FITNESS REPORT (PART I) PERFORMANCE - CARANCI, JOHN CHARLES

• Document Type: FOIA
• Keywords: CARANCI JOHN C
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 0001498521
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: June 22, 2015
• Document Release Date: December 31, 2008
• Case Number: F-2007-00327
• Publication Date: December 9, 1957

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FITNESS REPORT (Part I) PERFORMANCE
INSTRUCTIONS
FOR ME ADMINISTRATIVE OFFICER: Consult current instructions for completing this report.
FOR TIME SUPERVISOR: This report is designed to help you express your evaluation of your subordinate and to transmit
this evaluation to your supervisor and senior officials. Organization policy requires that you inform the subordi-
nate where he stands with you. Completion of the report can help you prepare for a discussion with him of his
strengths and weaknesses. It is also organization policy that you show Part Iof this report to the employee except
under conditions specified in Regulation It is recommended that you read the entire form before completing
any question. If this is the initial report on the employee, it must be completed and forwarded to the Office of
Personnel no later than 30 days after the date indicated in item 8, of Section ?A? below.
SECTION A. GENERAL
I. NAME (Last) (First) (.Middle)
2, DATE OF BIRTH
3. SEX
4. SERVICE DESIGNATION
CARANCI John C.
7 Feb 1922
5. OFFICE/DIV
T
6. OFFICIAL POSITION TI
TLE
DDP/ TSS
TECHNOLOGIST
7. GRADE
S.
9. PERIOD COVERED BY THIS REPORT (Inclusive dates)
GS-11
31 Ma 1957 to 30 November 19
10. TYPE OF REPORT
Che
k
INITIAL
RE ASSI ARM EN 1- SUP ERA I 7R
SPECIAL (Specify)
c
one)
(
A N N U A L
R E A S 5 1 GN M # N T ? E M P L. O Y E E
SECTION B. CERTIFICATION
1. FOR THE RATER: THIS REPORT HAS O HAS NOT BEEN SHOWN TO THE INDIVIDUAL RATED, IF NOT SHOWN
EXPLAIN WHY
,
NOT:
A. CHECK (X) APPROPRIATE STATEMENTS:
.r.,
THIS REPORT REFLECTS MY OWN OPINIONS F THIS INDI?
0
I F INDIVIDUAL IS RA TE_D 1' I N-C1 0R D. A WARNING LET-
VI DUAL.
TER WAS SENT TO HIM &A COPY ATTACHED TO THIS REPORT.
THIS R E P O R T R E F L E C T S T H E COMBINES O P I N I O N S O F M Y S E L F
I CANNOT C E R T I F Y T H A T T H E R ATE D I N D I V I D U A L K NOW S H O W
AND PREVIOUS SUPERVISORS.
I EVALUATE HIS JOB PERFORMANCE 8 E C A U S E (Specify):
I HA V,E 01 SCU SSED WI TI THI S EMPLOY EE H 1 S S TREN GTHS
A
D W
N
EAKNESSES SO THAT HE KNOWS WHERE HE STANDS.
B . T H I S DATE C . T IGNATURE OF SUPERVISOR D. SUPERVISOR S F CIAL TITLE
9 Dec 1957
Chief
=
2. FOR THE REVIEWING OFFICIAL: RECORD ANY SUBSTANTIAL DIFFERENCE OF OPINION WITH THE SUPERVI
~
FORMATION, WHICH WILL LEAD TO A BETTER UNDERSTANDING OF THIS REPORT.
.Concur, Subject is an excellent He does not
id
ev
ence any special
a
ptitude for administrative/exec ve posa. ions and should probably be directed
away from these fields,
CONTINUED ON ATTACHED SHEET
I certify that any substantial difference of opinion with the supervisor is reflected in above section.
A. THIS DATE B. TYPED OR NA-F OF REVIEWING C. OFFI AL OFFICIAL
9 Dec 1957 OFFICIAL
riC
SECTION C. PERFORMANCE EVALUATION
1. RATING ON GENERAL PERFORMANCE OF DUTIES
DIRECTIONS: Consider ONLY the productivity and effectiveness with which the individual being rated has performed
his duties during the rating period. Compare him ONLY with others doing similar work at a similar level of re
-
spon
sibility. Factors other than productivity will be taken into account later in Section D.
1 ? DOES NOT PERFORM DUTIES ADEQUATELY: HE IS INCOMPETENT.
2 - BARELY ADEQUATE IN PERFORMANCE: ALTHOUGH HE HAS HAD SPECIFIC GUIDANCE OR TRAINING, HE OFTEN FAILS TO
5 CARRY OUT RESPONSIBILITIES.
3 ? PERFORMS MOST OF HIS DUTIES ACCEPTABLY: OCCASIONALLY REVEALS SOME AREA OF WEAKNESS
.
INSERT 4 ? PERFORMS DUTIES IN A COMPETENT, EFFECTIVE MANNER.
RATING 5 ' A FINE PERFORMANCE: CARRIES OUT MANY OF HIS RESPONSIBILITIES EXCEPTIONALLY WELL.
-.-._.~__,,.--_..__.,.M?.:_.... _....._--._ _..___._.~_..~_.._..._._., .a_...,.R...._..... - ,1 C
FORM NO.
45 (Part REPLACES PREVIOUS EDITIONS
I NOV I ) -
OF FORMS 45 AND 45A WHICH
55
ARE OBSOLETE.
 is 9 G RE T_
an Filled In)
2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES
DIRECTIONS: ~.t.
a. 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 ONLY effectiveness in perfoaf thi fic duty.
c. For supervisors, ability to supervise will always be rated as a specific duty(do not rate'a s
hv%-#rs those
j
who supervise a secretary only). ,%/ru
d. Compare in your mind, when possible, the individual being rated with others performing the same duty at a
similar level of responsibility. ~y
'
e. Two individuals with the same job title may be performing different duties. If
s/,1 r "kem on different
..duties.
f. Be specific. Examples of the kind of duties that might be rated are:
ORAL BRIEFING HAS AND USES AREA KNOWLEDGE CONDUCTS INTERROGATIONS
GIVING LECTURES DEVELOPS NEW PROGRAMS PREPARES S
CONDUCTING SEMINARS ANALYZES INDUSTRIAL REPORTS TRANSLATES
WRITING TECHNICAL REPORTS MANAGES FILES DEBRIEFING URC
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 DATA
g. 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 DUTY 6 - PERFORMS THIS DUTY IN AN OUTSTANDING MANNER
2 BARELY ADEQUATE IN THE PERFORMANCE OF THIS FOUND IN VERY FEW INDIVIDUALS HOLDING SIMI-
DESCRIPTIVE DUTY LAR JOBS
RATING 3 ? PERFORMS THIS DUTY ACCEPTABLY 7 - EXCELS ANYONE I KNOW IN THE PERFORMANCE OF
NUMBER 4 ? PERFORMS THIS DUTY IN A COMPETENT MANNER THIS DUTY
5 - PERFORMS THIS DUTY IN SUCH A FINE MANNER
THAT HE IS A DISTINCT ASSET ON HIS JOB
RATING
S
RATING
NUMBER
NUMBER
I
5
4
RATING
SPECIFIC DUTY No. 5
-RATING
NUMBER
Performs liaison with operating
NUMBER
3
units
3
SPECIFIC DUTY NO. 3
Modifies existin
e
ui
m
t f
i
RATING
SPECIFIC DUTY NO. 6
RATING
g
q
p
en
or use
n
NUMBER
NUMBER
specific installations
4
3. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE
DIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.
Subject is an excellen hose greatest strength is that he is Thrilling to
attempt any assignment regardless of its technical field. His greatest weakness
is his lack of training and experience in general administration,
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 habits, special defects or talents.... and how he fits in with your team. Com-
pare him with others doing similar work of about the same level.
I ? DEFINITELY UNSUITABLE - HE SHOULD BE SEPARATED
2 OF DOUBTFUL SUITABILITY... WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT I KNOW NOW
3 ? A BARELY ACCEPTABLE EMPLOYEE... BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WAR-
RANT HIS SEPARATION
S
4 ? OF THE SAME SUITABILITY AS MOST PEOPLE I KNOW IN THE ORGANIZATION
RATING 5 ? A FINE EMPLOYEE - HAS SOME OUTSTANDING STRENGTHS
NUMBER 6 AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION
7 ? EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATION
IS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION? YES No. IF YES,
EXPLAIN FULLY: -
 (When Filled In)
FITNESS REPORT (Part II) POTEII.L'IAL
INSTRUCTIONS
FOR THE ADMINISTRATIVE OFFICER: Consult current instructions for completing this report.
FOR THE SUPERVISOR: This report is a privileged communication to your supervisor, and to appropriate career manage-
ment and personnel officials concerning the potential of the employee being rated. It is NOT to be shown to the
rated -employee. It is recommended that you read the entire report before completing any question. This report is
to be completed only after the employee has been under your supervision FOR AT LEAST 90 DAYS. If less than 90 days,
hold and complete after the 90 days has elapsed. If this is the INITIAL. REPORT on the employee, however, it MUST be
completed and forwarded to the OP no later than 30 days after the due date indicated in item 8 of Section "E" below.
SECTION E. GEN
ERAL
I. NAME (Last) (First) (Middle)
2. DATE OF BIRTH
3. SEX
4. SERVICE DESIGNATION
CARANCI John C.
7 Feb 1922
5. OFFICE/DIV T 6. OFFICIAL POSITION TITLE
DDP/ TSS TECHNOLOGIST
7. GRADE B9. PERIOD COVERED BY THIS REPORT (Inclusive dates) IJAIh NtrUKI DUE IN 01,
GS-11 31 May 1957 to 30 November 1957
10. TYPE OF REPORT
INITIAL
REASSIGNMENT-SUPERVISOR
SPECIAL (Specify)
(Check one)
ANNUAL
REASSIGNMENT-EMPLOYEE
SECTION F. CERTIFICATION
1. FOR THE RATER: I CERTIFY THAT THIS REPORT REPRESENTS MY BEST JUDGEMENT OF THE INDIVIDUAL BEING RATED
Fr) nR SIGNATURE OF SUPERVISOR C? SUPERVISOO~M_F CIAL TITLE
A. THIS DATE B.
7
9 Dec 1957 Chief
2. FOR THE REVIEWING OFFICIAL: I HAVE REVIEWED THIS REPORT AND NOTED ANY DIFFERENCE OF OPINION
A. THIS DATE B. TYPED OR E OF REVIEWING C. OFFICIAL TITLE OF REVIEWING OFFICIAL
9 Dec 1957 OFFICIAL
AC
SECTION G. ESTIMATE OF POTENTIAL
1, POTENTIAL TO ASSUME GREATER RESPONSIBILITIES
DIRECTIONS: Considering others of his grade and type of assignment, rate the employee's potential to assume greater
responsibilities. Think in terms of the kind of responsibility encountered at the various levels in his kind of
work.
I ALREADY ABOVE THE LEVEL AT WHICH SATISFACTORY PERFORMANCE CAN BE EXPECTED
2 ? HAS REACHED THE HIGHEST LEVEL AT WHICH SATISFACTORY PERFORMANCE CAN BE EXPECTED
3 MAKING PROGRESS, BUT NEEDS MORE TIME BEFORE HE CAN BE TRAINED TO ASSUME GREATER RESPONSIBILITIES
4 - READY FOR TRAINING IN ASSUMING GREATER RESPONSIBILITIES
5 WILL PROBABLY ADJUST QUICKLY TO MORE RESPONSIBLE DUTIES WITHOUT FURTHER TRAINING
6 ALREADY ASSUMING MORE RESPONSIBILITIES THAN EXPECTED AT HIS PRESENT LEVEL
RATING
7 AN EXCEPTIONAL PERSON WHO IS ONE OF THE FEW WHO SHOULD BE CONSIDERED FOR EARLY ASSUMPTION OF HIGHER
NUMBER
LEVEL RESPONSIBILITIES
2. SUPERVISORY POTENTIAL
DIRECTIONS: Answer this question: Has this person the ability to be a supervisor? Yes Q No If your
answer is YES, indicate below your opinion or guess. of the level of supervisory ability this person will reach AFTER
SUITABLE TRAINING. Indicate your opinion by placing the number of the descriptive rating below which comes closest
to expressing your opinion in the appropriate column. If your rating is based on observing him supervise, note your
rating in the "actual",column. If based on opinion of his potential, note the rating in the "potential" column.
0 HAVE NO OPINION ON HIS SUPERVISORY POTENTIAL IN THIS SITUATION
DESCRIPTIVE
I ? BELIEVE INDIVIDUAL WOULD BE A WEAK SUPERVISOR IN THIS KIND OF SITUATION
RATING 2 ? BELIEVE INDIVIDUAL WOULD BE AN AVERAGE SUPERVISOR IN THIS KIND OF SITUATION
NUMBER 3 BELIEVE INDIVIDUAL WOULD BE A STRONG SUPERVISOR IN THIS SITUATION
ACTUAL
POTENTIAL
DESCRIPTIVE SITUATI.ON
A GROUP DOING THE BASIC roe (truck drivers, stenographers, technicians or professional spe-
3
cialists of various kinds) WHERE CONTACT WITH IMMEDIATE SU80RDINATES IS FREQUENT (First line
supervisor)
2
A GROUP OF SUPERVISORS WHO DIRECT THE BASIC JOB (Second line supervisors)
A GROUP. WHO MAY OR MAY NOT BE SUPERVI SORS, WHICH IS RESPONSIBLE FOR MAJOR PLANS, ORGANIZATION
0
AND POLICY (Executive level)
1
WHEN CONTACT WITH IMMEDIATE SUBORDINATES IS NOT FREQUENT
0
W H E N I M M E D I A T E S U B O R D I N A T E S ' A C T I V I T I E S A R E D I V E R S E A N D N E E D C A R E F U L COORO IN ATION
0
WHEN IMMEDIATE SU 80 R D I N A TES INCLUDE MEMBERS OF THE OPPOSITE SEX
OTHER (Specify)
FORM NO
1
REPLACES PREVIOUS EDITIONS T n 7'~L+
n
5aCfET
I NOV 5.5 45 (Part I I ) OF FORMS 45 AND 45A WHICH
ARE OBSOLETE.
 3? INDICATE THE APPROXIMATE NUMBER OF MONTHS THE RATED EMPLOYEE HAS BEEN UNDER YOUR SUPERVI O E>F,1
Six months
4. COMMENTS CONCERNING POTENTIAL
4
,
/
Believe this man would make an
,
excellent first line shop
sup e i '58
Matt ~tltil~
SECTION H.
FUTURE PLANS
I. TRAINING OR OTHER DEVELOPMENTAL EXPERIENCE PLANNED FOR THE INDIVIDUAL
On the job training in general
engineering and in so far
as time and wort oaf
permit training in genera? administration and procedures
plus training
2. NOTE OTHER FACTORS, INCLUDING PERSONAL CIRCUMSTANCES, TO BE TAKEN INTO ACCOUNT I
N INDIVIDUAL'S FUTURE ASSIGNMENTS
SECTION I. DESCRIPTION OF INDIVIDUAL
DIRECTIONS: This section is provided as an aid to describing the individual as you see him on the job. Interpret
the words literally. On the page below are a
series of statements that apply i
n some degree to most people. To
the left of each statement is a box under the
heading "category." Read each statement and insert in the box the
category number which best tells how much the statement applies to the person covered by this report.
X HAVE NOT OBSERVED THIS: HENCE CAN GIVE NO OPINION AS TO HOW
THE DESCRIPTION APPLIES TO THE
INDIVIDUAL
1 ? APPLIES TO THE INDIVIDUAL
TO THE LEAST POSSIBLE DEGREE
CATEGORY NUMBER 2 ? APPLIES TO INDIVIDUAL TO
A LIMITED DEGREE
3 ? APPLIES TO INDIVIDUAL TO
AN AVERAGE DEGREE
4 ? APPLIES TO INDIVIDUAL TO
AN ABOVE AVERAGE DEGREE
5 ? APPLIES TO INOIVIDSIAL TO
AN OUTSTANDING DEGREE
CATEGORY
STATEMENT
CATEGORY
STATEMENT
CATEGORY
STATEMENT
I, ABLE TO SEE AND THER'S
11. HAS HIGH STANDARDS OF
21. IS EFFECTIVE IN DISCUS-
3
POINT OF VIEW
~F 11
ACCOMPLISHMENT
+i ~e
SIONS WITH ASSOCIATES
I
2. CAN MAKE DECISIONS ON HIS
12, SHOWS ORIGINALITY
22. IMPLEMENTS DECISIONS RE-
.
OWN WHEN NEED ARISES
4
3
GARDLESS OF OWN FEELINGS
4
3 . HAS I N I T I A T I V E
'
13. A C C E P T S R E S P O N S I B I L I -
T I E S
23. I S T H O U G H T F U L O F OTHERS
t
4
4. IS ANA'L'YTIC IN HIS THINK-
3
ING
3
14. ADMITS HIS ERRORS
4
24. WORKS WELL UNDER PRESSURE
5. STRIVES CONSTANTLY FOR
IS, RESPONDS WELL TO SUPER-
3
NEW KNOWLEDGE AND IDEAS
V.
(?~
VISION
25? DISPLAYS JUDGEMENT
6. KNOWS WHEN TO SEEK
16. DOES HIS JOB WITHOUT
I .
A S S I STAN C E
I .
(~
S IRON GP O R T SUP
1
j4'
26? IS SECURITY CONSCIOUS
7. CAN GET ALONG WITH PEOPLE
17? COMES UP WITH SOLUTIONS
TO PROBLEMS
F
27. 15 VERSATILE
8. HAS MEMORY FOR FACTS
18. IS OBSERVANT
28? HIS CRITICISM IS CON-
S
3
STRUCTI VE
9 . G E T S T H I N G S D O N E
1 9 . T H I N K S C L E A R L Y
1
2 9 . F A C I L I T A T E S SMOOTH
T I O N I O N O F H I S O F F I C E
20. COMPLETES ASSIGNMENTS
30, DOES NOT REQUIRE STRONG
10. CAN COPE WITH EMERGENCIES
WITHIN ALLOWABLE TIME
LIMITS
AND CONTINUOUS SUPERVI
5 10N