ML20247H059

Intervenor Exhibit I-MAG-85,consisting of Performance Evaluation for G Sikich,

ML20247H059
Person / Time
Site:	Seabrook
Issue date:	04/26/1989
From:	EDS NUCLEAR, INC.
To:
References
OL-I-MAG-085, OL-I-MAG-85, NUDOCS 8905310146
Download: ML20247H059 (8)

Text

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ik; eldlS() nuclear Performance System Performance Evaluation eldlS()8SSOCiateS NU EAR EGULATORY COMMISSION Decket Nc. 9 '4 44 -O'_ Official Exh. No, in the tr.at:er of Mhlc bd<a- d Sta!1 4 O /ly ke App:icant ._

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l. 4 Purpos9:

1 To provide an annual communication between sup.rvisor and employee of the individual's overall performance.

Both supervisor and employee individually complete this form. The employee's self evaluation is l critical to the Performance Evaluation Process.

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 penod. List all significant accomplishments, both planned and unplanned. Sort them according to importance. Se specific and make sure you consider the entire review penod. It is helpfulif supervisor and employee agree ahead of time on a common format for filling out this section.

Application of Skills and AbilitleS The focus here is more on the performer than the performance. Explore the specific knowledge,

- - - --- skills, attitudes, abihties and work habits of t.no employee. Note changes in the employee's abitmestunng possible. tnrrreview penod.~ Deal with strengths and improvements needed as objectively as 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 outhned for the position. Employus rated be expected in this zone reflect performance and contnbution which relatively few incumbents would to achieve.

2 PEA 80RMANCE FREQUENTLY EXCEEDS EDS STANDARDS; Job performance consistently exceeds most of the position requirements and is well above what is defined in the position standards. The employee exceeds the defined performance and by EDS standards is outstanding in terms cf avahty,100 scope and timing as outlined in the position descnotion or charter.

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

4 PERFORMANCE USUALLY MEETS EDS STANDARDS: Employees rated in this zone are those performmg at a generally satisfactory level with some elements of the 100 requinng further improvements. Performance in this zone may be viewed as developmer,tal and tending toward reacning fully competent performance.

5 PERFORMANCE COE3 NOT MEET EDS STANDARDS: Job performance is far below the position requirements and is not acceptaDie. Employees so rated must immediately apply corrective action to increase performance to an acceptable level. Employees rated in this zone co not cuahty for a salary increase.

If either person wants to elaborate on their ratmg there is a space provided for a Onef comment.

Development Before the discussion the supervisor and the employee meividually note alternatives to build employee skills or add new skills. During the discussion, they should agree on what will be cone in the next p;annmg penod to improve employee performance. Actions can include support from the supervisor as well as employee efforts. It is important that this discussion gets translated mto oblectives. The Professional. Supervisory and Managenal Checklists are useful supplements to this section.

Comments This section een be used by either person to record additional mformation appropr ate to the evaluation. This might inctuce aeditional explanations of other sections, notes on now the discussion went. cuestions that come up for future consideration, or employee s reactior, to the Performance Evaluation.

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edis() nuclear Performance Evaluation Ao k i Pn an= k n ar"1 A f eldis# associates '- + - ~ -- - - ~~ ,,.

Employee Geary W. Sikich wa SE Division / Region SED /MWR Supervisor J. Vincent Everett Date 12/30/83 Evaluation of Results Review the individual's objectives and accomplishments for the period being evaluated.

Note what was accomplished (and what was not), how wellit was completed and how important it was.

Please see attached sheet

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Comment on the employee's effectiveness in usirig his or her skills and abilities in the ]

j accomplishment of task responsibilities and obisctives.

, Please see attached sheet .

PERFORMANCE PERFORMANCE PERFORMANCE PERFORMANCE j DOES NOT MEET PERFORMANCE CONSISTENTLY USUALLY MEETS CONSISTENTLY MEETS FREQUENTLY EXCEEDS SUPERIORTO EDS STANDARDS EDD STANDARDS EDS STANDARDS EDS STANDARDS EDS STAND 4RDS

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5 4 3 2 1 Comments on the IRating:

This is Geary's 6 month evaluation and reflects what is normally a learning period for new employees. Geary has come up to speed quickly and consistently L meets the standards expected of a Senior Engineer.

Development A'reas -

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Describe the specific areas in which development is required.

Please see attached sheet i

i Comments:-

The comments above all reflect the newness of Geary to the organization and are part of the normal growth process

- We have reviewed this form together. We both know its contents will be used by the Company in con etion with sa ry istrat' n and employee placement and promotion.

M .J u 1: /d M Emstoyee nature - oate Supennsor s Sqnature oate Second Level Supervisor's Comments:

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e9 Professional ChecWist cate impuyee Needs to Needs to improve in Think about the person's improve in this for this for current abilities and Does this current job future jobs respond only to the well now till wing statements that are retevant: ,/ ,

_1. C:mpletes work assignments accurately, th roughly and neatly. /

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2. assignments wieets timeunder schedules for work varying pressures.

3. C:mplies with EDS and division policies and procedures.

4. Defines prionties properly and makes

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Cfficient utilization of resources in c:mpleting all responsibilities.

5. Decisions within the scope of responsibility are executed correctly and those beyondthe scope ofl responsibi referred to higher levels. I J ,'

6. Verbal presentations are concise, relevant and understandable.

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7. Documentation of work is readable, understandable,1

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complete. I

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

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I rewriting.

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9. Communicates and works effectively with , a  !

j clients, both on the telephone and during  ;

T meetings and presentations. I / _

f0. Anticipates and fulfills expected needs of j

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supervisor and/or division. '

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j f1. Solves difficult technical problemseff ectively and correctly, J

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I J given a m amount of guidance. I j

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12. Generates and implements effective newideas and suggestions

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solutions for problem solving situations. )

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53. Sets and meets high performance I '

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14. Works cooperatively with associates and '

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l supervisor, and accepts assignments / I willingly. I ( _

J f5. Adjusts effectively to new or changing J I l a situations.

716. Increases knowledge of field or work and i 1

j I li keeps current with associated chances. !

A7. Seeks assistance when needed to stay on -

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18. Maintains high performance standards in/ '

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a i9. Demonstrates knowledge and

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implementation of CA requirements appropriate to work.

'h Supervisory Chec< list Employee Date Thirik about the person's current abilities and Needs to Needs to respond only to the improve in improve in following statements C oos this this for this for that are relevant: well now current job future joes

1. Selects effective employees and motivates people to utilize their abilities fully. A 2, Develops, analyzes and evaluates effective operating procedures.

3. Able to develop and maintain budget targets. /

4. Able to develop and maintain work

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schedules. /

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

6. Supports Affirmative Action policies and goals and treats employees equitably with regard to promotion, salary increases, and selection for training. ./

7. Delegates appropriate responsibility to others. /

8. Ascertains matters of importance and utilizes resources effectively and efficiently. /

9. Develops the potential of subordinates through appropriate training and coaching. /

10. Env.res quality in the work performed by subordinates. j-

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

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

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

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Evaluation of Results This is Geary's first perfonnance evaluation with Impell. Geary joined Impell and was sent to Texas as part of the emergency planning team at the Consnanche Peak Plant (TUGCo). Geary's position on the project team presented a unique set of problems and opportunities. Long tenn, TUGCo is a MWR client that is currently tcing serviced by the WR. Geary was asked to integrate into the project in a manner that would enhance the MWR position and provide for a higher level of project organization and control. Geary was successful in achieving both objectives.

'Geary adapted quickly and was considered an asset to the success of the overall program. He has received high praise from both the Impell and TUGCo personnel for the quality of work and the ability to meet schedules.

Geary did not have the opportunity to function as a Project Engineer during his assignment in Texas. However, Geary has exhibited, through self motivation and initiative, the desired traits for a Porject Engineer. With the potential workload over the next year in emergency planning, the opportunity for Ceary to be utilized as an Project Engineer is high. It is felt that an assignment'as a project engineer is a key to Geary's continued development.

Geary has also shown a very aggressive marketing attitude and has taken his own initiative to follow up leads. This attitude is consnendable and desirable for an Impell employee.

Geary does have some areas where improvement can be maae.. Geary needs to relate his past experiences in more general tenns. Most utilities don't like to be told how things are done at another utility.

These comparisons are good j in showing you have the background and experience but not effective when '

compring two different power plants by name. Geary has strong technical knowledge in-the areas to include other SED work scopes. This will also be an l asset when marketing.  !

l Geary should go more with his own instincts even if they conflict with a client. Our clients can perceive when contractors are telling them what they want te hear as opposed to what they need to know. Even if it is painful, long tenn the client knows you've leveled with him. Finally, Geary needs to i develop his ability to manage projects. This will include supervising a gro':p of people, controlling budgets and schedules, and producing a quality

, product. This can better be evaluated at his one year progress evaluation.

Through continued interaction with clients and the opportunity to function as a project engineer, these areas will strengthen. Geary's desire to work hard and progress in the company should be reinforced and opportunities will be provided for this growth.

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Application of Skills and Abilities The following arvas are identified as strong points of Geary:

Strong Points

1. Hard worker willing to put in the extra hours to produce a quality document.

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2. Very flexible and adepts to the clients needs.

3. Good initiative and functions well as an independent worker requiring minimal supervision.

4. Does not dely projects due to not having all of the information needed, but completes as much of the project as he can.

K 5. Has receied good comments from both the client and the NRC on the quality of work.

6. Has shown good planning and organization but needs to keep short ters and long tern priorities in perspective.

7. Exhibits good verbal and written skills but sometimes drags conversations on too long.

8. Is open in discussions and expresses feelings of concern or doubt openly and listens to feedback.

Development Areas The following areas were identified as constructive comments to c. alp Geary improve as an Impell empioyee:

1. Refers too often to how things were done at FERMI which tends to irritate some people.

2. Needs to broaden technical background

3. Has a tendency to try to read the client and tell him what he wants to hear instead of his own ideas.

4 Needs to work haro on interpersonnel skills to get along with people even if they don't want to get along with him. Patients 1 with less knowledgeable people and a supportive attitude as opposed to an intimidating less patient attitude should be exhibited.

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5. Neecs to be conscious and sensitive to how othe-s pert:eived him as willing to be a team player. Avoid the percepti on of being superior to other co-workers.

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