ML20214E099
| ML20214E099 | |
| Person / Time | |
|---|---|
| Site: | Braidwood  |
| Issue date: | 06/24/1986 |
| From: | AFFILIATION NOT ASSIGNED |
| To: | |
| References | |
| OL-A-043, OL-A-43, NUDOCS 8705210645 | |
| Download: ML20214E099 (2) | |
Text
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gM E PLOYEE h.RFORMANCE APPRAISAL AND DEVLa.CPMENT PLAN Q.h.3 EMP6ovEE NAME PC$tTeCN TITLL DEPT.
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,,.m PERFORMANCE PROFILE: ICheck the factors below and state the reason for each rating: 1 - OUTSTANDING,2 - EXCEEDS REQUIREMENTS. 3 - MEETS REQUIREMENTS. 4 - MEETS MINIMUM REQUIREMENTS, 5 - UNSATISFACTORY.
NOTE: Before you begin your appraisal, turn to the reverse side of this page for an explanation of the procedures. Continse to refer to these explanations as you perform your appraisal.)
4l5 REASONS 11 22 3:
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Satisfactory Satisfactory M Satisfactory i
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I Needs improvement i
I Needs improvement II. DEVELOPMENT PROGRESS. (Describe employee's progress since his/her last appraisal, or date of hire if new employee.)
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Ill. MAJOR DEVELOPMENT NEEDS: (Describe performance areas which the employee should concentrate on improving during the ensuing 612 month interval.)
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IV. DEVELOPMENT PLAN: IPrepare jointly by the supervisor and employee during counseling session - Describe actions to be tamen to accomplish performance improvements shown in "ll!" above.)
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PunecSE The purpose of this appressel is to discuss with your employee how he/she is doing with respect 13 performance lat P /her present positun, outhneng areas of eteength and stees where performance can or should be improved. The employee wents to know, and deserves to now, what histner performones it. It sqthe manager's responsability and obligation to be honest and discuss performance with him/her. In this wey feel growth and d s
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- ereermance Profile - Deserietsen of NumeriseLRetings and Peetoes
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<or the ernployee being evoivated determine the relative importance of each performance factor in retetson to overell i00 requirements and in the appropriate column assign a numerical reting which most occurately reflects the employee's performance for each performance factor.
96UMERICAL RATINGS S
UNSATISF ACTORY Performance is cleerty below the accepteele levet. Constant supervision is needed. Work is generally lacking in thoroughness, occuracy and consistency of 1o0 reau.rements.
4 MEETS MINIMUM Performance comes close to being satisfactory, but need for further development is rec-REQUIREMENTS ognisable. Cons.derabie supervision is needed; work is best accorriplished with detailed instruction. ind,vidual is still learning the job.
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' Performence is entire #y entisfactory and accepteele with respect to requirements of ion I
R EQUIREMENTS being performed. The duties are being performed as espected, but not in any way con.
sidered escoeding the job reovirements. The employee has gained sufficient knowledge and esperience about the duties and toepc,nsibilities of the assigned clessification to per-form them proficiently and with a minimum emount of supervision. This rating means good performance of the job.
This would include the me,or portion of the work force in most organisatioris.
2 EXCEEDS Performance is consistently above the satisfactory stendeed required of the position.
R EQUIR EMENTS Employees in this category demonstrate susteined high levels of performance over e substantiel perood of teme, demonstretes mitiettve in ensuming more responsibihty, de-velope improved methods, producing high ouelity and volume of work. Only occasion-sity requires work direction.
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' OUTST AN DING Performance is exceptional in all respects; estraordinary volume of work completed,.
oustity is consistently highest levet, judgemerit een normally be depended upon in off jon rotated situations. Employee's performance in the ice dut.es cieerf y demonstretes stand-ords thet for escoed those reauesd. Other employees recognize competence of this em-piovee and look to this employee for guidance.
'You may wish to use a "+" to indicate high performance withdthe level or use a " " to indicate low performance within the levet.
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PACTORS 1,1[newiedge of Wert - Deer e to which employee knows the "what", "how", and "vvhy** of the position in relatiori to the position require-ments.
- 2. Quality of Wert - Degree of thoroughness, accuracy, completeness, and presentabihty of work ochieved in the performance of the job.
- 3. Quentity of Wert - Degree to which volume of work is consistent with the tieeds of job being perf armed.
- 4. Initietree/Piesibility - Degree to which individual demonstrates seihty to ediust to wereed or changed conditions. learning new tasks, accoot-ing new responsibehties: as well es ecihty to independently pursue and accomplish objectives which are not subject to other than normal supervision. Originehty and independent action dispieved in cornoletion of assignments.
S. Cost Consciousness - Degree to ansch employee effectively utilites the Company's assets to accomplish the requirements of thelon in the most deller ef ficient menner, S. Menegoriel Skitts - Degree to which empiovee is enie to meet the requirements of a position 6n which it is necessory to menage other em-ployees, a particuler function, or both, through the use of evolustree, enelytical and decision meking processes.
A. PLANNING = Degree to which employee effectively enticipates the need for end uses Company resources that will impact accornobsn-rnent of the 300. Aoshty to enticipate and solve prociems. Abihty to set priorities.
S. OELEGATING = Oegree to wn.c i emorevee is acte to e%tively assignicenegate authority and resoonsibehty to subord. nates. Cacacity to motreste stef f.
C, SUSOflDINATE DEVELOPMENT - Degree to which empiovee recognises the potentiae soihties of subordinates and deveioos same in order to prepare sunordinates for sovencement opportunities.
81, Development Progrees Describe empiovee e arogress since his/her last appreisei, or date of hire if new empiovee.
Moser Devoteament Needs Describe what additional knowledge and skills would eneele the employee to perform his/her job th greater of fectiveness.
IV. Deveieoment Plan prout position end,and the employee plan in terms of specific actreet es (i.e., courses, seminers) for devoicoment of ene em Deser what you o,pos.a.ef m,e po.t e.
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