FITNESS REPORT (PART 1) PERFORMANCE - BARNARD, EDWARD T.

• Document Type: FOIA
• Keywords: PERSONNEL FILES
• Keywords: BARNARD EDWARD T
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 0001459649
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: June 22, 2015
• Document Release Date: April 17, 2008
• Case Number: F-2007-01040
• Publication Date: July 25, 1957

4 T?'f ET -(When Filled In)
> FITNESS REPORT (Part I) PERFORMANCE
)
INSTRUCTIONS
FOR THE ADRAINISTRATIVE OFFICER: Consult current ins-tructions for completing tkis--report,
FOR T11E SUPERVISOR: This report is designed to help you express your evaluation of your subordinate and to transmit
this evaluation to
our
i
y
superv
sor and senior officials. Organization policy requires that you in?orm the subordi-
nate where he stands with you
Como leti
f
.
on o
the report can help you prepare for a discussion with him of his
strengths and weaknesses
It is al
o
i
.
s
organ
zation policy that you show Part Iof this report to the employee except
under conditions specified in Regulation 20-370
It i
.
s recommended that you read the entire form before completing
any question. If this is the initial report on the em
lo
ee
it
t b
p
y
,
mus
e completed and forwarded to the Office of
Personnel no later than 30 days after the dat
11
i
di
d
e
n
cate
in item 8, of Section A
below.
SECTION A.
GENERAL
I. NAME (Last) (First) (Middle) 2? DATE OF BIRTH 3. SEX 4. SERVICE DESIGNATION
BARNARD, Edward T. 10 Oct 1910
M OC
5. OFFICE/DIVISION/BRANCH OF ASSIGNMENT 0. OFFICIAL POSITION TITLE
0 eraI.ons'Contact New York Office IC (Contact)
7? GRADE 8. DATE REPORT DUE IN OP 9. PERIOD COVERED BY THIS REPORT (Inclusive dates)
GC-14 21 Jul 1 5 7'21 56 - 7 20'57
10. TYPE OF REPORT INITIAL REASSI GNMENT?SUPERVISOR
(Check one) sPEC1AL (Specify)
ANNUAL REASSI GNMEN T?#MPLOYEE
SECTION 8. CERTIFICATION
1. FOR THE' R`ATER:-" THIS REPORT HAS _ -
H AS- NOT BEEN SHOWN-'TO-THE- IN-01YI-D CI'RL-RA FED . 1F-NOT SHOW
NOT: --
^
N ,
IN WHY
- -_ _. .,
_ ? - - ' -
A , CHECK (X) APPROPR I FT-E S T A T E M E N T S : _
--------
V
T H i S R E P O R T R E F L E C T S M Y OWN O P I N I O N S 0 F TH I S IN
V I S U A L
-
`
-------------
I - - - -- ,.
.
I F I N 0 I VI I 0 U A L I O R A T E D I I I I N C I 0 R D
A W
Q
A
.
- -
-
.
ARNING L E T,
T E R- N A 5 S# N T TO ^
HI MA C O P,Y A T T A C H E 0 T0. TN I S R-S;p O R T.
T H I S R E P O R T R E F L E C T S T A C S M R I R E D O P I N I O N S O F M Y S E L F I A N N O Y T C E R i I FY T H A T TH ERA TED INDI VI DUAL' KNOWS HOW
;'AND PRE VI 0-U S 5 U P ER-VISORS. - ~
- -
-
.--I EVA-Y UATE HIS E3- S ---
JOB PERFORMANCE REGASpe_c1 fy
I H A V E D 1 S C U S S E 0 W I T H T H I S R E N G T H 5
x AND WEAKNESSES SO THAT HE K N 0 OS.
a?: TH~I^S-DA.TE.- C. TYPED AND SIGNATURE OF SUPERVISOR D, SUPERVISOR'S OFFICIAL TITLE
25- July 1957
2? FOR THE REVIEWING OFFICIAL R Chien, New York Office
TIA ION WITH THE SUPERVISOR, OR ANY OTHER IN-
FORMATION. WHICH WILL LEAD TO _ AN DIN
Sy DATE
Posted Poo, conleG ., _ E
P )
d b
f , L 1
i
y
ewe
Rev
--_ -
CONTINUED ON ATTACHED SHEET
I certify that any substantial d'
e supervisor is reflected in the above section.
A. THIS DATE
-------------------
C. OFFICIAL TITLE OFREVIEWING OFFICIAL
=2OT f
Chief Contact Division
SECTIO C.
1. RATING ON GENERAL PERFORMANCE OF DUTIES
DIRECTIONS: Consider ONLY the productivity and. effectiveness with which the individual bein
his duties durin
rated h
th
f
i
g
g
as per
e rat
ormed
ng period. Compare him ONLY with others doing similar work at a similar level of respon-
sibility. Factors other than productivit
will b
y
e 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
CARRY OUT RESPONSIBILITIES.
IE
3 PERFORMS MOST OF H I S DUTIES ACCEPTABLY: OCCASIONALLY REVEALS SOME AREA OF W+N{FS'6''
4 PERFO
INSERT
RMS DUTIES IN A COMPETENT, EFFECTIVE MANNER
.
RATING 5 ' A FINE PERFORMANCE: CARRIES OUT MANY OF HIS RESPONSIBILITIES EXCEPTIONALLY WELL
6 ? PERFORMS
,
NUMBER
HIS DUTIES IN SUCH AN OUTSTANDING MANNER THAT HE IS EQUALLED BY FEW OTHER PERSO S OWN To
THE SUPERVISOR. @~J
COMMENTS: The productivity of the subject continues to be ver
s
i'
o
y
s
et
rY He is
an outstanding reporter o Careful, well-planned and meticulous interrogation
is his strongest point
s
FORM No' 45 (Part I ) REPLACES PREVIOUS EDITIONS
I NOV SS OF FORMS 45 AND 45A WHICH Performance
ARE 08SOLETE.
SE APPROVED FOR RELEASE
DATE: FEB.2008
1
3
 2. RATINGS ON PERFORMANCE OF SPECIFIC DUTIES
d d
i
thi
d
i
fo
at
DI
S
rme
ur
ng
ut
es per
s s re I
p, the more important SPECIFIC
e in the spaces below up to six of
t
a.
Place the-most- important first. Do not include minor or unimportantdutiest.
b. Rate performance -on each specific duty- consider,-ing,ONLY-?f'fectiveness-. in -per cae-of-this^.speciflc -duty.
upervisors those
s
c. For supervisors, ability to supervise will always be rated as'a specific _duty(do% r to
f
~
who supervise a secretary only).
2
C"
d. Compare in your mind, when possible, the individual being rated with others performing t ty at a
similar level of responsibility.
e. Two individuals with the same job title may be performing different duties. If so, rate them on different
duties. 4A-i q p0
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 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 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..
I 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 S.IMI-
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
S P E C I F I C D U T Y
R A T I N G
S P E C I F I C DUTY NO . 4
R A T I N G
Supervises
NUMBER
NUMBER
under ffimpervision o C. PET: MrU
1.1
4T
Manages files, maintains records
SPECIFIC DUTY NO. 2
RATING
SPECIFIC DUTY NO. S
RATING
oral briefing and debriefing of
NUMBER
NUMBER
sources
5
SPECIFIC DUTY NO. 3
RATING
SPECIFIC DUTY No. 6
RATING
Wr3ding. reports and preparation
NUMBER
NUMBER
af=_emaranda
5
_
T_ NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCE
DIRECTIONS: Stress strengths and weaknesses, particularly those which affect development on present job.
The subject has unlimited vitality by nature of his enthusiasm. Qecasionally
this over-zealousness results in hasty decisions. He possesses an exceptionally
logical mind and if occasionally restrained will use his judgement to the best
advantage. He graciously accepts professional direction and assumes a casual air
that oftentimes is reflected in his seeming disinterest in administrative matters.
He is a hustler and will try to circurlvent accepted administrative or prescribed
procedures in full -but never 4.*hen same pertains to security in any respect.
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 le-vel.
I'? 'DEF'INITELY 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 BUTWITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WAR-
RANT HIS SEPARATION
? 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 XJ No. IF YES,
EXPLAIN FULLY:
He is a Reporter and his talents are now being used to the best of the
Agency's advantage.
 FITNESS REPORT (Part II) POTENTIAL
INSTRUCTIONS
FOR THE ADhIINISTRATIVE 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. GENERAL
1. NAME (Last) (First) ,(4Niddle)
2. DATE OF BIRTH
3. SEX
4- SERVICE DESIGNATION
BARNARD Edward T.
10 Oct 1910
M
00
5. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
6. OFFICIAL POSITION TITLE
0 erations/Contact/New York Office
10 'Contact
7.`GRADE
8. DATE REPORT DUE IN OP
9. PER100 COVERED BY THIS REPORT (Inclusive dates)
5-14
21 July 1957
7/21/56 - 7/2o/57
to. TYPE OF REPORT
INITIAL
REASSI GNM EN 1-SUPERVISOA
SPECIAL (Specify)
(Check one)
J
ANNUAL
REASSIGNMENT-EMPLOYEE
SECTION F. - CERTIFICATION
1 . FOR THE RATER: I C E R T I F Y THAT T H I S FSENTS MY BEST JUDGEMENT OF THE INDIVIDUAL BEING RATED
A. THIS DATE B. TYPED OR D SIGNATURE OF SUPERVISOR C. SUPERVISOR'S OFFICIAL TITLE
25 Jul 1957 Chief New York Office
2. FOR THE REVIEWING OFFICIA IFFERENCE OF OPINION IN ATTACHED MEMO.
A. THIS DATE B. T ATURE OF REVIEWING C. OFF.ICIAL TITLE OF REVIEWING OFFICIAL
/cs 7 0
Chief, Contact Division
SECTI N G. NTIAL
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
lil
4 . READY FOR TRAINING IN ASSUMING GREATER RESPONSIBILITIES
5 - WILL PROBABLY ADJUST QUICKLY TO- MORE RESPONSIBLE OUT IES WITHOUT FURTHER TRAINING
-
ALREADY ASSUMING MORE RESPONSIBILITIES THAN EXPECTED AT HIS PRESENT LEVEL
RATING
NUMBER 7 ? AN EXCEPTIONAL PERSON WHO IS ONE OF THE FEW WHO SHOULD BE CONSIDERED FOR EARLY ASSUMPTION OF HIGHER
LEVEL RESPONSIBILITIES
2. SUPERVISORY POTENTIAL
DIRECTIONS: Answer this question: Has this person the ability-to be a supervisor? Yes' 0 No If your
answer- isis-YES, -indicbelow your opinion or guess of the level of supervisory ability-,th s 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.
DESCRIPTIVE 0 HAVE NO OPINION ON HIS SUPERVISORY POTENTIAL IN THIS SITUATION
RATING I BELIEVE INDIVIDUAL WOULD BE A WEAK SUPERVISOR IN THIS KIND OF SITUATION
NUMBER 2 - BELIEVE INDIVIDUAL WOULD BE AN AVERAGE SUPERVISOR IN THIS KIND OF SITUATION
3 - BELIEVE INDIVIDUAL WOULD BE A STRONG SUPERVISOR IN THIS SITUATION
ACTUAL
POTENTIAL
DESCR-OPTIVE SITUATION
A GROUP DOING THE sA.S'IC JDa (truck, drivers, stenographers, techniclAns-or "professional ape-
coo ll s t a. of ear i00S kinds) -WHERE CQN TACT WI TH IMMEDIATE 5U50RDINATES IS FREQUENT (First line
Supervisor)
A GROUP OF SUPERVISORS WHO DIRECT THE BASIC JOB (Second line supervisors)
2
A GROUP. WHO MAY OR MAY NOT RE SUPERVI SORS, WH I CH IS RESPONSIBLE FOA MAJOR PLANS, ORGANIZATION
2
AND POLICY (EXecutive level)
wd
WHEN CONTACT WITH IMMEDIATE SUA0ROINATES IS NOT FREOVENT
-~,
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 C O O R N
2
WHEN IMMEDIATE SUBORDINATES INCLUDE M E M 8 E R 3 OF THE OPP0SI TE ItCU
~
fa
fJ
OTHER (Specify) A
FORM NOVN
I 55 4C (p' ar t 11) OF FORMS 45`ANDv45A VWHICH
J
ARE OBSOLETE
 3. INDICATE THE APPROXIMATE NUMBER. OF MONTHS THE FATED EMPLOYEE HAS BEEN UNDER YOUR 'LT jyN
'
~ ~A?11~
r j
4.'COMMENTS CONCERNING. POTENTIAL
The subject is not necessarily impetuous, but his unlimited h is sometimes
carries him beyond the realm of his immediate accomplishments. ps' r
ahead insteaa of carefully organizing his work in order to employ his efforts- to the
best advantage. He "rushes" and is inclined to confuse others b hportorial
efforts have not su fered. He enjoys reporting and points his e ? res that
oa.l .
SECTION H. _ FUTURE PLANS
TRAtIN NG OR OTHER DEVELOPMENTAL EXPERIENCE PLANNED FOR THE INDIVIDUAL
The subject is still receiving supervisory training as officer in charge
and his administrative control of that unit is progressing
sa s ac? ori_y. _e receives frequent supervision from his immediate superior and
invites consultation from others similarly situated.
2. NOTE OTHER FACTORS, INCLUDING PERSONAL CIRCUMSTANCES, TO BE TAKEN INTO ACCOUNT IN INDIVIDUAL'S FUTURE ASSIGNMENTS
There are no known factors that would affect the future assignments of subject except
that he is ideally cast. He apparently is very content with his present assignment
as evidenced by the considerable work which he accomplishes.
SECTION 1. 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 in 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 ,. _, .. ..
I ? 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 ABOVEAVERAGE DEGREE
- -- 5 ? APPLIES TO INDIVIDUAL TO AN OUTSTANDING DEGREE - - - -
CATEGORY STATEMENT
CATEGORY
STATEMENT
CATEGORY
STATEMENT
1, ABLE TO SEE ANO TH E R' S
11? HAS HIGH STANDARDS OF
Zi. I5 E F F E C TI V.E I N S ISCU S?
PDINT OF VIEW
3-4 1.
ACCOMPLISHMENT
SIGNS WITH ASSOCIATES
2. CAN MAKE DECISIONS ON HIS
f2. SHOWS ORIGINALITY
22. IMPLEMENTS DECISIONS PE-
OWN WHEN NEED ARISES
3 +
4
3
GARDL E55 OF OWN FEELINGS
H A S I N I T I A T I V E
3
1 3 . A C C E P T S R E 5 P 0 N S I B I L I-
S T
.
r
).
A}
T I E S
H O U G H T F U L O F D T HER 5
Z 3 I
4. IS AN AL V TIC IN HIS THINK-
14 ADMITS HIS ERRORS
124. WORKS WELL UNDER PRESSURE
G_ I N S
5. 5 TR I VE S CONSTANTLY FO R
'15. K E SPENDS WELL TO SUPER-
1
NEW KNOWLEDGE AND IDEAS
_{.,
~}
VISION
-4
25- DISPLAYS JUDGEMENT
6. KNOWS WHEN TO SEEK
t, ASSISTANCE
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A}
16. DOES HIS JOB WITHOUT
STRONG SUPPORT
26 IS SECURITY CON SC70U5
7. CAN GET ALONG WITH PEOPLE
17. COMES UP WITH SOLUTIONS
Z 7. S V E R S A T I L E
3-4 t .
4
T O P R O B L E M S
4-5
8. HAS MEMORY FOR FACTS
18. IS OBSERVANT
128? HIS CRITICISM IS CON'
5
4
STRUCTIVE
J. GETS THINGS DONE
19. THINKS CLEARLY
29 . FACILITATES SMOOTH OPERA-
- 1?
~}?
T I 0 N O F H I S 0 F F I C E
20. COMPLETES ASSIGNMENTS
30. DOES NOT REQUIRE STRONG
? 10. CAN COPE WITH EMERGENCIES
~1
WITHIN ALLOWABLE TIME
LIMITS
4
AND CONTINUOUS SUPERVI?
SI ON