[104-10291-10014.pdf — page 139]
# SECRET(Shen Folled In)2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES**DIRECTIONS**a. State in the spaces below up to six of the more important SPFCIFIC duties performed fyring this rating pettat. Flace the most important first. Do not incluate minor of unimportant duties.b. Rate performance on each specific duty considering *ONLY* effectiveness in performance of his specific duty.c. For supervisors, ability to supervise will always be rated as a specific duty (de not rate as those 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 responsability.e. Two individuals with the same job title may be performing different duties. If so, shem 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 FROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSILATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDERRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICESDRIVES TRUCKTAKING DICTATIONWRITES REGULATIONSMAINTAINS AIR CONDITIONINGSUPERVISINGPREPARES CORRESPONDENCPEVALUATES 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 operatar.| DESCRIPTIVE                                                                     | RATING NUMBER |                                                      || ------------------------------------------------------------------------------- | ------------- | ---------------------------------------------------- || INCOMPETENT IN THE PERFORMANCE OF THIS DUTY                                     | 1             | PERFORMS THIS DUTY IN AN OUTSTANDING MANNER          || BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY                                 | 2             | FOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS   || PERFORMS THIS DUTY ACCEPTABLY                                                   | 3             | EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY || PERFORMS THIS DUTY IN A COMPETENT MANNER                                        | 4             |                                                      || PERFORMS THIS DUTY IN SUCH A FINE MANNER THAT HE IS A DISTINCT ASSET ON HIS JOB | 5             |                                                      |SPECIFIC DUTY NO. 1| Directs special investigations | RATING| NUMBER | 7   |     || ------ | --- | :-: |SPECIFIC DUTY NO. 4| Supervises small staff | RATING| NUMBER | 5   |     || ------ | --- | :-: |SPECIFIC DUTY NO. 2| Coordination of most sensitive matters between CI Staff and Office of Security | RATING| NUMBER | 7   |     || ------ | --- | :-: |SPECIFIC DUTY NO. 5| Prepares final reports and memos | RATING| NUMBER | 6   |     || ------ | --- | :-: |SPECIFIC DUTY NO. 33. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE**DIRECTIONS:** Stress strengths and weaknesses, particularly those which affect development on present job.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 habsta, special defects or talents....and how he fits in with your team. Compere him with others doing similar work of about the same level.1. DEFINITELY UNSUITABLE HE SHOULD BE SEPARATED2. 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 OPGANIZATION7. EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATION|   | RATING| NUMBER | 6   |     || :----: | --- | :-: |IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?  NO. IF YES, EXPLAIN FULLY:SECRET