COMPETITIVE EVALUATION GUIDE GS-11, GS-12, GS-13, GS-14 - "S" CAREER SERVICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04729A000300010003-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 9, 2016
• Document Release Date: July 9, 2001
• Sequence Number: 3
• Content Type: REPORT

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COMPETITIVE EVALUATION GUIDE
GS-11, GS-12, GS-13, GS-lb.
S - Career Personnel
25. PERFORMANCE
Command Assignment
Liaison Functions
Managerial Ability
Briefing Officer
Writing Ability
Displays good managerial and executive capabilities, specifically
to organize and direct groups of personnel with diversified talents
towards accomplishment of assigned tasks or common objectives. Faith-
fully observes the spirit and intent of policies and doctrines. Ac6epts
responsibilities, provides guidance for subordinates and manages their
activities in a fair and impartial manner.
20. LEADERSHIP
Supervisor
Judgement
Effectiveness
Initiative
Inspiration
Inspires subordinates so that their enthusiastic and cooperative
efforts accomplish more than would be otherwise possible. Exercises
good judgement. Capable of clear and effective expression. Displays
initiative and originality in attaining objectives. This quality of
leadership is different from and should not be confused with managerial
and executive abilities.
20. PERSONAL QUALIFICATION
Representation
Integrity
Self-Improvement
Cooperativeness
Exercises self discipline, industriousness, and perseverance.
Represents himself and the Organization effectively. Exhibits
cooperativeness and enthusiasm for all aspects of his duties.
Standards of conduct both off and on duty reflect high ideals.
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SECRET
15. ASSIGNABILITY
Medical Problems
School Problems
Family Considerations
Versatility (Another Administrative Field)
Demonstrates the ability to perform competently in assigned
field with evidence that he could, with training, perform in some
other support field. Physically and mentally, both from personal
and family standpoint, able to accept any known assingments and
pull full weight in the variety of situations that might be en-
countered.
20. POTENTIAL
To Next Higher Grade
To Top Management
Ability and desire to perform at levels of higher responsibility.
Should rate high in all of the above elements plus give indication
of positive growth potential.
DCT
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PANEL S CEL RATING SHEET FOR GS-11 THRU GS-14
NAME
GRADE
LOCATION CURRENT ASSIGNMENT
I. PERFORMANCE Rating Score
1. Overall operational value. (1-10)
2. Clarity of oral and written expression. (1-10)
3. Originality and initiative. (1-10)
4. Adaptability to current assignment. (1-10)
5. Willingness to accept assignments. (1-10)
II. MANAGEMENT,.
1. Ability to organize and plan. (1-10)
2. Ability to direct personnel and operations. (1-10)
3. Degree of judgement exercised in the
performance of duties. (1-10)
25X1A 4. Representative liaison within and without
organizational components. (1-10)
III. POTENTIAL
At next grade level
Is this individual recommended for promotion?
(YES or NO)
(1-10)
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PANEL S CEL CRITERIA FOR GS-11 TO CTS-14
1. Overall Operational Value.
Is he well qualified for this assignment. Is he aware of the overall
mission requirement in order to assure that his own area of operational
support blends effectively into the complete end product.
2. Clarity of Oral and Written Expression.
Is he able to communicate with his subordinates in a clear and
effective manner. Conversely, does he quickly grasp requirements
levied upon him either orally or written. Do his written instructions
leave any doubt as to what is to be done. Are his reports to his
supervisors clear, concise, accurate.
3. Originality and Initiative.
Does he make suggestions and strive for better methods and procedures.
Has he improved the efficiency of his activity. Is he a self-starter.
Is he receptive to new ideas and suggestions.
4. Adaptability to Current Assignment.
Does he quickly and voluntarily adjust to changes in environmental
conditions. Consider .how X11 he acclimates himself to the job require-
ments imposed by his present assignment. Do off-the-job conduct or
family problems affect his performance.
5. Willingness to Accept Assignments.
Does he place the needs of the service ahead of personal whims.
Does he willingly accept hard and unpleasant tasks.
1. Ability to Organize and Plan.
Is he completely knowledgeable of the day to day requirements
expected of him in his area of responsibility. Is he able to grasp
changing situations readily and take appropriate action. Is he able
to think and plan ahead.
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2. Ability to Direct Personnel and Operations.
Consider how the individual allocates personnel and materials in
order to get the job done efficiently. Does he have leadership abilities.
Does he inspire confidence in his subordinates. Does he obtain the
maximum output of personnel by fully utilizing their abilities and by
wise scheduling.
3. Degree of Judgement Exercised in the Performance of Duties.
Does he think a problem through before making a decision. Is he
able to make decisions by himself. Is he alert to operational changes.
Does he get the end product accomplished in a minimum of time. Does
he put first things first.
4. Representation/Liaison Within and Without
Organizational Components.
Through his own individual personality is he able to represent
himself and his activity in a manner that is complimentary to himself
and, more importantly, to the organization. Is he a good management
representative to both superiors and subordinates on all matters within
the realm of his responsibility.
At Next Grade Level.
Has he displayed the knowledge, attitude, and managerial ability
expected at the next grade level, or has he reached his most productive
level.
C
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SENIOR ADMINISTRATIVE OFFICER EVALUATION ELEMENTS
GS-lLE/15
LEADERSHIP
Inspires his subordinates so that their enthusiastic and cooperative
efforts accomplish much more than would be possible without that inspiration.
This quality of leadership is above (and should not be confused with)
managerial and executive abilities.
PERFORMANCE
Is a good manager, effective and thorough. A good executive, has
demonstrated ability to organize and manage a group of personnel with
diversified talents to accomplish specific tasks and general objectives.
Steady and dependable. Exercises good judgment. Faithfully observes the
spirit and intent of policies and doctrines. Accepts responsibilities.
ASSIGNABILITY
Has demonstrated within the Agency particular competence in his own field
and satisfactory competence or mental flexibility t perform in at least one
other field. No reasons known preventing overseas assignment.
POTENTIAL
The estimated performance of an individual at higher levels of responsibility
or in different fields of activity. This may be based on education, initiative,
intelligence, experience and other qualities or qualifications. There can be
two types of potential:
a. Short range: Where the individual is considered to have
limited but unused potential.
b. Long range: Where the individual is considered to have
potential to the point where its limits cannot be readily estimated.
In other words, a "comer."
REPRESENTATION
Ability to advance and protect the represented activity in external liaison.
Is tactful, discreet, makes good impressions, achieves results.
ORIGINALITY
Demonstrated ability In create, improve or simplify techniques or procedures
which increase capabilities or effectiveness of the Office.
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TOTAL NUMERICAL WEIGHT RATING SCHEME
Each element has been assigned an individual total weight unit of a
final total of 100. In addition, the weight assigned to each element has
been divided into three categories; high, average, and low with a number
indicated for each category.
High
Average
Low
Leadership
10
10
7
4
Performance
40
40
35
30
25
20
Assignability
15
15
10
5
Representation
10
10
7
4
Potential
15
15
10
Originality
10
10
7
4
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