[104-10224-10006.pdf — page 124]
# SECRET## RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS:**a. State in the spaces below up to six of the most important SPECIFIC duties. Place the most important first. In not include minor or unimportant duties.b. Rate performance on each specific duty considering *ONLY* effectiveness in performance of this specific duty rating period.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 oth- **MAIL ROOM** - 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 KNOWLEDGECONDUCTS INTERROGATIONSGIVING LECTURESDEVELOPS ARE PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES PROCLAMATIONSMAINTAINS 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.| DESCRIPTIVE RATING NUMBER | 1. INCOMPETENT IN THE PERFORMANCE OF THIS DUTY      | 5. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER          || ------------------------- | --------------------------------------------------- | ------------------------------------------------------- ||                           | 2. USUALLY ADEQUATE IN THE PERFORMANCE OF THIS DUTY | 6. 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. 1 Assist in the development and coordination of all counter intelligence programs | RATING NUMBER 5 | SPECIFIC DUTY NO. 4 Analyze and evaluate results of a counter intelligence operation                                                              | RATING NUMBER 6 || --------------------------------------------------------------------------------------------------- | --------------- | ------------------------------------------------------------------------------------------------------------------------------------------------- | --------------- || SPECIFIC DUTY NO. 2 Plan operations necessary to resolve counter intelligence cases                 | RATING NUMBER 7 | SPECIFIC DUTY NO. 5 Maintain liaison with various other sensitive govt. agencies as well as other components of CIA in conn. with CIA operations. | RATING NUMBER 6 || SPECIFIC DUTY NO. 3 Receive, evaluate and develop information of counter intelligence nature        | RATING NUMBER 6 | Conduct such personnel invest., interrog. & interviews as deemed necessary in certain cases.                                                      | RATING NUMBER 6 |1. DESCRIPTIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE:**DIRECTIONS:** Stress strengths and weaknesses, particularly those which affect development on present job.Mr. McCord has a great organizational ability. This combined with an analytical mind, imagination and tenacity of purposes enables him to organize complex problems into workable and seemingly simple plans of action. He is a good supervisor, can delegate responsibility, gives credit to his subordinates and, in turn, is well liked by them. He is continually working to improve himself by both formal and informal training.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 personnel 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.| 7   | 1. DEFINITELY UNSUITABLE... HE SHOULD BE SEPARATED                                                                            || --- | ----------------------------------------------------------------------------------------------------------------------------- ||     | 2. OF DOUBTFUL SUITABILITY... SHOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN ABOUT 1 NOW NOR                                     ||     | 3. A BARELY ACCEPTABLE EMPLOYEE... OFFERS KNOWLEDGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WARRANT HIS SEPARATION ||     | 4. OF THE SAME SUITABILITY AS MOST PEOPLE IN THE ORGANIZATION                                                                 ||     | 5. A FINE EMPLOYEE... HAS SOME OUTSTANDING STRENGTHS                                                                          ||     | 6. AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION                                                ||     | 7. EXCELLED OR ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATION                                                         |SECRET