[104-10291-10004.pdf — page 196]
# SECRETOFFICE OF PERSONNEL2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS:**a. State in the spaces below to pin of the more important-SPECIFIC duties perfing this rating period.Place the most important first. Do not include minor of 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 on supervisee who, supervise a secretary only).d. Compare in your mind, when possible, the individual being rated with others 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, rat them on different -duties.f. Be specific. Fxamples of the kind of duties that might be rated are:ORAL BRIEFINGHAS AND USES AREA KNOWLEDGECONDUCTS INTERROGATIONSGIVING LECTURESDEVELOPS NER PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES. GERMANWRITING TECHNICAL REPORTSMANAGES PILESDEBRIEFING SOURCESCONDUCTING 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.|             |                                                                                                    || ----------- | -------------------------------------------------------------------------------------------------- ||             |                                                                                                    || DESCRIPTIVE | 1- INCOMPETENT IN THE PERFORMANCE OF THIS DUTY                                                     || RATING      | 2 - BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY                                                || NUMBER      | 6 - PERFORMS THIS DUTY ACCEPTABLY                                                                  ||             | 5 - PERFORMS THIS DUTY IN A COMPETENT MANNER                                                       ||             | 6 - PERFORMS THIS DUTY IN SUCH A FINE MANNER                                                       ||             | 7 - THAT HE IS A DISTINCT ASSET ON HIS JOB                                                         ||             | 0% PERFORMS THIS DUTY IN AN OUTSTANDING MANNER FOUND IN VERY FED INDIVIDUALS NOLDING SIMI-LAR JOBS ||             | 7 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY                                           |SPECIFIC DUTY no. 1Analysis of records problems and establishing records proceduresRATING NUMBER6SPECIFIC DUTY no. 2SupervisingRATING NUMBER6SPECIFIC DUTY no. 3Keeping his owns records and reporting on work progress.RATING NUMBER53. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Subject analysed difficult records problems quickly and precisely, discussed his recommendations forcefully and convincingly, and then proceeded to put them into effect with considerable energy. He not only supervised his subordinates effectively so that every minute was productive, but did a good share of the routine work himself, making certain that everything was done precisely as planned.SECTION DSUITABILITY 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 UNSURFARENE SHOULD BE SEPARATE                                                                || 2 - OF DOUBTFUL STABILIT...BULLD NOT HAVE ACCEPTED I1 17 : MAD ANG MATAMOW 100                               || 3 - A BARELY ACCEPTABLE TO... AVERAGE AUT OITH NO FEARNESSES SUFFICIENTLY OUTSTANDING TO PAR-DANT HIS SEPADA || 4 - OF THE SAME SUSPABILITY AS MOST PEOPLE AND IN THE ORGANIZATION                                           || 5 - A FINE EMPLOYESMI PURTANDING STRENGTHS                                                                   || 6 - AT UNUSUALLY STRONG 488839 14 1890s of the Ears of PME ORGANIZATION                                      || 7 - FXCELLED OF LED BUITABILITY FOR PCGANIZATI                                                               |6IS THIS INDIVIDUAL BETTER SUITED FC 0-1 Bow OTHER POSITION IN THE DOGANIZATION?EXPLAIN FULLYSECRET