[104-10291-10013.pdf — page 124]
# SECRET(When Filled In)RATINGS ON PERFORMANCE OF SPECIFIC DUTIESDIRECTIONS:a. State in the spaces below up to six of the more important SPECIFIC duties performed during this rating period.b. Place the most important first. In not include minor of unimportant duties.c. Note performance on each specific duty considering ready effectiveness in performance of his specific duty (do not rate those who supervise a secretary only).d. Compare in your mind, when possible, the individual being rated with others performing the 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 BRIEFINGKAS AND USPS AREA KNOWLEDGECONDUCTS INTERROGATIONSGIVING. LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZERS-INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL. REPORTSWAVAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAE. 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. THAT HE IS A DISTINCT ASSET ON HIS JOB7. PERFORMS THIS DUTY IN AN OUTSTANDING MANNER8. FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS9. EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTYGeneral Management of BranchRATINGNUMBER5Spotting operational possibilitiesSupervision FI OpsRATINGNUMBER6Use of area knowledgeSupervision FP OpsRATINGNUMBER5Coordination other BranchesDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job..Under his supervision the Branch will do a reliable Job without higher echelon direction. His administration is efficient. His inability to express himself in clear, and forceful language is a handicap, particularly in connection with briefings.In addition to his proven competence as an FI officer he is applying with steadily increasing effectiveness his growing knowledge of the conduct of FP operations.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 SEPARATED.2. 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 ORGANIZATIONIS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? YES NO. IF YES, EXPLAIN FULLY. He has at the same time excellent judgment and displays sound thinking at all times; these characteristics, along with his administrative ability, are his distinguishing qualifies.SECRET