[104-10225-10003.pdf — page 280]
# SECRETOFFICE OF PERSONNEL## 1. RATINGS IN PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS:**a. State in the spaces below up to six of the more important SPECIFIC duties performed during this 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 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 other rated with other "MAIL ROOM" doing 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 NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANYWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONTACTING 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.DESCRIPTIVERATINGNUMBER1 - 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 MANNER THAT HE IS A DISTINCT ASSET ON HIS JOB6 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNER7 - FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS8 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTYSPECIFIC DUTY NO. 1RATINGNUMBERConducting name checks to render case disposition.4SPECIFIC DUTY NO. 2RATINGNUMBERAlphabetizing and filing index cards.4SPECIFIC DUTY NO. 3RATINGNUMBERSPECIFIC DUTY NO. 4RATINGNUMBERSPECIFIC DUTY NO. 5RATINGNUMBERSPECIFIC DUTY NO. 6RATINGNUMBER## 3. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE**DIRECTIONS:** Stress strengths and weaknesses, particularly those which affect development on present job.Subject performed his duties effectively and competently.He gets along well with his fellow employees.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 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.5RATINGNUMBER1 - DEFINITELY UNSUITABLE - HE SHOULD BE SEPARATED2 - OF DOUBTFUL SUITABILITY...COULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN THAT I KNOW NOW3 - A BARELY ACCEPTABLE EMPLOYEE...BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WARRANT HIS SEPARATION4 - OF 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 - EXCELS ALL OTHERS A PERSON IN SUITABILITY FOR WORK IN THE ORGANIZATIONIS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? YES or NOEXPLAIN FULLYSECRET