GUIDE FOR COMPETITIVE EVALUTION PANELS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000900080012-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 13
• Document Creation Date: December 9, 2016
• Document Release Date: July 18, 2000
• Sequence Number: 12
• Content Type: REGULATION

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CUME FOR COYYSTITIVE EVALUATION PAN=
PRFEACE
This ifandbook is for the guidance of Agency per.sonna toluz)
are appointed by Hoes of Career SeTvieop to eervi,. OD CompoUtive
25X1A
Evaluation Panela*
isd.2.orriation presorted, howner, should be or
iriturtet to an sktpervisors !tithe win parir.icipatein ths.
e:!airrAtion procees and 7eho11, in the finalpzall.rs1.? 1.7.'4 arin7.11:r
111;ibIO for its cffectiveness.
oxidieIkies a,nd procedures preeented are ititsni:7!.e., ?;-,o be
advisoryin natnre rather thnn irai!platoni. It is m-i1ize-1 that
riatittell in the evicosition of:?,1areor SCI7Vice3 Vld the dicavirsior,,
coographionity and occprationally, of their pozvonne7. will 1.eire
tLa
dvir 1y the Gareor Services of inteTnal oFqr7itir 7
their neods- However? the rze f thia 75.7tn,lbT:0:,1<
the fraTo of reel:1333M/ for the operations nf Compstitivo
13 of all Career 3eiivices t411i prvAde disireblel degrcA
25X1A Szaacy-bri.do uniformity 5..,n promotion 41,6FALTEISLM:AM
Malay and Procedurez on the Coaz..petitiv-E; P. to
fArl s-f4 forth in Regniation1111111 Competitilia Promotion*
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GUIDE FOR CONPETITINt PROMOTION PANELS
I. INTRODUCTION TO THE COMPETITIVE PROMOTION PROGRAM
High esprit de corps of Agency Personnel depends to a considerable
degree upon the achievement of a fair and effective promotion system which
will earn and retain the respect of all members of the Agency. The Agency
has adopted the competitive evaluation promotion policy with the aim of
ensuring maximum equity, objectivity and impartiality in promotions. This
program is based to some extent upon characteristics of the various promo-
tion systems in the Foreign Service Corps of the Department of State,
private business and the Military Services, but is specifically designed
to meet Agency objectives of building and maintaining a Career Staff of
high caliber. Its chief characteristics are:
A. Performance Measurement:
Appraisal of the employee's value to the Agency in terms of the
quantity and quality of the work he has performed; his conduct,
skills and personality; and his potential for future assignments.
A conscientious effort is made to record, via the Biographic Profile
and Fitness Report, complete, factual and objective information re-
garding each individual.
H. Equal OnR2rtunity for Admancement lidain_ASAmajitaigl:
Every employee eligible for promotion is evaluated: (a) annually,
(b) in comparison with every other member of his Career Service
who is in the same grade and occupational category, and (c) in the
case of personnel in grades GS-7 through GS-14, by an impartial
Competitive Evaluation Panel. This system differs from the usual
Civil Service practice where promotion depends rigidly upon the
grade of the job to which the individual is assigned.
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Gpavtio, chxdoment.:
The rolative standing of the persam rated depend ongroup
The Fitness Report contains the opinions of individual supervisors
and reviewing officers; the exanull competitive rating repro,Te.o%s thA
lonsensus or a group of experienced senior :,,embers of the emplotp,e's
lamer Service with respect to the employee's uerit for proraaor,
comparison 'with his contemporaries. The Ojective isto eko the pro
ootioA system genuinelr free from favoritisA and bias.
PrR4P., .,:P445) R....-3Q3-P tor Feralart10:74,-
2a promotion system requires that persoanal serve lon,ft,' onou71, 1,11
clech grade to provide a basin for a thorouTh evaluntior, of tT'xqr
-oor.formaitce at the ers.de level, This is accomplisholi
nlImpri periods of service in each grade durintwhch cerson-.:C sr;
'not in the vane of consideration for prorao%ion.
hja
vion of .0,
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In each grade, tha normal practice mill bo to promote thew T,110 *ro
by the Competitive Evaluation Panel
ranked highest ea-tho-114, provided their Omlifleations
higher
utilised to advantage at the next/grade level. In other ',:ort;?,s the
available proaotions mill go to those found by the Panels and HOAIS
of Career Sovvices to be the most oompetctnt and valnable to CTA.
XIESEIMI
Ao aizAP xt.,E913- -PPIT":0-40-MCM
eligible employees
ram! Competitive EValUation of all seplorese-441041e WY/MN
qualifications,
on the basis of the perfe7?aenco,/acceptence o5.* Cereer Staff obli
length of service
tionsp footlAileertrie, and value to tha Age-,7 is the mos7..:, critical
in the selection of personnel for promotion
elesnent-oZ-the-pzio=Uomesse, -The product a aticn will
consist of a list of wpioyees ranked in order of marit for prow-
tion for the use of the ;load of the Career Service in making firal
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promotion recommendations. The list will include the employees the
Panel considers at the time of panel action to merit promotion within
the numerical limitation which may be prescribed by the Head of the
Career Service. Panels will be comprised of a minimum of three members
of the Career Service concerned, senior in grade to employees being
evaluated, and appointed by the Head of the Career Service to serve for
the period required to evaluate all eligible employees in the grade
groups and competitive area(s) assigned.
B. Information used by Panels in Evaluating Employees:
1. Listing of all personnel in the zone of consideration for
promotion in the grade level to be evaluated.
2. Listing of personnel recommended for promotion (in order of
preference whenever practical) by Senior Supervisors.
3. An indication from the Head of the Career Service, if he
desires, of the number of personnel to be on the Panel's rank
order list. (The Head of the Career Service may predetermine
the approximate maximum number of promotions to be made at each
grade level on the basis of guidelines, such as past promotion
practice and the status of staffing of the Career Service.Ratima
Rather than reveal the maximum figures, he may direct the Panel
to provide a rank order listing for each grade level which will
contain a somewhat larger number of names. This will provide for
the likelihood that some individuals on the Panel's rank order
listing will not be promoted for the reason that their qualifi-
cations are not utilizable currently at the higher grade and the
use of a personal rank assignment is not considered appropriate.)
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4.A t45lee2ile/
of service and performance of each employee in the ns of
consideration. The official Personnel Folder is also available
to the Panel if needed.
5. Personal interview, whenever feasible, of employees, their
supervisors, or others having knowledge of the employees being
evaluated. The importance of interviewsof percent in grades G8-12
and above particularly is stressed.
C. 21,gaticeaUederpatzleaselausjamazjareSeluatilivz gal-Dees:
1. Eseemnialsenslealtv. eualitn and level of lob etrform0)
ae One of tit chief considerations in competitively evaluating
employees is the performance factor - how leall has the job
been performed - the quality and quantity of work done.- In
the interest of rendering marbmo equity in judging thie
factor, Panel Members should bear in mind the level of tha
they
job performed be, employees Wane ceatuatet
? an
may happen, Sescapie? that a-hZekeesee.e. eae7:1:eae
than his current grade
forming work of a lower level/
Performing work
and be rated unduly high, whereas an employeaeseisgeed-te-a
a level than his current grade may
posaione/highC: ik1444a7 &Lai. .istit77 7,' 7
seeeptamesemailet =tea tre. llere"inle ThWp a yin OW. agreit 00SP CII?La
es:operable ratings become more meaningful when considered in
relation to the characteristics and level of the job eat-formed
b. In addition to past and current performance, the pctentiality
the individual has demonstrated for the performance of more
very
difficult .and responsible duties in the ,future is wise itte.ertrte
Fitness Report ratings on this factor and records of pereforman
considered careAtfly.
Lf assignoients of higher grade level should be eareFellyeeesiseeated.
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Cs A common criticise of proration -isnal systome is that t.z;
tend to make employees relustwIt to tol;:a
individuals
instead flittrat3e,nlaci 13;0 Iiieilli4.".1u rniw47:1-C;1170i.V.H
provaili/g opinion. Since this terlcy
the merit system and the effacttivonews of the Affency
every effort must be made to give duo oredit to cATAlyes
who have shown themselves crnp:Ible of argrad ii-,Capondtt
jegPSIA, creative wPrkp self-rellancs end U,6 accotaK-a;:!
unusual rosponsibflity. If tha ltitietive of oeraascc
ims lad to some difficulty, be shonY. not T:A og7.7orsl-JJ. j4ccd
because a calculated risk did not vork ant AI th;.,
line of action was worthgbile. Similer.17, Panel
should be wary of employees who restrict 'noir outplic. LA order
to concentrate on a few work products.for the purpose of
receiving special commendations.
Ci. Dxtra care-should be talon to letermlne the ?Ltzirlt
motion Of employees whose duties giva thomn opstortunity far
comparatively little substantive output which Can be rsadily
evaluatedp or whose duties and parformance cannot, for :c3curity
reason', be completely documented. Similaxly? apploycoa
engaged :in training assignments must bo given full considemtica
for their efforts in the light of theln reported adcomplishments
during such training:
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SINEMORMIU
e. In evaluating the performance of employees performing
eneseutive or supervisory duties, it is stressed that principal
consideration should be given to the derv'rify!
Of importance
meat skills. Pheta*e-ift-Vilair-teasteeeen ate the demonstrated
abilities of an executive or supervisor to plan and ergeniso his
unit, establish sound policies, train and supervise employees:
the
and aohleve efficient operation, m.1 E.7,1comp12slerwev-ei :i'oquared
objectives.
A factor which should be given considerable le,1.1
his
of the employee to mot/baraer 3taff obligstlene. This may be eirgm?.
Flirted by acceptance of assignments to isolated or hardship poste,
undertaking of specialised training which may lead to protrncted
periods of service in difficult or unpleasant area of the world and,
in general, by a demonstrated willingness to put the needs of the
Agency before personal preference or convenience.
3 Value Rot 44Spzoo to Sow
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retaining
SitereCZ...1. Arvui.olung and Seeping 4ne tomcatted number of qualified
Career
personnel in all line* of wnrk ice -
Services face.
sakdmaihmast evineewar. its UOJOr
providing with
include expeeSee Cakaur suer *embers *as brcader base of training and
**patience to increase their versatility an4 assignment potential is
well as the-avesesattrfr-olt ,:avoloping flew exploited in higay speciEtimed
fields. In competitively evaluating caploraes for pranotions, oonsidenal
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ammomm
should be given to the present value of the employee to the
as well as
Agency, aseireas-bseSinte-e_4gelkeet v?.c.
the
in the future. Of peatinence toksItiJ
Agency is a consideration of possession of scarce occupntional
skills and experience which are difficult to replace and wtich
may have required arduous training Cr unpleasant assignments for
their acquisition.
4. Length of Service
Length of service in a grade level (beyond the rdittmen time
requirement) shall be a factor in the evaluation of an employee's
in
record to?tho.eedwagetwat premsaien ',met we eerned by 'meritorious
Sufficient for appraisal..
performance over a suegAeAe4;teed ef ti'nq 4f'4"T:
at lower grade levels as well as experience gained prior to entry
their
with CIA should be evaluated on the basis of/vi
Agency caner. ? Notwithstanding the usual leelgth of service .!ruire---
moots, it is important to keep in mind that no employee should be
rated lower than his performance merits simply because of the recency
of his last promotion, To do so might penalise unusual efforts and
talents as well as enhance the chances for promotion of those whose
principal claim is that of seniority.
5. gliaLtticatin Orichkssaal. 4cgrjoinegss ?reaps, Personal Chert.t.
The degree to which an employee exceeds the minim= standirds of
Si nificant
experience,,training, and education is ots;' te we.? iger.leetlen;
providing the tans ef enzartvgines; trIginlynr.and education is of
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demonstrated usefulness in connection with the employeea work
and probably futere etl'ert4en_ trroC";Z!.4,1? nt"" .A.-vanf-tops
their
similarly be evaluated ta tens of the epplinnt!en tt n
probab3e future assigemontse
6? olhoranillerlign
Panels must
at Cape-shw414-leeeletmee-?0,
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assignments overseas or otheruise outside headquarters are
given equal consideration for promotion and are not penalteed
nor by
by their non-availability for interview or tipretteas
current docurantation of perforeancee,
In evaluating employees whose records reflect adverse repeets
or criticisms, care should be taken to determine whether the
,
adverse materiel has been out-dated by more recent l'avorable
perfornmnee, Giving undue weight to past reports ef defects
which an employee has corrected may create an unjust permeen
handicap to his career* Thus, Panels must be as eensitive to
records reflecting improved performtece as they are to those
which reflect deterioration.
On Panel Members* personal knowledge of an individual ehould ,et
be given undue weight? However, if a Panel Member, through
yersonal experience or otherwise, isHmerisant of pertinent,
information not in the record, he shell make that information
for investigation and consideration.
available to the Panel/ .,.i 1,22y.-,11 jth-rs1.aLJ ,mr:7
may fee],. he
self from ranking any candidate whom hekeenIL -
evaluate dee to close association or otrOng pers?nal feclings0
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d. Whenever competitive evaluation establishes employee's
ratings as essentially equal, it is appropriate that Panel
Members give added weight to consideration of age, length
of qualifying experience and general background.
D. Suggested Steps in Competitive Ranking by Panels:
1. Names of all eligible employees recommended for promotion by
Senior Supervisors will be provided to the Panel by the Head
of the Career Service.
2. The records (Biographic Profiles or equivalent) of the above
employees will be preliminarily reviewed by Panel, Members for
familiarization.
3. The records (Biographic Profiles or equivalent) of all other
eligible employees in the competitive area will be reviewed.
From this group, the names of any other employees considered by
the Panel to warrant final ranking for promotion will be selected.
4. The names of employees recommended for promotion by Senior
Supervisors together with the names of other eligibles selected
by the Panel will be considered for Panel ranking. Whenever
feasible, interviews will be conducted of these employees, their
supervisors, and others having knowledge of their work. This
step is particularly desirable in the consideration of employees
in GS-12 and above.
5. Each Panel Member will individually rank all employees (selected
as above) after completion of the review of Biographic Profiles
or equivalent summary of service and performance, and the com-
pletion of Panel discussions or interviews.
6. Upon review of the individual rankings, any wide discrepancies
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be discussed and
more information obtained if necessary. Thereafter, Panel Members
MANY' nAillait rgankinms- ymmir7F1-
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rankings with equal weight being given to each Panel Memberfa
judgment. The individual ranidngs for each employee will be totalled,
and the final ranking will be determined by listing tho employzbe tit
the lowest total ranking points first, the eaployee with the second
If a Panel Member dis-
lowest total of =Icing points, second, etc,i qualifies himself on
ranking an individual, the rankings of the other members will be
given proportionately more weight in the mathematical
computation.
MaILThatt-261W-Ataa.i.W.azia-ka-t2
araakagragaitatai
Fmk
Panel IW 2
tat marJber
1
a
a
a
2
? c
b
b
3
e
a
c
4
b
d
a
5
d
o'
d
Deter4pat1on of Pin4 Rank .Order of Emmloyees
Final garacknA
1
2
3
4
5
A
letaLMILL3
6
8
12
34
0, IMr57, 'int mrtto._MA 4ch,pttr nTh n. elr4t1,tmn fc?r
reqUested
pm:notion 44116P,4 14.10 etf the nArserServico. the list
will be adjusted accordingly and forwarded to the Head of the
Career Sonia* for his use.
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arcanaann=0.52.4.40a....V" 011 P
A. BY Offke ot PerSonnell
The Office of Personnel will be responsible for the program of
preparing accurate Biographic Profiles of personnel to be evaluated.
Duo to the volume of work involved, participa- by PersoAlicl
Officers, Career Matuagement Officers, and employees in this program
will be necessary. Additionally, the Office of Personnel dfl pvr,
clarification on promotion procedures, and furAieh listings of permor
in the zone of consideration, qualification requiremants for specific
positions or lines of work, and position evaluation information.
B. tairstradisa2gingattSaatiaatearSorvick:
Important responsibilities of Career Management Offizors will be
the provision of Secretariat support to Competitive Evaluation
Panels, the obtaining of information concerning employees being
before or during Panel considerations* and sorvinz as a point of
liaison between the Panel and Senior Supervisors.
C. Bvisersonnsl Ofacorpind AcIministratiSfAcila in 0. e Ofiay
Personnel and AdmLnistrative Officers will be responsible for ensuring
that Usti' Of personnel recommendal for promotion by Senior Supervissi-s
are provided to the Panels and will assist Collier Supervisczo in tido
regard. May will participate mith Office of Perzonzwa in developing
Biographic Profiles or the equivalent for Panel nao.
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hek
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SUBJECT: Concurrence in Competitive Promotion Regulation and Handbook
CONCUR:
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Distribution:
Chairman and Members, CIA Career Council
Executive Secretary, CIA Career Council
Chief, PED
Chief, Regulations Control Staff
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