Competitive Evaluation and Promotablity Listing

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00317A000100020010-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 19, 2016
• Document Release Date: January 22, 1998
• Sequence Number: 10
• Publication Date: July 11, 1966
• Content Type: MF

Approved For Re e,se 2006/03/16 IA-RDP79-00317A000100020010-7
SECRET 1
ORD 2625-66
11 July 1966
MEMORANDUM FOR: Chairman, Career Service Panel, ORD
SUBJECT Competitive Evaluation and Promotability
Listing
1. Annually, Division and Staff Chiefs must competitively
evaluate and rate employees under his supervision with an R
Career Designation in grades GS-9 through GS-14. The following,
patterned after a procedure used by the OSI Career Service Panel,
is a suggested method for performing the competitive evaluation
and rating and for establishing the Promotability list.
2. In evaluating his personnel each Division and Staff
Chief would consider, at least, the following attributes:
a. Formal education and experience - with consider-
ation of the amount, type, quality, applicability and
degree of application in his current job assignment.
b. Individual characteristics - cooperation, flexi-
bility, perserverance, initiative, resourcefulness, creativ-
ity and enthusiasm.
c. Job attitudes - identification with Agency goals,
job motivation, attitude toward organization and associates,
character of individual and team effort, constructive
criticism and security consciousness.
d. Job performance - technical competence, reliability,
project management, oral and written communication, timely
completion of assignments, and overall ability.
e. Actual and potential, capabilities - technical,
staff, supervisory, or administrative.
This list of attributes is by no means all inclusive and is meant
to serve only as a guideline to the raters who may wish to expand
this list. The relative weight given each attribute is at the
discretion of the rater in arriving at a single letter rating
for each employee.
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SECRET
V
SUBJECT: Competitive Evaluation and Promotability Listing
3. Each Chief would rate each of his employees into one
of the five categories:
Rating
Career Progress
Performance is clearly outstanding
and individual will advance to higher
grades well ahead of his contemporaries
Performance is excellent and the indi-
vidual is expected to earn promotion
ahead of his contemporaries
Performance is entirely satisfactory
and individual may be considered for
promotion along with the majority.of
his contemporaries
Performance is adequate but individual
has about reached the plateau of his
potential' amod promotion, if it occurs,
will be alter the majority of his con-
temporaries
W Performance is less than adequate
The list of ratings would be sent to the Chairman of the Career
Service Panel.
4. Prior to the Career Service Panel's review of the ratings,
each Chief would receive a proportionate share of personnel
folders of individuals that are not under his supervision and
would establish in his mind the ratings that he would. give these
individuals based upon information contained in the files and
from personal contact in work situations in the Office. In this
way, each Chief would be prepared to support or challenge the
rating assigned by the rating Chief. This procedure has several
advantages, one of which is normalization of rating scales among
Chiefs and increasing the familiarity and acquaintance of Chiefs
with Office personnel.
SECRET
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S R,
SUBJECT: Competitive Evaluation and Promotability Listing
5. At the Career Service Panel meeting a case-by-case
review of the individual ratings will be conducted. Each
Chief would then support or challenge the rating given by the
individual's supervisor. This review process would merge the
Division ratings into an Office rating and would constitute
the first step in establishing a promotability list.
6. A promotability list would be formed by arranging the
list of individuals according to the Office competitive letter
rating and the time in grade. The A's would top the list and
the W's would be at the bottom. Individuals with the same
letter rating would be arranged in decreasing time-in-grade.
7. How the promotability list would be used in guiding
decisions concerning promotion recommendations must be discussed
fully within the Career Service Panel so that a mutually accept-
able procedure can be devised. Broad guidelines would then be
established. For example, promotion within a letter rating
group would be generally according to time-in-grade. Promotion
of an individual in a lower letter rating group with less time-
in-grade would not precede that of an individual with a higher
letter rating and more time-in-grade. Special constraints
may modify or moderate any of the broad guidelines and should
be the subject of further study.
,t 8. Consideration of these suggestions by the Career
Service Panel is recommended.
Chairman, Competitive Evaluation
and Promotability Listing Panel
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