[104-10291-10000.pdf — page 194]
# SECRET(when Filled in)## RATINGS IN PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS:**a. State in the spaces below up to six of the more important SPECIFIC duties perforing 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 this specific duty.c. For supervisors, ability to supervise will always be rated as a specific duty (do not rate as supervise those who supervise a secretary only).d. Compare in your mind, when possible, the individual being rated with other performing the same duty at a similar level of responsibility.e. Two individuals with the same job title may be performing different duties. If so, differentiate duties.f. Be specific. Examples of the kind of duties that might be rated are:ORAL BRIEFINGHAS AND USES AREA KNOWLEDGECONDUITS INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES BODIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCEEVALUATES SIGNIFICANCE OF DATAFor 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 MANNER THAT HE IS A DISTINCT ASSET ON HIS JOB6 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNER. FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS.7 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY.Organize raw data into analytic file6Participate in field exploitation4Derive significant intelligence from data6Draft reports on conclusions5**DIRECTIONS:** Stress strengths and weaknesses, particularly those which affect development on present job.Mr. Fox has been an energetic and steady worker, quick to grasp instructions, and able to proceed without close supervision. He has made specific contributions toward simpler and more precise analytic methods, and has consistently worked as an excellent team member.## 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.1 - DEFINITELY UNSUITABLE SHOULD BE SEPARATED2 - OF DOUBTFUL SUITABILITY… COULD NOT HAVE ACCEPTED HIM IF HE HAD KNOWN WHAT I KNOW NOW.3 - 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 ORGANIZATION.5 - 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?