RATING OFFICIAL'S GUIDE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A000500160005-6
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: November 17, 2016
• Document Release Date: March 11, 1999
• Sequence Number: 5
• Publication Date: January 1, 1944
• Content Type: REQ

Approved For Release 20'00/06/13.: CiA-RDP 047 1 5005001600 f,
Rating Official's
GUIDE
Do you use the uniform
To
All
Super=
visors
efficiency rating system
approved by the
U. S. Civil Service Commission?
If so. .
READ THIS CAREFULLY
It affects you and your
employees.
EFFECTIVE JANUARY 1, 1944
FILE FOR FUTURE REFERENCE
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"If we except the light and the air of
heaven, no good thing has been or can be en-
joyed by us without having first cost labor.
And inasmuch as most good things are pro-
duced by labor, it follows that all such things
of right belong to those whose labor has pro-
duced them. But it has so happened, in all
the ages of the world, that some have labored,
and others have without labor enjoyed a large
proportion of the fruits. This is wrong, and
should not continue. To secure to each
laborer the whole product of his labor, or as
nearly as possible, is a worthy object of any
good government."
A. LINCOLN.
NOTE: The "whole product of labor" must be
known before a proper award can be
made.
dy AJ
your ou dO Sep t?Yourgop [ ~/ ?
do 1ll
ingbOrdinat erno
nt I1 vLs0
Y_.1
es
Job You have well
Y tO o k-1204, 4041? Y Jobs/ O logfea1, ? ?
Your ur Orga ?u mu O ire result W ?
1001, subord ~lyatio stl It mean ,$ so ti, y that
Your its You f lteq 11 ? is Your treat egt R'i11jy may "18 Will
b"/le
ShOUlcl on'gibilit this in to k, OT " the?'bat is to *U Whey u~ given 0Pnsigte
w4y? per ?aeh ?f Y to tell ilrrtlati ~'he d bee Work 411Y ins Od, will the S pt
I'll ? au th GaAs so you d0 ththern/ o". It i~ to 1jAr?pa ~rf?NatruQtloll iv? e
p,11Ibej1c411tb? rest~4t there 4 your $~d rod the i s ~h$t1 Of ottl hots; to
'must b ntfrel Even cOC7l roso ?R'4 rate 0 u$e the tred,
1$te
~19 1s why
to vol u aro OYeos haT
be fol ysatisf though d lot b ~auY ?rkPer 111 T , e 4ete Eb IsR'ed by a11~Yto 1.00 e 1 one ~v8e Gov edeoutrat Og an et unroll ouo~ th 0
$ l1~~ OPP o ~t o thest$ g de
ay that ti~ e u {l ,
vpOrf atO?d?nt ? a 41
~OetJ e8t U ser~'ice. t0 be s", I re vu 't all $ Of
s $~
ep~cte?rAiu?a ?ugbuterricOgc eyes
t prrnttn~ 0~?8 the Fed
~htbet?n Zs
D, 0
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this: Tell your employee- how ey are oing. . low
How
you
go
about
it S
When
you
do
it %
Why
you
do
U l
Don't argue; don't dominate; just tell frankly and honestly what is
required of the employee in his job and how he is meeting the require-
ments. Tell him what he ought to know, not what he would like to
hear, and make suggestions for improvement. Also, listen to him, he
may have some suggestions or facts that will interest you. Discuss his
work performance, also his efficiency rating.
Prepare for the interview.-Jot down the points that make you feel
the way you do about the employee. Relate them' to the efficiency
rating. Have illustrations or factual data ready. Try to arrange for
privacy during the interview. Don't set a time limit of less than 15
minutes-the interview should not be under pressure.
The interview.-Put the employee at ease. Discuss the values of
such an interview to you and to him. Discuss his job, his work per-
formance and his efficiency rating. Give praise where deserved and
criticize straightforwardly and constructively. Let the employee
know where he stands. Above, all, do not force the employee to agree
with your evaluations of his work performance. Explain things be-
cause most grievances or appeals are due to a lack of understanding
rather than a disagreement as to facts. Be honest, frank, judicial.
Face the facts but show a sincere interest in the employee's problems.
Let the employee speak freely, ask questions, and make suggestions.
Do not argue with him, but answer his questions, help him analyze
his problems, suggest several possible solutions, and offer to help in
carrying them out.
Conclude the interview.-Tell the employee to think about what he
has been told and to cpme back if he wants to discuss certain things
further, that you are ready to help him.
As often as possible. Find time for it. If you haven't done it during
the rating period, by all means do it. before he receives a cold, formal,
unexplained notice of his efficiency rating.
Every employee, yourself included, should know at all times where
he stands, how he is doing. Such knowledge encourages greater effort
and efficiency. Employee interviews, if done properly, lubricate the
machinery and make the organization run smoother because they
reduce friction and irritation. They also create confidence that your
attitudes and judgments are unbiased and fair.
92182?--46 `4
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Ito
this!
How
you
go
about
it!
When
you
do
it!
Why
you
do
it!
Fill in or, verify entries in heading of rating form.
Name-Check with a list of employees, if necessary.
Indicate by check mark in the blanks on the top of the form
whether the rating is regular, probational, or special. Ratings made
under administrative instructions for other purposes should be
checked "Administrative-Unofficial."
A regular rating is made as of March 31. It is an official rating
made for all who are not serving a probational period and who have
worked in the agency at least 90 days in the grade of the position
held on that date or, when such coverage is not practical or feasible,
it may be made if the employee has worked at least 90 days under
the rating official.
A probational rating is made 60 days prior to the end of the pro-
bational period. It is an official rating. No "Regular" (March 31)
rating is made during the probational period of an employee.
A special rating is made when there is no appropriate cu:rent
official rating and one is needed for salary advancement or reduction
in force. A special rating is official for all purposes even though
it is for less than 90 days.
Classification symbols and title of position.-Enter official desig-
nations. Check with available official records, if necessary.
Period from ------ to ------ -Refer to employee's personnel
records.
Regular rating.-Frorn April 1 to March 31 or as much of this
period as employee was on active duty (at least 90 days) under the
conditions stated above.
Probational rating.-Prom the beginning of probational service in
the agency in the grade of the position held on the date the rating
is due to its due date, provided it covers at least 90 days.
Special rating.-Indicate the period that the employee served in
the agency (1) from the date of the last official rating on record, or
(2) from the date the employee entered in the grade, whichever is
later, to the date the special rating is made.
Organization in which position is located.-This is a matter of
general knowledge. If in doubt, check with organization charts or
with head of unit.
Do it before you start to rate-as soon as you get the efficiency
rating forms. It should be completed before the end of the period
covered by the :rating.
To identify employee.
To indicate kind of rating.
To identify employee's position.
To indicate the period of service to be considered in rating work
performance.
To indicate the place of the position in the organization structure.
4
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this t Select or verify the efficiency rating elements per-
tinent to the position.
How
you
go
about
it s
When
you
do
it s
Why
you
do
it s
Think of the different positions or arrange rating forms according
to classification grade and class; for example: Stenographers CAF-2
separate from Clerks CAF-2.
Think of the employee's position. Refresh your memory of the
position's intended scope, duties, and responsibilities by reading
again the official job description and by referring to assignments.
Determine whether the position is or is not administrative, super-
visory, or planning. Decisions are indicated by placing a check
mark in one of the two boxes at the upper right-hand side of the
rating form. The elements in italics are to be used for rating
administrative, supervisory, and planning functions in the position.
The elements not in italics are to be used for rating other functions
whether in administrative, supervisory, or planning positions or in
other types of positions.
Become familiar with the various elements on the rating form.
You will find on the last few pages of this. material some informa-
tion that will assist you in doing this. REMEMBER THE ELE-
MENTS HAVE MEANING ONLY IN REFERENCE TO A
PARTICULAR POSITION.
Select the elements, and only those elements, that are pertinent
to the position. The elements used should be the same for like
positions. In some cases, the efficiency rating committee will. have
suggested the elements. If you have any disagreements with the
suggested selections, check with the committee. If you are working
on the forms and you feel that additional elements are pertinent,
encircle the element number in red ink, or if any suggested element
is not pertinent, cross out its number in red ink. Changes should
be made uniformly for like positions. These changes should be
cleared, if possible, with the committee. The committee will see
them anyway when it reviews your ratings for approval.
The best time to do this is in time for the employee to know,
close to the beginning of the rating period, which elements are going
to be considered in rating his work performance during the coming
period. If it hasn't been done at the beginning of the rating period, it
should receive attention as soon as the rating, forms are received. If
it has been done at the beginning of the rating period, make sure the
employee's position hasn't been changed before you use the elements
for rating at the end of the period.
The efficiency rating is not an evaluation of the employee but of
his work performance. The work performance is measured by the
yardstick of reasonable job requirements., Job requirements must be
related to activities found in the position. In other words, a char-
woman should not be rated on her effectiveness in meeting and dealing
with others because, regardless of how effective or ineffective she
might be in this respect, this activity is not found in that position.
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Do
this S
now
you
go
,about
it S
When
you
do
it !
Why
you
do
It l
jr
Determine the adjective efficiency rating.
The evaluations with respect to each of the elements used
are consolidated into an adjective efficiency rating by following the
"standard" found on the rating form. It is to be noted that the
markings on the underlined (especially important) elements are given
more consideration than the others used.
The standards for the adjective ratings of "Good" and "Fair"
call for the use of judgment in determining whether weaknesses
represented by minus marks on underlined and non-underlined
elements are overcompensated by outstanding performance repre-
sented by plus marks on underlined and non-underlined elements.
Your judgment should, not be based on the theory that one plus
mark balances a minus mark. Rather, you must consider the kind
and level of position and determine the relative importance of. the
items marked plus and: minus.
If you have for consideration any ratings made by another
supervisor covering performance in a position of the same grade, do
not mechanically or mathematically consolidate, average or combine
them with. your rating-consider them in the process of making your
rating.
The standard will give proper results in the great majority of
cases. Where its use does not give a proper adjective rating, devi-
ations from the standard are permissible but have to be explained on
the back of the rating form. Deviations may be permissible when
the employee's performance is so outstanding in certain especially
important respects that it completely overshadows the inadequacies.
They are also permissible when the employee's performance is so
defective in certain respects that it nullifies his performance in all
other respects.
Write in the adjective efficiency rating in the blank space provided
for the Rating Official.
As soon as you are satisfied that the element evaluations are
correct, that is, they properly reflect the work performance as meas-
ured by the reasonable requirements of performance in that kind
and level of position.
The adjective efficiency rating completes the picture of the em.
ployee's work performance. Its determination takes into account
the inadequacies of the efficiency rating system which reduces to a
method what is by its nature a judgment process.
The adjective efficiency rating is used in such formal actions as
salary advancement, reduction in force, salary reduction, . aqd
dismissal for inefficiency.
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this g i Check your work.
How
you
go
about
it 2
When
you
do
it l
Why
you
do
It l
Assemble the rating forms and arrange them according to classi-
fication grade and class; for example: Stenographers CAF-2 separate
from Clerks CAF-2.
Review all the ratings, comparing the rating of each employee,
one with the other, within each class and grade (for instance, all
Clerks CAF-2) for the purpose of making sure that:
1 You have maintained the same reasonable requirements of work
performance;
2 You have not been influenced by such personal considerations as
personal loyalty, sympathy, friendship, or prejudice;
3 You have not allowed your rating to be influenced by instances of
success or failure in the elements of the job that are not typical
of.the employee's general performance;
4 You have used correct judgments in your rating regardless of
whether others might say that you have rated liberally or
conservatively;
5 You have not considered length of service in your ratings;
6 You have not been influenced by the employee's previous regular
rating;
7 The rating form is complete in all respects.
Immediately after you have rated the work performance of all
employees under your supervision.
The rating of work performance is not a responsibility that can
be taken lightly. Too much depends upon it. If the ratings are not
fair to all employees or to the agency in which they work, the actions
based on the ratings will not be fair to all employees or to the Govern-
ment agency.
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Do
this s Sign and date the report and give it to the
reviewing officiall..
How
you
go
about
it l
When
you
do
It !
Why
you
do
it S
On the blank spaces at the bottom of the rating form after the
words "Rated by," write legibly in ink your name, your titlo, and
the date of your signature.
Then give the ratings to your immediate, supervisor who will
either be the Reviewing Official or will transmit them to hire. If
there is no one who fits the description "the supervisor highest in
line of authority above the rating -official who has personal know-
ledge of the general performance of the employee to be rated and of
the standards of performance of the unit in which the employee is
assigned as compared with standards in other units," submit your
ratings directly to the efficiency rating committee or the person who
gave you the rating forms.
After you are satisfied that you have rated work performance
properly and are willing to stand behind your judgment. The whole
job of efficiency rating for all your subordinates should be completed
within 10 days or 2 weeks after you have received the rating forms.
A supervisor is required not only to make judgments but also to
stand behind them. The responsibility for the part he plays in the
whole process must be definite and a part of the record.
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 Approved For Release 2000/06/13 : CIA-RDP7818A000500160005-6
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 Approved For Release 2000/06/13
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 Approved For Release 2000/06/13 : CIA-RDP78-04718A000500160005-6 .
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