/learn from errors or failures Learn from errors or failures Change the working method or improve from lesso

learned from failures

Only use their knowledge for themselves & restrictsharing to others Exchange their knowledge and best practices with theorganization Organize & share knowledge, best practices with torganization

Restrict discussions about difficulties when the

environment / job changes

Ability to adapt to unexpected problems and the

relevant prioritized changes

Forecast the unexpected problems and the relevant

prioritized changes

Have taciturn attitude, limit contact with others. Solve

all the issues alone.

Open to changes and ready to change Provide guidances and encourage responses to

changes

Behave inappropriately to individuals having

different personalities and cultures

Behave appropriately to individuals having different

personalities and cultures

Prove to have knowledges and skills to propose to

individuals, departments and the organization

appropriate solutions for different subjects, situation

Have a negative attitude to new changes Willing to try the new working methods associating

with the change. Not try to keep the ineffective working

style

Have a positive thinking about the change. Ready

welcome new changes in work/environment

Positive attitude

Only know their own work, not care about others' Friendly, open hearted and easy going with everyone Actively communicate, exchange information with

new colleagues, discuss about the advantages anddisadvantages that they are experiencing

Try to keep the old working style & behavior though

it's no longer suitable to the new situation

Take changes and new situations as a chance to learn

and develop;

Always have a positive and optimistic thinking ab

the difficulties arising from the changes of the

environment/work and believe that it is a good

opportunity to develop themselves

Focus on the positive aspects of the change; talk with

others about the positive sides of the change

Initiative to contact the relevant departments to

support each other in work


Positive, enthusiastic

Reluctant to support or just support when requested Express aggressiveness pervasive to staff to have their

sympathy and support

Push team/department to achieve expected results,

balance personal objectives, department's objectives Not a role model, the performance is below the

expectation of others.

Self-started in all activities and always be dynamic

role model in the team.

Transmit enthusiasm to build up a working

environment attractive to staff to achieve the expect

Discuss and make decision but not support the

implementation

Officially support the team's decisions Support department's decisions by taking actions a

leading the team to execute the decision

Seldom create trust and recognition Create opportunities for team members to learn,

develop and improve their performance

Recognize good results, actively identify developm

opportunities for team members

Avoid, not participate and not take responsibility for

their activities

Actively participate in the projects, departments,

divisions and the bank

Transmit aggressiveness to others

Not take actions, not execute commitments Make a positive progress in achieving the targets Inspire team member to build up a collaborative

working environment to achieve the challenging tar

Building trust and rapport

Seldom have trust in the ability of others Show trust in the ability of others Build trust and help others to achieve personal goa

as well as team goals

Confront, care too much about winning or losing Always absent when the team needs

Solve conflict for improvement Be a role model about honesty and integrity

Not act honestly and straightforwardly Act honestly and straightforwardly, manage with

integrity and honesty

Considered by peers and colleagues as an un-offic

leader

Encourage team members & colleagues

Give assignments but not delegate the authority Give assignments and delegate authority with trust

and assertiveness

Always encourage and support staff to achieve

challenging targets under ever-changing conditions

Not willing to participate in action plan, passive Encourage staffs and colleagues to participate in MDB

programs/activities

Support resources for staff to participate in MDB's

activities

Not willing to give authorization to the team Encourage staff to propose solutions and help them to

make decisions

Involve staff in discussion and coach them to mak

important decisions.

Contstantly change the objectives at random Motivate and support team members to achieve

challenging targets in the ever-changing working

Help others in solving conflicts without preventing

them act on their own initiatives

5. INSPIRATION: Evoke fire and enthusiasm pervasive to colleagues and supervisors to achieve the common results

4. ADAPTABILITY: Maintain effectiveness when experiencing changes in work or environment, adjust themselves or their jobs effectively according to the new job

structures, procedures, requirements or cultures.


14/17


Innovative

Not willing to challenge the job, always think that

everything is already good

Challenge your job by giving new ideas or innovation Challenge the current working methods by guidan

proposals or pioneers to carry out creative working

methods

Not regularly improve products, services, processes,

procedures, paperwork and working habits

Continuous improvement of products, services,

procedures, paperwork and working habits

Pioneers to propose improvement, innovation to

improve products, services, procedures, based on th

requirements of customers/users

Not have any significant creative ideas, or renovation.

Work stereotypedly

Provide the diversified creative and innovative ideas Enhance new idea in the same/different departmen

encourage new working method suitable with the


Always satisfied with current methods & against new

ideas

Look for and try new method to remove the barrier to

changes

Always sucessfully perfom new methods to remov

the barrier to changes

Application and evaluation of new ideas

Depend on others to improve paperwork and

procedures which are under their business scope

Improve the paperwork and procedures within their

responsibilities step by step

Actively improve papperwork and procedures not

under their responsibility

Start changes without considering the dependencies of

procedures and policies ...

Consider the impact when executing changes,

improvements and new solutions

Assess the impact and have solutions to execute

changes, improvements and new solutions

Not anticipate the problems Actively look for required data, evaluate options, and

plan the potential changes

Anticipate the worst and have contigency plan

Enforce teams/departments to change

Not stimulate staff to improve, change and innovate. Motivate department staff to find solutions to

change/improve procedures, paperwork

Encourage staff of other department to develop

solutions, products, and creative services to meet th


Encourage staff to perform work in a normal way, less

open to any changes

Oppose to those who slow down the change

process/improvements, motivate staff (who seldom have

ideas) to cope with changes/improvements.

Build up the culture of innovation and creativenes

the deparment, open with solutions for changes

Not identify the department/division priorities to focus

on the changes & improvements

Notify the change priorities of the department,

division for immediate actions

Push changes prioritized according to customer'

requirements

Not assign tasks, not motivate teams Clarify responsibilities and empower staff , encourage

departments to change and become creative

Regularly coach and give feedback to staff, stimul

creative thinking

Not care about how staff are working, not support

during the change

Support others to deal with changes Support, convince satff, supervisors to agree with

proposed changes and working methods


Vision and Priority planning

Not identify objectives, action plans and priorities of

supervisors

Understand objectives, action plans and priorities of

departments/divisions.

Initiative to understand visions (or orientation),

objectives, action plans and bank priorities.

Notify the priority plan but not support the

implementation

Communicate the plans of supervisors, encourage

team/department to focus & commit to implement

Communicate their expectation to staff

Communicate visions, plans, strategies and priorit

of the bank to staff. Make sure that the group,

department focus and commit to implement

Conclude and comment subjectively without

supporting facts, seldom care about what are happening

around them.

Collect v analyze data to determine and assess

opportunities in short-term and long-term view

Recognize the opportunities and implement shot-t

long-term plans according to the objectives and

priorities of the organization

Not effectively resolve difficulties and lack effort to

execute the plan, easy to give up

Regular check with colleagues and team members to

ensure that all of them understand the bank's priorities.

Regularly check to ensure that the group's prioritie

are consistent with the bank's, adjust if necessary

Not sufficciently provide required resources to help

staff achieve their personal goals and department goals

Make sure that the group has enough necessary

resources to achieve the personal goals and department

priorities

Regularly discuss with team to ensure that require

resources are timely provided

Objectives set up and staff management

Not clearly determine standards of their performance Identify work standards Set up high standards when performing jobs

Not clearly identify department priorities for staff to

focus

Identify priority objectives, discuss with staffs, use

individual and department effort to focus on those

priorities

Actively communicate with supervisors about the

expections and priorities in the year

7. LEADERSHIP: Make the best use of resources to achieve results by all staff efftort: communicate visions, targets, priorities and plans of the organization, direct st

effort to the overall plan, motivate staff by information exchanges and feedbacks, reruit, strongly maintain and develop appropriate staff, invest time and effort to help

them perform jobs better.

6. CHALLENGES, INNOVATION & CREATIVENESS: Staff are required to think about the solutions to improve their performance and set up the action plan to

meet the expectation of supervisors. departments and the bank. Committed and self-motivated, encourage others to look for and execute unprecedented and different

solution to overcome difficulties, accept changes and execute the action plan in the ever-changing working environment.


15/17

Not identify objectives of groups and departments or

set up objectives not consistent with the common

ojectives

Identify the objectives of teams and departments to be

achieved step by step

Identify objectives suitable with the abilities of the

team/department and the objective condirions but

ensure that the common objectives are observed

No effort to understand and implement PDFT Perform PDFT step by step to identify personal and

department objectives

Guide staff to implement PDFT step by step

Not organize discussions, self-evaluation and not

exchange opinions with staff

Organize discussions with staff in the beginning,

middle and evaluate their performance at year end

following PDFT's guidelines

Provide required resources to support staff to

overcome difficulties in their work

Not take immediate actions to employees whose

performance is below the expectation.

Take immediate and determined actions to staff whose

ability and performance are below expectation

Actively communicate, build up, and successfully

execute development plan for staff whose performan

is below expection

Talent Development

Not communicate about staff development Straightforwardly communicate with staff about their

ability and potentiality

Save time to guide and develop each team membe

No effort to evaluate staff performance and identify

their development requirents, let them work alone

Actively evaluate the abilities of team members to

identify their development plans

Guide and assist staff to develop and pursue their

interests and career goals

Seldom save time for coaching, usually make

decisions for staff

Use coaching tool to improve competencies or develop

abilities of team members

Save time to coach each team member, express

honesty and integrity in staff support and developm

Not care about staff development Create development opportunities for staff in line with

the development needs of the bank

To create an open-hearted and trustful environmen

team members in which staff development issues ar

regularly discussed.

Team Leadership

Not discuss with staff about business challenges, onlycommunicate when problems have been resolved.

Discuss with staffs about business challenges andinvolve them in solving problems.

Create opportunities and environments in which stcan actively overcome business challenges, includin

bearing responsibilities for risks and failures.

Seldom open with staff about salary base and staff

programs

Communicate openly with staff about salary base and

staff programs.

Actively communicate with supervisors and the

relevant departments to answer staff's questions


16/17

Performance Review Summary Year: 20

Full Name: Date Joined:

Division/Department: Position:

Purposes Annual Performance Appraisal Appraisal Period From: To:

Part I. Assessment of the Result Personal ObjectivePerformance

Rating (a)

Importance

Weighted % (b)

Point=(

1Personal Objective 1 30%

0


0

3Personal Objective 3 20% 0


0

5Personal Objective 5 2

10% 0.

6

100% 0.

Exceed Expectations = >2.5

Meet Expectations = From 1.8 t

Below Expectations =


17/17

Documents

PDFT form TL EN