PowerPoint Presentation · achieve a balanced focus across all our telephony metrics. ... Digital Productivity % to Plan . 60% : Target 100%. No KPI change. Your leaders will continue

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Vision and Strategy

Target Methodology

Sales Target Methodology

What’s New

People Leadership Changes

Frontline KPI Matrix

Leadership KPI Matrix

Site Support Roles

Definitions and Targets

Sales Performance Reporting and Targets

My Notes

My Action Plan

CBA.0001.0049.1199

stands for our key focus areas in Direct Banking to uphold the banks vision and meet the RBS strategy.

WE BELIEVE TO EXCEL AT SECURING AND

ENHANCING THE FINANCIAL WELLBEING

OF BUSINESSES, COMMUNITIES AND

PEOPLE

WE CAN EXCEL AT SATISFYING CUSTOMER

NEEDS IN MORE WAYS THROUGH

PERSONAL RELATIONSHIPS AND WORLD

CLASS TECHNOLOGY.

THE KEY TO SUCCESS IS FOR YOU TO

LIVE AND BREATHE OUR 5 COMMBANK

VALUES:

The three priorities in Direct Banking are underpinned by the 6 RBS strategic pillars.

TEN - Customers at the centre of everything we do. 10/10 in customer satisfaction.

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FIVE – A vibrant and diverse workforce who live the 5 CommBank values.

ONE – One CommBank - meet more customer needs by simplifying our business.

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Gen Sales Other

Online PL Other

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• We need to continue to secure and enhance the financial wellbeing of our customers, by being risk aware and adhering to Bank policies and procedures.

• These changes continue to embed the right behaviours in our business and encourages excellence and continuous improvement.

• The gate opener will now be measured using a 3 rating scale; met, partially met and not met. A partially met, or not met rating may impact your overall KPI outcomes.

Proactively identifies issues (e.g. complaints/incidents/risks) and

escalates in a timely manner

Call monitoring completed to the required level and timeliness

Adheres to scripting/processes. No major errors/repeat errors

Quality and timely CSA testing requirements completed

• Over the past few years, our focus on the customer has been the key to the outstanding customer satisfaction results we have achieved.

• Changing the way we measure CES as a KPI will help us continue to exceed our customers’ expectations.

• Focusing the business on Direct Banking’s overall performance, highlights the importance of collaboration. It encourages us to keep the customer at the front of our mind, and ensures that we effectively support each other across skill sets and sites.

• Through this focus, we continue to place the customer at the centre of everything we do.

CCRU Team Note: This change will provide consistency within the Direct Channels Business, to ensure that our HL Retention and CCRU businesses' KPI’s are aligned. Ensuring we provide an exceptional customer experience is at the core of retaining business, so re-aligning this KPI in no way removes the customer centric culture that we have built in our retention teams.

Team Performance Weighting Team/CCM Performance

Weighting

Direct Banking Performance Weighting

Direct Banking Performance Weighting

CCRU Agents Removal of CES Target

CCRU Leaders Removal of CES Target

Team Performance Targets CCM Performance Targets Site Performance Targets

National Performance Targets

• With the introduction of DBSA, we now have more ways to measures how we provide fast, friendly and confident service to our customers.

• By introducing additional metrics into the productivity KPI, we aim to achieve a balanced focus across all our telephony metrics.

• Leaders telephony productivity will now be measured by the % of staff achieving ‘valued expectations’.

Service Agents AHT, Hold Time, NRCS, ACW,

Transfer Rates, Adherence

% Staff Achieving Telephony Productivity Targets

Sales Agents AHT, NRCS, ACW, Transfer Rates,

Adherence

Controllable Shrinkage (all CCM’s)

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FY15 ‘People Gate Opener’ removed

People KPI added with a 10% weighting against overall performance

• We received a great deal of feedback regarding our FY15 ‘People’ gate opener which included metrics for turnover and UPA.

• It was highlighted that these metrics have been challenging to achieve across different shift times/businesses, and are often influenced by factors outside of a leaders immediate control.

• Subsequently, the decision was made to remove this gate opener at a leadership level. To re-enforce the importance of managing controllable shrinkage, we have now ensured this is a metric across all our CCM roles.

• Whilst we now won’t have metricated KPI goals at a leadership level, this does not remove our focus to execute the RBS and DB people strategies.

• To support us to continue to inspire and grow our people, and build a vibrant and diverse workforce, a ‘people KPI will be introduced for all people leaders in RBS.

• This KPI is currently being developed and reviewed. More information to come in the next 2-3 weeks.

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Risk & Safety Management Gate Opener Qualitative Assessment (Refer Risk & Safety Management Definitions)

- Customer Focus - Team & Culture - Continuous Improvement - Effective communication - Judgement - Drive results

N/A Manager Observation

Customer Experience Survey (CES) Team Performance

30% Valued Contribution 81.8%- 86.8% (Refer CES Targets for additional target information)

Customer Experience Survey (CES) Direct Banking Performance

10% Valued Contribution 84.6%-85.9% (Refer CES Targets for additional target information)

Telephony 30%

Key Metrics AHT, NRCS, Hold Time, ACW, Transfer Rate (Refer Telephony Productivity Targets for additional information)

Adherence 30% Valued Contribution 94%-94.9% (Refer Adherence Targets for additional target information)

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20% Valued Contribution 81.8%- 86.8% (Refer CES Targets on for additional target information)


10% Valued Contribution 84.6%-85.9% (Refer CES Targets on for additional target information)

SPR % to Plan 40% Valued Contribution 90%-100.9% (Refer Leadership Matrix and Sales Targets for additional target information)

Telephony 30%

Key Metrics AHT, NRCS, Adherence, ACW, Transfer Rate (Refer Telephony Productivity Targets for additional information)

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Retention Rates (avoidable) 60% Target 30%

Telephony 40%

Key Metrics AHT, NRCS, Adherence, ACW, Transfer Rate (Refer Telephony Productivity Targets for additional information)

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30% Community

Survey

Valued Contribution 81.8%- 86.8% (Refer CES Targets for additional target information)



Telephony 60%

Key Metrics AHT, NRCS, Hold Time, ACW, Transfer Rate (Refer Telephony Productivity Targets for additional information)

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Digital Productivity % to Plan 60% Target 100%

No KPI change. Your leaders will

continue to coach and support you to achieve a

‘Green Score Card’

Your productivity KPI will hold a 50% weighting on

your overall performance.

This will now include a ‘Productivity Quality’ KPI with a weighting of 10%

(Remaining 40% weighting against

Productivity % to plan)

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20% Valued Contribution 81.8%- 86.8% (Refer CES Targets on for additional target information)



SPR % Plan 40% Valued Contribution 90%-100.9% (Refer Leadership Matrix and Sales Targets for additional target information)

Telephony 30%

Key Metrics AHT, NRCS, Adherence, ACW, Transfer Rate (Refer Telephony Productivity Targets for additional target information)

• This change will ensure that all lending

applications are performed within the DL business, which provides our customers with a consistent service experience, and reduces risk within our business.

• When reviewing the personal loans application process, we identified that a majority of opportunities to discuss motor insurance and personal loan protection policies with customers arise during a PL application.

• To ensure fair and equitable targets, and a seamless experience for our customers, these targets have been removed from Our Branch SPR.

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% Staff achieving Telephony Productivity Targets

30% Valued Contribution 55%-64.9% (Refer Leadership Matrix and Telephony Targets for additional target information)


TBD 10% TBD

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SPR % to Plan 40% Valued Contribution 90%-100.9% (Refer Leadership Matrix and Sales Targets for additional target information)



TBD 10% TBD

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Retention Rates (avoidable) 50% Target 30%



TBD 10% TBD

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Risk & Safety Management Gate Opener Qualitative Assessment (Refer Risk & Safety Management Definitions slide x)







Digital Productivity % to Plan 40% Target 100%

Digital Productivity Quality 10%

Manager Observation - % of staff achieving ‘green scorecard’ - Quality action plan execution - Implementation of corrective actions

TBD 10% TBD

No KPI change. Your leaders will

continue to coach and support you to achieve a

‘Green Score Card’

Your productivity KPI will hold a 50% weighting on

your overall performance.

This will now include a ‘Productivity Quality’ KPI with a weighting of 10%

(Remaining 40% weighting against

Productivity % to plan)

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Risk & Safety Management Gate Opener Qualitative Assessment (Refer Risk & Safety Management Definitions slide x)




30% Community

Survey

Valued Contribution 81.8%- 86.8% (Refer CES Targets on slide x for additional target information)


10% Valued Contribution 84.6%-85.9% (Refer CES Targets on slide x for additional target information)


30% Valued Contribution 55%-64.9% (Refer to Leadership Matrix and Telephony Targets for additional target information)


TBD 10% TBD

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Controllable Shrinkage 10% Valued Contribution 8.3% (Refer to Leadership Matrix for further target information)

TBD 10% TBD

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SPR % to Plan 30% Valued Contribution 90%-100.9% (Refer to Leadership Matrix and Sales Targets for additional target information)



Controllable Shrinkage 10% Valued Contribution 8.3% (Refer to Leadership Matrix for further target information)

TBD 10% TBD

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Customer Experience Survey (CES) Site Performance




Stakeholder Engagement 20% Qualitative Assessment Survey Monkey Manager Observation

CAP Management

30%

Qualitative Assessment (Refer Site Support Definitions for additional information)

Business Support 20% Qualitative Assessment (Refer Site Support Definitions on for additional information)

TBD 10% TBD

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Customer Experience Survey (CES) Site Performance




Stakeholder Engagement 20% Qualitative Assessment Survey Monkey Manager Observation

CAP Support 40% Qualitative Assessment (Refer Site Support Definitions for additional information)

Business Support 20% Qualitative Assessment (Refer Site Support Definitions for additional information)

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- Effectively manage the completion of CAP/CSA tasks . - Quarterly CAP/CSA reviews completed in a timely manner. - Implement and execute corrective actions. - Proactively identify control weaknesses, and implement robust action plans, in a timely manner to address root cause. - Manage various periodical audits, as delegated by line manager. - Effectively utilises continuous improvement tools and methodologies to diagnose issues, and implement solutions. - Proactively engages with operational control team to review risk and safety processes, and to share best practise. Sessions are documented, and clear actions are taken from any issues identified. - Shares best practise/insights with site management team based, to ensure that all CAP tasks are completed in a compliant manner. - Collaborates with Site Support Manager peers across Direct Banking , and actively leads the execution/embedding of the 'National Site Support Action Plan' and 'National Team Charter‘. - Effectively supports the completion of CAP/CSA tasks. - Quarterly CSA reviews completed in a timely manner. - Supports in the implementation of corrective actions. - Supports various periodical audits, as instructed by line manager. - Effectively utilises continuous improvement tools and methodologies to diagnose issues, and present solutions. - Collaborates with peers across Direct Banking and actively contributes to the execution of the 'National Site Support Action Plan' and 'National Team Charter‘. - Analyse existing reporting to improve on efficiencies within the business, and where required provide additional insights. - Escalation & onsite contact for site system/tech maintenance, issues and incidents. - Reference point for visitors, and co-ordinates events, conferences and inductions. - Provides advice/guidance on property/equipment policy & procedures. - Manage minor works and order contractors. - Undertake special projects/tasks as allocated by line manager. - Payment/management of invoices/requisitions. - Undertake general office management e.g. filing, faxing, printing , mail management and ordering/distribution of stores.

Additional Site Support Manager Requirements

-Review HR reports regarding leave taken, higher duty, overtime etc. and assist with resource planning, coordinate leave and RDO reconciliations. Act as the EM Pay Quest & PeopleSoft delegate and effect return to work programs.

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All modules completed within required timeframes and in accordance with the RBS Mandatory Learning Suite

Takes accountability for own safety and the safety of others.

Actively participates in health and safety activities in line with the Corporate Safety Calendar.

Health & Safety issues/incidents are reported and escalated in line with the Banks health and safety responsibilities.

Adheres to legislative requirements and Bank policies expected of their role.

Adheres to scripting and processes (no major errors/no repeat errors).

Proactively identifies issues (e.g. complaints/incidents/risks) and escalates in a timely manner.

Additional Leadership Criteria

Quality and timely CSA testing requirements completed.

Call monitoring completed to the required level and in a timely manner.

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Creating value in each customer interaction and focusing on the total customer experience

• Understands the customer • Creates value • Resolves Issues • Lives Sales & Service

Inspiring others to demonstrate CBA’s values and working together to create a passionate, high performing culture.

• Respects others and CBA Group • Works with others • Manages performance and development • Builds empowered teams

Continuously Improving and Innovating what we do to make things simple and easy for our customers and each other.

• Fosters a culture of continuous improvement • Develops and implements solutions • Leads change • Lives productivity and Continuous

Improvement

Communicating clearly and with impact to ensure understanding, engagement and commitment to action.

• Plans and understands communication • Delivers clear and impactful messages • Ensures understanding • Engagement through communications

Making sound decisions based on understanding business, analysing data and applying common sense.

• Understands CBA Group • Understands the industry • Reaches measured decisions • Enhances brand and reputation • Applies good judgment

Initiating action and committing to achieving business outcomes by taking accountability for goals.

• Sets goals and drives accountability • Stays focused to execute • Manages risks prudently

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<75.5% 75.6%-81.7% 81.8%- 86.8% 86.9%-89.9% > 90%

<78% 78%-83.4% 83.5%-86.5% 86.6%-88.4% >88.5%

<80% 80%-84.5% 84.6%-85.9% 86%-87.5% > 87.6%

<80% 80%-84.5% 84.6%-85.9% 86%-87.5% > 87.6%

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Performance Outcome Criteria

Unsatisfactory 1< metrics achieved

Performance Requires Development 2 metrics achieved OR 2> metrics achieved but AHT target not met

Valued Contribution 3 metrics achieved including AHT

Superior Contribution 4 metrics achieved including AHT

Exceptional Contribution 5 metrics achieved including AHT

*Indicates Separate KPI

LOB AHT ACW HOLD TIME TRANSFER NRCS ADHERENCE TO

SCHEDULE

General Service 176 13 14 14% 8 94% *

General Service (Travel Money) 223 13 14 14% 8 94% *

Netbank 231 16 18 10% 8 94% *

Cards AM 250 17 NO TARGET 14% 10 94%

Cards PM 279 18 NO TARGET 13% 10 94%

Cards Service (Casuals) 240 17 NO TARGET 14% 10 94%

CCRU 408 70 NO TARGET 13% 8 94%

General Sales 228 15 NO TARGET 16% 10 94%

POC 160 11 12 15% 8 94% *

ICAL 244 20 22 3% 8 94% *

Our Branch 550 38 NO TARGET 9% 20 94%

24x7 General Service 205

19 21 5% 8 94% * 24x7 Cards (Combined) 309

24x7 Netbank 290

24x7 Travel Money 320

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AHT ACW HOLD TIME TRANSFER NRCS ADHERENCE TO

SCHEDULE OUTCOME

176 13 14 14% 8 94% * EXCEPTIONAL CONTRIBUTION

Scenario 1 - CSR Outcomes 174 15 14 12% 8 - Superior Contribution

Scenario 2 - CSR Outcomes 190 13 12 10% 7 - Performance Requires

Development

Scenario 3 - CSR Outcomes 158 11 10 17% 10 - Valued Contribution

250 17 NO TARGET 14% 10 94% EXCEPTIONAL CONTRIBUTION

Scenario 1 - CSR Outcomes 250 16 NO TARGET 10% 11 96% Superior Contribution

Scenario 2 - CSR Outcomes 232 14 NO TARGET 15% 8 92% Valued Contribution

Scenario 3 - CSR Outcomes 284 12 NO TARGET 17% 10 94% Performance Requires

Development

228 15 NO TARGET 16% 10 94% EXCEPTIONAL CONTRIBUTION

Scenario 1 - CSR Outcomes 194 11 NO TARGET 14% 12 96% Superior Contribution

Scenario 2 - CSR Outcomes 248 13 NO TARGET 15% 8 94% Performance Requires

Development

Scenario 3 - CSR Outcomes 205 13 NO TARGET 19% 12 98% Valued Contribution

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Opportunity hours Relief &

Secondment

• Segments above are for illustrative purposes only • Overtime opportunities will include sales targets • UPA excluded from sales target consideration • New starters will have a share of target until fully trained

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PCS FY15 SPR FY16 STAR FY15

Mortgage Lending OTR

Personal Loan OTR

Personal Overdraft

Transaction QNA

Personal Overdraft OTR

Savings QNA

Credit Card QNA

Credit Card Upgrade

Risk Management OTR

Credit Limit Increase

30

30

20

5

50

30

30

20

10

8

$150

$150

$100

$25

$250

$150

$150

$100

$50

$40

$100

$100

$50

$25

$150

$150

$150

$50

$33

Home & contents net premium

$40

Motor net premium

35%

Home loan protection net premium

35%

Personal loan protection net premium

35%

Credit card plus net premium

35%

35%

30%

30%

60%

55%

40%

6 / $100

6 / $100

12 / $100

11 / $100

8 / $100

5

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$44.84 REDUCTION TO WEEKLY REVENUE

TARGET

AVERAGE PER FTE/WEEK PER PRODUCTIVE HOUR

SALES TARGETS REVENUE

RATES SPR REVENUE SALES TARGETS SPR REVENUE

FY15 FORECAST

FY16 FORECAST

FY16

TARGET

FY15 FORECAST

FY16 TARGET

YoY % FY15

FORECAST FY16

TARGET

FY15 FORECAST

FY16 TARGET

MORTGAGE LENDING $6.33 $6.33 - $0.29 $0.29

Mortgage Lending OTR 0.06 0.06 $100.00 $6.33 $6.33 - 0.003 0.003 $0.29 $0.29

CONSUMER FINANCE $60.94 $56.37 (7.5%) $2.76 $2.55

Personal Loan OTR 0.50 0.50 $100.00 $50.35 $50.35 - 0.023 0.023 $2.28 $2.28

Personal Overdraft 0.19 0.10 $50.00 $9.32 $4.75 (49.0%) 0.008 0.004 $0.42 $0.22

Personal Overdraft OTR 0.05 0.05 $25.00 $1.27 $1.27 - 0.002 0.002 $0.06 $0.06

DEPOSITS $104.48 $104.48 - $4.73 $4.73

Transaction QNA 0.24 0.24 $150.00 $36.26 $36.26 - 0.011 0.011 $1.64 $1.64

Youth QNA 0.03 0.03 $20.00 $0.51 $0.51 - 0.001 0.001 $0.02 $0.02

Savings QNA 0.45 0.45 $150.00 $67.70 $67.70 - 0.020 0.020 $3.06 $3.06

CREDIT CARDS $429.04 $389.03 (9.3%) $19.41 $17.60

Credit Card QNA 1.00 1.00 $150.00 $150.15 $150.15 - 0.045 0.045 $6.79 $6.79

Credit Card Upgrade 2.10 2.10 $50.00 $104.92 $104.92 - 0.095 0.095 $4.75 $4.75

Credit Limit Increase 3.48 2.68 $50.00 $173.97 $133.96 (23.0%) 0.157 0.121 $7.87 $6.06

RISK MANAGEMENT $20.08 $19.82 (1.3%) $0.91 $0.90

Home and Contents Net Premium 0.47 0.00 35% $0.16 $0.00 (100.0%) 0.021 0.000 $0.01 $0.00

Motor Insurance Net Premium 0.26 0.00 35% $0.09 $0.00 (100.0%) 0.012 0.000 $0.00 $0.00

Personal Loan Protection Net Premium 0.04 0.00 35% $0.01 $0.00 (100.0%) 0.002 0.000 $0.00 $0.00

Home Loan Protection Net Premium 0.00 0.00 35% $0.00 $0.00 0.000 0.000 $0.00 $0.00

Credit Card Plus Net Premium 38.05 38.05 35% $13.32 $13.32 - 1.721 1.721 $0.60 $0.60

Risk Management OTR 0.16 0.16 $40.00 $6.50 $6.50 - 0.007 0.007 $0.29 $0.29

TOTAL SPR TARGET $620.87 $576.03 (7.2%) $28.08 $26.06

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$30.33 REDUCTION TO

WEEKLY REVENUE TARGET




FY15 FORECAST

FY16 FORECAST

FY16

TARGET

FY15 FORECAST

FY16 TARGET

YoY % FY15

FORECAST FY16

TARGET

FY15 FORECAST

FY16 TARGET

MORTGAGE LENDING $21.96 $21.96 - $0.99 $0.99

Mortgage Lending OTR 0.22 0.22 $21.96 $21.96 - 0.010 0.010 $0.99 $0.99

CONSUMER FINANCE $100.00 $133.55 $119.91 (10.2%) $6.04 $5.42

Personal Loan OTR 1.01 1.01 $101.09 $101.09 - 0.046 0.046 $4.57 $4.57


Personal Overdraft OTR 0.19 0.19 $50.00 $4.63 $4.63 - 0.008 0.008 $0.21 $0.21

DEPOSITS $25.00 $652.35 $652.35 - $29.51 $29.51

Transaction QNA 1.80 1.80 $270.07 $270.07 - 0.081 0.081 $12.22 $12.22

Youth QNA 0.27 0.27 $150.00 $5.44 $5.44 - 0.012 0.012 $0.25 $0.25

Savings QNA 2.51 2.51 $20.00 $376.84 $376.84 - 0.114 0.114 $17.05 $17.05

CREDIT CARDS $150.00 $117.70 $110.97 (5.7%) $5.32 $5.02

Credit Card QNA 0.41 0.41 $61.90 $61.90 - 0.019 0.019 $2.80 $2.80

Credit Card Upgrade 0.53 0.53 $150.00 $26.51 $26.51 - 0.024 0.024 $1.20 $1.20


RISK MANAGEMENT $50.00 $38.82 $28.87 (25.6%) $1.76 $1.31

Home and Contents Net Premium 1.12 0.00 $0.39 $0.00 (100.0%) 0.051 0.000 $0.02 $0.00



Home Loan Protection Net Premium 0.00 0.00 35% $0.00 $0.00 - 0.000 0.000 $0.00 $0.00

Credit Card Plus Net Premium 26.36 0.00 35% $9.23 $0.00 (100.0%) 1.192 0.000 $0.42 $0.00

Risk Management OTR 0.72 0.72 35% $28.87 $28.87 - 0.033 0.033 $1.31 $1.31

TOTAL SPR TARGET $964.39 $934.06 (3.1%) $43.62 $42.25

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$149.69 REDUCTION TO WEEKLY REVENUE

TARGET




FY15 FORECAST

FY16 FORECAST

FY16

TARGET

FY15 FORECAST

FY16 TARGET

YoY % FY15

FORECAST FY16

TARGET

FY15 FORECAST

FY16 TARGET

MORTGAGE LENDING $105.55 $112.03 6.1% $4.77 $5.07

Mortgage Lending OTR 1.06 1.12 $100.00 $105.55 $112.03 6.1% 0.048 0.051 $4.77 $5.07

CONSUMER FINANCE $21.31 $14.46 (32.2%) $0.96 $0.65

Personal Loan OTR 0.05 0.05 $100.00 $4.68 $5.14 9.8% 0.002 0.002 $0.21 $0.23


Personal Overdraft OTR 0.04 0.00 $25.00 $0.92 $0.00 (100.0%) 0.002 0.000 $0.04 $0.00

DEPOSITS $618.85 $685.46 10.8% $27.99 $31.01

Transaction QNA 2.72 3.05 $150.00 $407.40 $458.17 12.5% 0.123 0.138 $18.43 $20.73

Youth QNA 0.02 0.00 $20.00 $0.45 $0.00 (100.0%) 0.001 0.000 $0.02 $0.00

Savings QNA 1.41 1.52 $150.00 $211.00 $227.29 7.7% 0.064 0.069 $9.54 $10.28

CREDIT CARDS $340.22 $374.78 10.2% $15.39 $16.95

Credit Card QNA 1.58 1.74 $150.00 $237.57 $261.61 10.1% 0.072 0.079 $10.75 $11.83

Credit Card Upgrade 1.43 1.69 $50.00 $71.68 $84.50 17.9% 0.065 0.076 $3.24 $3.82


RISK MANAGEMENT $493.94 $243.46 (50.7%) $22.34 $11.01

Home and Contents Net Premium 532.79 631.25 35% $186.48 $220.94 18.5% 24.100 28.554 $8.44 $9.99



Home Loan Protection Net Premium 14.34 16.95 35% $5.02 $5.93 18.2% 0.649 0.767 $0.23 $0.27

Credit Card Plus Net Premium 32.34 35.61 35% $11.32 $12.47 10.1% 1.463 1.611 $0.51 $0.56

Risk Management OTR 0.09 0.10 $40.00 $3.45 $4.13 19.7% 0.004 0.005 $0.16 $0.19

TOTAL SPR TARGET $1,579.88 $1,430.19 (9.5%) $71.46 $64.69

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Performance % to plan

Select view through

dropdowns

SPR Revenue Rates

Target allocated by Productive

Hours

Productive Hours this week

Productive Hours to date

CAN

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What are the benefits of us changing

from STAR/PCS to SPR?

• Alignment across positions from Agent to EGM level

• Alignment across DB and DL

• Automation of sales reporting (PCS, STAR and SPR are all Excel based)

• Productivity gains from reducing manual amendments – saving time as an agent, TL, CCM, Site EM and Finance.

• Consistency in measuring performance across sites as all plans will now be set based on productive hours

worked.

Why is UPA excluded from productive

hours?

Based on your feedback, our new sales processes are designed to provide agents with fair and equitable targets. If

an agent needs to take an unplanned absence, the time they are away will be removed from their productive

hours. Health and wellbeing is a very important part of our culture in Direct Banking, and we hope that this change

will better support our agents to achieve a work life balance, whilst continuing to maintain our focus on meeting

our customers’ needs.

How are system exceptions catered

for?

All system exceptions are to be entered by a Team Leader on the same day in which they occurred. SPR

automatically calculates targets based on an agents schedule in EWFM. For this reason, it is very important that an

agents schedule is accurately reflected, to ensure they receive the appropriate target week on week.

What happens if I need to input an

exception for last week? How will my

SPR report re-calculate my target?

If you need to enter a back dated system exception, SPR reporting will adjust the YTD performance in your next

SPR report. It is critical that you keep EWFM up to date, and if an exception is missed, that this is rectified in a

timely manner.

Your exception must be input by Friday 5pm, in order for the target adjustment to appear for that week. If you

process later than this, a YTD adjustment will be applied in the following report release.

How are site exceptions catered for? All site exceptions are to be booked in advance and entered by The Bridge/CCMs.

What are productive hours? Productive Hours = Paid hours – Meetings – Huddles – Relief – Buddying/Mentoring – Breaks – Training – TOFU –

Coaching – System – Site – Time in Lieu – UPA + Overtime

What is the correlation of points to $

with the new system? 1 point = $5

Who do I contact if I have an enquiry

regarding my Sales Performance

Report?

Contact DB Performance Reporting via email

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Documents

PowerPoint Presentation · achieve a balanced focus across all our telephony metrics. ... Digital Productivity % to Plan . 60% : Target 100%. No KPI change. Your leaders will continue