[104-10224-10007.pdf — page 257]
# SECRETFITNESS REPORT (Part II) POTENTIALINSTRUCTIONSFOR THE ADMINISTRATIVE OFFICER: Consult current instructions for completing this report.FOR THE SUPERVISOR: This report is a privileged communication to your supervisor, and to appropriate career management and personnel officials concerning the potential of the employee being rated. It is recommended that you read the entire report before completing any question. It is NOT to be shown to the employee being rated. It is to be completed only after the employee has been under your supervision POW AT LEAST 90 DAYS. If less than 90 days, hold and complete after the 90 days has elapsed. If this is the INITIAL REPORT on the employee, however, it MUST be completed and forwarded to the HQ no later than 30 days after the due date indicated in item 8 of Section "E" below.SECTION E.1. NAME:   MILER Newton Scott2. DATE OF BIRTH: 1 March 19263. SEX: M4. SERVICE DESIGNATION: Chief, Project MONOTONY5. OFFICE/DIVISION/BRANCH OF ASSIGNMENT: FE/4/Thailand6. PERIOD COVERED BY THIS REPORT (Inclusive dates): 29 December 1956 - 29 June 19577. GRADE: GS-148. DATE REPORT DUE IN HQ:9. TYPE OF REPORT:10. SPECIAL (Specialty):SECTION F.FOR THE RATER: I CERTIFY THAT THIS REPORT REPRESENTS MY BEST JUDGEMENT OF THE INDIVIDUAL BEING RATED.A. THIS DATE: 29 June 1957B. SIGNATURE OF SUPERVISOR:C. SUPERVISOR'S OFFICIAL TITLE: Deputy Chief of Station, ThailandA. THIS DATE: 29 June 1957B. TYPED OR PRINTED NAME OF REVIEWING OFFICIAL:C. OFFICIAL TITLE OF REVIEWING OFFICIAL: Chief of Station, ThailandSECTION G. John L. Hart (S) ESTIMATE OF POTENTIAL1. POTENTIAL TO ASSUME GREATER RESPONSIBILITIESDIRECTIONS: Considering others of his grade and type of assignment, rate the employee's potential to assume greater responsibilities. Think in terms of the kind of responsibility encountered at the various levels in his kind of work.1. ALREADY ABOVE THE LEVEL AT WHICH SATISFACTORY PERFORMANCE CAN BE EXPECTED2. HAS REACHED THE HIGHEST LEVEL AT WHICH SATISFACTORY PERFORMANCE CAN BE EXPECTED3. MAKING PROGRESS, BUT NEEDS MORE TIME BEFORE HE CAN BE TRAINED TO ASSUME GREATER RESPONSIBILITIES4. READY FOR TRAINING IN ASSUMING GREATER RESPONSIBILITIES5. WILL PROBABLY ADJUST QUICKLY TO MORE RESPONSIBLE DUTIES WITHOUT FURTHER TRAINING6. ALREADY ASSUMING MORE RESPONSIBILITIES THAN (EXPECTED AT HIS PRESENT LEVEL)7. AN EXCEPTIONAL PERSON WHO IS ONE OF THE FEW WHO SHOULD BE CONSIDERED FOR EARLY ASSUMPTION OF HIGHER LEVEL OF RESPONSIBILITIESRating Number: 52. SUPERVISORY POTENTIALDIRECTIONS: Answer this question: Has this person the ability to be a supervisor? Yes/No. If your answer is YES, indicate below your opinion of or guess of the level of supervisory ability this person will reach AFTER suitable training. Indicate your opinion by placing the number of the descriptive rating below which comes closest to expressing your opinion in the appropriate column. If your rating is based on observing him supervise, note your rating in the "actual" column. If based on opinion of his potential, note the rating in the "potential" column.| DESCRIPTIVE RATING NUMBER                                                            | ACTUAL | POTENTIAL || ------------------------------------------------------------------------------------ | :----: | :-------: || 0. HAVE NO OPINION ON HIS SUPERVISORY POTENTIAL IN THIS SITUATION                    |        |           || 1. BELIEVE INDIVIDUAL COULD BE A WEAK SUPERVISOR IN THIS KIND OF SITUATION           |        |           || 2. BELIEVE INDIVIDUAL COULD BE AN AVERAGE SUPERVISOR IN THIS KIND OF SITUATION       |   8    |           || 3. BELIEVE INDIVIDUAL COULD BE A STRONG SUPERVISOR IN THIS SITUATION                 |   5    |           || 4. COULD ASSUME RESPONSIBILITY FOR MINOR SEGMENT OF PROGRAM (First line supervisor)  |        |     2     || 5. COULD ASSUME RESPONSIBILITY FOR MAJOR SEGMENT OF PROGRAM (Second line supervisor) |        |     3     || 6. COULD ASSUME RESPONSIBILITY FOR MAJOR PROGRAM                                     |   3    |           || 7. COULD ASSUME RESPONSIBILITY FOR ALL PROGRAMS AND ALLIED OPERATIONS                |        |     2     || 8. COULD ASSUME RESPONSIBILITY FOR ALL OPERATIONS UNDER THE OFFICE                   |        |           || 9. COULD ASSUME RESPONSIBILITY FOR THE OFFICE                                        |        |           |Form 45 (Part II) PotentialSECRET