[104-10193-10069.pdf — page 53]
# SECRET(Filled In)RATINGS ON PERFORMANCE OF SPECIFIC DUTIESDIRECTIONS:a. State in the spaces below up to six of the more important SPECIFIC duties per period.b. Place the most important first. Do not include minor or unimportant duties.c. Rate performance on each specific duty considering ONLY effectiveness in performance of this specific duty (do not rate is supervisors those who supervise a secretary only).d. For supervisors, ability to supervise will always be rated as a specific duty.e. Compare in your mind, when possible, the individual bring rated with duty at a similar level of responsibility.f. Two individuals with the same job title may be performing different duties. If so, rate them on different duties.g. Be specific. Examples of the kind of duties that might be rated are:ORAL BRIEFINGWAS AND USES AREA KNOWLEDGECONANT INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING, EXTERNAL LIAISONOPERATES RADIOKEEPS RAWSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAh. For some jobs, duties may be broken down even further if supervisor considers it advisable, e.g., combined key and phone operation, so the case of a radio operator.1. INCOMPETENT IN THE PERFORMANCE OF THIS DUTY5. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS2. BARELY POEQUATE IN THE PERFORMANCE OF THIS DUTY7. EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY3. PERFORMS THIS DUTY ACCEPTABLY4. PERFORMS THIS DUTY IN A COMPETENT MANNER5. PERFORMS THIS DUTY IN SUCH A FINE MANNER THAT HE IS A DISTINCT ASSET IN HIS JOBSPECIFIC DUTY NO. 1RATINGNUMBERSPECIFIC DUTY NO. 4 Obtaining the effective support of non-governmental sources and contacts in his area.RATINGNUMBERManagement of domestic field office.66SPECIFIC DUTY NO. 2RATINGNUMBERSPECIFIC DUTY NO. 5 Liaison with Federal and local agencies and officials in his area.RATINGNUMBERAnalysis of assigned area for intelligence potential.64SPECIFIC DUTY NO. 3RATINGNUMBERSPECIFIC DUTY NO. 6 Support of other elements of CIA in his area.RATINGNUMBERThe planning and carrying out of effective intelligence collection.63NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.The ability to obtain high degree of cooperation from important industrial and educational sources in his area; ability to plan and direct the operations of his office with efficiency and exceptionally high standards; complete integrity. This integrity, coupled with a somewhat legalistic approach to many problems, tends to make him somewhat inflexible in his approach to the sometimes unusual requirements of Intelligence, particularly when they concern clandestine matters.SECTION D. SUITABILITY FOR CURRENT JOB IN ORGANIZATIONDIRECTIONS: Take into account here everything you know about the individual....productivity, conduct in the job, pertinent personal characteristics or habits, special defects or talents....and how he fits in with your team. Compare him with others doing inslar work of about the same level.1. DEFINITELY UNSUITABLE - HE SHOULD BE SEPARATED2. OF DOUBTFUL SUITABILITY... WOULD NOT HAVE ACCEPTED HIM IF I HAD ANOW WHAT I KNOW NOR3. A BARELY ACCEPTABLE EMPLOYEE... BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WARRANT HIS SEPARATION4. OF THE SAME SUITABILITY AS MOST PEOPLE I KNOW IN THE ORGANIZATION5. A FINE EMPLOYEE - HAS SOME OUTSTANDING STRENGTHS6. AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION   RATING   NUMBER7. EXCELLED BY GALY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONIs THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?YES [X] NO. IF YES, EXPLAIN FULLY:SECRET