Performance Discussion

Convergys Performance Discussion Form Planning Guide & Summary

Name Manager Name Date

Edit the gray-shaded areas and save this form to your individual PC. Attach the form to e-mail for distribution. Managers and employees share the responsibility to initiate performance discussions and exchange feedback. Performance discussions can happen at any time, but they are more productive if they are frequent. It is recommended that you discuss performance at least once a quarter. Anyone can start the process by scheduling a time to conduct the discussion. Your discussions will be more effective if they are focused, and will have greater impact if your document them. This three part form will help you with that process. It covers all the areas that are addressed during the annual appraisal process that occurs at the end of each year. PART 1 - What Was Accomplished? Identify progress to date, priorities, and challenges. PART 2 - How Was It Accomplished? Use the Convergys Competencies (included) appropriate to the employee's role to identify areas of strength and areas that may need focus. PART 3 - What’s next? Summarize the key points from the discussion. Document any agreements reached, include action items, owners and milestone dates. Note: If an employee's performance warrants corrective action, it is important to formally document performance expectations and to complete a performance improvement plan with input from HR.

DISCUSSION PLANNING

PART 1 What Was Accomplished? Identify progress to date, priorities, and challenges. Employee Comments

Manager Comments

Discuss current priorities and their importance, and workload Employee Comments

Manager Comments

Discuss current obstacles / roadblocks, potential challenges Employee Comments

Manager Comments

Convergys Performance Discussion Form June, 2006

PART 2 How Was It Accomplished? Use the Convergys Competencies (included) appropriate to the employee's role to identify areas of strength and areas that may need focus.

Employee Comments

Manager Comments

PART 3 - What’s next? Summarize the key points from the discussion. Document any agreements reached, include action items, owners and milestone dates.

Employee Comments

Manager Comments

Convergys Performance Discussion Form June, 2006

CONVERGYS STREAMLINED COMPETENCIES

Leadership (all Directors and Officers)

Managerial (B3 and C-band Managers)

(B1 and B2-band Supervisors)

Individual Contributor (all A thru C-band Individual

Supervisory

Contributors)

Provides Thought Leadership Consistently adds real value, providing innovative ideas, leading to improvement initiatives and best in class service and efficiency for the customer.

Provides Thought Leadership Consistently adds real value, providing innovative ideas, leading to improvement initiatives and best in class service and efficiency for the customer.

Provides Thought Leadership Consistently adds real value, providing innovative ideas, leading to improvement initiatives and best in class service and efficiency for the customer.

Provides Thought Leadership Consistently adds real value, providing innovative ideas, leading to improvement initiatives and best in class service and efficiency for the customer.

Achieves Extraordinary Results Consistently delivers results that directly impact business success.

Achieves Extraordinary Results Consistently delivers results that directly impact business success.

Achieves Extraordinary Results Consistently delivers results that directly impact business success.

Achieves Extraordinary Results Consistently delivers results that directly impact business success.

Attracts and Develops Top Talent Attracts talented people to their organization and spends considerable time coaching their people, preparing them for other great jobs at Convergys.

Attracts and Develops Top Talent Attracts talented people to their organization and spends considerable time coaching their people, preparing them for other great jobs at Convergys.

Coaches for Improved Performance Provides helpful, specific feedback for employee development and improved performance in a timely manner.

NA

Drives Change Anticipates and champions opportunities for change that positively influence the direction of the organization; never complacent with current success.

Drives Change Proactively identifies change/improvements that will add value and helps employees understand what they will need to do differently as a result of changes.

Drives Change Proactively identifies change/improvements that will add value and helps employees understand what they will need to do differently as a result of changes.

Drives Change Proactively identifies change/improvements that will add value and positively contributes to the implementation of change.

Leadership Presence Influential and confident without being arrogant, and skilled at communicating at all levels.

Leadership Presence Influential and confident without being arrogant, and skilled at communicating at all levels.

Leadership Presence Influential and confident without being arrogant, and skilled at communicating at all levels.

Leadership Presence Influential and confident without being arrogant, and skilled at communicating at all levels.

Builds & Leverages Customer Relationships Leverages relationships with internal/external customers to drive business growth, focused on meeting the customer's objectives.

Builds & Leverages Customer Relationships Leverages relationships with internal/external customers to drive business growth, focused on meeting the customer's objectives.

Builds & Leverages Customer Relationships Leverages relationships with internal/external customers to attain business goals, focused on meeting the customer's objectives.

Builds & Leverages Customer Relationships Leverages relationships with internal/external customers to drive business growth, focused on meeting the customer's objectives.

Collaborates to Achieve Company Goals Works cooperatively, listens to learn others' perspectives, and puts company goals ahead of individual goals.

Collaborates to Achieve Company Goals Works cooperatively, listens to learn others' perspectives, and puts company goals ahead of individual goals.

Collaborates to Achieve Company Goals Works cooperatively, listens to learn others' perspectives, and puts company goals ahead of individual goals.

Collaborates to Achieve Company Goals Works cooperatively, listens to learn others' perspectives, and puts company goals ahead of individual goals.

Convergys Performance Discussion Form June, 2006