[104-10291-10014.pdf — page 135]
# SECRET## 7. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES### DIRECTIONSa. State in the spaces below up to six of the more important SPECIFIC duties 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 (e.g., effectiveness in performance of this specific duty.c. For supervisors, ability to supervise will always be rated as a specific duty (unless this is one of 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 responsibility.e. Two individuals with the same job title may be performing different duties. Ignore them 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 PROGRAMSPREPARES SUMMARIESCONDUCTING SEMINARSANALYZE INDUSTRIAL REPORTSTRANSLATES GERMANWRITING TECHNICAL REPORTSMANAGES FILESDEBRIEFING SOURCESCONDUCTING EXTERNAL LIAISONOPERATES RADIOKEEPS BOOKSTYPINGCOORDINATES WITH OTHER OFFICERSDRIVES 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 THIS DUTY7 - EXCEELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY3 - PERFORMS THIS DUTY ACCEPTABLY4 - PERFORMS THIS DUTY IN A COMPETENT MANNER5 - PERFORMS THIS DUTY IN SUCH A FINE MANNERTHAT HE IS A DISTINCT ASSET ON HIS JOBSPECIFIC DUTY NO. 1RATING NUMBER 7SPECIFIC DUTY NO. 4RATING NUMBER 5Directs special investigations Supervises small staffSPECIFIC DUTY NO. 2RATING NUMBER 7SPECIFIC DUTY NO. 5RATING NUMBER 6Coordination of most sensitive matters between CI Staff and Office of Security Prepares final reports and memosSPECIFIC DUTY NO. 3RATING NUMBERSPECIFIC DUTY NO. 6RATING NUMBER## 8. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.## 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 SEPARATED2 - OF DOUBTFUL SUITABILITY...WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW3 - A BARELY ACCEPTABLE EMPLOYEE...OFLOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WARRANT HIS SEPARAT.ON4 - 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 ORGANIZATIONRATING6NUMBERIS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? YES NO IF YES, EXPLAIN FULLY:SECRET