ML021760047
| ML021760047 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry, Watts Bar, Sequoyah  |
| Issue date: | 01/06/1989 |
| From: | Fiser G, Shawn Smith Tennessee Valley Authority |
| To: | NRC/SECY |
| References | |
| -RFPFR, 50-259-CIVP, 50-260-CIVP, 50-296-CIVP, 50-327-CIVP, 50-328-CIVP, 50-390-CIVP, ASLBP 01-791-01-CIVP, EA-99-234, RAS 3933 | |
| Download: ML021760047 (9) | |
Text
,POSITION ITRUE/GRADE:
SOCIAL SECURITY NUMBER.
Chemistry SupertntendentbLK_!
ORGANIZAl ON:
BRANCH Plant DIVISION/SIII/S1AFF:
Sequoyah Nuclear Plant PERFORIMNCE PLANNING ANO EVALUATION FOR MANAGERS OFFICE OF NUCLEAR POWER
- LO*ATION
Senuovah REVIEW PERIOD ENDlING:____
(check one)
,RATING:
(Give Rating)
Interim I. *.,viu 3/30
-.A116u89 6130 9130 - Annual Adequate Performance Inter m'--
overallI Other-See Anltrctl Record Actual Date-Hr.
Other - See Instrm 4,,
DATE:
DALE:
IDALE:
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Iiiiri'ly Reviews - The PPE cover sheet only is conpleted and sent to the Division Personnel Officer.
.An*aul (or other) Evaluation - l1e coWleted PPh Form, in Its entirety, is sent to the Division Personnel Officer.
Ilred For quarterly reviews and annual (or "other') evaluations.
>"Ilred for quarterly reviews only If Interim rating is ounacceptable.0 Always required for annual (or "other*) evaluations.
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",PERFORWUcE PLANMING EAN FOUR PRIMARY OBJECTIVES UATION FOR ANAGERS (1) Improve quality and productivity by effectively definin9, managing and evaluatin accountabiltities reflected in the pstion description.
(2) Ensure that management job performance supports the achievement of corporate goal e
Iv thin the highest sndards of excellence.
(3) Provide a planning tool for training management employees to do their current jobs better.
(4) Create a means of identifying candidates for fut.r'so leadership roles.
KEY ELEMENTS IN THE PROCESS The Performance Planning and Evaluation (PPE) process involves these key elements in a continuous annual cycle: Performance Planning, Performance Management, Performance Evaluation, and Performance Development.
- 1. Planning
-4.,:
At the beginning of the Performance Planning and Evaluation cycle (annually in October) each management employee will meet with his/her
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,u&ry Four to s x dccoUntdbilI Me$ %obJectivesi fro which that management employee will be held resp~onsible during ***
the coming review period.
The supervisor and management employee will also define together what measure, standards, or descriptions will be used in assessing how well the work is being performed, and the expected results.
The position descriotion is significant because it becomes",
the cornerstone 4alanst whichn erformanci Is measured.
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- 2.
Management Performance Mananement fnr-times referred to as monitoring) means continuous day-to-day, week-to-week, conmunication between the supervisor and
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nei.L tupuy"- itegarding objectives, how they're being performed, and progress on individual development.
It is an information feedback and coaching process involving the observation of work and results.
A minimum of one review must be held quarterly and documented.
Each management employee receives an interim performance rating at the end or every quarter, refiecting accomplishments, the extent to which progress is being made in work and development activities, and how well management skills (performance factors) are being utilized.
- 3.
Evaluation At the end of the Performance Planning and Evaluation cyie (annually in Septemiber) supervisors evaluate each of their N-Schedule employees with regard to Accountabilities, Performance Factors, and *erformance Development Activities for the whole year.
One overall performance rating is given at this time.
The appraising manager should come to a decision regarding the overall ratng based on his or her perspective of the employee's performance during the whole year.
- 4.
Development Development activities are integral to management employees dchleving their maximum potential.
Developmental needs are first identified during the evaluation phase of the cycle as areas needing Improvement ur opportunities for growth. After developmental needs have been jointly identified by the supervisor and the management employee they are translated into action plans ar 4 monitored, with appropriate changes, throughout the next review cycle.
RATIIWDEfINITI0NS USED DURING QIJARIERLY AND ANNUAL EVALUATIONS Unacceptable I--I Performance Adequate I
Performance Solid I:1 Performance Superior r-I Performance Does not meet expecta-Meets basic expectations.
Fully competent per-Performance which clearly tions.
Failing to meet Performs similar to formance.
Consistently and substantially exceeds basic requirements of break-in period on new meets expectations in a expectations for major areas the position.
Manage.
- Job, Performance timely/quality manner, of position Contributes mrt action necessary, indicates certain Considered a valuable significantly to work group limitations.
Improvement employee contributing productivi y.
Highly woeded in specific areas. W Cllto tbe success of effectve in m e areas.
the organization.
W X 4A Exceptional Performance Sustain oince wi tions a work an ti
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hdentified JoIntlv bv emTl ACCOUNTAB lIlTIES List tour to six major actiw responsibilities, and/or spe reflected in the position de additional paper if necessar To support the plant in the units I and Z in the area of
- If unacceptable performance Is aet!nn olan (Section 4).
Indicated at any time during the review cycle, developmental needs should be Identified and translated Into an Ouarterly Oocimnted PRnlft Supvs S
np Schedule Dates Dates Caipleted Rating Ini1t;ials Initials 12/30 M1ma l ftealetlol GiM by:
A -I fl-ith CmOnnts COtWents Date:
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PERFOMANE PLANNING/PERFORMACE WMNAING/ANNUAL EVALUATION (Section 1) oyee and supervisor.
Reviewed Jointly by enployee and supervisor.
EXE REO SULTS ACTUAL RESULTS ities, ongoing Develop specific, measurable results Copy this form and review thIe progress made cial objectives for each accountability or objective.
In meeting the expected results on a periodic scription.
(Use basis.
(A minimum of one review must be held Y-)
quarterly and documented.)*
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Chemistry.
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PERFORMANCE FACTORS (OBSERVED)
FOR ALL MANAGEMNT EI1PLOYEES Check one (Section 2-A) kPerformance FOctonr describe h mployee go about.';
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responSiDbl ties.
Analysis & Decision Making -
Identifying Issues and J
problems, relating and Supervisor frequently Occasionally analyzes Generally anticipates and Consistently applies.!
comparing data, identifying required to identify problem problems to a satisfactory analyzes problems.
Estab-analytical ski lS to cause/effect relationships, areas.
Employee generally conclusion.
lishes priorities and plans relevant data.
Brings" Making judgments reflecting does not consider enough schedules accordingly.
problems and opportun factual In formation and Information in making Recommendations and ties to the attention ý organizational resources.
recommendations or decisions decisions generally of management In a well Developing alternative causes or over analyzes to the point include consideration of ordered manntr, Excep of act on, that decisions are not made.
all relevant factors.
ttonally decisive under tinm pressure.
Innovation & Creativity Generating and/or recognizing imaginative techniques or creative solutions to Introduce new methods, concept, and processes.
I--II Rarely Introduces new Ideas or ftThods.
I_ x 1 Can be resourcerul but frequently uses establithed methods for reaching goals.
I I-Commnications (Oral & 10i.tten)
Effective oral and written expression in presenting Ideas individually or In a group.
Ability to organize and present Ideas In a meaningful form.
Ability to pick out essence of what Is being said or observed.
Uses InformAtion to Identify MW analzd e prelim an
- opportmnties.
Performance Indicates a deficiency in the following area(s):
Verbal communication skill Written communication skill Presentation skill IZIC Problems or inefficiencies are created sometimes by Inability to effectively listen.
Comnunicates effectively In most areas.
I Usually aware of the needs of others for information.
Frequently demonstr~tes originality.
Offers suggestions or new lar; u~ches.
IxI Proficient use of oral and written communication skills.
Conveys information In a clear and meaningful form, Individually or In groups.
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Actively listens and observes.
Obtains feedback and acts on Idontifled problams &W Oportanites..
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I rerrormance Factors Applicable to All Ilanaqers Time Plana tement - Planning and.I prioritizing work to utilize I
available time productively.
Effectivelyapplying effort Work product is often Adequately sets priorities Generally uses time Ir highly producttvi'
<t, over a sustined period of time.
Incomplete and/or late.
and schedules time with productively and meets and consistently meets normal supervision in deadlines.
Steady worker; deadlines., Demonstrat$ 3 4"i I
order to complete tasks, works extra time when sustained effort and out.
St y$ over to,
Scomplete assignments
_on own Initiative._-'
Adaptahi1 try - Maintaining
,"i,* i effectiveness in varying and IIM 1 changing environments.
i Adjusting to changing Often falls to produce Usually produces Adjusts positively and Meets unexpected or M.'Jt,.
directions, demands, adequately when Job acceptable results when productively to new unplanned changov In",'t.J, priorities circumstances or conditions are altered.
Job conditions have been environments or changed job conditions with a personalities.
altered.
Requires some job conditions in a forward looking adjustment period.
relatively short period of attitude.
Reacts tO time.
challenges as
______________opportunities.
Temok-Working and Tinteractng with others in a C*1 II" cooperative manner to accomplish overall business Difficulty in effectively Accepts the need to work Develops positive working Demonstrates leadershli2 goals.
Supporting decisions dealing with others.
with others.
Provides relations with others.
in promoting cooperat ionj through Individual action.
Hinders individual or group assistance and information Provides help, advice, and and teamwork.
Solicits:
goal achievement, when requested, suggestions, feedback and seeks opportunities to effectively. assist others toward achlevin,
individual or group..
,__goals.
- dnating action andI I
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'.)aining active attempts to
"*teo goals.
Tenacity in Requires frequent direction i
s responsibility Provides extra effort In Consistently self C
Impleting tasks and solving or prompting.
'W defined Identifying what needs to motivating.
0evtlops t'4 probl=
W'Eillingness to exert d
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,e are given, be done.
Takes Indepndent innovative solutions extra effort to get the Job Contr'h.tes Input when action.and requires little to problM vlthout.
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called urrmn supervision.
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"This level Indicates prPblems or l4)eloments to accept*abe per orinance.i 1,?" -l,*.
vlopwata e show. e into en action plan (section 4).
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PERFORMANCE FACTORS (OBSERVED)
FOR ALL VANMfEf NT EMPLOYEES 1WH0 SUPERVISE (Section 2-8)
Leadership -
Utilizing appropriate Interpersonal methods In guiding individuals toward task
,accompishment or common 1goals. Ability to maintain 1group cohesiveness and
ýcooperation and facilitate group process.
Lack of established direction for the area supervised.
Actions do not reflect the support and confidence of subordinates.
Adequately working relationship with z-ployees.
Acknowledges role as leader of area supervised.
Has clear goals for the unit and seeks creative ways to assist employees in adopting them.
Manages self well and has gained the trust and confidence of the members of the unit.
employses go or" go Maintains absolute clarity of mission foor".'
self, unit and.
employees.
Subordinates are certain of the unit's '-*4 '
goals and have taken.
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Creatively inspires and,':`
motivates unit meIbers, ;,:.
to achievement of.,
iqoals.
Builds climI ta I*
- or results,.
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I Development of Subordinates -
Developing skills and colpetenc es of subordinates through the creation of Insight and/or through training and development activities related to their current and future Jobs.
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Planninm and Organizing 1itablishing a course of action for self and/or others to acco lish a specific goal; placqIng proper assigrments of personnel and appropriate allocation of resources.
L1_1 Exhibits lack of sensitivity to employees development needs.
Provides less tean adequate or Inaccurate feedback.
1--i Provides coaching when performance or problems with assignments warrant it.
Ix-r In Adequately plans own work and that of work group, given pre-established parameters and/or timeframes.
I-E Counsels and L iches subordinates on a day-to-day basis providing opportunities for feedback.
Exhibits an active concern by identifying and supporting tacivecncen by training and development activit is.
Takes a progressive "
- stance in encourag Ing:r professional growth and. i development.
IllIng.{ k to act as a mentor f others.
Increases effectiveness of
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subordinates by helping them identify their r.
needs, designing or0 locating appropriate' development si tuations.;.I Consistentl and systemi courses of support of Gives thorc V.'
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r7 6elegation Utilizing subordinates skills, and energies effectively Allocating decision makIng and other responsibilities to the appropriate subordinate.
Control Establishing procedures to monitor one s own job activities and responsibilities or to regulate the tasks and the activities of subordinates.
Taking action to monitor the results of delegated assignments or projects.
Malking Your Spaces ACCESSIBLE - Person-to-person communication.
Observation of work at employee's work place.
Listening to employees.
SENSITIVE - Consideration of subordinate's feelings, needs and ideas.
PERCEPTIVE - Ability to,'Judge whether employees are doing the right things for the right reasons.
Ability to be. sel -critical.
Making decisions and taking action based on one's assessment.
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Requires undue amount of supervision to manage people.
Has difficulty in giving up job responsibility to others, or in assigning work to the appropriate person.
IT_ I Delegates job tasks and/or well defined responsibili ties to subordinates.
1-i Delegates effectively allowing subordinates the responsibility for gathering and analyzing data and prioritizing work schedules.
Provides opportunity for feedback.
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- Difficulty in recognizing the importance of monitoring or following up on the adequacy or timeliness of work assignments.
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- Exhibits lack of initiative in making oneself accessible to subordinates.
Shows lack of awareness of one's behavior and its impact on others.
Demonstrates difficulty in assessin9 problems or opportunities and In providing follow-up with employees.
1I Takes action to follow-up on work, tasks, or activities periodically.
I--I Person to person conmonication is generally open.
is receptive to ideas and needs of subordinates during assignments, scheduled meetings, and/or problem resolution.
Provides follow-up on an as-needed basis.
0I:I Effective in monitoring job activities and responsib;lities for self and subordinates.
Recognizes budget constraints.
observes work in progress for adequacy and timeliness and provides for periodic feedback or status reports.
ITi Routinely observes and talks with employees at their work station.
Fosters a give and take atmosphere where ideas and needs can be aired openly.
Demon strates ability to detemine if people are doing the right things for the right reasons and provides direction or problem reso lutions in a timely mnner.
Contiruously demonstra- :
tes an effortful commlt-ment to being accessibleW',
to subordinates; open
- and sensitive t the I -r,(,
needs, feelings, a nd ideas! and n antiv& t I
inii lOVOS iflOICil@5 propiwasor iqiquiinflis w dccepidoiW perruruasz.
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Clearly delegates responsibilities, J
decision making, A. '
authorities to subor:-%-
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Provides effective information >,
and resources to accom.,
plish work assignments$
Demonstrates marked-*.
ability to target 1d 1 viduals in the organ
't* T zation to successfully, carry out assignments."* -&i' Uses systematic and efficient methods for tracking activities for which individuals or.
organization are respon- :U sible. Achieves results',k.'
within budget.
Operatesl,;.
with a heightened senser',V of urgency when needed get maintains effecti v :*,
balance between concerm, 2
for people and concern for work results.
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w based on performance during thls review period Unacceptable Performance rm orma (Sectioen 3)
Solid I-Performance Superior Performance Exceptional
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meets basic expectations.
Fully competent perform-Performance which clearly Sustained extraordinary pero failing to meet basic Performs similar to mAnce.
Consistently and substantially exceeds which far exceeds expectation "requirements of the break-in period on new meets expectations is a expectations for major areas significa.tly adds to work gr.
position.
Kanagement job. Performance timelyfquality manner, of position. Contributes performance In excess of peer action necessary.
indicates certain limita-Considered a valuable significantly to work group contribution.
Top performers tions.
Improvements elloyee contributing productivity.
Highly the organization receive this.
-U needed is specific areas.
weil to the success of effective im many key areas, rating.
Achievable but. seldwu
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attained performance..
MOE:
If at the end of the review cycle (September) the mployee receives an "unacceptable" rating, a formal review of performance must again be conducted at the end of the next quarter.
Supervisor's Summary Statement and Coments:
P The overall performance of the Chemistry Group Is not acceptable.
Although Mr. Fiser has expended a great deal of effort in developing an is
-program, very little implementation has taken place.
Extensive effort will be required to make the necessary progress in 1989.
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Eaployee's Comoents (OC-ional) 4.,
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Date:
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Reviewed by:
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rI5--1Employee Signature:
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PERCWRPMOM OMVPEVELT A
2 (Section 4)
The purpose of this section is to assist the management exployee in perfoiung effectively In his/her present assigiwent by identifying strents, luprovement needs, and develoipental activities.
Performance develoPMent activities can also be viewed as an Occasion, an opportunity, In support of career objectives.
This section is conipleted at the beqinninl of the next review period.
(Use additional Paper if necessary.)"
Career Interests (Completed by employee.)
Bespecific. Indicate preferences and alternatives.
A.
Next 5.3. Lo*er Range Wdhat strengths and abilities has the employee demonstrated in his/her present or most recent position?
(Completed by Supervisor during quarterly lMr. Fiser has a very strong technical understanding of the chemistry area; additionally, he has considerable experience in this area.
Jj In lch a re.as of perfor.mance does the erployee need the most improvement?
(Completed by Supervisor during quarterly and annual reviews.
Areas aoted should be accompanied by a co.-esponding performance development action plan.
See reverse side.)
Mr. Fiser must become. morc aggressive in the performance of his duties.
many discrepancies in equipment and personnel performance should have been corrected in a more timely manner.
Mr. Fiser has a tendency to wait for corporate assistance in many areas where
- assistance is either not required or forthcoming.
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