APPARENT DISCREPANCIES IN CONCEPTS OF PERSONNEL EVALUATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05077A000100140015-2
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 10
• Document Creation Date: December 9, 2016
• Document Release Date: April 3, 2000
• Sequence Number: 15
• Publication Date: August 13, 1973
• Content Type: MEMO

CONFIDENTIAL RERS 73-
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13 AUG 1973
MEMORANDUM FOR: Acting Director of Personnel
THROUGH : Deputy Director of Personnel for Plans and Control
SUBJECT : Apparent Discrepancies in Concepts of Personnel
Evaluation
REI'ERENCES a. Memo fr D/Pcrs to C/RCS dtd 27 Jul 73, subj:
Proposed Changes to
b. Memo -fr DD/M&S to Heads of DD/ S Components dtd
6 Aug 73, subj: Competitive Evaluation System for
Employees of the Management and Services Directorate
1. Referent a. requested changes in Agency regulations to implement
specific modifications in the Agency's personnel evaluation system as
considered by the CIA Management Committee on 1 June 1973 and approved by
Mr. Colby subsequent to that meeting. There are apparent discrepancies
between basic concepts therein and those promulgated. in referent b.
2. The primary objective of referent a. is to establish a clear
distinction between:
a. The system of performance evaluation evolving Letters of
Instruction and scheduled ratings of job performance against
Agency-wide criteria in Fitness Reports for the official record
which ratings are shown to the employees rated; and,
b. Those other systems for comparative evaluation of the
relative capabilities and potential of employees as pertinent
to various selection considerations. Such comparative evalua-
tions (rankings) are not recorded in official Agency records
and usually are not made known to the employees concerned.
3. The attachment to referent b. titled "AN EVALUATION SYSTEM FOR
THE SUPPORT CAREER SERVICE" seems well designed for the purpose i'n 2b
above and is consistent with referent a. as proposed. On the other hand
referent b. and the attachment "FITNESS REPOR'1S FOR MEMBERS OF THE MG
CAREER SERVICE" contain instructions which conflict with referent a. and
require supervisors in the M,S Directorate to evaluate promotability and
executive potential on Agency Fitness Reports which will be shown tCthe
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employees concerned. It is recommended that you meet privately with
the DD/M&S as soon as possible to discuss appropriate action to realign
the instructions in referent b. with Agency policy as contained in
referent a. 25X1A
U Chief, Review Staff
I I L1: N ,T1~L
Z~, Q I
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ORIGINAL DOCUMENT MISSING PAGE(S):
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SUBJECT ; i ?olxn et Ch ,1at Qs
g 1 'r J FOE; C 0f t. lleL-,Ulatious Control
r1eag' are -;n pub1.Ieation of the attAcb x1 prO- se-
~'~ 3n 1 to " era lt*I `yel'. '~' yL? ..??fr~rJT! i p to t O Fit-naBB
Ana to t i s . j e ?r wig ?s for t; ~ ] etir~ that ) o . ?h-cM' c}zn= x e i
-i11 i l)1c meat x=.:,> .l ' z tion In ~;z e `.:;e zcy'+ personnel c.v1u ation
cyztem a-i conc>ie Bread, by t;h , CM ~ i rx t;f rrca~t. Co ittC e on I Jtu a
L9'f3 and z pprove& by 11r-. Co ;> r GuUcque t to that r:ceti.n3.
The 1i.at: of r+nprod re>ro:~ ~i ~t ~ r t o an( I CoIby's
F it t n jr3tI`t are stta,chwd for your irli'or:lHtiiOfl.
/sl John F. Blcrko
Join V. Bla%e
Director of Pero e1
Diatrributi are;
?rig & 2 -Ad e
I Fm D/Per jY
Review Staff (I ^e7/h)
OP/P C/ 1" clbw (26 Jux.yr 73)
CL M
27 JUL i2 3
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 1. Approved Recommendations
a. Aio~etoti~2@944~Ea ~'Ps$-Q~~~4~Q~1I7e Form and
revise the certification statement to indicate that the employee has seen all
entries on the Form.
b. Add in the certification block an invitation to the employee to attach
any-comme.nt (not necessarily in rebuttal) which he feels will contribute to Vie
record of his job performance and require him to check an appropriate box indi-
cating that he has or has not chosen to do so.
c. Revise the Fitness Report Instructions to reemphasize that evaluations
and narrative comments should relate to job performance and that any comments
concerning. potential should be confined to factors related to job requirements.
d. Include in the Instructions a requirement that reviewing officials con-
fine their comments to the evaluation of the person being rated and not to
include an evaluation of the rating official.
e. Include in the Instructions a requreme.nt that rating officials comment
on the rating performance of those employees who are themselves rating officials.
f. Forward a copy of the revised Fitness Report Instructions with each set
of three Fitness Report Forms for review by the, rating and reviewing officials
before completing the Fitness Report.
g. Revise Agency Regulations to make the Deputy Directors responsible for
providing, instructions and guidance in adapting the use of Fitness Reports so as
to best evaluate the job performance of employees within their areas of jurisdiction.
h. Revise Agency Regulations; to make the Deputy Directors responsible for pro-
viding guidance to the reads of Career Services. under their jurisdictions in de-
vew:)ping and admi nis teri :ag syste)ns for appraising such factors as promotabi "l it?vr
and career potential.
I. Revise Agency Regulations to make the Director of Training responsible
for providing instruction in job performance evaluation for all super,risors,
includin
i
t
ti
g
ns
ruc
on in the use of the Fitness Report Form and emphasizing the
development of skills in conducting job performance evaluation interviews.
2. After the-meeting Mr. Colby approved-the report and directed the Director
of Personnel to implement'-it with the following additions:
a. Letters of Instruction will be used by all to establish what is expected
from the individual; i.e., goals and objectives. Ratings then will relate to
how individual achieved the established objectives.
b. Mr. Colby wants the employee to review the rater's comments and then to
comment himself as he desires. The reviewing officer then adds his comments and
the ratee sees the entire report.
s i.., t ~t its i ?i t ~ ~ .. Q.
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20. PERSONNEL EVALUILTION
a. POLICY. Evaluations of employees' job performance and of their
relative capabilities and potential are inherent in personnel
management and should be as objective as possible. The Agency's
personnel evaluation program includes an Agency-wide system for
job performance evaluation and competitive evaluation systems suited
to the selection. requirements of the Directorates and the Career
Services.
(I-)
Performance Evaluation. The Agency's performance evaluation
system is designed to promote communication and understanding
between supervisors and employees with respect to their per-
formance of their assigned duties and. to provide an official
record of employees' job performance in terms of Agency-wide
Comparative Evaluation. Systems #r' -,.
1.ua ;ing the relative
capabilities and potential of employees are designed to facili-
tate selection decisions involving their utilization, promotion
and retention. These systems should include comparative evalu--
?ations of a-11 factors pertinent to the selection decision and
should exclude consideration of factors which have no real
bearing on the decision. The results of these comparative
evaluations are of transient value since they pertain to com-
parisons between members of particular groups and to specific
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selection considerations at given points in time. They are
not recorded in official Agency records and usually are not
made known to the employees concerned.
b. ): CIU ORP,IANCE EVALUATION. Continuous evaluation of the performance
of employees by their supervisors is an essential element of the
Agency's personnel management progran.
(1) Policy.
(a) Supervisors will ensure that employees understand the
nature and scope of their duties and responsibilities
and are continuously advised as to the effectiveness
of their performance.
(b) Evaluations of the performance of staff employees and
staff agents will be recorded in official Agency per-
sonnel record at least once each year. Employees will
be shown the reports of their performance evaluations
except when operational circumstances, security consider-
ations or other unusual conditions make it impractical
or ill-advised to do so. If he does not show the em-
ployee+.his performance evaluation report the supervisor
will explain in the report the reasons for such action.-
(2) Letters of Instruction. Supervisors will provide employees
written statements of the nature and scope of their work.
These statements will be revised to record any significant
change in their 'duties and responsibilities. Supervisors
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will also participate with employees' in defining annual.
performance objectives and action plans which specify the
timing of results which the employees intend to accompli, h.
These objectives and plans establish the standards for
evaluating each employee's performance in terms of his
productivity during the following year. Performance ob-
jectives and action plans will be revised to record signi-
ficant qualitative or quantitative changes in productivity
goals.
(3) Recording Performance Evaluations
(a) The Fitness Report (Forms 115, 1E5k, and 45m) will be used
to record performance evaluations and will be prepared
and submitted in accordance with the instructions con-
tained in Forms 1E5i, Directions for Completing Forms 15,
1+5k, and 1+5m, Fitness Repor; .
(b) A memorandum in lieu of Form 1+5 is permitted for employees
in grade GS-14 and above when it is clearly established.
that such a. substitute is appropriate and not merely an
avoidance of specificity. When a memorandum is used,
care should be taken to ensure that the purposes of a
Fitness Report are observed. The memorandum will be-
prepared in accordance with instructions contained in
Form 1+5i. A memorandum in lieu of Form 45k or 115m will
not be used for a Career-Provisional Employee.
(c) Promotion recommendations will not be made on Fitness
Reports.
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(4) SubrLi.ssion of Reports (No change)
(5)
(6)
as to best evaluate the jab performance of employees
within their areas of jurisdiction.
The Heads of Independent Offices, Operating Officials,
and supervisors are responsible:
Notice of Fitness Reports Due and. Delinquent (No chaznrge)
lac^; ponsibilities
(a) The Director of Personnel is responsible for developing
and monitoring the Agency's program for producing timely
and useful records of the evaluations of employees' job
performance.
(b) The Director of Training, in consultation with Operating
Officials, is responsible for providing their supervisors
with instruction in job performnannce evaluation for all
superir:i.sors including the ~.evelopment of Letters of
Instruction, performance objectives and action plans, the
conduct of performance evaluation interviews, and the use
of the Fitness Report Form.
(c) Deputy Directors are responsible. for providing instruc-~
tions and guidance in adopting use. of Fitness Reports so
(d)
(1)
For ensuring that employees are informed continuously
as to the nature and scope of their duties and
(2)
responsibilities;
For assisting employees in defining annual peT-
formance objectives and action plans;
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(3)
For cont_i.nual.l.y informing employees of the
effectiveness of their job performance; and,
(}t) For reporting evaluations of employee performance
(7)
I 25X1A
in Fitness Reports in accordance with paragraph (3)
above.
Appeals. In addition to adding his comments to his Fitness
Report, an employee who so desires may appeal his performance
evaluation in accordance with provisions of Grievance 25X1A
Procedure.
c. COMPARATIVE EVALUATION. Deputy Directors will guide the Heads of
Career Services under their jurisdiction in developing and admin-
istering systems for comparing the relative capabilities and
potential of employees as pertinent to their selection for assign-
ment, advancement and retention. The Director of Personnel will
assist. in the development and operati',a of ssc1 comparative
evaluation systems and will. -review them from time to time to
ensure their continuing relevance to the selection factors under
consideration.
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