Employee Performance Evaluation Program: Fill & Download for Free

Go to your university co-op office and apply for a NASA co-op/intern position.With a few exceptions, you're not going to be hired by NASA after graduation unless you were a NASA co-op/intern while in school.If it's too late to get a co-op/intern position, then your best chance is to get a job with a NASA contractor.On-site, the NASA culture is pretty badge-blind. Many NASA jobs are available to both NASA civil servants and contractor employees.The co-op/intern program requirements are:Purpose:The Pathways Intern Employment Program (IEP) is designed to provide students enrolled in a wide variety of educational institutions, from high school to graduate level, with opportunities to work at NASA and explore Federal careers while still in school and while getting paid for the work performed. Students who successfully complete the program may be eligible for conversion to a term or permanent appointment once all Program requirements are completed.Requirements:All Interns must sign a Pathways Intern Participant Agreement which outlines the requirements of the program. Failure to meet program requirements may result in removal from the program. The agreement must include:Description of dutiesWork scheduleLength of appointment and termination dateMentorship opportunitiesTraining requirementsPerformance evaluationRequirements for continuation in and successful completion of programMinimum requirements for non-competitive conversion to term or permanent employmentVerification:An Intern must show proof that he/she is maintaining a GPA of at least 2.9 by providing Headquarters with official transcripts after completing each semester or quarter of study.Program Requirements:An Intern must be able to complete 640 hours of work experience before completing the requirements for their degree. 320 hours may be waived if the Intern completes career-related work experience under an IEP appointment in which the intern has demonstrated high potential by outstanding academic achievement and exceptional job performance.

One of the more obvious examples of discrimination against men is the apparent hiring caps that Google imposed in their search for women and non white, non Asian men. This means that white and Asian men must do even better than the hiring standard for them to land jobs at Google.Hiring an engineer requires a series of performance “interviews” of problem solving. That Google would seek to hire someone solely because of female gender (or race) despite a substandard performance on these interviews is discriminatory.A former recruiter for Google and YouTube has sued the search ad beast, claiming he was fired for objecting to hiring policies that discriminated against white and Asian men.In a civil lawsuit filed in January in San Mateo Superior Court, plaintiff Arne Wilberg contended that he was an exemplary employee who received positive performance evaluations "until he began opposing illegal hiring and recruiting practices at Google."The lawsuit follows in the wake of a similar claim in January by former Google engineer James Damore, fired for penning a flawed memo against diversity.Silicon Valley-based tech companies, chided for hiring mostly white and Asian men in technical and leadership roles, have tried to figure out ways to develop more inclusive, diverse workforces. Many have adopted policies and programs designed to encourage more balanced hiring, not only to right past discrimination but for their own economic advantage: According to management consultancy McKinsey, diverse companies deliver better financial results.The problem is that mandatory quotas based on gender or ethnicity may violate US anti-discrimination laws, depending on how they're implemented.SystematicGoogle, Wilberg's complaint claimed, "has had and implemented clear and irrefutable policies, memorialized in writing and consistently implemented in practice, of systematically discriminating in favor job applicants who are Hispanic, African American, or female, and against Caucasian and Asian men." Ex-Google recruiter: I was fired for opposing hiring caps on white, Asian male nerds

SaboteursThere are plenty of people who will sabotage your growth. Some do it without realizing what they are doing to you. Some do it with malice.Most of your co-irkers cannot help you. They aren’t managing their own career well enough (or at all) to help you. Most managers are not willing to help you because that means you will get a better job and leave. They are stuck rehiring and retraining your replacement. There is NO incentive to help you with your career.If you are working on a high profile project, someone is going to be jealous. That person will find a way to derail your performance. As a project manager, your performance is determined by project success (budget, time, scope).Technical knowledgeEarlier in your career, focus on technical skills (not necessarily technical as in programming/computers/IT) to get your job done. Then focus on the soft skills such as project management, communication, networking, conflict resolution. Advancing in your career relies on less than 20% of your technical skill, the remainder is the soft skills. The sooner you master those soft skills, the faster you will progress upward.Friendships supersede everythingCronyism is insidious and destructive to the long term survival of a company. However, if you are willing to be friends with people in power, those relationships will take you far. It is true that it is who you know not what you know that matters.An interesting thing about friendships is that if you have an incompetent person burn down the building (figuratively speaking) and everyone likes them, they will get pass after pass after pass. If that same person was a thorn in people’s sides, you better bet the farm that person will be fired the next day. When it comes to layoffs, management DOES consider personality when they decide who to lay off. HR says to trim XX,0000 in salaries, they will get rid of the jerks and troublemakers first when possible.Labor costsLabor cost is typically the most expensive part of running a business. That means that they want to hire you for the least amount of money possible. Companies are incredibly short sighted when it comes to looking at what people can do for a company. During the hiring process, it is critical to negotiate your value. If you low ball your salary for the job, it will take YEARS to recover. Sadly, future employers will use your salary against you and assume your low salary means low quality employee.Performance EvaluationsThey are largely unfair and subjective. All too often, HR will tell management they need a certain number of high, medium, and lower performers. Management will downgrade a high performer to fill the normal distribution curve. If you were that downgraded performer, talk about demoralizing future effort! When people exceed their expectations and goals, they should be rewarded. Unfortunately, many companies stuff people into bell curves without thinking.What you can do about itDespite all that doom and gloom, let me show you that there are some rays of sunshine.Invest in yourself if your company won’t. Leave when they don’t give you a pay raise. Never let them benefit from your developmental hard work.Take complete control of your career. The last place you want to be at is at the whims and mercy of your company. If you want to do X job and you are doing Y job, make a plan to get to X. Then execute that plan.Performance evaluations don’t accurately reflect your performance. Just go through the motions and try your best to not let them get to you. If you get a poor evaluation, objectively look to see if you legitimately deserve it. An undeserving evaluation means you need a better company to work for. A deserving evaluation means you need to step up the game or find a game that is a better fit.Get a mentor and meet regularly. Implement the advice you feel is valid.Learn to negotiate and sell yourself. We negotiate throughout our lifetime, get good at it and you will get more raises and better promotions for it.Make friendships with decision makers. That doesn’t mean be a suck up/brown noser/yes person. Help them out and be friendly.Make a log of people’s transgressions towards you. When a co-irker tries to sabotage you, make sure they know you record their behavior. They tend to leave you alone with the idea you might be dangerous.