[104-10194-10012.pdf — page 240]
# SECRET2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS:**a. State in the spaces below up to six of the more important SPECIFIC duties performed during the rating period. Place the most important first. Do not include minor or unimportant duties.b. Rate performance on each specific duty considering ONLY effectiveness in performance of this duty.c. For supervisors, ability to supervise will always be rated as a specific duty (do not rate as supervisors those who supervise a secretary only).d. Compare in your mind, when possible, the individual being rated with others performing the same duty at a similar level of responsibility.e. Two individuals with the same job title may be performing different duties. If so, rate them on different duties.f. Be specific. Examples of the kind of duties that might be rated are:ORAL BRIEFINGHAS AND USES AREA KNOWLEDGECOVNECTS INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMARIESCONDUCTING SEMINARSAVALYZAS INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAg. For some jobs, duties may be broken down even further if supervisor considers it advisable, e.g., combined key and phone operation, in the case of a radio operator.|                                                                                    |                                                         || ---------------------------------------------------------------------------------- | ------------------------------------------------------- || 1. INCOMPETENT IN THE PERFORMANCE OF THIS DUTY                                     | 6. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER          || 2. BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY                                 | FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS      || 3. PERFORMS THIS DUTY ACCEPTABLY                                                   | 7. EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY || 4. PERFORMS THIS DUTY IN A COMPETENT MANNER                                        |                                                         || 5. PERFORMS THIS DUTY IN SUCH A FINE MANNER THAT HE IS A DISTINCT ASSET ON HIS JOB |                                                         |SPECIFIC DUTY NO. 1Exploitation of sources' complete intelligence potential by debriefing thoroughly.RATINGNUMBER6SPECIFIC DUTY NO. 4Cultivation of contact to develop trust and confidence in both the Agency and the C/S himself.RATINGNUMBER6SPECIFIC DUTY NO. 2writing reports clearly and concisely without coloring.RATINGNUMBER6SPECIFIC DUTY NO. 5Keeps informed on foreign situations & intelligence requirements in order to better orient and exploit-sources.RATINGNUMBER6SPECIFIC DUTY NO. 3Supervising and managing a Resident Agency.RATINGNUMBER6SPECIFIC DUTY NO. 6Searches for and develops new sources.RATINGNUMBER63. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE**DIRECTIONS:** Stress strengths and weaknesses, particularly those which affect development on present job.An exceptionally competent individual with many years experience in varied intelligence jobs, all of which make him more qualified for his present work.SECTION D. SUITABILITY FOR CURRENT JOB IN ORGANIZATION**DIRECTIONS:** 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 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 ORGANIZATION7. EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONRATINGNUMBER6IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? ❑ YES. ❑ NO. IF YES, EXPLAIN FULLY:SECRET