S&A
Restaurant Corp. 
1996-Annual
Performance Appraisal Form
(Exempt)
==========================================================================================
Refer to goals previously
written to assist in writing review.
1. JOB KNOWLEDGE (Such
as technical competence in field, application of knowledge, staying current with developments, etc.)
|
Performance
Rating
Circle One:
|
Outstanding
XXXXXXXX
|
Exceeds
Expectations
|
Meets
Expectations
|
Below
Expectations
|
Unacceptable
|
Comments: James Martin knows
computer programming. He is technically very strong in COBOL, CICS, EZTRIEVE, DB2, and VSAM just to name a few.
He is an expert in these areas, a technical guru, and he has translated that knowledge into usefulness for MRG
by learning the MSC IMS systems, polling, S&A's sales system, General Ledger, PMIX, etc. Because of his skill
and expertise in these areas he is the primary on-call person for most of these systems. He has single-handedly
improved all of the MSC systems and process. (M-Tech, Sales, Polling, Marketing, and Ledger) Everyone in our department
calls on James when the need something done quickly and efficiently. Marc Spradlin continues to praise James for
his quickness and effectiveness with extracts.
Specific Developmental Actions to be taken:
2. ABILITY TO PLAN
AND ORGANIZE (Such
as ability to plan short/long range objectives, effective work schedules, etc.)
|
Performance
Rating
Circle One:
|
Outstanding
|
Exceeds
Expectations
XXXXXXXX
|
Meets
Expectations
|
Below
Expectations
|
Unacceptable
|
Comments: Time and again James has showed me he can take any technical project, understand what the tasks are,
layout the task in sequence required, understand the exact timings and make it all happen on schedule. Each year
Thanksgiving and Christmas causes MSC polling and corporate systems problems. In 1995 James researched the issues,
developed manual and automated procedures to solve the problems and it worked perfectly for the first time in four
years. He came in personally the day after Christmas and keyed in some of the data. New PMIX polling is another
example of how James does research, lays out tasks, and executes every step through completion. Great Job! James
is a "HEADS DOWN GET THE WORK DONE" type of person. James has not lead large long/range projects at this
time.
Specific Developmental Actions to be taken:
3. PEOPLE (Such as supervisory skills, working
with other departments, training skill, sensitivity/credibility, customer service, etc.)
|
Performance
Rating
Circle One:
|
Outstanding
|
Exceeds
Expectations
|
Meets
Expectations
XXXXXXXX
|
Below
Expectations
XXXXXXXX
|
Unacceptable
|
Comments: Within IS James has good working relationships with his peers. It is critical however, for James future
success, to be able to listen with empathy to his users emotionally charged frustrations and anxieties without
becoming frustrated himself. A new level of sensitivity and communications skills are needed in order to build
credibility and really deliver excellent customer service.
(My response: The
key user that is instrumental in this observation has a problem with all Systems Engineers. Interpersonal skills
with all other users in that department appear to be good.)
Specific Developmental Actions to be taken: Study the "power of listen" material. Pursue other materials
on office, business, and inter-personal communications.
4. JUDGMENT AND DECISION MAKING
(Such as problem identification,
evaluations of alternatives, initiative in making decisions, etc.)
|
Performance
Rating
Circle One:
|
Outstanding
|
Exceeds
Expectations
|
Meets
Expectations
XXXXXXXX
|
Below
Expectations
|
Unacceptable
|
Comments: James knows how to find problems, look at alternatives, and pick the right solutions. Our polling systems
continue to evolve and change. With these changes come continual unforeseen problems. James finds the problems
and fixes them ASAP. In November when Series 1 fans quit all of MSC's polling had to be done Ad-Hoc, James made
it happen. When the xcellenet INI file was corrupted and 120 units one day and 96 the next failed, again he found
ways to get the data and get it in correctly. February 29th is another example of how he finds solutions and implements.
All along the way he has continued to improve our ability to catch and resolve polling errors in advance, it has
been a tremendous help.
Specific Developmental Actions to be taken:
5. ACHIEVEMENT OF
GOALS AND OBJECTIVES (Such as ability to set and attain challenging
but realistic goals, ability to make commitments and assume responsibility, etc.)
|
Performance
Rating
Circle One:
|
Outstanding
|
Exceeds
Expectations
XXXXXXXX
|
Meets
Expectations
|
Below
Expectations
|
Unacceptable
|
Comments: James carries a tremendous amount of weight because he can be totally counted to do what ever it takes.
The Thanksgiving and Christmas polling examples given above reflect his sense of responsibility. I can count on
James to hit his target dates, unless he gets slammed with ABENDS. He constantly challenges himself and others
to do more. He generates an enormous amount of quality products like the PPA reports for Bob Mandes and the PMIX
extracts for Marc, all while being primary on-call for several major systems.
Specific Developmental Actions to be taken:
6. OVERALL PERFORMANCE
SUMMARY
|
Performance
Rating
Circle One:
|
Outstanding
|
Exceeds
Expectations
XXXXXXXX
|
Meets
Expectations
|
Below
Expectations
|
Unacceptable
|
Comments: This is James first year with MRG as a permanent employee and it has been a tremendous year from a technical
viewpoint. He has improved every system he works on, and made most of them far more stable than before, especially
M-Tech and polling. The amount of productivity he brings to work each day has been a tremendous boost to MRG and
makes him a valuable team member. In order to be increasingly successful more communications skills are required.
Specific Developmental Actions to be taken:
Note: Additional pages may be added with comments from the supervisor or employee.
==========================================================================================
From:James Martin
To:Bill Thurlow
Date:4/4/96 8:40am
Subject:Performance Evaluation
Following our Performance Evaluation meeting yesterday, reviewing the "Corporate Office Compensation Plan",
and searching my memory of the presentation on the "Corporate Compensation Plan", I feel that we need
to take further action.
1. Could I receive a copy of my position description? I really don't know what is officially called for in my position.
I've just been trying to respond as effectively as possible to all requests.
2. Could we have further meetings to measurable goals?
a. The Performance Evaluation
marking criteria is based upon "Expectations". Even though we had numerous discussions on "where
I fit in" before accepting your offer of employment, acting immediately on any negative feedback, etc., I
still don't have a good handle on what your expectations are.
b. As I stated in yesterday's meeting, I feel that the current rewards have not met the effort expended. I understand
the meaning of "red circled" salary. However, it was explained in the presentation of "Corporate
Office Compensation Plan" that in these "rare" cases that the position should be restructured to
fit in the salary ranges, or specific goals be set and met for promotion into a position where the ranges fit the
compensation. I did not get the feeling from our meeting (I may have missed something, since my dissatisfaction
does affect my attention span) that either option was touched upon.
c. Based upon my own recollection of performance, when I know what is expected, I deliver.
From:Bill Thurlow
To:James Martin
Date:4/4/96 11:48am
Subject:Performance Evaluation -Reply
thanks for your feedback. You are right, we did not talk about your specific goals or about future advancement.
And I said we would when we got together. I am sorry I overlooked that. I will schedule another meeting and get
you the job description as soon as possible.
