REVIEW OF COMPARATIVE EVALUATION DESCRIPTORS
Document Type:
Collection:
Document Number (FOIA) /ESDN (CREST):
CIA-RDP85B01152R000400490012-0
Release Decision:
RIPPUB
Original Classification:
K
Document Page Count:
4
Document Creation Date:
December 21, 2016
Document Release Date:
June 2, 2008
Sequence Number:
12
Case Number:
Publication Date:
April 12, 1983
Content Type:
MEMO
File:
Attachment | Size |
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CIA-RDP85B01152R000400490012-0.pdf | 155.19 KB |
Body:
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12 APR 1993
MEMORANDUM FOR: DDA Career Management Officer
SUBJECT: Review of Comparative Evaluation Descriptors
1. The Office of Information Services (OIS) reviewed the Comparative
Evaluation Descriptors and concluded that there should be five categories.
Attached is a copy of our proposed categories.
2. The current categories address a mixture of performance and
potential. Several members of the OIS Senior Panel felt that too much
emphasis is placed on potential and that experience does not get the attention
it should. These same members recognize, however, that experience is an
important factor in assessing potential and that a panel cannot assume
automatically that an employee with experience has more potential than one
without it. It is a matter of work performance and how an employee has used
each new situation.
3. Our panels identify careerists who have potential for managerial
responsibilities as well as those who have potential for substantive
responsibility. Our mid-level positions require managerial responsibility,
however, and those employees with managerial potential will have an advantage
in a promotion exercise over those who do not. We do not believe that a
separate category should be set up for managers, but it would be useful to
have Agency-wide guidelines/factors for identifying managers.
4. It should be the responsibility of each Career Service to determine
the specific type of career actions or options that are available to those
placed in a particular category. The current categories have the right amount
of emphasis on career actions and should not be changed.
5. OIS recommends that consideration be given to the establishment of a
"limbo" category that may be used when career panels feel that certain
employees cannot be evaluated fully. Employees could be in this category
because they recently moved from non-supervisory to supervisory or
non-managerial to managerial positions without previous experience in their
new duties, transferred to a new career field or career service, entered on
duty with the Agency, etc. If such a category is established, the guidelines
or rules for its use should be restrictive enough to avoid abuse. The
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category should not be a catch-all for cases where panels do not want to make
decisions. For example, employees should not be placed in the category simply
because they recently were promoted. A recent promotion combined with another
factor, such as change of position, could be justification, however. One
suggestion that might help control misuse would be to require written
justification in panel minutes of each employee placed in the category. A
suggested name is "Category-Special."
6. Some, but not the majority, of our Panel members felt strongly that
Category IV should not state that an employee had realized his/her potential
and recommended that consideration also be given to the following:
Category IV
These employees are performing satisfactorily but their personal
attributes and work performance tend to show that they are not able
or inclined to contribute the effort required for further advance-
ment. Lateral assignments, in some cases, might contribute toward
enhancing their talents or their value to the career Sub-Group.
Career actions should be considered that would provide for their
continued work satisfaction.
7. We appreciate the opportunity to comment on this important matter
and hope that our suggestions will be useful in the discussions.
STAT
Attachment:
As stated
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DESCRIPTORS FOR COMPARATIVE EVALUATION (CATEGORIES)
Category I
These are employees whose personal history and work performance
clearly indicate a high degree of potential for rapid career growth into
positions of increasingly greater responsibility. Employees in this
Category are judged to possess experience, knowledge, and talents which
presently are clearly exceptional in comparison with their peers. This
evaluation should be reflected in career actions that enhance employees'
talents and exploit their potential.
Category II
These are employees whose personal history and work performance
indicate the capability to assume greater responsibilities. Employees in
this Category are evaluated as presently displaying above average
knowledge, talent, and commitment. Career actions should enhance the
employees' skills and further develop their potential.
Category III
These are employees whose personal history and work performance show
that they are performing a valuable service in their present
assignments. They may be capable of performing successfully at a higher
level of responsibility but their knowledge and skills need to be
expanded further in the present assignment or through lateral
assignment(s). Career actions should provide the opportunity to receive
the needed experience/training.
Category IV
These employees are performing satisfactorily but are close to
realizing or have realized their potential. Many employees in this
Category are providing valuable service in their present assignment and
lateral assignments may not contribute much toward enhancing their
talents or their value to the career Sub-Group. In these cases, career
actions should provide for their continued work satisfaction.
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Category V
These are employees whose overall work performance reflects a
specific deficiency in, or inability to meet, important aspects of work
requirements which unduly limits their value in their assignment or
current career area. Employees in this Category may have potential for
growth, but their deficiencies are such as to interfere with or preclude
improved performance in the current assignment or further development in
the career area. These employees will be advised of their deficiencies
and placement in this Category. Counseling or remedial training is to be
provided. Career actions will be taken to establish whether the talents
of some of these employees can be utilized or potential realized in
another career function or service within the Agency. The deficiencies
in work performance or behavior of some employees in this Category may
require their reassignment, demotion, or separation.
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