7/29/2019 Performance 2007 2009

1/13

PERFORMANCE EVALUATIONOVERVIEW:Performance evaluations and reviews are very important io an effective system of management, Out policy is thatthe 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, Whileihe evaluation should be positive and focus mostly on the results achieved, ihe identification of reasons for notachieving desired performance levels is also necessary. The evaluation and discussion should provide imporiant inputfor an individualized, self-development program to build skills and knowledge necessary to improve performance,l\ame I 0m ljurharnDepartmentJob TitleJobClassificatjon ExemptEvaluation Period: From

lnformation TechnologySen jor Software Engineer and VolO Architect

June To MayEvaluator's Name Darlene BeckEvaluartor's Title lT Engineenng ManagerINSTRUCTIONS FOR COMPLETION:This 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. Thelmportance of carefuL.dnd oblective preparation of evaluatlons cannot be overemphasized; an appropriate low ratingmay benefit the individual rnore than a Lenient rating that hides shortcornings that might be corrected if called to theindividual's attention. The extent of an employee's prior experience should be taken into account by raiing inaccordance with standards applicable to others of comparable experlence in your department,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 casewhere it is believed the jnformation would be helpful to the indivldual,

+ The form should be reviewed and signed by appropriate members of management. The form should bereviewed wiih and signed by the staff member. Lastly, lorm should be sent to Human Resourcesand placed in the individual's personnel file.+ ln the boxes headed with "Levels" on the following page, ihe evaluator checks the space that most clearlyexpresses 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 Description of RatingLevel I Demonstrates a high degree of expertise and mastery in a1l aspects of the position in a

ProFes5 6nu; '.nuntutLevel ll Fully performs the entire range of duties in a professional manner.Level lll Generally performs essential dutles satisfactorily.

7/29/2019 Performance 2007 2009

2/13

Level lV Does not pedorm essential d!iies in a satisfactory mannerPage'1

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

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

hXkliyeiActively seeks to improve a way of do ng ihe job ancl seeks new assignmeniswhen the cutrent wotk is completed. Self motivated, rosourceful, and seeksoppo unities For professlonal development.Customer $ervice:Develgp-Siiid maintains gooq working reiationshlps with boih externaland

_ inlgfnal customers by unclerstanding ancl responcling promply and courteously to-.bustomeI needs and expeclaiions.

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

J9b-KrpwEdse:Demonstrates thorough knowledge ofjob function and responsibiti es Vlewedby peers as a source of knowledge and expettise jn position and ability to wotkindependentlvComrnunlcationlVerbally conveys informatlon ln a clear and accurate manner in a vatiety ofsituations. Uses cleat and appropriate language in all written communlcation.

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

Level I Level ll Level lll Level lV N/AT n

n

r=l

tr

nft

n

I

n

T

t4 n

L]

ft

u

trr

n

tr

nn

nnn

nlE

n

Z

E t-l n

7/29/2019 Performance 2007 2009

3/13

Page 2

Analvtical SkillslRecognlzes what iniorrnation ls cr iicali plans and conducts research andanalyses in a dellberate and comprehensiv-6 manner, ptesents re6ults ln clearand concise manner.Technlcal Skills:Proficjent use ol work-related equipment, iools, and technology.

Level I Level llEN

Lejyglll! Level lV N/AIl]n

M

nE

pl

n tl !

fl

tl

L]

Level I Level ll Level lll Level lV N/AProduction MeasurementsAccuracvrProduces accurate work product following ostablished rules and procedures.

Vo umelCompleies expected volunre ofwork based of established expectationg.

TimelinesslDelive-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

nItr

U

fl

n

t ]r flur

Comments:Tom has been instramental this past year working on the WEB site and the new Phone system. Tomhashadtodevelop new skills, His Accountability and lniiitive are outstandjng and are above and beyond what is requested, Hehas bsen Instramental in working with the vendor and plogramming our new phone system. TD was the loneprogrammer for the New Phone System for approxiamately B months. Whlle implementing the new phone system, TDalso 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 andnight to meei deadlines and focus on streamlining the new system. TD is the reason we have the new phone systemi.l place today.

n n

7/29/2019 Performance 2007 2009

4/13

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 IVLeadership

Leadinq Others:Plorilzing and planning work aciivitles of others to meet depariment prioritiesand limeljnes, etflcientty motjvates otherc towards cot'nt'non goals, iflegratschanges, den'ronsirats ability to coach, mentot, ttain, and deveiop oihers.

Resource Manaoemenillvlanaging asseis including technology, equipment, budget, and space whereapplicable.

Comments:

EI T n

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

/

Goals and ObjectivesSuperyisor discusses employee's periormance irnprovement needs and action plan, irainlng recommendations, and future goals anclexpectalions for ernployee's job performance.

n

ft

n

tr

7/29/2019 Performance 2007 2009

5/13

lt| '1. Continueworkl0gontheNewPl.oneSystemanddevelopitinwaysBLsrress'equests.2. Co rtinue looking aoe solLrt.ons "out sioe the box' IPage 4

Level I Level ll Level lll Level lV N/AManagement/ Supervisory Skills (if applicable)Deleoatlnq:Utillzlng capabilities of people and resources, distributlng worl(, and regulatingworkftow,"nlnnEDevelopment of SubordinatesiRate aspoci such as providing career development resources and offedngguidance, communicatlng priorities, goals, ancl objectives, givlng cleartask n tr tr X Slnsiructlons, and cornpleting performance evaluations for staff,

[,4anaqino;l\y'anages varying business pdoritles, sets goals and objectives, achieves reslrlls,and produces the best end product resllt using availabte resource". I I I n p]Comments:

Overall Assessmentln consideratjon of and consistent with this evaluation, this individuals performance canbest be described as:Level I ELevel Il fLevel lll nLevel lV I

Evaluator's Sign Off

7/29/2019 Performance 2007 2009

6/13

Evaluated By: Date:

Page 5

Employee's Acknowledgment of Evaluation

Was this evaluation given to you in person? Vlrr, [lruoDo you agree with ihe evaluations andior comments? ff tt, n r'roThis evaluation has been discussed with me and I understand that my signature does not necessarilyindicate agreement,

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

Datc.:

d

Manager's Signature

Directoas Signature

Human Resources

6/ru 4rate:Date:

Date:

7/29/2019 Performance 2007 2009

7/13

PERFORMANCE EVALUATIONOVERVIEW:PeTformance evaluations and reviews are very important to an effective system of management. Our policy is thatthe 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. Whilethe evaluation should be positive and focus mostly on the results achieved, the identification of reasons for notachieving desired performance levels is also necessary The evaluation and discussion should provide important inputlor an individualized, self-clevelopment program to bulld skills and knowledge necessary to improve performance.Name Tom DunhamDepartment lnformation TechnologyJob TitleJobClassification ExemptEvaluation Period: From J un-07Evaluator's Name Darlene BeckEvaluator's Title lT Engineering ManagerINSTRUCTIONS FOR COMPLETION:

To May-08

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. Theimportance of carefui and objective preparation of evaluations cannot be overemphasized; an appropriate low ratingmay benefit the ihdlviclual more than a lenient rating that hjdes shortcomlngs that might be corrected if called to thelndividual's attention. The extent of an employee's prior experience should be taken into account by rating inaccordance 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 Resourcesand 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 Description of RatingLevel I Demonstrates a high degree o{ expertise and mastery in all aspects of the position in aprofesslonal manner.Level ll Fully performs the entire range of duties in a professional manner.Level Ill Generally performs essential duties satisfactorily.

7/29/2019 Performance 2007 2009

8/13

Level lV Does not perform essential duties in a satjsfactory mannerpage 1SUGGESTIONS:Some supervisors have foliowed a practice of asking employees to prepare a self-evaluation with this form beforethey meet for a formal evaluation. This self-evaluation is compared to the supervisor's evaluation and forms thebasjs of a dialogue about points of agreement and disagreement, Although this approach is not mandatory, ithighlights differences in perceptions thai are imporiant for effective communication about job performance andexpectations.lf the form does not provide enough space for commentary, feei free to add additional pages.

Professional SkillsTeamwork/ lnterDersonaJ RelaiionslWorks collaborative y within and across depadments to achieve identified goalsMaintains positlve and professional rela|onships wiih co-workers and all levelsof managenent.

lnitiativeiActively seeks to improve a way of do ng the job ancl seeks new assignmentswhen the current work is completed. Self motivaled, resourceful, and seeksopportuniiies lor professional dvelopment.

Customer Seryice:DevelQ$iFand maintalns good workjng relationships with both extrnal andinternal customdrs by undeistandlng and responding prompfly and cou eouslyio customer needs and expdciatlons.

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

Job KnovildclelDemonstrales thorough knowledge ofjob function and responsibilities. Viewedby peers as a soutce of knowledge and expertise in position and ability to workindependentlv.

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

JudqmenllExhlbits good judgment and common sense in handling work problems andresponsibililies, makes sound decisions, and respects confidentiality. Ablllty tosize problems and addresses them in line wlth lmportance,

Level I Level ll Level lll Level lV

n

n

N/A

n

I

n

E

p1

E

E

F]

n

n

n

n

n

u

u

n

n

ntrr

nr

n

nl

nT

nE] I

n T

7/29/2019 Performance 2007 2009

9/13

Paee 2

Analvtical SkillslReognizes whal informaiion is criiicaji plans and conducts research andanalyses in a dellberate and comprehensive manner, presents results in c earand cQncise manner.

Technlcal Skills:Proficieni use of work-rlated equiprnent, tools, and technology.

Level I Level ll

ELf

nnTn

Level lV N/A

nnLevel lll

fl!

Tnn

n

trn

trfl

Level I Level ll Level lll Level lV N/A,Production MeasurementsAccuracvlProduces accurate work producl following established rules and procedures.

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

TimellnesqDelivers \,toJk prodJct jn a timely lasnion.

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

nn

n

EE

L

pl

Comments:om has demonstrated superlative lnitiative in as he has picked up new iesponsibilities. Ttrese irrcJude thephone system, cvl, l\,4PA, Encryption and the test environment for source code. He has lound areas forimprovement 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 phonesystem up to a higher standard. ln December 25-33% of calls did not have state found by DBlookup, thesethen 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 usingphone number prefix data to segment our calls, and now this is part of the LiveOps algorithm. This allows usto focus on more likely to convert calls, especially when we're busy. As of early May, with April cRls stillrising, it appears April will end up close to or above March's totals, With tax month traclitionally being slower5'"6t",rf'S

SaleS- pleu"" see attached agent scorecard with manager,s comments

n

7/29/2019 Performance 2007 2009

10/13

Tom's volume of work exceeded previous VeTimeliness exceeded expectations, Tom picked up the CVI pieces and the phone system, jn adclition to hisexisting Web responsibilities. Tom fixed the broken MPAServer code when we weni down to only one MpAmachine. ln addition to legular web maintenance, ancl marketing-driven changes, there were 2 major webprojects. Tom removed Jlr/slr from homeg and set up the equivalent of a mirror for suze ormanadvertisements 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 activitymust pass through a system developed and administered by Tom before an agent can attempt to sell apqllcy. This speaks to Tom's accuracv,

Page 3Comments:

Level I Level ll Level lll Level lV N/ALeadershipLeadincl Others;Prioritizing and planning work activifies of others to meet clepartment prloritiesand timelines, efficlently motivates others towards common goals, integrateschanges, demonstrates abllity to coach, menior, ttaln, and develop others.

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

n n

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

Goals and ObjectivesSupervisor discusses employee's perfonnance lmprovement needs and action plan, training tecornmendations, and future goals andexpectailons for employee's job perfonnance,

fnn nn n

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

7/29/2019 Performance 2007 2009

11/13

Page 4

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

Development of SubordinateslRate aspecls such as ptoviding career development resources and offeringguidance, communicating prjodtios, goals, and oblectives, giving clear taskinstruciions, and completing peformance evaluations for staff.

l\,4anaclno:Manages varylng buslness priorities, sels goals and objectives, achievesresults, and produces lhe best end ptoduct result using avajlable resources,

Level I Level ll Level lll Level lV N/A

Iu

tl uLI

n

t4

E

l]nn

trr

CommentslNiA

Code of Conduct:At SelectQuote we pride ourselves on severat things: teamwork, professionalism, superior service andvalue, 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 ttrerecommendations that he makes to improve systems. Tom has managed to save SelectQuote his sa{arymany times over and over. He is a pleasure to be on the lT team with.

7/29/2019 Performance 2007 2009

12/13

Tom has demonstrated superlative initiative in as he has picked up new responsibilities. Theseinclude the phone system, CVl, MPA, Encryption and the test environment for Source Code. Hehas found areas for improvement in the phone system that will positively impact our ability to turnleads into inforce policies. Tllese areas were not touched in the previous five years, rather thesystem was considered good enough. After six months of off and on study, squeezed in betweenother projects, Tom began bringing 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 thisto less than 2%, while some of these recovered calls overflow to TRG, it appears more calls arenow answered by agents. Tom raised the possibility to management of using phone numberprefix data to segment our calls, and now this is part of the Liveops algorithm. This allows us tofocus on more likely to convert calls, especially whon we're busy. As of early May, with April CRlssiill rising, it appears April will end up close to or above March's totals, With tax monthtraditlonally being slower for SelectQuote, this is a marked improvement, Even discounting thebenefits of using prefix data, since it is still to early to make definite assessments, the dialerreports show 332 non-clobe sales made from iype I Liveops calls. These are calls that wouldhave likely abandoned otherwise. Tom also made improvements in our routlng scripts avoiding aSpanlink charge for out-of-scope work quoted at slightly over $20,000. These changes havereduced call router timeouts that lead to dropped calls and ihey save administration effort as wellas lessen the chances of a mistake that could result in mis-routed calls.

7/29/2019 Performance 2007 2009

13/13

Page 5Overall A.ssessmentln consideratlon of and consistent with this evaruation, this ind viduars performancecan best be described as:Level I ELevel ll nLevel lll nLevel lV n

Evaluator's Sign Offs'".t f o{

dF

Evaluated By: Date:

Employee's Acknowledgment of Evaluation

Was this evaluatron given to you in person? drr, I nojF.. Do you agree with the evaluations and/or comments? f,vrs n ruo

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

Employee's Signatur Date: V; t/obManager's Signature Date:

Dir*tors"'n.n,M Dare: *\aN-

7"ru 0,^,'"hon,Eo"lr,,,,r q. 6