HQ. INSTRUCTION SHEET

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05077A000100140009-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 5
• Document Creation Date: December 19, 2016
• Document Release Date: October 27, 2006
• Sequence Number: 9
• Publication Date: September 27, 1973
• Content Type: FORM

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HQ. tNSTRUC jON SHEET
Paragraph 20 is revised
to include the following:
1. Distinguishing
between job performance
evaluation and compar-
ative evaluation of
employees.
2. Requiring that
employees be provided
with Letters of Instruc-
tion that include the
nature and scope of their
work.
3. Assigning the
responsibility to the
Deputy Directors for
providing instructions
and guidance in adapting
the use of fitness report
so as to best evaluate
the job performance of
employees within their
areas of jurisdiction.
4. Assigning the
responsibility to the
Director of Training
for providing instruc-
tion in job performance
evaluation for all super-
5. Provision for em-
ployees to attach their
comments to their per-
Arrows in the page margin show the locations of the changes
described above-
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Now
20. PERSONNEL EVALUATION
a. GENERAL. 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 comparative
evaluation systems suited to the selection requirements of
the Directorates and the Career Services.
(1) PERFO%MMANCE EVALUATION. The Agency's performance
evaluation system is designed to promote communi-
cation and understanding between supervisors and
employees with respect to their performance of
their assigned duties and to provide an official
record of each employee'skjob performance in terms
of Agency-wide criteria as defined in section C of Form 45.
(2) COMPARATIVE EVALUATION. Systems for evaluating the
relative capabilities and potential of employees
are designed to facilitate selection decisions
involving their utilization, promotion and retention.
These systems should include comparative evaluations
of all factors pertinent to the selection decision
and should exclude consideration of factors which
have no real bearing on the decision. The results
of these comparat_ ie evaluations are of transient
value since they pertain to comparisons between
members of particular groups and to specific
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. PERFORMANCE EVALUATION. Continuous evaluation of the performance
of employees by their supervisors is an essential element of
the Agency's personnel management program.
(1) POLICY
(a) Supervisors will ensure that employees
understand the nature and scope of their:
duties and responsibilities and are contin-
uously advised as to the effectiveness of
their performance.
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25X1_ PERSONNEL
(b) Evaluations of the performance of staff personnel
will be recorded in official Agency personnel records
at least once each year. /?aEmmpjoyeesi will be shown all
entries on the reports of their performance evaluations
except when operational circumstances, security con-
siderations, or other unusual conditions make it im-
practical or ill-advised to do so. If the supervisor
does not show the employee his performance evaluation
report he will explain in the report the reasons for
such action.
(c) Employees wi-llbe--_enyouraged to-attach a written comment
to their performance evaluation when they feel that it
will contribute to the record of their job performance.
(2) LETTERS OF INSTRUCTION. Supervisors will provide employees
with 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 will also participate with employees in defining
annual performance objectives and action plans which specify
the timing of results which the employees intend to accomplish.
The objectives and plans establish the. standards for evaluating
each employee's performance in terms of his productivity
during the following year. They will be revised to -record
significant qualitative or quantitative changes in productivity
goals.
(3) RECORDING PERFORMANCE EVALUATIONS
(a) The Fitness Report (Forms 45, 45k, and 45m) will be
used to record performance evaluations and will be
prepared and submitted in accordance with the instruc-
tions contained in Form 45i, Directions for Completing
Forms 45, 45k, and 45m, Fitness Report. -
(b) A memorandum in lieu of Form 45 is permitted for em-
ployees 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 45i. A memorandum in lieu of Form 45k or 45m
will not be used for a Career-Provisional Employee.
(c) Promotion recommendations will not be made on Fitness Reports.
(d) Rating officials will evaluate supervisors annually on their
performance in equal employment opportunity areas such as
identification of personnel with potential for advancement,
especially members of minority groups and women, maximum
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utilization of personnel, and participation in upward
(7)
paragral;
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 performance evaluation for all
supervisors including the development 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 adapting the use of Fitness Reports
so as to best evaluate the job performance of employees
within their areas of jurisdiction;'
(4) SUBMISSION OF REPORTS. (No change)
(5) NOTICE OF FITNESS REPORTS DUE AND DELINQUENT.. (No change)
(6) RESPONSIBILITIES. In accordance with the provisions of this
(a) the ',Director of Personnel is responsible for developing
and monitoring the Agency's program for producing
(d)
11 the Heads of Independent Offices, Operating Officials.,
and supervisors are responsible for
(1) ensuring that employees are informed continuously
as to the nature and scope of their duties and
responsibilities;
(2)
(3)
(4)
assisting employees in defining annual performance
objectives and action plans;
continually informing employees of the effectiveness
of their job performance; and,
reporting evaluations of employee performance in
Fitness Reports in accordance with subparagraph (3)
above.
APPEALS. In addition to adding his comments to his Fitness
Report, an employee who so desires may appe formance
evaluation in accordance with provisions of Grievance
Procedure.
C. COMPARATIVE EVALUATION. Deputy Directors will guide the Heads
of Career Services under their jurisdiction in developing
and administering systems for comparing the relative capabilities
and potential of employees as pertinent to their selection for
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assignment, advancement and retention. The Director of
?.
Personnel will assist in the development and operation
of such comparative evaluation systems and will review
them from time to time to ensure their continuing
relevance to the selection factors under consideration.
FOR THEI~DIRECTOR OF CENTRAL INTELLIGENCE:
-J41 HAROLD L. BROWNMAN
Deputy Director
for
Management and Services
27 SEP 1913
Distribution:
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1 - DDM&S/Signature
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Approved For Release 2006/11/04: CIA-RDP78-05077A000100140009-9