[104-10194-10019.pdf — page 115]
# SECRET(When Filled in)## RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**PIRATIONS:**a. State in the spaces below up to six of the more important SPECIFIC duties pertaining to this rating 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.d. For supervisors, ability to supervise will always be rated as a specific duty (do not rate as supervisors those who supervise a secretary only).e. Compare in your mind, when possible, the individual being rated with the same 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 BRIEFINGHAS AND USES AREA KNOWLEDGEMAIL & ORAL INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTS.MANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGFREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATA8. 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.SPECIFIC DUTY NO. 1As branch chief directs and plans operations of denied area branch.| DESCRIPTIVE RATING NUMBER |                                                                                                || :-----------------------: | ---------------------------------------------------------------------------------------------- ||             1             | INCOMPETENT IN THE PERFORMANCE OF THIS DUTY                                                    ||             2             | BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY                                                ||             3             | PERFORMS THIS DUTY ACCEPTABLY                                                                  ||             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                ||             6             | PERFORMS THIS DUTY IN AN OUTSTANDING MANNER FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS ||             7             | EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY                                           ||                                                                                                            | RATING NUMBER || ---------------------------------------------------------------------------------------------------------- | :-----------: || Specific Duty No. 4 Conducts liaison with other U.S. agencies                                              |       6       || Specific Duty No. 5                             Conducts operational liaison with local security services. |       6       || Specific Duty No. 3                             Develops and handles agents                                |       6       |3. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Subject is an exceedingly well-equipped operations officer. He is mature, intelligent, has a thorough background in operations in his area and the ability to grow in his job. His operational planning and execution is usually impeccable. He has the loyalty of his subordinates and the respect of his equals and supervisors. He is particularly effective in dealing in the liaison field where his good sense and disinterest in "fighting the problem" produces a maximum of cooperation and good will. If he has any minor fault as a supervisor, it is not in impatience with his subordinates, as reflected in previous evaluations, but in an occasional unwillingness to say no to them.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 similar work of about the same level.| RATING NUMBER |                                                                                                                         || :-----------: | ----------------------------------------------------------------------------------------------------------------------- ||       1       | DEFINITELY UNSUITABLE HE SHOULD BE SEPARATED                                                                            ||       2       | OF DOUBTFUL SUITABILITY... WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW                                   ||       3       | A BARELY ACCEPTABLE EMPLOYEE... BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY GUTSTANDING TO WARRANT HIS SEPARATION ||       4       | OF THE SAME SUITABILITY AS MOST PEOPLE I KNOW IN THE ORGANIZATION                                                       ||       5       | A FINE EMPLOYEE HAS SOME OUTSTANDING STRENGTHS                                                                          ||       6       | AY UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION                                             ||       7       | EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATION                                                      |IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?YES NO. IF YES, EXPLAIN FULLY:SECRET