[104-10193-10069.pdf — page 49]
# SECRET2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIESDIRECTIONS:a. State in the spaces below, up to six of the more important SPECIFIC duties performed during this rating period.b. Place the most important first. In not include minor or unimportant duties.c. Rate performance on each specific duty considering ONLY, effectiveness in performance of this specific duty.d. For supervisors, ability to supervise will always be rated as a specific duty (do not rate as supervisors those who supervises secretary only).e. Compare in your mind, when possible, the individual being rated viers performing the same duty at a similar level of responsibility.f. Two individuals with the same job title may be performind different duties. If so, rate them on different duties.Examples of the kind of duties that might be ratedORAL BRIEFINGHAS AND USES AREA KNOWLEDGECONDUCTS INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSAVALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKS.TYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCK.TAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAg. For some jobs, duties may he-broken down even further it supervisor considers it advisable, c.g., combined key and phone operation, in the case of a radio operator.1. INCOMPETENT IN THE PERFORMANCE OF THIS DUTY2. BARELY ADEQUATE 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 ON HIS JOB6. PERFORMS THIS CUTY IN AN OUTSTANDING MANNER FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS7. EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTYSPECIFIC DUTY NO. 1RATING NUMBER 6Obtaining the effective support of non-governmental sources and contacts in his areaManagement of domestic field officeSPECIFIC DUTY NO. 2RATING NUMBER 6Liaison with Federal and local agencies and officials in his areaAnalysis of assigned area for intelligence potentialSPECIFIC DUTY NO. 3RATING NUMBER 6Support of other elements of CIA in his areaThe planning and carrying out of effective intelligence collection3. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Complete integrity; knowledge of area, familiarity with source potentials and attitudes, ability to obtain close cooperation of non-governmental sources at high level; loyalty to staff. Somewhat inclined to take legalistic approach to relationships with other elements of CIA and other IAC local representatives, with consequent loss of flexibilitySECTION 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 similar work of about the same level.1. DEFINITELY UNSUITABLE HE SHOULD BE SEPARATED2. OF DOUBTFUL SUITABILITY... WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW3. A PARELY ACCEPTABLE EMPLOYEE...BELOW AVERAGE BUT WITH NO WEARNESSES SUFFICIENTLY OUTSTANDING TO WARRANT NIS SEPARATION4. OF THE SAVE SUITABILITY AS MOST PEOPLE I KN IN THE ORGANIZATION5. A FINE EMPLOYEE HAS SOME OUTSTANDING STRENGTHS6. AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION7. EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONRATING NUMBER 6IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? [X] NOYESSECRET