[104-10291-10002.pdf — page 171]
# SECRET## RATINGS ON PERFORMANCE OF SPECIFIC DUTIES### DIRECTIONS:a. State in the spaces below up to six of the more important SPECIFIC duties performed during the rating period. Place the most important first, do not include minor or unimportant duties.b. Note performance on each specific duty considering ONLY effectiveness in the duty.c. For supervisors, ability to supervise will always be rated as a specific duty (do not rate 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. Rate them on different duties.f. Be specific. Examples of the kind of duties that might be rated are:* ORAL BRIEFING* NAS AND USES AREA KNOWLEDGE* CONDUCTS INTERROGATIONS* GIVING LECTURES* DEVELOPS NEW PROGRAMS* PREPARES SUMMARIES* CONDUCTING SEMINARS* ANALYZES INDUSTRIAL REPORTS* TRANSLATES GERMAN* WRITING TECHNICAL REPORTS* MANAGES FILES* DEBRIEFING SOURCES* CONDUCTING EXTERNAL LIAISON* OPERATES RADIO* KEEPS BOOKS* TYPING* COORDINATES WITH OTHER OFFICES* DRIVES TRUCK* TAKING DICTATION* WRITES REGULATIONS* MAINTAINS AIR CONDITIONING* SUPERVISING* PREPARES CORRESPONDENCE* EVALUATES 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 DUTY2 - BARELY ADEQUATE IN THE PERFORMANCE OF THIS DUTY6 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNERFOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS3 - PERFORMS THIS DUTY ACCEPTABLY7 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OF THIS DUTY4 - PERFORMS THIS DUTY IN A COMPETENT MANNER5 - PERFORMS THIS DUTY IN SUCH A FINE MANNERTHAT HE IS A DISTINCT ASSET ON HIS JOBActing Chief of BranchConducting External LiaisonHas and Uses Area KnowledgeCoordinates with other officesJ. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.During most of the period for which subject is rated he was acting chief of an active and important branch (Japan - Okinawa). He is currently chief of the FI group of the Division's plans and operations staff. Subject is a hard-working, dedicated employee. He has initiative and imagination and is profiting enormously from his present hq. experience. He is a very fine employee.## SECTION D. SUITABILITY FOR CURRENT JOB IN ORGANIZATION### DIRECTIONS:Take into account here everything you know about the individual... productivity, conduct on the job, pertinent personal characteristics or habits, special defects or talents... and how he fits in your team. Compare him with others doing similar work at about the same level.1 - DEFINITELY SHOULD BE SEPARATED2 - WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW3 - A BARELY ACCEPTABLE EMPLOYEE... SHOWS AVERAGE BUT NO OUTSTANDING QUALITIES SUFFICIENTLY OUTWEIGH HIS DEFICIENCIES.4 - OF THE SAME SUITABILITY AS MOST PEOPLE I KNOW IN THE ORGANIZATION5 - A FINE EMPLOYEE... WITH SOME OUTSTANDING QUALITIES6 - AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION7 - EXCEPTIONAL OR ONE OF A FEW IN THE ORGANIZATIONAfter many years in the field with virtually no hq. duty, subject is now obtaining both command and staff experience. He has adapted himself splendidly and has shown remarkable versatility.SECRET