Balanced Scorecard

1. Balanced Scorecard 2014 for James Ball
Employee Information
Last Name: Ball
First Name: James
Job Title: B07720|Local Bancassurance Manager
Employee Number: 0419727
Band: EU
Line Manager: Nigel Clarke
Line Manager Job Title: B07721|Regional Bancassurance Manager
Line Manager Band: G
Introduction
Welcome to your personal Balanced Scorecard.
Your Balanced Scorecard provides a simple, shared approach, which connects Lloyds
Banking Group’s business strategy and priorities to our day to day business activity by:
 Aligning our personal objectives to our Business Strategy
 Setting clear standards through Lloyds Banking Group Values and its Codes of
Business and Personal Responsibility.
The Balanced Scorecard is an integral part of how Lloyds Banking Group manages
performance and is supported by:
 Regular reviews and conversations with Line Managers &
 The The Learning Site which facilitates effective development planning to help you
achieve your full potential, providing access to all Academies, Learning and
Capabilities associated with your role.
For more support on Performance Management you can visit the Managing Performance
intranet site.
Finance
1.1
Objective:
Deliver the finance plan
Measures:
1. I manage and work within my budget
effectively to ensure that my team meets
the needs of both customers and the
business.
Meet Headcount budget
Operate to cost budgets and act to best cost
option
Targets
Target Date Target
31/12/2014 1. LDGdirect costs within budget
My Plan to Achieve this Objective
Commentary
Comment by James Ball:
Expenses are always dealt with in a timely manner both personally and within the wider

2. team
Building the Business
2.1
Objective:
Meet a broad range of customer needs
Measures:
1. I lead, coach and support my team to
enable them to professionally and efficiently
meet customer's protection needs. I
encourage a one team approach to working
together with colleagues from across the
wider business.
* Meet Customer needs objectives
* Meet Partner objectives for Community
Bank and Mortgages
* Develop Mortgage Protection penetration
Targets
Target
Date
Target
31/12/2014 1. Customer needs met - 100% 1i. Mortgage referrals target - 100% 1ii. CB referrals target - 100%
1iii Activity standards - achieve benchmarks
My Plan to Achieve this Objective
Commentary
Comment by James Ball:
Throughout the half year I have led and managed the team through change and a
challenging bancassurance environment in a professional manner at all times this is
evidenced in the overall performance of the team.
Q1 Top team in the Region on all bench mark standards including needs met, CB and
Mortgage referrals.
Q2 and YTD Needs Met 111% - Top in the Region and 8th Nationally
Productivity 103% and 5th Nationally
Community bank - 250% top in the Region
Mortgage referrals - 153% top in the Region
Customer
3.1
Objective:
Deliver genuinely excellent customer service
Measures:
1. I consistently deliver an excellent
customer experience, take ownership of any
challenges, and lead key changes in a way
that everyone understands 2. My team helps
customers and their families remain
protected by meeting persistency/retention
standards
* NPS scores >75
* Fulfillment scores >80%
* Wills - manage FCs to 15 sign ups per qtr
from opportunity

3. Targets
Target
Date
Target
31/12/2014 1. NPS target - (TBC) 1i. Evidence of leading and embedding change at a local level 2. Zero
premium lapses and NTUs < 7.5% 2i. 6 month lapses < 5.7%
My Plan to Achieve this Objective
3.2
Objective:
Deliver fair outcomes
Measures:
1. We work to get things right first time for
our customers in a fair and considerate
manner and where a complaint exists we get
to the root cause to improve the experience
for all customers
* BVT file quality 90% pass < 5% Unclear
* Risk score Green
* Customer Contact rates TBC
Targets
Target Date Target
31/12/2014 1. Outcome testing - (TBC) 1i. Volume of upheld complaints - (TBC)
My Plan to Achieve this Objective
Commentary
Comment by James Ball:
As a manager I have endeavoured to put the customer at the heart of the team this is a
constant in our communications in both needs met and getting the right outcome first time
for our customers. This is evidenced as follows.
Current NPS score for the team - 92.8% QTD with 13 promoters, this has really helped to
demonstrated to our branch colleagues the pivotal role that we can play in the overall
customer experience.
fulfilment - 92.8% 2nd in the Region
Wills - referrals is a constant above 50% of opportunity and QTD there have been 149
successful sign ups.
Retention is a great way of evidencing customer understanding and long term
relationships.
The team currently stands 6.6 % against zero exits with an improving trend across the team
and 6.2% for 6 month exits. The new KPI measures have now become embedded in the
team evidenced in an overall Team Tacsy score of 13 and 8/9 advisers green with 1 other
amber YTD.
BVT has continued to be a strength after a hiccup in the month of March with the overall
team score at 96.7% and 1.4% unclear a great achievement with over 200 cases checked
this quarter alone.
Outcome testing is also now improving with the April CMF showing a 98.2% needs met
measure with no upheld complaints.
Risk

4. 4.1
Objective:
Ensure compliance with internal and
external procedures
Measures:
1. I ensure that protecting the bank and our
customers is high on all colleagues agenda
by adhering closely to risk procedures in a
timely and accurate manner
Targets
Target
Date
Target
31/12/2014 1. File quality (verification) scores >90% passand <5% unclear 1i. Deliver first line supervision
requirements in accordance with T&C scheme requirements.
My Plan to Achieve this Objective
Commentary
Comment by James Ball:
As stated previously BVT is now a strength again with the current three month data at
96.7% and 1.4% unclear.
All 121's are successfully recorded on MDR along with documented coaching summary
support and observations.
MRA is also kept up to date with no recorded breaches QTD.
People Development
5.1
Objective:
Strive to make LBG a great place to work so
that we can be the best bank for colleagues
Measures:
1. I make my business a great place to work,
leading my team by setting the highest of
standards through my own behaviours and
proactively engaging with colleagues. I live
the Group and Lloyds brand behaviours to
create a climate in which people feel valued
and want to do their best. 2. I support the
development of my team, ensuring they
build the capability of their teams and
enhance their performance through
effective coaching and one-to-ones.
Targets
Target
Date
Target
31/12/2014 1. Colleague engagement - have an active colleague engagement plan 1i. Absenteeism- full
adherence to absence policy, completion of relevant documentation and return to work
discussions. 1ii. Firstyear attrition - evidence of actively supportingand nurturingnew members
of the team. 2. Evidence of building skill and capability in direct reports 2i. Under rated
performers - improve, move or exit before YE (TBC)
My Plan to Achieve this Objective
5.2
Objective: Measures:

5. Support your local community and develop
lasting relationships
1. I develop local relationships by
contributing positively to the communities I
serve
Targets
Target Date Target
31/12/2014 1. Demonstrate your contribution to the community - such as DTMAD, Charity or teamactivity
My Plan to Achieve this Objective
Commentary
Comment by James Ball:
Colleague engagement is very high on the agenda and I have strived to support and coach
the team through the recent Plan It changes and up skill around detailed discussion whilst
the team are improving there is still work to do.
Specifically with engagement we have encouraged FC participation with team meetings
which are now facilitated and led as opposed to information down load, giving the FC's this
responsibility further cements their understanding of their role and their own personal
developments to become the best that they can be.
Another example of this is through the FC's taking turns to deliver the outcome calls
weekly, having the ability to openly challenge their peers understanding embeds their own
knowledge as they strive to be the subject matter expert.
Absenteeism is very low with the occasional day taken for 24 hour illnesses. There are no
long term sick within the team and I take personal satisfaction that although we work in a
challenging environment the team feel that they are supported to deliver in a non
threatening manner with complete role clarity.
The team have successfully arranged a day to make a difference supporting prostate
cancer Wales
Development Plan
The purpose of this Development Plan is to help you and your line manager to identify the
competencies/capabilities, skills and knowledge that you need to develop to improve your
future performance.
Development Need 1
I have met with Nigel and we have in place an ongoing development plan that we will
disucss at regular intervals throughout the year.
What will I do to achieve this
As above
Resources / Support Needed
As above
Success Criteria
As above
Target date for review 30/06/2014
Target date for completion 30/06/2014
Development Need 2
What will I do to achieve this
Resources / Support Needed
Success Criteria
Target date for review
Target date for completion
Development Need 3

6. What will I do to achieve this
Resources / Support Needed
Success Criteria
Target date for review
Target date for completion
Development Plan Status: Development Plan – agreed
Mid-Year Summary Commentary
What have I delivered (What)
Comments by James Ball:
throughout the half year I have continued to lead the team firstly in Q1 along side Rich
Lavender and into Q2 with Gregg Jones, I feel that I have worked well with both colleagues
in the delivery of the key measures in line with the banks values and behaviours.
Success for the team is evidenced in the key performance highlighted below.
Overall score card performance in Q1 Swansea 5th Nationally and Q2 West Wales 2nd
Nationally.
Needs Met
Q1 and Q2 top team in the Region and also top ten consistently Nationally excluding BOS
and greenhouse LDG Swansea and West Wales would rank top 3. In addition to this
contributing to the success of Wales and Borders and Wales and West position YTD.
Team Risk - Green in both Q1 and Q2 making a huge contribution to the Regional score of 4
BVT - consistently over the company standard and currently trending over 95% and less
that 2% unclear.
Partner Referrals - Top in the Region on both measures at 250% and 153% respectively.
NPS - 92.8% trending quarter to date with 13 promotors.
How have I delivered in line with Lloyds Banking Group Values & Behaviours (How)
Comments by James Ball:
The what performance over the half year has again been of the highest order, in achieving
these results I have personally strived to deliver within the banks values and behaviours
and feel that I endeavour to live the brand and promote this ethos throughout the team.
My day to day management of the team, LD, LMM and stakeholders is always thought out
with a clear strategy of putting the customer first and building a strong and sustainable
business. This is evidenced in contributions to the weekly LDG calls, team meetings and
weekly LMM tri party meeting. The inter relationship within the LDG is strong and has been
built on a firm foundation where we speak the truth and actively take feedback to
improve.
Initiatives that I have implemented to support the customer proposition have been
management of FC's to protect a customer a day and the ongoing relationship with the
MAPA colleagues to ensure we endeavour to refer each and every mortgage customer
through a thorough referral process.
I have shared these initiatives with my LBM colleagues and actively contribute with ideas
and shares at team meetings, I have supported the RBM fully in the half year and will
continue to do so in as many capacities as possible. I share his belief that through active
engagement the individual should perform at a higher level and have continued to support
the colleague engagement within the Region most recently delivering the train the train
event at the LBM meeting in Gloucester.

7. I thoroughly enjoy these additions to my main role and will continue to seek out these
additional responsibilities to build upon my own personal development which I feel has
moved on considerably over the last 12 months.
I do feel that the bank is in a position of transition and in bancassurance we could be faced
with great challenges in the coming months but with additional skills and self belief I
honestly believe that I can add value to the company and continue to play an important
part in the evolution of the bank of tomorrow. With that said i am looking forward to
attending the joint party meeting with our mortgage colleagues to listen to their ideas and
see how we can shape the business and make is a success for the customer the colleague
and the bank.
I have enjoyed the first half of 2014 and an energised to continue into 2014 and support
Wales and Borders maintain and deliver the highest standards.
What has the colleague delivered (What)
Comments by Nigel Clarke:
James has articulated very well all the successful metrics for both Swansea and the
enlarged West Wales group so I won't repeat them here - but do acknowledge and
recognise that the "Whats" results are excellent and at or near the top of the company.
This has been instrumental in helping secure No1 position within the Region and for the
Region.
I think that the partnership with Gregg is better overall than with Alan and Richard
because of complimentary strengths which has meant that the new West Wales has carried
on seamlessly even though the former smaller West Wales was not in such a good position
at restructure.
How has the colleague delivered in line with Lloyds Banking Group Values & Behaviours
(How)
Comments by Nigel Clarke:
James has been more tuned in to the benefits of Colleague engagement than his peers and
is in part seeing the rewards in his results across the scorecard - and I have pick up ideas
from his comments alone. James has been involved from the beginning as proponent for CE
and is regularly part of delegated activities that support the region - either as ideas and
input or reviewing workstreams to add value and ensure that are fit for purpose.
This has ensured he has a strong voice around the LBM table. Wider exposure has and will
come from deputising duties, representing Wales and West on CE Coalition and showcasing
working relationships via the Director Visit.
Works very well with LD and in partnership with second LBM and the set up with the
Mortgage team has consistently been strong. However James has developed stronger
leadership behaviours - presents confidently - and has strong articulation.
Risk -Throughout H1 TACSY risk score has been Green for the FC's under supervision with
occassional file quality issues dealt with promptly. Primary metrics remain within Company
standard and I have no reason to think that will change. On thing James will need to be
aware of his the environment round the business imperative of Customer needs met from
customer outcome testing. If that is not met to company standard in H2 it may impact your
rating down one level.
Going forward James is in succession plan and with some further exposure I think would be
ready for a challenge at the next level. I'd like that to be SBM but that would not be
exclusive in my thinking if a great opportunity came available. Proposals will be made to
enhance development and exposure which I believe will give James the opportunity to stay
well placed in the day job but take the pronponent part of his role in a different direction.
Very pleased for you - to apply a TOP rating and thank you for your contribution.

8. Year-End Summary Commentary
Performance Rating
You and Line Manager should:
 Discuss and agree a rating for current performance against Balanced Scorecard
objectives
 This rating will then be approved by a Grandparent.
Click on LINK to view your Colleague Profile and access your performance and career
information.
Rating: TOP PERFORMER
Signatures
Colleague:
James Ball