PROPOSAL FOR A REVISED FITNESS REPORTING SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000600140003-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 21
• Document Creation Date: December 9, 2016
• Document Release Date: April 11, 2001
• Sequence Number: 3
• Content Type: REPORT

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Proposal for a Revised Fitness Reporting System
1. Background:
Re .,Y ave experimented with a great number of Fitness
or t F
a. During the last twenty years the Agency, the Federal Government,-
and private induct h
p
orms and Systems. Much effort has been expended in analyzing
the results achieved by existing systems, and attempting to correct weak-
nesses through the development of "improved" systems and procedures.
Few tangible improvements have been realized, but there is a general
and almost universal conclusion that Fitness Reporting must be continued
for erg 1
o
d
each year. g. a ren as been to use more of the higher ratings
p is y the use of:
~(a) Adjective or numerical ratings, and (b) narrative evaluatory statements.
General agreement exists that evaluatory statements have been more
significant and have served better than adjective or numerical ratings in
providing a picture of the individual and his manner of performance.
2. Evaluation of Current Fitness Reporting System:
a. Adjective Ratings: The current system uses five adjective ratings:
Weak, Adequate, Proficient, Strong, and Outstanding, to appraise the
performance of specific duties and overall performance. In practice,
however, only three of the ratings are generally used: Proficient, Strong
and Outstandin Th t
h
frTT
p
nne management purposes, even though a truly satisfactory
system has not emerged,
b. Within the Agency, Fitness Reports have been used to rate
employee performance, personal traits and of-n+? 1 b
CS Career Service Fitness Reporting of Overall Performance
OSt-9, to, 11
CIS 12.43
CIS-14 do Above
1962
1967
1962
1967
1967
Weak
1%
'
0.1%
0.4%
0. 1%
0
1%
Adequate
7%
2.0%
4. 7%
o.5%
.
0
6%
Proficient
S
45%
23.0%.
35. 5%
18. 7%
.
8%
9
trong
O
42%
69.0%
55. 9%
76. 1%
.
71.8%
utstanding 5%
6.0%
3.5% '4.6%
17.7%
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_Satisfactory: Performance is characterized by effectiveness
in meeting duty and job requirements.
Outstanding: Pcr.formance is so exceptional in relation to
requirements of the 'work and in comparison to performance
of others doing similar work as to warrant special recognition.
(2). Ratinfr of Si ecific. Duties: It is b: lievedl that only significant
duties should be recorded and rated. We propose to combine
the revised rating scale with a descriptive rat ing of each duty
in order to provide a more useful evaluation.
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7:hc: f01'C?Gail inci1C~:ie: i the increasing upward trend] in the use of high
I'atinf;s and the loss of si~;niiicancc of the liv0. rating .`Kale. Almost k?0%
of our GS-1. and above pcrs%>nncl are rated as performing above` average
(Proficient). AL the same time, Adecuate and Weak ratings have tended
not only to fall into disuse but also to become substantially indistinguishable.
In practice, a rating of ''Adequate" does not provide a definable or
defensible basis for taking adverse actions.
b. Narrative Pati.l_rs: The current Fitness Reporting system provides
a narrative evaluation of total performance. Many raters provide a
descriptive and meaningful evaluation which is useful for personnel manage-
ment purposes; other narrative evaluations consist of .;enerniizations.aI d
platitudes zinc] do not evaluate in specific terms characteristics of the
individual or his performance. Improved guid(;linetl to ; tructure the
ni.lrrativo coi tuna of the uvaluation should provide more usciul and consistent
reports.
3. Suggested Re yi~:ion of the Fitness Reporting Sys tern and Fitness Report
.T'or m: `
a. Chara c..teristics:
(1). Ratin'1 Scald:
?Jn:-at.isiacitorv: Less than satisfactory performance. Does
not meet performance requirements for the duty or the
position .
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Rating, of Overall Performance: In making the overall
performance rating, the rater will consider all factors
affecting performance, including personal traits, skills,
conduct, and any limitations which may apply. No will
include a narrative evaluation to explain the basis for
the rating and to give a general picture of where the'
individual stands in relation to others rated in the same
group. In addition, the rater will comment on potential,
suggest assignments and training needs, and outline
personal traits of significance.
(4). Evaluation by Reviewing Official: The Reviewing Officer
will include a brief evaluation of performance, potential
and future utilization of the.individual rated. Whenever
possible, he should indicate the relative ranking of the
individual with others in the same grade and type of work.
The reviewing officer will be responsible for assuring that
the raters under his supervision adhere to realistic
standards and undertake and follow through on necessary
corrective actions. The reviewing official will be respon-
sible also for resolving any critical differences of opinion
between the individual and the rater, particularly if the
ratings are adversely critical. If major differences cannot
be adequately resolved by the component, they will be
referred through command channels to the Career Service
concerned for review.
b. Action Required on the Basis of Fitness Report Ratings:
Unsatisfactory Rating: A rating of unsatisfactory on any duty
will require positive action to train or assist the individual to
improve his performance of the work or will result in his
assignment to other work. An overall rating of unsatisfactory,
will require corrective action without delay such as warning
or probation, reassignment or special training. In extreme
cases, separation may follow.
Outstanding Ratings A rating of :outstanding on overall performance
should be followed by special recognition as appropriate, in-
cluding commendation, merit award, recommendation for
promotion or quality step increase, or consideration for reassign-
ment to more responsible work.
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c. Performance Consultation: At least once a. year, the
supervisor will have a performance consultation with the
employee being rated. This consultation may take place
at the time the Fitness Report is being prepared or at
some previous time as circumstances warrant. When an
employee is given an unsatisfactory rating, a report of
the performance consultation will be made and forwarded
as an "Eyes Only" memorandum through normal command
channels to the Secretary of the Career Service Board
concerned. Such a performance consultation report in no
way relieves the supervisor from commenting on an
employee's failings or weaknesses in the regular Fitness
Report. The certification that a performance consultation
has been held on a specific date will appear on the Fitness
Report form and will be signed by the supervisor.
4. Summary of Advantages of Proposed Fitness Report System:
a. Each adjective rating will be more meaningful when combined
with the narrative description or explanation. A descriptive
rating of each element of performance (duties) as well as
overall performance will be obtained. This emphasis on
narrative evaluation will provide more useful information
for personnel management purposes.
Two of the three ratings, Unsatisfactory and Outstanding, will
require that special action follows. We will not have to
struggle with the meaning of the marginal "adequate" rating
in connection with initiating an adverse action.
c.' The Report of Performance Consultation will be useful to
supplement the Fitness Report when an unsatisfactory rating
is involved to provide evaluatory material pertinent to the
corrective action being recommended.
d. The tendency to rate all individuals "above average" will
be minimized.
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c. The stronger role of the reviewing officer in achieving
realistic and meaningful reports and in resolving differences
between the individual and the rater will improve reporting
and morale.
5. Revised Fitness Report Forms: Samples of the proposed revised Fitness
Report Form are attached.
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 "Approved For Reid
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SECRET
EMPLOYEE SERIAL NUMBER
FITNESS REPORT
SECTION A GEN
ERAL
I. NAME (Leaf) (First) (Middle)
2. DATE OF BIRTH
S. SEX
4. GRADE
5. SD
6. OFFICIAL POSITION TITLE
7. OFF/DIV/BR OF ASSIGNMENT
6. CURRENT STATION
9. CHECK (X) TYPE OF APPOINTMENT
10. CHECK (X) TYPE OF REPORT
CAREER RESERVE TEMPORARY
INITIAL
REASSIGNMENT SUPERVISOR
CAREER-PROVISIONAL (See Instructions -Section C)
ANNUAL
REASSIGNMENT EMPLOYEE
SPECIAL (Specify):
SPECIAL (Specify),
I I. DATE REPORT DUE IN O.P.
12. REPORTING PERIOD (From. fo?)
PERFORMANCE EVALUATION
1. EVALUATION OF PERFORMANCE OF SPECIFIC DUTIES
PROFICIENCY OF PERFORM4NCE OF EACH DUTY BY ASSIGIIINCvTHE SY14BOI. APPROPRIATErFOROTHEAD ECTIVEHRATING,JAND DESCRIBING
IN NARRATIVE FORM THE MANNER IN WII lCN TNG ni:TV I! orernmirn
U - UNSATISFACTORY S - SATISFACTORY 0 - OUTSTANDING
D
-- - F
T
POSITION
TAKE ON TO ACCOUNT EVERYTHlN;G A?OU7 THE EMPLOYEE WHICH INFLUENCES HIS EFFECTIVENESS SUCH AS PERFCED~;NiCE OF SPECIr IC
OR DUTIES T4 PRODUCTIVITY, CONDUCT ON JOB, COOPERATIVENESS, PERTINENT PERSONAL TRAITS OR HABITS AND PARTICULAR LIMITATIONS
~Ir'TS
ova -
Ixrpiii ar('rn'!I
I xFgO'
RANIIA) IVt GUNf'IEr;T RAMC
OVERALL PERFORMANCE IN CURREN
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