[104-10222-10005.pdf — page 206]
# SECRETOFFICE OF PERSONNELFilled In## RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS**:a. State in the truest terms the **more important** SPECIFIC duties of this rating period.Place the **most important** first. Do not include either minor or unimportant duties.b. Rate performance on each specific duty considering ONLY effectiveness in performance of this specific 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 BRIEFINGMAN AND USPS AREA KNOWLEDGECONDUCTS INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGER 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 DUTY4 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNER FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS2 - BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY5 - 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 ON HIS JOB### Training Courses**SPECIFIC DUTY NO. 1**Research onCommunist Party ActivitiesRATINGNUMBER5RATINGNUMBER5**SPECIFIC DUTY NO. 2****SPECIFIC DUTY NO. 3**RATINGNUMBERRATINGNUMBER5. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Subject has proved to be intelligent, alert, conscientious. He takes on new tasks readily and accomplishes his objectives with minimum supervision. He is enthusiastic and imaginative. He gets on well with his co-workers and takes a healthy viewpoint toward his assignments. His motivation is high.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 talents... special defects or talents... and how he fits in with your team. Compare him with others doing similar work at about the same level.1 - DEFINITELY UNSUITABLE-WOULD SHOULD BE SEPARATED2 - OF DOUBTFUL SUITABILITY-MIGHT NOT HAVE SELECTED 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 OUTSTANDING STRENGTHS6 - AN UNUSUALLY STRONG EMPLOYEE IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION7 - EXCELLED BY ONLY A FEW-A REAL AUTHORITY FOR SOME JOB IN THE ORGANIZATIONRATING NUMBER:5IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?[X] NO. IF YES, EXPLAIN FULLY:SECRET