ML030780266

TVA - Joint Exhibit 30 - Recd 04/30/02: January 5, 1989 Fiser Performance Review

ML030780266
Person / Time
Site:	Browns Ferry, Watts Bar, Sequoyah
Issue date:	01/06/1989
From:	Fiser G Tennessee Valley Authority
To:	NRC/SECY
Byrdsong A T
References
+adjud/ruledam200506, -RFPFR, 50-259-CIVP, 50-260-CIVP, 50-296-CIVP, 50-327-CIVP, 50-328-CIVP, 50-390-CIVP, ASLBP 01-791-01-CIVP, RAS 6051, TVA-Joint-30
Download: ML030780266 (10)

Text

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Mm FOR KAXAGERS OFFICE OF NUCLEAR POIAR NAM:

C.G.L. PFler fr SOCIAL SECURITY IERi:

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Chemistry Super!

OCIUIIOII:

RANII Plant LOCATION:

S-q a4h

.REVIEW PERIO ENDING:

,(chec one) 12/730 RATlNG:

,(Give Rating)

Interim SUPERVISOR COPMtS:

Wn tSS:

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IntendentlU-7 DIVISION/SItE/sAIF:

Sequoyah Nuclear Plant

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-I 11L 3/30 1/6/89 P363 i 930 _ -n-nu-&T Adecuate Performance Other-Seo Instructions Record Actual Data fer.

Other - Set Instructiocs

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IIirly Reviews - The PPE cover sheet only Is tipleted and sent to the Division Personnel orficer.

,Anna1 (or other) Evaluation - 1he cmpleTcd PPt ronnn Its entirety, Is sent to the Division Personnel Officer.

,Required for quarterly reviews and annual (or 'other*) evaluations.

Rt quired for quarteriy reviews only It Interim rating Is "unacceptable." AIwys required For annual (or oother') evaluations.

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1ULGAR REGULATORY COMMSSIJN WJJCKA NMo.

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Na.3 In the mattor of 7_ _

Staff IDENTIFIED__

.Applicant 6.

RECEIVED Intervenor REJECTED O~ther_ -

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! Im PRTMARY f EfO£rRNAM PAWSING AMD EYAIIIAT10O FOR HUIAURS

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.4 urCTIVFS (1) lmprove quality and productivity by effectively defining. omnaging and evaluating accountabilitles reflected In the position description.

(Z) Ensure that management job performance supports the achievement of corporate goals and objectives within the highest stindards of excellence.

(3) Provide a planning tool for training management employees to do thelr current jobs better. (4) Create a means of identifying candidates for futurer' leadership roles.

KEY ELErTNTS 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 Developivent.

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1. Planninq At the beginning of the Performance Planning and Evaluation cycle (annudily In October) each management enployee will meet with his/her supervisor and jointly Identify four to six accountabilities (objectives) for which that management employee will be held responsible during %

the coming review period.

The supervisor and management enployee 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.

lhe position description is significant because it becaes the cornerstone aiainst which performance is measured.

2.

Managewent

• 4'4 Performance )Mananemtnt fqrwklmes referred to as mtnitorln 7) means continuous day-to-day, week-to-week, communication between the supervisor and

.na & etil tieqiuytv segarding objectives, how they re being performed, and progress on Individual dereloprent.

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 doccunented.

Each management enployee receives an interim performance rating at the end of every quarter, refiecting accomplishments, the extent to whic_

progress is being made In work and development activities, and how well management skills (performance factors) are being utilized.

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At the end of the Performance Planning and Evaluation cydie (annually In SepttLvber) supervisors evaluate each of their M-Schedule emnployees with regard to AccountabIlItles Performance Factors, and *erformance Development Activities for the whole year.

One overall performance rating is given at this time.

ihe appraising manager should come to a decision regarding the overall rating based on "isoher perspective.

of the employee's performance during the who e yrar.

4.

Developrent Development activities are Integral to management enpIOyCes dtiiieving their maxinn potential.

Developmental needs are first Identifled during the evaluation phase of the cycle as areas needing Inprovement ur opportunities for growth. After developmental needs have been jointly Identified by the supervisor and the management employce they are translated Into action plans ar4 monitored, with appropriate changes, throughout lhe next review cycle.

RATING DEFINITION$ uS 1 D DURInG OuARrRLY AND ANNUAL EVLUATIONS 9

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.4 Unacceptable 1=1 Performance Does not eet expecl tions. Failing too basic requirements c the position. Kands

_mnt action necessar Adequate l1=1 Perfonmance Solid l = l Performance Superior 1=1 Performance Exceptional 1=1 lPerformance A-Meets basic expectations. Fully competent per-weet Performs similar to formance. Consistently if break-in period on new meets expectations In a Job, Performance timely/quality manner.

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ndIcates certain Considered a valuable limitations.

Ifprovement enmloyee contributing wededd In specific areas.

veil to tb 1 Imyess of

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'h Performance which clearly Sustalned extraordinary perfor-.'"

and substantially exceeds monco which far exceeds ehpoct&-#

expectations for Major areas tions and significantly adds to of posi t ion Contributes roup rfornce ln x :s p s gnificantly to work group pe r contrl 0

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producglVIty. Highly but seldom attlned performance..

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4Swmm P!RFORMACE PLAP;IWG/PERFORnNCE KVNAUGCMG/ANUAL EVAWIATIOPi (Section 1)

.onee and supervisor.

Reviewed Jointly by-emloye and supervisor.

- Ideti Ved Jointly-by eifp ACCONTABILIJIES EXTMOM37[

ACTUAL RESULTS List four to six major activities, ongoing responsibilities, and/or special objectives reflected in the position description.

(Use additional paper lf necessary.)

Develop specific. measurable results for each accountability or objective.

Copy this form and review tNe progress made In meeting the expected results on a periodic basis. (A mininum of one review nust be hold quarterly and documented.)*

' ;1' To support the plant In the restart of units land 2 In the area of Chemistry.

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• If unacceptable performince 1s

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Indicated at any time during the review cycle, developwental needs should be Identified and translated Into ib OtarrteT y P Octu ted Rtui I.

SunVi' LmM's Skiftdule Dutte tates Ccwpleted Riting inlials mliita

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FOR AUL MANAGEMENT EMPLOYEES

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Check one Performance Factors describe hkw amlowt*s oabomt' accomplishing Job responsibil T ges i

Analysis b Decision Making -

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Identifying Issues and problems, relating and Supervisor frequently Occasionally analyzes Generally anticipates and Consistently appie n carparing data, Identifying required to Identify problem problems to a satisfactory analyzes problems. Estab-analytical skills to cause/effect relationships.

areas. Erplo co generally conclusion.

lIshes priorities and plans relevant data. Brino Making jud ments reflecting does not cons~der enough schedules accordingly.

problems and opportunl-factual information and Information In naking Recommendations and ties to the attention "

organizational resources.

reconetndatlons or decisions decisions generallY of management In a wull Develoling alternative causes or over analyzes to the point Include consideration of ordere(I rancr Excep-of actlon.

that decisions are not nade.

all relevant factors.

t lonally dec syn under tire pressure.

Innovation & Creativity -

Generating and/or recognizing lmaginative techniques or creative solutions to Introduce new methods, concept, and processes.

Rarely Introduces new Ideas or whthods.

I x I Can be resourrerul but frequently uses estabiished methods for reaching goals.

I-I Ceomunications (Oral -kyIttent Effective oral and written expresslon In presenting ideas Individually or In a group.

AbIlit to organize and present Ideas In a Meaningful form.

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Frequently demonstrates originality. Offers suogestions or new aJ; Viches.

ITI Proficient use of oral and written communication skills. Conveys Information In a clear and meaningful form, Individually or In groups.

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Highly Innovative.

Frequently consulted for new Ideal r

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Provides creative solutions t-. h.

caIplex problem.

1=I Perfonrance Indicates a deficiency in the following area(s):

Verbal enmunIcation skill Written communication skill Present tion skill Communicates effectively In most areas.

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munication pts

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Very effective planning, organizing,.;

and conveying Infor a' tIon and makingr

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Ability to pick out essence of what Is Wibnl said or observed.

thsts informe ion to Identify Snd anal I* problei and

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Problemg or Inefficiencles are created sometimes by inability to effectively listen.

l x I Usually aware of the needs of others for Information.

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Actively listens and observes.

Obtalns feedback and acts 06 Identified problm$ and opportunities.

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orffortfu IsUilt A.:lt.ty e lcits, affect chaqe0sBn ior m

or pi forwce

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TIMe hNao9entn - Planning and prioritizing work to utilize Ixi available time productively.

Effectivelt applying effort Work product Is often Adequately sets priorities Generally uses time Is hiohly productivel over a susa Ined period of time.

Incompiete and/or late.

and schedules time with productively and mets and consistently met nornal supervision In deadlines. Steady worker; deadlines. Damonstrat$'fi, order to coimplete tasks.

works extr time when sustain"d *ffort nd

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willingness to out. Stay$ ovnr cemplete ASS'C on own initilate..

..'A4 daptabIllt _ Maintaining lftectlveness In varying and I =

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II changing environiments. r dJusting to changing Often falls to produce Usually produces Adjusts positively and Meets unexpected or !:It :

directlons, demands adequately when Job acceptable results when productively to new unplanned changesQav In-priorities circumstances or conditions are altered.

job conditions have been environments or changed lob conditions with a* :t-personalities.

altered.

Requires somo job conditions In a forward looking adjustment period.

relatively short period of attitude. Reacts to'. :I V.time.

challenges as opportunities.

";;t4 teammork - Uorking and Tnreracting with others In 1

I-xi cooperative manner to accomplish overall business Difficulty In effectively Accepts the need to work Develops positivn working Damonstrates leadershipis? 4 goals.

Supporting decisions dealing with others.

with others. Provides relations with others In promoting cooperatIon, ;

through Individual action.

Hinders Individual or group assistance and Infornatlon Provides help, advice, and and teamwork.Solicits (;

goal achievement.

when requested.

suggestions, feedback and seks I

~~~opportunitlnto ts effectively, sis others toward chO Individual or group; goals.

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- -iailing activn atteDrpts to

'<ve goals.

Tenacity In Requires frequent direction t..

.Ii rew responsibility Provides extra effort In consstentll sef-p leoating taskc and solving or prtopting.

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,n t defined Identifyingwhat needs to mtivat In',

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Contrtthhtasks ainput whe n

action and requires little problW.

1illingness to exert Caot1K.: nt; are given, be done.

Takev indePendent innovative sojutionss:

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extra effort to et the Job Jcal led Iut s ersision

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J gote teJbCal lei urpn su"aln Jrdffl St~r,^,

MIns level Indicates prPOISs or Up dieflts to ccepTible perfor7unr I5thi-ve oprwn s

uuDea ad uatla' p into so KcifoA P!an (seciof 4).

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• ti-"'R-I (PERFOR CE FACTORS (OBSERVED)

.1 FOR ALL AUNACEMENET ErILOYEES MD SUPERVISE tional fo o-S e s(Section 2-8) acc1isii o

Check One Performance Factors describe ho M

eployes 90o Optional-tr Nont-Supervisorns accomplishing Job responsibit l es.-

Leadership -

Utilizing appropriate

.2, *w Interpersonal rethods In Lack of established Adequately working Has clear goals for the Maintains absoluta guiding Individuals toward task direction for the area relationship with unit and seeks creative clarity of mission forTa.-

accomplishment or conmon supervised.

Actions do not r.'ployees.

Acknowledges ways to assist employees self, unit and

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i e 3goals.

Ability to maintain reflect the support and role as leader of area in adopting them.

Manaqes employees.

group cohesiveness and confidence of subordinates.

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self well and has gained Subordinates ar Ecooperation and facilitate the trust and confidence certain of the unit's r

group process, of the mwlabers of the unit.

goals and have ten-; o:

them as thelr om.

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";' i Creatively inspires and 2i motivates unit to achlevement of jols. Bl lm 1or results.

Dnevelovment of SubordInates -

Developing skills and competenc ies of subordinates

!through the creation of Insight and/or through training and development activities related to their current and future

'Jobs.

I=:I Exhibits lack of sensitivity to enployees developnent needs. Provides less tan adeqwate or inaccurate feedback.

Provides coaching when performance or problems with assignments warrant It.

I-x Counsels and L iches subordinates on a day-to-day basis providing opportunities for feedback.

Exhibits an active concern by Identifying and supporting tralnina *nd development activtt es.

Takes a proqresslive`n.

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tg professional growth and.j.

development. m~lln 4;

to act as a uentor fat others.

Increases : :v effectiveness of subordinates by helping t then. Identify their 4.

needs designing or;%f,

, v'P locating apprmoriate ;i development sl uatlons I

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Istablshin a course of action L

for self arw>or others to Experiences difficulty In Adequately plans own work Subordinates are well Consistently anttcIpde a'c sh a sp.ecfic goal defining tasks and and that of work group, organized with work and systamtIcally plan.

plan=,ng proper assigmnents of organizing own and/or given pre-established structures and priorities courses of actI1n In'pK*

t personnel nd ppropriate subordintes work.

paraneters and/or tIowfranes. known. objectives and support of ob ectly s4, '-4 allocation of resources.

measurents are welt Gives thorovgh cons C,

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6eleqation -

Utilizing subordinates skills, and energies effectively.

Allocating decision making and other responsibilities to the appropriate subordinate.

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.

IDC Delegates ja well defined ties to subc ib tasks and/or Delegates effectively Clearly delegat I responsibill-allowing subordinates the resnonsibilities 2

,rdinates.

responsibility for decision making

• gathering and analyzing authorities to subo data and prioritizing work 1dinates. Provie t

schedules. Provides effective Info atia opportunity for feedback.

and resources to plIsh work assigmnents* # Z Demonstrates marked ;

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II Control -

Establishin7 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.

Difficulty In recognizing the importance of monitoring or following up on the adequacy or timeliness of wwork assignments.

Takes action to follow-up on work, tasks or activities periodically.

Ix' Effective In monitoring job activities and responsibilities for self and subordinates.

Recognizes budget constraints. Observes work In progress for adequacy and timeliness and provides for periodic feedback or status reports.

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.i; Uses systematic and efficient methods for

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which individuals or organization are respon-. fE sible. Achieves resulti 'MAA within budget. Operates Ai ;-

with a heightened sense-, :;

of urgency when needed yet malntalns ef f ctlve ^

balance between conc rn l

f peorle and concern for work results.

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Walking Your Spaces -

ACCESSIBLE - Person-to-person coniminication.

Observation of work at employee s work place.

Listening to em'ployees.

SENSITIVE - consideration of subordinate's feelings, needs and ideas.

PERCEPTIVE - Ability to,-Judge whether employees are doing the right things for the righi reasons. Ability to be self-critical. Making decisions and taking action baSed on one s assessment.

Exhibits lack of Initiative in muking oneself accessible to subordinates. Shows lack of awareness of one's behavior and Its impact on others. Demonstrates difficulty In assessing problems or opportunities and In providing follow-up with teployees.

Person to person conm nlcalIon 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.

II' Routinely observes and talks with erployees at thelr work station.

Fosters a give and take atmosphere where Ideas and needs can be aired openly. Demon-strates ability to determine if people are doing the right things for the right reasons and provides direction or problem reso-lutlons In a timely ranner.

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WEVAL EVRUMTIU (Section 3) ieck oer based on performance during this review period Unacceptable dte Solid Suerior Exceptional t Performnune1 f

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= Pernmance Parforone gjPefomacermI J ecrmnc P erfr~mance

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Meets basic expectations.

Fully con tent perform-Performance thich clearly Sustained extraordinary perfor"aWce L 1.

Failing to eet basc Performs similar to mance. Consistently and substantially exceeds which far exceeds expectations and requirenents of thr break-in period oc new wets expectations in a expectations for major areas significartly adds to work gree position. Manageent job. Performance timely/quality n

of position. Contributes performance in excess of peerm action necessary.

indicates certain limita-Considered a valuatle sinificantly to work group contribution. Top perforwrs In

~t4 tions. Improve ents eIlo contributing productiWty. Highly the organization reelve this

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needed In specific &es. we ito the success of effective in many key areas.

rating. AchietVable bat J 4 the organization.

attained perfo.

ilOTE: If at the end of the review cycle (September) the employee receives m nacceptableo rating, a forml review of performance most apif be conducted at the end of the next quarter.

Supervisor's Stumary Statment and Cents:

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The overall performance of the Cemistry Croup Is not acceptable. Although fir. liser has expended a great deal of effort In developing ai it program, Very little implemntation has taken place.

Extensive effort will be required to make the necessary progress Is 19D9.

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-,-I Career Interests lCompleted by etployee.)

Be specific. Indicate preferences and lternatives.

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Nhat strengtns and abilutles nas thc employee oemonstrated in nisiner presenL or s15t mUcMt posutio"u 116zhIted uy 5uperviSur during qIuarurly and annual reviews.)

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MMr. FIlser has a very strong technical understanding of the chemistry area; dditionally, he has considerable experience In this area.

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In which areas of performance does the employee need the most improvement?

(Completed by Supervisor during quarterly and annual reviews.

Areas noted should be accompanied by a corresponding performance development action plan.

See reverse side.)

A. Fiser must becom uorc aggressive in the performance of his duties.

Many discrepancies In equipment and personnel performance should have been corrected In a more timely ranner.

Mr. Fiser has a tendency to wait for corporate assistance In many areas where i

assistance Is either not required or forthcoming.

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