PHOTOGRAPHIC INTERPRETATION CAREER SERVICE POLICIES AND PROCEDURES

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000500030003-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 25
• Document Creation Date: December 28, 2016
• Document Release Date: December 1, 2003
• Sequence Number: 3
• Publication Date: June 30, 1969
• Content Type: PAPER

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TABLE OF CONTENTS
A - Draft Career Service Policies and Procedures
NPIC Instruction 20-1
I) - Draft Promotion Policies and Procedures
NPIC Instruction 20-011
C - Draft All Fmmployee Career Development Memorandum
D - Draft Career Panel Procedure - Peportine
E - Draft Career Panel Procedure - Competitive Evaluation
Employee Performance Evaluation form IP FM 388 (1-67)
revised December 1969
Supervisor Performance Evaluation form IP FM 389 (1-67)
revised December 1969
Reference IIR 20-3 Career Services
IHR 20-21 Promotion
DDI Memorandum on Career Management
Declass Review by NIMA/DOD
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NATIONAL PHOTOGRAPHIC INTERPRETATION CENTER
NPIC INSTRUCTION PERSONNEL
NO.
PHOTOGRAPHIC INTERPRETATION CAREER SERVICE
POLICIES AND PROCEDURES
RESCISSION: NPIC Instruction No. 20-1, dated 30 June 1969
1. GENERAL
This Instruction applies only to CIA employees. It states the organization,
responsibilities, and functions of the Photographic Interpretation Career Service
Board (IP CSB), the four Career Panels and the Training Selection Panel and
delegates certain authority with regard to personnel actions to Group and Staff
Chiefs.
2. IP CAREER SERVICE BOARD MEMBERSHIP
The membership of the IP Career Service Board consists of the Executive
Director, who serves as Chairman, and four officers representing the most
senior CIA positions in the major NPIC components: IEG, PP&BS, PSG and TSSG.
Personnel advice and assistance is provided to the Board by the Chief, Personnel
Branch who serves as the Executive Secretary. Military officers assigned to
senior positions with the respective Groups and Staff are invited to attend
Board meetings.
3. RESPONSIBILITIES OF IP CAREER SERVICE BOARD
The IP Career Service Board is responsible for advising the Director, NPIC who
is also the Head of the IP Career Service, on personnel management matters and,
as he directs, for monitoring the application and functioning of the CIA
personnel program as it affects the members of the IP Career Service.
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NPIC INSTRUCTION PERSONNEL
4. FUNCTIONS OF IP CAREER SERVICE BOARD
a. Reviews new or proposed changes in major policies and programs
in the fields of personnel and career development and makes
appropriate recommendations to the Head of the IP Career Service.
b. Reviews and recommends
promotion to grades GS-13, GS-14 and GS-15.
c. Reviews recommendations of IP Training Selection Panel and
recommends training nominations for senior schools, the
Mid-career Program and courses which require selection
review by the DD/I and the CIA Training Selection Board,
d. Reviews, on a regular basis, reports of actions approved by
Career Panels; including competi ve evaluation ratings,
promotions to grades GS-12 and below, and Quality Step Increase
Awards; and ensures equitable career management for all members
of the Career Service.
e. Recommends rotational assignments and nominations for key
assignments outside of NPIC or overseas.
f Recommends appropriate action with regard to requests for
postponements of retirement, marriage to alien and other
similar matters which may establish precedents for future
Career Service action.
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S. GROUP AND STAFF CAREER PANELS
Authority is delegated to respective Group and Staff s, within the
guidelines established by the IP Career Service Board
appropriate personnel
WIC
policies and personnel ceilings, to approve certain personnel actionsi
In order to assist
the component Chiefs, Career Panels will be established for IEG, PP$BS, PSG
and TSSG. The Career Panels will be chaired by the Group or Staff Chief,
include as members the Division Chiefs of that component and will have a
Personnel Officer available to provide technical advice and assistance. They
will consider all career development and personnel actions--competitive evalua-
tions, promotions, training, reassignments, etc.--concerning individuals assigned
to the component. The Group and Staff Chiefs are authorized to approve the
following actions relative to the personnel of their respective components:
.0or a. Competitive Evaluation Ratings (CER's)
b. Promotion to grades GS-12 and below.
c. Selection of applicants and reassignment of CIA employees into
the IP Career Service at grades GS-12 and below.
X d. The award of Quality Step Increases (QSI's). Panels are
to consider QSI's on a quarterly basis, during the months of
August, November, February and May, in order to ensure that this award
program receives appropriate attention.
X e. Nominations for Honor and Merit Awards. These are to
s
7
be considered the same quarterly basis as QSI's.
Adverse personnel actions including demotion, withholding of
periodic within grade step increases, denial or deferral of
Career Employee Status and involuntary separations.
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g. Selection of Career-Provisional Employees for Career
Employee status.
y h. Nomination for participation in the CIA Retirement and
Disability System.
K i. Leave without pay for periods up to one year.
6. TRAINING SELECTION PANEL
This Panel is responsible for recommending to the IP Career Service Board,
on a timely basis, proposed training nominations for senior schools, the Mid-
career Program and courses which require selection review by the DD/I and CIA
Training Selection Board. The Panel consists of four officers representing the
second most senior CIA positions in the major NPIC components: IEG, PP$BS,
and date of grade serves as the Chairman. The Chief, Training Branch is
the Executive Secretary.
7. FITNESS REPORTING
The Chief, Personnel Branch is responsible for insuring that all IP
Career Service fitness reports are closely monitored and reviewed by appro-
priate supervisory personnel and that significatt reports are brought to
the attention of the Head of the IP Career Service.
of grade
ARTHUR C. LUNDAI-IL
Director
Distribution: No. 4
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NATIONAL PIIOTOGRAPIIIC IN .'ER]?R17,TATION CENTER
NPIC INSTRUCTION
NO. 20-1.
PHOTOGRAPHIC INTELLIGENCE CAREER SERVICE
POLICIES AND PROCEDURES
RESCISSION: CIA Instruction No. 20-18, dated 28 August 1968
PERSONNEL
30 June 1969
This Instruction applies only to CIA employees. It states the organi-
zation, responsibilities, and functions of the Photographic Intelligence
Career Service Board (IP CSB), ...-~e @empet re--Eva lrtt t-ion , e and the
Training Selection Panel and delegates certain authority with regard to
personnel actions to Group and Staff Chiefs.
2. IP CAREER SERVICE BOARD MEMBERSHIP
The membership of the IP"Career Service Board consists of the Executive
Director, who serves as Chairman, and four officers representing the most
senior'CIA positions in the major NPIC components: IEG, PP&BS, PSG and TSSG.
Personnel advice and assistance is provided to the Board by the Chief, Personnel
Branch who serves as the Executive Secretary. Military officers assigned to
senior positions with the respective Groups and Staff are invited to attend
Board meetings.
3? RESPONSIBILITIES OF IP CAREER SERVICE BOARD
The IP Career Service Board is responsible for advising the Director, NPIC
who is also the Head of the IP Career Service, on personnel management matters
and, as he directs, for monitoring the application and functioning of the CIA
personnel program as it affects the members of the IP Career Service.
4. FUNCTIONS OF IP CAREER SERVICE BOARD
a. Reviews new or proposed changes in major policies and programs
in the fields of personnel and career development and makes
appropriate recommendations to the Head of the IP Career Service.
'b': C~u~petatt ~ xa Gi , -en annual basis,- a career
S e persorrx --z ~-.CS 4 r tiro ion b G-S- 15
views commend io s of IP P84tiltive E .ue#aon Panels
ad ornm t romoti~ades GS-10 and above.
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NPIC INSTRUCTION
d. Reviews recommendations of IP Training Selection Panel and
recommends training nominations for senior schools, the
Mid-career Program and courses which require selection
review by the DD/I and the CIA Training Selection Board.
e. Considers, on a quarterly basis, Quality Step Increase
recommendations.
Reviews adverse personnel actions including demotion, with-
holding of periodic within grade step increases, denial or
deferral of Career Employee Status and involuntary separations.
Recommends rotational assignments and nominations for key
assignments outside of NPIC or overseas.
h. Nominates candidates for Public Service Awards.
i.. Recommends appropriate action with'regard to requests for
postponements of retirement, marriage to alien and other
similar matters which may establish' precedents for future
Career Service action.
a. Pa 1 A - Responsible for t'e competitive evaluation of
per nnel in grades GS-l, 'sand GS-13. The Panel consists
of f cur officers repre nting the second most senior CIA
posit ons in the majof NPIC components: IEG, PP&BS, PSG
and TS G. The highest ranking member of the Panel in
terms o grade an !date of grade serves as the Chairman.
The Chi , Perso nel Branch is the Executive Secretary.
b. Panel B -.:Res}~onsible for -the competitive evaluation of
personnNnade
3GS-09, 10 and 11. One Panel member
each frS, PSG and TSSG is designated by the
Directoations s
ubmitted by the Groups and
Staff. CIA employees of Division Chief or
Group Sevel. The Chairman is designated by
the Dir The Deputy Chief, Personnel Branch
is the cretary.
6. IP TRAINING SELECTION PANEL
This Panel is responsible for recommending to the IP Career Service
Board, on a timely basis, proposed training nominations for senior schools,
the Mid-career Program and courses which require selection review by the
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DD/I and the CIA Traininr Selection Board.' The Chairman and three Panel
members are 1+~"'}ss-r-~tec~re on_- A. The Chief,
Training Branch is the Executive Secretary.
7. GROUP AND STAFF CHIEFS
Authority is delegated to respective Group and Staff Chiefs, within the
guidelines established by the IP Career Service Board, appropriate personnel
policies and personnel ceilings, to approve certain personnel actions or to
recommend approval to the Head of the IP Career Service. These actions
include the following:
a. Approval by Group or Staff Chiefs:
1) Promotion of personnel serving under their
jurisdiction to grades and below.
2) Selection of applicants and reassignment of
Agency employees to the IP Career Service in
non-supervisoryy positions within their respective
or n.'zations at grades GS-12 and below.
Reassignment of IP Careerists within their
respective organizations to any non-supervisory
position at the same grade level as the employee.
Leas s~gnmen of P areera.s s within their
respective organizations to non-supervisory
ositions GS-12 and below which are of a
2 grades).
higher grade than the_ployee (not to exceed
Reassignment of IP Careerists within their
respective organizations to supervisory
positions below the Deputy Branch Chief
level
6) Leave without pay for periods of 30 days
or less.
b. Recommend approval to Head of IP Career Service:
1) Selection for Career Employee Status.
2) Nomination for participation in the CIA
Retirement and Disability System.
SECRE
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3) Leave without pay for periods'of from
31 days to one year.
The Chief, Personnel Branch is responsible for insuring that all IP
Career Service fitness reports are closely monitored and reviewed by appro-
priate supervisory personnel and that significant reports are brought to
the attention of the Head of the IP Career Service.
25X1
ARTHUR C. LUND HL
Director
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NATIONAL PHOTOGRAPHIC INTERPRETATION CENTER
NPIC INSTRUCTION PERSONNEL
No,
IP CAREER SERVICE PROMOTION POLICIES AND PROCEDURES
RECISSION: CIA Instruction No. 20-17, dated 11 April 1968
1. This Instruction applies to CIA employees only. As head of the
IP Career Service, the Director, NPIC has established general policies and
procedures regarding the promotion of members of the Career Service. All
members of the IP Career Service should be aware of these policies and
procedures and, if desired, they are entitled to read and discuss them with
their supervisors.
2. Promotion actionsin the IP Career Service are based on a thorough
review and consideration of the performance of individuals, the evaluation
of these individuals in competition with others of like grade and job cate-
gory, and the selection for promotion of the most qualified individual
within the practical limitation of the Center's Staffing Complement.
a. The initiation of a recommendation for promotion is normally
the responsibility of the first-line supervisor. Recommendations
are submitted on IP Form 260 to appropriate officers and are
forwarded to the responsible Group or Staff Chief for concurrence
or approval. It is against CIA policy to submit promotion recom-
mendations on Fitness Reports. Promotion of personnel to grades
GS-12 and below may be approved by respective Group and Staff
Chiefs, provided that an appropriate promotional vacancy is avail-
able, and the individual meets performance and time-in-grade require-
ments. The recommendations for promotion of personnel to grades
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GS-13 and above are reviewed by the Career Board and approved
by the Director, NPIC.
b. At each level of review, beginning with the first-line
supervisors, the consideration for promotion encompasses
three broad areas, namely, job performance,competitive
evaluation and time-in-grade.
(1) In the area of job performance, the individual
must have clearly demonstrated that he is qualified
for advancement to the next higher grade based on
such factors as productivity, professional, technical
or clerical qualifications,
a ' and other job related factors.
(2) The area of competitive evaluation deals with the
measurement of the individual against other personnel
of like grade and job category within the Career
Service. 1The Center, like all other components of
CIA, has a Staffing Complement which allocates to the
Center a specific number of positions at each grade
level in each job category. Thus, an important
point in considering an individual for promotion is
the availability of an appropriate position at a
higher grade level; and because of the limited number
of positions, whether the individual, measured against
others, is the best candidate for onsideration.
7
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(3) The area of time-in-grade is based on certain pre-
requisites in regard to length of service that should
be fulfilled before the individual is considered for
promotion. The following standards are
established as a guide to indicate the least amount
of time-in-grade which ma n rmal1yj be expected for
promotion consideration, and, as such, they offer the
to recognize,
opportunity byy promotion, those
employees who have demonstrated 4111110y unusual ability
and potential.
Promotion from Grades Time-in-Grade
GS-03 through GS-10 6 months
GS-11 12 months
GS-12 15 months
GS-13 18 months
GS-14 24 months
3. In order to assist the Career Panels, the Career Board, and the Director,
NPIC, in the comparison of personnel for promotion to grades GS-10 through GS-15,
a Competitive Evaluation Rating Alt ER) is pre ared annually by ropriate
.+rse cr.~Cv 'o r.t w G~4 $-&- rtvre~+
supervisors, APP
s bY the Group or Staff Career Panel.
? '
The CER's are submitted to the Career Board and Director, NPIC for information
and use in considering promotions to GS-13, GS-14 and GS-15. These ratings
serve as a basis for promotion reviews throughout the rating year, however, all
factors are considered during each review and a given rating neither assures nor
precludes promotion.
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4. The promotion of IP Careerists to grades GS-09 and below may be
considered at any time. Although a formal competitive evaluation system
is not used at these grade levels, the same basic principles are followed.
The evaluation and promotion of IP Career Service personnel to grades GS-l0
through GS-l5 is accomplished in accordance with the attached schedule.
ARTHUR C. LUNDAHL
Director
Attachment:
Promotion and Competitive
Evaluation Review Schedule
Distribution: No. 3
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PROMOTION AND Q]IPETITIVE EVALUATION REVIEW SCHEDULE
Month Promoted to.
15
'
e
-IT- 1
nnua
a L
12
13 1
ca ,a
10-
Personnel ra
JANUARY
PROM
*
*
PROM
RP
RS
FEBRUARY
RS
PRCM
RP
MARC]-!
RP
RS
PROM
APRIL
*
PROM I
RP
MAY
RS
PROM
PROM
JUNE
RP
PROM
JULY
PROM
PROM
AUGUST
PROM
SEPTEMBER
PROM
OCTOBER
PRCM
*
*
*
NOVEMBER
PROM
RS
PROM
DECEMBER
RP
RS
PROM
PRCM - Promotion
RS - Competitive Evaluation Rating - Supervisor
RP - Competitive Evaluation Rating - Career Panel
* - Annual Fitness Report Due End of Month
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NATIONAL PHOTOGRAPHIC INTERPRETATION CENTER
CIA INSTRUCTION NO. 20-17 11 April 1968
SUBJECT: IP Career Service Promotion Policies
RECISION: CIA Instruction No. 20-13, dated 16 February 1967
1. As head of the IP Career Service, the Director, NPIC, has established
general policies and procedures regarding the promotion of members of the
Career Service. All members of the IP Career Service should be aware of these
policies and procedures and, if desired, they are entitled to read and discuss
them with their supervisors.
2. Promotion actions in the IP Career Service are based on a thorough
review and consideration of the performances of individuals, the evaluation
of these individuals in competition with others of like grade and job cate-
gory, and the selection for promotion of the most qualified individual within
the practical limitations of the Center's Staffing Complement.
a. The initiation of a recommendation for promotion is normally
the responsibility of the first-line supervisor. Recommendations
are subsequently considered by appropriate officers and are forwarded
to the responsible Group or Staff Chief for concurrence or approval.
Promotion of personnel to grades GS-09 and below may he approved by
respective Group and Staff Chiefs, provided that the NPIC Personnel
Officer determines that an appropriate promotional vacancy is avail-
able, and the individual meets performance and time-in-grade require-
ments. The Director, NPIC approves the promotion of personnel to
grades GS-10 and above.
b. At each level of review, beginning with the first-line super-
visor, the consideration for promotion encompasses three broad areas,
namely, job performance, competitive evaluation and time-in-grade.
(1) In the area of job performance, the individual
must have clearly demonstrated that he is qualified for
advancement to the next higher grade based on such factors
as productivity, professional, technical or clerical
qualifications, and personal traits or habits, and other
job related factors.
E
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(2) The area of competitive evaluation deals with the
measurement of the individual against other personnel of
like grade and job category within the Career Service. The
Center, like all other components of the Agency, has a
Staffing Complement which allocates to the Center a specific
number of positions at each grade level. Thus, an important
point in considering an individual for promotion is the
availability of a position at the appropriate grade level;
and because of the limited number of positions, whether the
individual, measured against others, is the best candidate
for consideration.
(3) The area of time-in-grade is based on certain pre-
requisites in regard to length of service that should be
fulfilled before the individual is considered for promotion.
The following minimum standards are established as a guide
to indicate the least amount of time-in-grade which may
normally be expected for promotion consideration, and, as
such, they offer the opportunity to recognize, by early promotion,
those employees who have demonstrated truly unusual ability
and potential.
Promotion from Grades
GS-03 through GS-10
GS-11
GS-12
GS-13
GS-14
Time-in-Grade
6 months
12 months
15 months
18 months
24 months
25X1
ARTHUR C. LUNDAHL
Director
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6 February 1970
MENORANDUNI FOR: NPIC Personnel
SUBJECT . Career Development and the Photographic
Interpretation Career Service
1. The Executive Director and the NPIC Career Service Board have reviewed
the organization, responsibilities and functions of the Photographic Interpretation
Career Service Board, the two competitive Evaluation Panels and the Training
Selection Panel. The Executive Director has recommended and I have approved
certain changes which are described below. These changes are incorporated
in NPIC Instruction No. 20- of February 1970
2. The important changes which have been made are:
/0"~' k,
Elimination of the two competitive Evaluation Panels. ...~?..~.,._
416 Establishment of Career Panels in IEG, PPUBS PSG, and TSSG
chaired by the Group or Staff Chief and including as members (the Division
Chiefs of that organization. The Career Panels will review all career develop-
ment and personnel actions--promotions, training, reassignments, etc.--
concerning the CIA personnel of the respective Components. The Group or
Staff Chief, with the advice of his Career Panel, is authorized to act on
promotions and other such actions affecting CIA personnel in grades up to and
including GS-11. The Career Panels will report to the NPIC Career Service
Board on actions taken.
he NPIC Career Service Board, chaired by the Executive Director,
will continue to be responsible for owsawA4 policies and programs relevant to
career development and other personnel matters throughout the Center.
Promotions and other recommended actions concerning CIA personnel in the
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SUBJECT: Career Development and the NPIC Career Service (Con't)
grades of GS-12, GS-13, and GS-14 will be referred by the Career Panels
to the NPIC Career Service Board for final review and recommendation to the
Head. of the Career Service.
3. These changes are intended to focus the responsibility and the
authority for management of career development closer to the points in the
Center's organization where specific career development actions--promotions,
training, awards, reassignments, etc.--can most knowledgeably be accomplished
or initiated. In other word, . career development is a function of effective
management, and effective management is created through the actions of the
Center's line supervisors--branch, division and group chiefs.
4. The Career Service Board--chaired by the Executive Director and
including the Group and Staff Chiefs as members--will provide the direction
to ensure that compatible, equitable and productive career development
procedures are used throughout the Center.
ARTHUR C. LUNDAHL
Director
National Photographic Interpretation Center
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MEMORANDUM FOR: Chairman, Career Panels
SUBJECT Career Panel Procedures #1
Periodic Career Board Reports
1. In order to ensure a compatible, equitable, and productive
Career development program throughout NPIC, the Career Service Board
will monitor the more significant actions approved by the Career Panels.
This will include competitive evaluation rating, promotions to GS-12
and below, and Quality Step Increase awards.
2. Monthly reports of pertinent Career Panel actions should be
forwarded to the Chief, Personnel Branch for Career Service Board
dissemination not later than the 15th day of each month. They should
be brief in nature and cover actions approved during the preceding
calender month. significant to report, a verbal
Zg.p1y is sufficient;.
3. The following formats should be used in reporting approved
Career Panel actions to the Career Service Board:
a. Competitive Evaluation Ratings
(see CP Procedures #2)
(Group or Staff)
Approved Promotion Actions From Grade to
NAME POSITION TITLE CER MONTHS IN GRADE
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SUBJLCT: Career ane e u
Periodic Career Board Reports
Qualitylptep Incre
Group %r Staff),
Approved Qualky St/pA easq/Awards
GRADE
AST
FR RATING
4. Career Panels are urged to report problems which they encounter
in carrying out their jft responsibilities, to recommend changes which
might improve career management policies and procedures,
and to share the successful methods and techniques which they develop.
In this ~w y the whole Career Service will benefit from the best ideas
aid fracTIeel
Ao the respective Panels.
25X1
Chairman, IP Career Service Board
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DRAFT
MEMORANDUM FOR: Chairrq n, Career Panels
SUBJECT Career Panel Procedures #2
Competitive Evaluation Rating
REFERENCE HR 20-21, dated 30 October 1969
1. The IP Career Service comprises the total competitive area
for the promotion of members of this Career Service. Separate areas
of competition have been established within the Career Service, in
IEG, PP&BS, PSG, and TSSG, because of the different occupational
groups and functional lines of work. In accordance with CIA per-
sonnel policy, the competitive promotion evaluation of personnel in
grades GS-09 through GS-14 must be accomplished at least annually.
~i~-a-~rs ~t~J
s will be expected to follow the schedule for competitive
evaluation rating (CER) and promotion which was issued with NPIC
Instruction 20- dated
2. One of the basic objectives of the CIA personnel program is to
provide employees with opportunities for making the best use of their
training and experience, avenues for employment and advancement on
the basis of ability and performance, equitable pay, and an environment
in which they can find satisfaction in their daily work. The competi-
tive evaluation process is one of several career management tools avail-
able to supervisors to aid in reaching this objective. Other means include
the use of promotions, fitness reports, quality step increases, training
and various adverse actions, all of which are related to competitive
evaluation but are intended to accomplish specific purposes.
ilUur t
Approved For Release 2003/12/22 : CIA-RDP78BO5703A000500030003-5 Exclndad ;ram
do,cigraWng and
C`711 declassification
 SECRET
SUBJVRrov1K1 F(WYRibWW ?Q9t3/e'A?9s cF2A-RDP78BO5703AOOb'160030003-5
Competitive Evaluation Rating
3. An effective competitive evaluation program provides a re-
view of all career management activities and gives direction for future
career development. It requires that supervisors take the time to think
about their employees, to compare the progress and potential of in-
dividuals, and to plan for maximum benefit to the individual and the
organization. At the same time, it enables managers to provide guidance
to their first-line supervisors and to generate new ideas for the
furthering of the careers of their employees.
4. It will be the responsibility of each Ca eer Panel to determine
~1a r.vj,wIK&,
the methods and procedures to be used in completinWCER's. This will
depend upon the number and type of employees being evaluated and the
functions assigned to the respective components./Tn some ~A~ =h_ ,~
loyee and
`
"th~ eyalt,At - & .
prover ='
7
=14y c*r s r - - =
evw%4emphasis must be placed on the career management and development
aspects of evaluation rather than the i ice. transitory value of the
ratings themselves.
5. The following rating categories are to be used by Career Panels
in recording the results of the annual competitive promotion evaluation
of personnel in grades GS-09 through GS-14:
Approved For Release 2003/12/22 : CIA-RDP78BO5703A000500030003-5
SECRET
 SU$q~ fl3ve8fmdReL 12Q94Wg?e,CI RDAW03A000 030003-5
Competitive Evaluation Rating
PROMOTION
A - Deserves Promotion
B - Progressing, but not yet ready
C - Promotion unlikely in for-
seeable future
D - Defer
DEVELOPMENT POTENTIAL
1 - Possesses leadership quali-
ties or exceptional skill
00.
3 - Further development unlikely
A 'x)
~~.Y 8 ~ jl fz
6. Career Panel ratings should be consolidated for each grade and
forwarded to the Chief, Personnel Branch in the following format:
(Group or Staff)
Competitive Promotion Evaluation
Personnel in Grade Evaluation Date
RATING
NAME GROUP DIVISION PROMOTION DEVELOPMENT
POTENTIAL
25X1
Chairman, IP Career Service Board
Attachment: Employee and Supervisor
Performance Evaluation Forms
07% SOW 1 ro ~. t l ~ p~~~ OIC I- j~
YP
o
C~
~
F s i
a
~ty~ Kf
I" A0
,*A IV 1P 9evcyl'A p/, q-, .
W6 r OF,
f~
Approved F Rel a 2O 3/12/2 - 0 00500030003
 EMPL0Y8EP (FMM*MTgRQ AT CIA-RDP7~
POSE: This form is to provide supervisory personnel with a
systematic, periodic, and impartial rating of employee's
INSTRUCTIONS:
As rating supervisor, you are asked to rate the em-
ployee in each of_ the traits or qualities listed here. After
each trait there is a line representing. various degrees of
the trait. Each of the phrases' under the lines describes
the amount or degree of that trait represented by the
point directly over the phrases. You rate an employee by
putting your check mark at the place on the line which
represents your judgement as to his possession of the trait.
If the true description falls between two of the descriptions
given, you should put your check between the two, nearer
ever rTV r wnav 0 10 20 30
Quality is unsatisfactory.
Lacking in several
respects.
NT _T
I YOF WORK
rM
2 1 35
Quality is often not
quite up to run of
comparable average of
general employees.
10 20 30
Deficient. Very slow.
Limited but passable.
Inclined to be
somewhat slow.
AW D3At " 500030003-5
excellence in matters pertaining to` his present job and to
hi
f
s
uture potentialities.
the one which is closest to the correct description.
For those employees who are rated at either extreme
of the scale on any trait, enter a brief explanation for the
rating in the comment space below the factor. Remember
that your opinions are used also as a measure of your
judgement and you are urged to carefully study the de-
scribed traits, and make your rating an accurate descrip-
tion of the employee rated. Base your judgements on the
entire period covered and not upon isolated incidents
alone.
40- 50 60
45 55
Quality is about average
of general run of
comparable employees.
Work results usually
accurate and complete.
45 55
Satisfactory. Reasonable
and adequate volumes
at all times.
KNOWLEDGE
OF WORK
40,
5
0 60
Very little kn
owledge of Insufficient
knowledge
Reasonabl
y adequate
his/her work. of some
of the
phases
job.
knowledge of thejob.
COMMENT:
65 70 75 80 90 100
Quality of work is Outstanding. Far exceeds
superior to that of normal requirements of
general run of accuracy and
comparable employees, thoroughness.
Very thorough and
accurate. -
65 70 75 80 90 100
Produces a largevolume Exceptional. Volume is
of work, consistently unexcelled.
exceeds production of
others doing similar
work satisfactorily.
70 .80
65 1 75 1?
Excellent knowledge of
his/her work.
20
1
3
25
0 4
1
0 - 50 $5
45
60
Requires
supervision
behind sch
close
. Often
edule.
Work occas
Requires
normal su
ionally lags. Performs work with
more than reasonable promptness
pervision. under normal -
supervision.
.
6 70
Consistently reliable
under normal conditions.
Does special as well as
regular projects promptly.
Little or no supervision
required.
Has exceptional
knowledge of all phases
of his/her work.
Work always onschedule,
even under most
difficult circumstances.
Rises to emergencies
and assumes leadership
without being requested
to do so.
Approved For Release 2003712/22 : CIA-RDP78BO5703A000500030003-5
 -_r
INITIATIVE AND 0
RESOURCEFULNESS
JUDGEMENT AND
COMMON SENSE
DOCUMENTATION 0
I
WORK ATTITUDE
App ioved ForaReTease 2003/12/22 : CIA-RDP78B05703A000500030003-5
__ 30 40, 50 60 70 80
Limited. Requires
frequent re-instruction.
Usually waits to be told.
Follows closely
previously learned
methods and procedures.
Tends to become
confused in new
situations.
10 20
Analysis and conclusions
subject to frequent error
and are often based or.
bias. Decisions require
careful review by
supervisor.
Judgements usually
sound on routine,
simple matters but
cannot be relied upon
when any degree of
complexity is involved.
Meets new situations in Frequently develops new
satisfactory manner. ideas and methods of
Occasionally develops merit. Handling of
original ideas, methods, emergencies is generally
and techniques. characterized by sound
decisive action.
50 60 70
Capable of carefully Decisions can be
analyzing day-to-day accepted without
problems involving some question except when
complexityand rendering problems of extreme
sound decisions. complexity are involved.
COMMENT:'
ATTITUDE
TOWARD OTHERS
10 20 30 40? 50 60 70 80 90 100
1. 1 25 I 35 t 45 1 55 I 65 1 75 1 I I
Project documentation Usually sketchy in
is lacking in clarity and substance. It is fair at
substance. It is poorly times but, in general,
written and lacks it is evident that
professionalism. little care or time is
taken when preparing
final project
write up.
2 31 l I I 5 5
Goes about his work Sometimes appears Shows normal, average Shows great interest Exceptionally
halfheartedly. indifferent. interest in work. in work. enthusiastic about
his work.
IO
Obstructive.
Has frequently
exhibited undesirable
attitude towards
cooperation with
associates and superiors.
Satisfactory. Adequate Above average.
and sufficient to meet Meets all required _
general documentation standards. It is evident
requirements. that care and time is
spent in preparing
documentation report.
Sometimes difficult to
handle. Occasionally
tactless.
Satisfactory.
Usually cooperative
in most matters.
Willingly contributes
extra effort and energy
to cooperate with other
people. Has enthusiastic
work attitude.
Z5 35 4 I 5 55 I 65 I 75
I. .I I- _ I I I
Inclined to be
quarrelsome, surly,
touchy, or uncooperative
upsets morale.
About averagein
tactfulness and
cooperation.
Sometimes difficult to
work with.
Approved For Release 2003/12/22 : CIA-RDP78BO5703A000500030003-5
Always congenial and
cooperative.
Work is consistently
characterized by marked
originality, alertness,
initiative and
imagination. Can be
relied on to develop
new ideas and
techniques.
Possesses unusual
comprehension and
analytical ability.
Complete reliance may
be placed on all judge-
ments irrespective of
degree of complexity.
Documentation reflects
professionalism. Gives
the reader a detailed and
consise report of the
project's history and.
mensuration problems.
100
Habitual cooperation,
and enthusiasm toward
job, associates and
section. Sets exampte
for other employees.
An unusual and strong
force for office morale.