[104-10291-10001.pdf — page 175]
# SECRET2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIESDIRECTIONS:a. State in the spaces below up to six of the more important specific duties he 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 this 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 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, rate them on different duties.f. Be specific. Examples of the kind of duties that might be rated are:CIVIL BRIEFINGHAS AND USES AREA KNOWLEDGECONDUCTS INTERROGATIONSGIVING LECTURESDEVELOPS NEW PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZES INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING 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.1 - INCOMPETENT IN THE PERFORMANCE OF THIS DUTY6 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNER2 - BARELY ADEQUATE IN THE PERFORMANCE OF THISFOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBSDUTYDESCRIPTIVE3 - PERFORMS THIS DUTY ACCEPTABLY7 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OFRATING4 - PERFORMS THIS DUTY IN A COMPETENT MANNERTHIS DUTYNUMBER5 - PERFORMS THIS DUTY IN SUCH A FINE MANNERTHAT HE IS A DISTINCT. ASSET ON HIS JOBSPECIFIC DUTY NO. 1Supervision, as Deputy Chief of BranchRATINGNUMBER5SPECIFIC DUTY NO. 4Operational and administrative planningRATINGNUMBER5SPECIFIC DUTY NO. 2Prepares cables and dispatchesRATINGNUMBER5SPECIFIC DUTY NO. 5Coordination of branch activitiesRATINGNUMBER5SPECIFIC DUTY NO. 3Oral briefingsRATINGNUMBER53. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.Subject is capable, conscientious, and energetic. He gets along well with associates and is a good supervisor. His scholarly knowledge of political science and history, coupled with an ability to express himself well is a distinct asset. Has a slight tendency to lecture his listeners, and is sometimes carried away by the momentum of his own initiative and aggressive approach to problems but of course these characteristics can easily be qualities rather than faults when recognized and guided.SECTION D. SUITABILITY FOR CURRENT JOB IN ORGANIZATIONDIRECTIONS: Take into account here everything you know about the individual...productivity: conduct is 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...WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW3 - A BARELY ACCEPTABLE EMPLOYEE... BELOW AVERAGE BUT WITH 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 - EXCELS ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONIS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?[X] YESEXPLAIN FULLY:SECRET