OFFICE OF FINANCE COMPARATIVE EVALUATION SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05244A000200080022-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 12, 2016
• Document Release Date: May 1, 2002
• Sequence Number: 22
• Publication Date: December 5, 1975
• Content Type: REGULATION

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S E C R E T
5 December 1975
OFFICE OF FINANCE NOTICE NO. 6-76
SUBJECT : Office of Finance Comparative Evaluation System
RECISSION: OF Notice No. 4-75
Z. POLICY
It is the policy of the Office of Finance:
A. That careerists under its jurisdiction for career management be
competitively ranked by grade levels, and that the competitive
ranking lists be used as the basis for promotions, career counsel-
ing and assignments;
B. That comparative evaluations be conducted and completed at least
annually;
C. That the criteria of the evaluation system be reviewed annually by
the Career Board in order to maintain its relevancy to the manage-
ment needs of the Office of Finance;
D. That the criteria used for comparative evaluation purposes be
published. and be readily available to all careerists;
E. That substandard employees be so notified and be counseled as to
how they can improve their comparative standing.
:I. OBJECTIVES
The objectives of the Comparative Evaluation System are:
A. To provide a mechanism by which all MF Careerists will be comparatively
evaluated and ranked;
B. To identify those individuals who merit career advancement either in
terms of promotion or assignment;
C. To provide relevant data to assist Management in identifying MF
Careerists for development, assignment, training and counseling.
III. EVALUATION PROCEDURES
A. MF Careerists have the opportunity to pursue many and varied career
paths. For this reason, the Board has requested that the respective
panels evaluate the professional careerists in terms of actual
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experience, current performance, and potential for further growth
in the career service in the following fields of endeavor:
General Finance - Each panel to develop criteria for evaluating
careerists. The criteria will be based on the grade level of
careerists being rated.
Budget - Experience gained in budget formulation and execution
both in the field and at headquarters.
Audit - The degree of expertise expected of a careerist in this
field varies. Each panel to determine the criteria to be used
for the evaluation. The criteria will be based on the grade
level of careerists being rated.
Systems - Assignments involving systems or procedures analysis and/
or development and development of computer applications.
Monetary - Experience acquired as a result of either headquarters
or field assignments.
General Support - Experience acquired as a result of overseas/
headquarters assignments.
B. In rating non-professional careerists assigned to the main office,
the careerists will be evaluated on the following skills which are
self-explanatory: .
Payroll Audit
Travel Monetary
Accounting
Careerists in the Secretarial field are evaluated based on the
following skills:
Typing Filing
Shorthand
C. Fitness reports are the basic tools used by the evaluation panels.
The individual Career Panels are responsible during the course of
the evaluating process, for taking into consideration the
characteristics listed below, as appropriate, in relation to the
grade of the employee:
Acceptance of responsibility
Effectiveness of oral and written expression
Ability to think clearly
Supervisory effectiveness
Contribution to EEO
Initiative
Productivity
Quality of work
Resourcefulness
Demeanor
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Cost consciousness
Versatility
Creativity
Decisiveness
Maturity
Mobility
Although the Fitness Report is the basic tool, all panel members
are provided with the following information pertaining to each
careerist:
Grade of Current Position
Date of Grade
Year of Birth
Formal Education (above high school)
Internal and External Training Courses
Overseas Service
D. The two most recent fitness reports are the primary tools used by the
respective panels to evaluate performance. However, if the current
reports are not considered to be representative, prior fitness reports
are also available for use by the respective panels during the evaluation
process.
N. PRODUCT
The Director of Finance has charged the individual career panels with the
responsibility for:
Assessing Growth Potential
Recommending Training
Recommending Assignments
Recommending Promotions
Preparing Comparative Evaluation Listings by
ranking careerists in the following categories:
Highest Potential (HP)
Employees whose experience, qualifications and excellent per-
formance in assignments and training indicate that they have the
highest potential for advancement. Career actions should utilize
and further develop this potential.
May Develop High Potential (rte)
Employees whose qualifications and performance clearly are
above average and who give indication that they later may demonstrate
high potential for greater responsibility. Career actions (assignment,
training, experience on the job) should enhance their skills and
develop this potential.
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Valuable Contribution (VC)
Employees whose performance is good and who generally are realizing
their potential. This category will include some employees who may be
capable of performing at a higher level of responsibility and some who
may not. Among those who may not are employees who are making a vital
contribution to the function of their office (above average or satis-
factory performance) and would continue to do so either in their present or
a rotational assignment. Career management for employees in this grouping
should provide sufficient opportunities for work satisfaction, improvement
of skills, and personal growth at current levels of responsibility so that
those who may have future potential have an opportunity to demonstrate it.
Limited Potential (LP)
Employees whose overall performance is adequate but who have some
characteristic affecting knowledge or performance such that their potential
is judged to be limited. Their career planning and counseling should
consider whether there are measures which reasonably can be taken to assist
them in overcoming such deficiencies, whether their talents can be utilized
better in some other function or office, or whether they should be encouraged
to seek career opportunities elsewhere.
Substandard (SS)
Employees whose performance and potential are substandard in comparison
with others of the same grade and occupational category. Requisite admin-
istrative actions may include, dependent on the procedures of the Career
Service, notification, counseling, training and/or reassignment. Employees
in this grouping are subject to downgrading or separation under the pro-
cedures specified by Agency regulations and the Career Service. In a
surplus situation, employees so evaluated would have low priority for re-
tention.
Special Listing for "Potential Surplus--Function/Skills"
Agency regulations and recent court decisions obligate us to differentiate
between those employees who may be considered for separation on the grounds
of substandard performance and those who are surplus because the Agency no
longer requires their particular skills or functions.
After the Boards have completed the rankings of employees according to
present; value to the Career Service, the listings are reviewed to asterisk
the names of those employees who come under the following categories for
appropriate management action:
1, Are potentially surplus on the basis that their skills
are no longer required by the organization, or
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2. Are associated with functions to be reduced or eliminated,
Cr
3. Cannot be flexible with respect to assignment (where such
flexibility is required).
Employees who have reasonable prospect for reassignment or advancement
without retraining are not identified in this category. Employees may
become potentially surplus because the Agency's needs for skills change-
over time; when this happens, it poses a career management problem for the
employee and the Agency to work out. Should separation be the most appropriate
outcome, it should be under the procedure for the separation of surplus
personnel and should bear no stigma of poor performance unless that has also
occurred.
The Career Board's responsibilities are outlined in OFN 20-12-74. The
Career Board and Panels are interested in developing criteria most appropriate
in evaluating Finance Careerists and will continue to make revisions that
are considered valuable in the comparative evaluation process. Any comments
or proposals that members of the MF Career Subgroup have concerning revisions
or additions to the criteria should be referred to the Executive Officer/
Office of Finance. Such information will be reviewed and considered by the
Career Board prior to any further revisions to the criteria.
Thomas B. ale
Director of Finance
S E C R E T
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