Performance Contracting FORM 2017

Employee’s Name
Employee’s Position
Date appointed to this position
Department
Country
Manager’s Name
Manager’s Position

1. Complete KPA/KPI: The What (80%)

(or insert PSC document and or insert any other PM document contracted/agreed on and appraised in 2017)
Semester II
Semester I

MEASUREME
KEY RESULT AREAS OBJECTIVES (S.M.A.R.T). TARGET WEIGHTING (%)
NT METHOD APPRAISER’S Individual Manager Individual Manager
APPRAISEES APPRAISER’S APPRAISEES
COMMENTS PERFORMANCE PERFORMANCE PERFORMANCE PERFORMANCE S1 PR S2 PR
COMMENTS COMMENTS COMMENTS
RATING (1-5) RATING (1-5) RATING (1-5) RATING (1-5)
Eq:
Eq: Human Capital strategy embedment, Eq: Implementation of ATMA Human
Performance 3 0 0 10%
alignment and execution Capital strategy in-country
appraisals
0 0 10%
0 0 10%
0 0 10%
0 0 10%

0 0 10%

0 0 10%

0 0 5%

0 0 5%

0 0
 2.   The How (10%): How did you go about getting 1 above done?

A)   What do you think you did well and/or achieved this year?

B)   What do you think did not go so well and what could you have done better?

3.   Peer feedback (10%):

Agree with your line manager on people you will request feedback from, ideally 7 to 10 people, including direct reports, peers and internal clients you serve. Feedback can be provided to both you and your line manager.

Ask the following questions?

Please provide me with honest feedback to the following:

1.    For this year or period of time that I have been employed what have I done well/achieved this year and how have I gone about doing it linked to the values?
.……………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………….
…………………………………………………………………………………………………………………………………………….
……………………………………………………………………………………………………………………………………………. s1 s2
……………………………………………………………………………………………………………………………………………. 0 ###
0 ###
2.    What and how could I have done better this year and linked to the values? 0 ###
.……………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………….
…………………………………………………………………………………………………………………………………………….
…………………………………………………………………………………………………………………………………………….
…………………………………………………………………………………………………………………………………………….

FINAL RATING

Total Indiviual Raiting

Weighting
Semester I Semester II
0 0 80%
What: Objectives/PSC

How: The How 10%

Peear Feedback or 360 10%

0 0
Total Rating ###

Ovarall Rating 0

RATING Total
1 – Very Good / Excellent 1.00 – 1.32
2 – Good 1.33 – 2.16
3 – Satisfactory 2.17 – 3.32
4– Unsatisfactory 3.33 – 4.40
5 – Poor 4.41 - 5.00
 Personal Development Plan
Deliverables

Personal Development objectives for the period:

Objective Action Plans Timing

Note: Detailed PDP Below

I agree with the above development plan. I understand that this development will prepare me for a role which I’ll occupy as and when it
becomes available and for which I would need to apply for. I do look forward to this opportunity to enhance my strengths and uplift my
development areas.

Employee signature: _____________________________________ Date: _______________

Manager’s signature: _____________________________________ Date: _______________

This Quarter my objectives were: (Write below) Status: III. End of development review
Coach: Based on the above outputs please rate the overall development of ----------------------------, during this phase of development:

If not completed, please explain why? (Write below) (Please circle the relevant rating)
2         Development Area

3         Good/Competent
2. What have I learnt?

4         Very Capable

5. Great

Action:

General feedback on ------------------------------------------- performance during this time:

3.What is new? Action:

4. What don’t I understand? Action:

Has the above rating been discussed with -------------------------------? (Please circle the relevant rating)

YES NO
5. What are the issues I would like to raise? Action:
Date on which it was discussed? ____________________

Employee signature: ____________________

Employee signature and date: Coach’s signature and date: Coach’s signature: ____________________
 Performance Contracting/Review FORM 2019

Employee’s ID Department IT-SERVICE MANAGEMENT Manager’s Name KAPUNZA MBEVYA

MARY KAUNDA
ATMA039

PERFORMANCE CONTRACT/AGREEMENT 2019

Summary of Success Criteria

Q1 Rating Q2 Rating Agreed Q3 Rating 4Q Rating Agreed Agreed
SMART Objectives Weighting Due
KEY RESULT AREAS Target (%) Dates Bi Bi Final
Self Agreed Self Agreed Annual Self Agreed Self Agreed Annual Year
(Specific, Measurable, Agreed, Realistic) Rating Rating Rating Rating Rating Rating Rating Rating
Rating Comments
0 0
Ensure all critical issues are resolved within 1- 2 hours(90%) as per SLA.
Ensure all high
issues are resolved within 3-4 hours (90%) . Push for the reduction on all 2% Q1-Q4 We have met this objective
open tickets from between 1100 and 1200 to between 600-800 per
month. tickets have reduced from
2 4 above 1200 to between 600 and
800 monthly
Engage more with users and resolve issues using remote desktop
improved incident
support ,Use of whatsapp, emails for communication weekly calls with 2% Q1 managenemet Rating scale (details see over)
REVENUE/
all IT champions 2 3
FINANCIAL- We are currently getting credits 1. Consistently exceptional performance
STRATEGIC Ensure quick TAT on tickets that may hinder the buisness from
generating revenue 2%
10%
Q2 notes from liquid telecoms and
this will extend to all vendors
POSITION & where this is specfied in the SLA
3. Good performance
GROWTH 2 3
We have a generally reduced
Startegic prioritisation of logged issues that affect revenew growth 2% Q1-Q4 TAT on all incidents logged for 4. Improvement required
all platforms
2 3
5. Unacceptable performance
2% Q3 0.10 1. Unacceptable performance

0.2 0.0
Poor performance on overdue
Efficiently and effectively report and route logged incidents and maintain
5% Q1-Q4 tickets due to vendor
a tracking of unrsolved issues.
2 3 dependancy

0
Improved communications on service outages- Ensure comms are sent Maintained consistency in
communications to the business
out 15 minutes after investigations. -Ensure updates are sent out every 5% Q1-Q4 on all high and critical
30 minutes for critical incidents and 1hr for high incidents incidences.

2 3
CUSTOMER Effectivelt contributed to the
EXCELLENCE 90% Reduction of the customer complaints on system application issues 5% 30% Q4 reduction in customer
complaints as per incidences

2 4
logged

Ensure incidents are resolved

Efficient incident ticket processing and TAT. 5% Q1-Q4 within sla
2 3
0 Monitoring efforts need
Speedy response to critical and emergency alerts/incidents 5% Q1-Q4
2 3 improvement

Q4 0.225
Adherence to metrics that measure turn around time on issues resolution 5%
2 3 0.5 0.0
Metrics in place

0 No audit or rick issues

Ensure zero Risk and Audit issues for the section 4% Q1-Q4
3 3 recorded in the period

ENTERPRISE RISK Implementation of a sectional SLA(ensure to resolve issues without 5% Q2 Ensure incidents are resolved
MGT & breaching SLA timelines)
3 4
within SLA

GOVERNANCE Enforcemnt of incident management policy 3% 25% Q2 2 3 Within Agreed KRI or less than
10%
Enforcement of incident management procedures 3% Q2 3 3 Awaiting approvals

5% Q1-Q4 3 3
Improved record of RCA for
Ensure all RCA’s are captured 5% Q2 critical and High incidents with
3 4 0 0.0

Maintain a tracking record of all high and critical incident and Ensure all
RCA’s are captured and KEDB is up t odate
10% Q2 Continued to consistently
2 4 update the KEDB and capture
RCAs
Problem Managemnt - Pro-active identification of critical issues and Managed the process of
timely closing of the same -Ensure feedback to users on progress of restoring services as quickly as
5% Q1-Q4

OPERATIONAL
incidents is provided promptly and throughout the incident life cycle in
line with defined incident timelines 2 3 possible to minimise impact on
business operations
Administer the Service Desk and Tickets by reviewing all records
monthlystatistics and reporting for IT department and the business in 5% Q3 consistently provided statistics
general 2 3 on incidents received , resolved
and closed
 OPERATIONAL

Vendor Management - Vendor engagement through service review Consistently provided timely
meetings to ensure excellent service delivery, quick TAT and adherence to 5% 25% Q1-Q4 0.0 0.1875 updates on incidents till
SLAs
2 2 0
closure

Maintain a strong knowledge base made up of best parctices to

discerminate knowledge to users.ensure 100 % tickets get response from 3% Q3 Ongoing process
service desk agents 2 3
0.0
Training of IT champions in branches and departments (15branches Suspended due to osterity
PEOPLE /QTR) 3% 10% Q4
4 measures

Weekend duty schedule ensures

Upskill staff through internal training 4% Q3 0.0 this is achieved and we have
3 3 0
scored success

100% 0.5 0 0 Rating scale (details see over)

Rating
1. Consistently exceptional performance
Q1 Rating Q2 Rating Q3 Rating 4Q Rating Agreed Agreed
Weighting Bi 2. Very good performance
(%) Target Annual Bi Final
Values drive our culture, commitment and performance Self Agreed Self Agreed Self Agreed Self Agreed Annual Year 3. Good performance
Rating Rating Rating Rating Rating Rating Rating Rating
Rating Comments
Help without questioning and do it with grace, hold self and others I have been visibly
accountable, be hard on the issue, not the person, Don’t speak ill of another
member of the team. Carry the decisions through with commitment and 4% 2 2 3 0.06 0.0 0.03 commited and present , 4. Improvement required
responsibility “one voice” availible and suportive.
VISIBLE COMMITMENT
Have regard for others. Show courtesy. Good manners & politeness. Value I am curtious and value
RESPECT 4% 2 2 2 0.04 0.0 0.02 5. Unacceptable performance
others for what they bring All for what they bring
Taking accountability and ownership (individually collectively). Striving for I aim to do my work
INTEGRITY the highest standards. Doing good and doing well Do everything with 4% 2 2 2 0.04 0.0 0.02 with unquestionable
unquestionable integrity integrity
Encourage honest feedback, candor, speaking up and challenging ideas.
Embrace trial and error, support bold ideas and the person(s) who run with I aim to stand firm and
COURAGE 4% 2 2 2 0.04 0.0 0.02
them (disruption and innovation). Learn from mistakes and prevent the support bold ideas
organization from repeating them

Avoid surprises doing things last minute, Intuitive & organic discussions, We I engange productivly
PARTNERSHIP 4% 2 2 2 0.04 0.0 0.02 at all times with all
dialogue as equals and assume positive intent, No lobbying culture and
encourage forthrightness

0.04 0.0 0.02

Values Total 20%

FINAL RATING 120% 0.52 0.00 0.26

Feedback and Comments Please provide Candid feedback Q1 How did I do Q2 How did I do Q3 How did I do Q4 How did I do
I effectively contributed Incident and Problem
to maintaining a high management - adherence to
level of sevice quality metrics that measure turn
by ensuring that around time on issues
incidents were logged, resolution. -
routed and resolved Ensure critical and High issues
withing acceptable are resolved within stipulated Enforcement of vendor
Other substantial management through
achievements: timelines and service time (as per SLA).
restoraion was to a service review meetings ; Problem management - perform Root
point where the user Improved problem cause analysis to identify,track and
could perform their job. management through ensure resolution of recurring
timely problem incidents; vendor management -
identification and engagement with vendors to ensure
enhanced resolution excellent service delivery and
What do you think you did well in this Quarter process adherence to SLAs
Working with a system
that is rigid and lack of
continiuos training in
ITIL to enhence service
management.
Any significant issues challenges getting
(Challenges ) support from the teams
providing information
RCA's on time and
timely reporting of
Personal, Social and Structual challenges affecting my motivation and critical issues
ability
Provide an opporttunity
for interaction with
bank users
Employee self Feedback

Dear Line manager please Guide Me, Know Me, Recognise me and
Focus on me
Continue to guide me in
implementing service
Manager’s Feedback management best
please provide feedback on how am doing on Guiding you, Kwnowing practices, people
you, Recognising you, and Focusing on you management and
leadership skills
Sign off Line Manager Employee

Development Plan ( Objectives )

70:20:10 is a model for the development of behaviours, skills and experiences for everyone within the business. It combines several elements to give you holistic development opportunities:
 USING 70:20:10 TO DEVELOP Q1 Q2 Q3 Q4
70% Learning on-the-job
70% refers to workplace learning and performance support. This
means that you learn as you work on real life tasks and activities
either stand alone or with other colleagues. EG Special Projects, 60
This focuses on learning first Special Assigngments, shadowing, secondment, acting, action learning
hand on the job etc

20% Learning from

others
‘20’ refers to ‘social learning’ (e.g.coaching/mentoring/discussion
with line manager). This means that you learn through the support of 15
This focuses on learning others, mostly through direct dialogue Coaching Mentoring, Feeback,
through others

10% Formal learning

Comprises of learning via
formal methods
‘10’ refers to ‘structured learning/ training’. This means that you
learn by taking part in formal learning and development (L&D)
coursesWork shops, falitetor training, webiners, e-learning,
certification progran
0

Career Aspirations for the next 3 years (Priority order)

1 - Position 1 Country Manager -Service management

2 - Position 2 Country Head - IT
3 - Position 3