[104-10224-10012.pdf — page 158]
# SECRET2. RATINGS OF PERFORMANCE OF SPECIFIC DUTIESDIRECTIONS:a. State in the spaces below up to six of the more important SPECIFIC duties for *Office or Personnel* 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 specific duty.c. For supervisors, ability to supervise will always be rated as a specific duty do not rate as supervisor those who supervise a secretary only).d. Compare in your mind, when possible, the individual being rated w/ same duty at a similar level of responsibility.Oct. 30. 3:55 PM '57e. 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 KNOWLEDGEMAIL ROOM INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDESKRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIORESEES BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAR. 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     | 6. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS || ------------------------- | -------------------------------------------------- | ------------------------------------------------------------------------------------------------- ||                           | 2. BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY | 7. EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY                                           || **SPECIFIC DUTY NO. 1**   | 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             |                                                                                                   |Is a Headquarters case officer| RATING NUMBER | SPECIFIC DUTY NO. 4 | RATING NUMBER || ------------- | ------------------- | ------------- || 3             |                     |               |**SPECIFIC DUTY NO. 2**Prepares correspondence and reports| RATING NUMBER | SPECIFIC DUTY NO. 5 | RATING NUMBER || ------------- | ------------------- | ------------- || 4             |                     |               |**SPECIFIC DUTY NO. 3**Coordinates with other offices| RATING NUMBER | SPECIFIC DUTY NO. 6 | RATING NUMBER || ------------- | ------------------- | ------------- || 3             |                     |               |3. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.This officer is Intelligent and possesses good judgement. He is neat and methodical in his work. Within the area of his explicit duties he is a willing worker-who takes and executes orders faithfully. At this desk, the weaker aspect of his performance was in matters of initiative, drive and imagination.--Though this impression may be heightened by Mr. Wigren's naturally-quiet, unobtrusive manner, the final assessment must be that he is not inclined to go beyond carrying out assignments given to him.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.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 ORGANIZATION| RATING NUMBER | 3-4 || ------------- | --- |IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? [X] YES [] NOEXPLAIN FULLY: In view of his relative strengths and weaknesses, Mr. Wigren would seem better fitted for work requiring studious and methodical application to one or a few activities or projects, rather than as an across-the-board operations case officer, either at Headquarters or in the field.SECRET