ML20247G953

Intervenor Exhibit I-MAG-81,consisting of 831230 Performance Evaluation for Gw Sikich

ML20247G953
Person / Time
Site:	Seabrook
Issue date:	04/26/1989
From:	EDS NUCLEAR, INC.
To:
References
OL-I-MAG-081, OL-I-MAG-81, NUDOCS 8905310118
Download: ML20247G953 (6)

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Ut eldlS() nuclear Performance System Performance Evaluation OldlS()8SSOCiateS "Uh.fhR REGULATORY COMN!5SION c

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u 8905310118 890426 PDR ADDCK 05000443 G

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Purpose:

To provide an annual communication between supervisor and employee of the individual's overall l,

- performance.

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Both supervisor and employee individually complete this form.The employee's self evaluation is

, critical to the Performance Evaluation Process.

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Description:

Evaluation Of ReSultS This section evaluates the results achieved in relation to the results expected. Refer to the Planning and Review forms prepared during this performance period. List all significant accomplishments, both planned and unplanned. Sort them according to importance. Be specific -

and make sure you consider the entire review period. It is helpful if supervisor and employee agree ahead of time on a common format for filling out this section.

Application Of Skills and Abilities The foces here is more on the performer than the performance. Explore the specific knowledge, skills, attPudes, abilities and work habits of the employee. Note changes in the employee's abilities curing this review period. Deal with strengths and improvements needed as objectively as possible.

Overall Evaluation of Performance From all information available on employee performance during the review period, the supervisor and the employee separately rate the employee's performance on this five point scale:

1 PERFORMANCE CONSISTENTLY SUPERIOR TO EDS STANDARDS: Job performance is clearly exceptional and consistently exceeds expectations as outlined for the position. Employees

- rated in this zone reflect perfor nance and contribution which relatively few incumbents would be expected to achieve.

2L PERFORMANCE FREQUENTLY EXCEEDS EDS STANDARDS: Job performance consistently exceeds most of the position requirements and is well above what is defin6d in the position standards. The employee exceeds the defined performance and by EDS standards is outstanding I

In terms of Quality, job scope and timing as outlined in the position description or charter.

3 PERFORMANCE CONSISTENTLY MEETS EDS STANDARDS: Job performance consistently meets EDS standards in all respects as measured against the position specifications. The employee meets the full scope of accountabilities in a competent manner, and is able to consistently exhibit this performance over the entire performance period.

4 PERFORMANCE USUALLY MEETS EDS STANDARDS: Employees rated in this zone are those perf orming at a generally satisf actory level with some elements ni the job requiring further improvements. Performance in this zone may be viewed as developmental and tending toward reaching f ully competent performance.

5 PERFORMANCE DOES NOT MEET EDS STANDARDS: Job performance is far below the position requirements and is not acceptable. Employees so rated must immediately apply corrective action to increase perf ormance to an acceptable level. Employees rated in this zone do not qualify for a salary increase.

If either herson wants to elaborate on their rating there is a space provided for a brief comment.

Development Before the discussion, the supervisor and the employee individually note alternatives to build employee skills or add new skills. During the discussion, they should agree on what will be done in the next planning period to improve employee performance. Actions can include support from the supervisor as well as employee ef forts. It is important that this discussion gets translated into objectives.The Prof essional, Supervisor / and Managerial Checklists are useful supplements to this section.

Comments This section can be used by either person to record additional information appropriate to the I

i evaluation. This might include additional explanations of other sections, notes on how the discussion went, questions that come up for future consideration, or employee's reaction to the Performance Evaluation.

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I Supervisory Checklist Geary W. Sikich

.s 12/30/83 Employee cate Think about the person's current abilities and Needs to Needs to respond only to the improve in irnprove in following staternents Does this this for this for that are relevant; well now current Job future jobs

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1. Selects effective employees and motivates

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people to utilize their abilities fully.

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2. Develops, analyzes and evaluates effective q

operatir.g procedures.

X

3. Able to develop and maintain budget targets.

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4. Able to develop and maintain work schedules.

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5. Supports and equitably applies EDS policies and procedures relative to divisional goals and personal X

responsibilities.

6. Supports Affirmative Action policies and

. goals, and treats employees equitably with regard to promotion, salary increases, and selection for training.

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7. Delegates appropriate responsibility to others.

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8. Ascertains matters of importance and utilizes resources effectgely and efficiently.

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9. Develops the potential ( ~ subordinates through appropriate training and coaching.

0

10. Ensures quality in the work performed by subordinates.

0

11. Communicates ef fectively with subordinates and manager, and provides timely and accurate information.

X

12. Provides effective and appropriate assistance willingly to other sections / divisions.

X

13. Looks beyond what is required by the immediate task.

X 0 - These are traits that have not been demonstrated by Geary. Most are attributed to lack of opportunity.

When Geary is assigned a role as Project Engineer these traits will be evaluated.

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l Professional Checklist t

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Gearv W. Sikich 12/30/m r

Date f

Employee l

Think about the person's -

Needs to Needs to r

current abilities and improve in improve in f

respond only to the Does this this for this for I

following statements well now current job future jobs f

that are relevant:

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1. Completes work assignments accurately, X

j thoroughly and neatly.

2. Meets time schedules for work X

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assignments under varying pressures.

3. Complies with EDS and division policies and X

l procedures.

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4. Defines priorities properly and makes i

efficient utilization of resources in X

completing all responsibilities.

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5. Decisions within the scope of responsibility

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are executed correctly and those beyond

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the scope of responsibility are appropriately X

I, referred to higher levels.

6. Verbal presentations are concise, relevant X

I and understandable.

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7. Documentation of work is readable, understandable, logically sequenced and

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X complete.

8. Quality written documents are produced that require little if any editing or I

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rewriting.

9. Communicates and works ef fectively ~with clients, both on the telephone and during X

X X

meetings and presentations.

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10. Anticipates and fulfills expected needs of X

supervisor and/or division.

11. Solves difficult technical problems effectively and correctly, given a minimum i

X 8

amount of guidance.

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12. Generates and implements effective new j

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iceas and suggestions, and recommends solutions for problem solving situations.

X

13. Sets and meets high performance X

X standards.

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14. Works cooperatively with associates and supervisor, and accepts assignments y

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willingly.

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15. Adjusts effectively to new or changing 8

X situations.

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16. Increases knowledge of field or work and i

X

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17. Seeks assistance when needed to stay on X

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direct solution path.

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18. Maintains high performance standards in X

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the absence of the supervisor.

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19. Demonstrates knowledge and i

implementation of OA requirements X

appropriate to work.

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Managerial Checklist Date Employee Think about the person's current abilities and Needs to Needs to respond only is the improve in improve in following statements Does this this for this for that are relevant:

well now current job future jobs 1, Communication Skills (Oral & Written): The ability to present ideas and thoughts in a clear, concise manner. The ability to make formal presentations to a large group with persuasiveness and confidence. The ability to communicate idcas in writing.

2. Motivshn to Achieve.The ability to expend a high level of ei. cay to achieve practical results. To attach a sense of urgency and high level personal commitment to attain challenging goals.

3. Interpersonal Skills: The ability to perceive and react to the feelings and needs of others. To have empathy for the values and motivations of others.To be aware and responsive to the impact of oneself on others. To work cooperatively with subordinates, peers and superiors.

4. Initiativellndependence: The ability to set one's own direction and goals. To be self-starting. To make independent judgments as events unfold without undue reliance on others. To initiate action based on an independent analysis of a situation or problem.

5. Planning and Organizing: The ability to establish short and long range objectives.

To establish an appropriate course of action for self and/or others to accomplish those objectives. To identify specific accomplishments, the sequence in which they are to be done, who is to do them and the timing for completion.

6. Control: The ability to monitor the progress of work. To establish follow up systems and feedback mechanisms to ensure tasks are being accomplished on. time. To be "on top" of work orogress at any given time.

7. Judgment: The ability to weigh data and draw sound conclusions. To consider a variety of factors and place them in proper perspective. To reach logical conclusions based on the evidence at hand.

8. Decisiveness: The willingness to act without all the data that might be desirable.

The ability to take decisive action in a timely manner. The willingness to risk some elements of the unknown to expedite the course of action.

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Needs' to Needs to improve in.

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9. ' Tough mindedness: The ability to conf ront and cope with critical. people, problems or.

any other emotionally difficult situation. To be able to objectively and candidly confront

and resolve performance and operational

- problems?

10. Openness: The ability to express one's feelings openly and candidly. To be forthright and to admit to shortcomings. To t

express feelings of concern and doubt and'

. ask for feedback and opinions of others.

11, Subordinate Development: The ability to show concern for subordinate growth and development. To provide counsel and opportunities for development of'

subordinates. To take an active role in directing subordinates into areas that would help him or her grow, To provide advice and help in the achievement of subordinate career goals, 4

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