[104-10225-10007.pdf — page 172]
SECRETOFFICE OF PERSONALINavy 19. #53 AM.96**DIRECTIONS**a. State in the spaces below up to six of the more important SPECIFIC duties performed. 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 duty.c. For supervisors, ability to supervise will always be rated as a specific duty (do not rate as supervising a secretary only).d. Compare in your mind, when possible, the individual being rated with others performing the same or 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 BRIEFINGGIVING LECTURESCONDUCTING SEMINARSWRITING TECHNICAL REPORTSCONDUCTING EXTERNAL LIAISONTYPINGTAKING DICTATIONSUPERVISINGHAS AND USES AFFA KNOWLEDGEDEVELOPS NEW PROGRAMSANALYZES INDUSTRIAL REPORTSMANAGES FILESOPERATES RADIOCOORDINATES WITH OTHER OFFICESWRITES REGULATIONSPREPARES CORRESPONDENCECONDUCTS INTERROGATIONSPREPARES SUMMARIESTRANSLATES GERMANDEBRIEFING SOURCESKEEPS BOOKSDRIVES TRUCKMAINTAINS AIR CONDITIONINGEVALUATES 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 DUTY2. BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY3. PERFORMS THIS DUTY ACCEPTABLY4. PERFORMS THIS DUTY IN A COMPETENT MANNER5. PERFORMS THIS DUTY IN SUCH A FINE MANNER6. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER7. FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS8. EXCELLS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTYDESCRIPTIVE RATING NUMBERSPECIFIC DUTY NO. 1HATING NUMBERSPECIFIC DUTY NO. 4Deputy Chief of StationHandling agents and operationsSPECIFIC DUTY NO. 2RATINGNUMBERSPECIFIC DUTY NO. 5Liaison with Bureau of Investigationg5ReportingSPECIFIC DUTY NO. 3RATINGNUMBERSPECIFIC DUTY NO. 6Contact and development of operational assets63. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Subject is outstanding in the development and maintenance of high-level assets. He has a wide acquaintance among local people and Americans. He has demonstrated administrative and executive ability. He prefers outside contact work to routine desk work.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.6RATING NUMBER1. DEFINITELY UNSUITABLE. HE SHOULD BE SEPARATED.2. OF DOUBTFUL SUITABILITY. SHOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN THAT I WOULD NOT3. 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. AS UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION7. EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONIS THIS INDIVIDUAL BETTER SUITED FOR SOME OTHER POSITION IN THE ORGANIZATION?EXPLAIN FULLYSECRET