GUIDELINES FOR PREPARATION OF CAREER DEVELOPMENT PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00452R000100030003-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 10
• Document Creation Date: December 19, 2016
• Document Release Date: December 28, 2005
• Sequence Number: 3
• Publication Date: April 30, 1973
• Content Type: REGULATION

ATTACHMENT
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GUIDELINES FOR PREPARATION OF
CAREER DEVELOPMENT PLAN
1. A career development plan for professional
career planning and guidance shall be prepared for each
ORD employee and obligates a supervisor to sit down with
the employee (preferably before 15 months after EOD date)
to determine whether that employee wishes to have a career
plan developed within ORD.
2. The plan shall be prepared by the-ORD employee,
with assistance from his division chief. The plan should
reflect largely the desires of the employee, moderated
by the judgment of the supervisor in line with the Agency
goals and requirements.
3. The career development plan shall be reviewed
by the Career Service Board.
4. The career development plan shall be filed with
the employee's personnel file in ORD.
5. The plan shall be updated annually, concurrent
with the preparation of the employee's. fitness report, and
be implemented subject to performance for ORD.
6. The plan may be as detailed or as-brief as the
employee and division chief desire.
7. It?is suggested, but not mandatory, that the plan
u
include definite statements about the following:
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SUBJECT: Guidelines for Preparation of Career Development
Plan
a. The career goals of the employee. It is
suggested that these career goals be stated sepa-
rately as one-year goals, three-year goals, ten-year
goals, and lifetime goals. If known, it should be
stated whether the employee wants to follow a
management or technical route.
b. Training and education proposed, both within
the Agency and without, both formal and informal,
both training with an instructor and self-education,
and technical as well as non-technical.
c. Work experiences needed to achieve the goals,
both in the present assignment (division) and, if
appropriate, in other assignments. Attempt to specify
the division, office, or directorate in which the
work experiences could be o1.tained; state the types
of work experiences desired.
d. A suggested rotation schedule or sequence,
if rotation is considered of value in the particular
case.
e. The employee's present technical capabilities
and those additional technical capabilities he desires
in the future; his present management capabilities
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SUBJECT: Guidelines for Preparation of Career Development
Plan
and his future desired capabilities should also be
shown.
f. Technical papers and presentations within
the office, directorate, and Agency and outside the
Agency may be considered important. The employee's
views, desires, and intentions in this area should
be stated.
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PERFORMANCE APPRAISAL
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ORD-2650-73
30 April 1973
MEMORANDUM FOR: All ORD Personnel
SUBJECT Performance Appraisal
REFERENCE ORD General Notice No. 62
1. Among the many personnel-related tasks a manager
must perform, one of the more responsible is assessing the
performance of those working for him.
2. The Fitness Report plays a key rale in this evaluation.
This report serves several purposes but all have STAT
the common objective of-evaluating the employee's performance
in a given job situation. The employee, the supervisor, and
the Agency benefit from this action: the employee from a com-
plete, objective evaluation; the supervisor from a structured
assessment of the position and the incumbent; and the Agency
from a periodically updated appraisal of the employee that can
be used to fulfill a variety of personnel management requirements.
3. Through a review of past Fitness Reports, the Office
of Research and Development has determined that the evaluations
have been unrealistic and have failed to produce maximum
benefits at any level. Effective with reports prepared on or
after 30 April 1973, this Office shall use the full scale of
letter ratings provided by the system.
4.' P or Proficient will become the norm for the assessment
of the performances an individual who is doing.a good job in
the right position. This is the defined intent of the usage
of Proficient. There are two levels above this; namely, S or
Strop and or Outstanding. Similarly there are two levels
eb low:- M or Marginal andU or Unsatisfactory. Any level will
be used as appropriate. It isTurther noted that the Rating
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SUBJECT: Performance Appraisal
Letter for Overall Performance in Current Position includes
considerations other than those of the Duty Rating Letters
and is therefore not some apparent average of these.
5. In upgrading this Office's use of the Fitness Report
cycle, the ORD Career Service Panel and its Special Panel have
prepared Guidelines for the Raters of the Professional, Clerical,
and Secretarial Staffs to achieve a higher degree of uniformity
in carrying out the process. Specifically, conscious attention
will be paid to describing specific duties in terms of the Grade
Level of the incumbent, to the use of a fairly consistent set of
basic duties, to addressing in constructive fashion those personal
characteristics which may influence an individual's job perform-
ance or capacity for future professional growth. Guidelines for
these Staffs are attached. Since non-technical officers within
ORD generally belong to other Career Services and are competitively
rated in their own milieu, their Fitness Reports will be responsive
to the standards of the appropriate Career Service, though the
rating levels will be consistent with those used elsewhere in ORD.
Appropriate notification of this latter fact will be provided -
their Career Services.
6., This Office recognizes the preparation of complete and
objective Fitness Reports to be a major responsibility of its
supervisors. The discharge of this duty is a consideration to
be assessed in the preparation of their own Fitness Reports.
7. It is recognized that this new Office policy governing
Fitness Reports will result in the typical evaluation dropping
from an S to a P. For this reason and to avoid any misinter-
pretation or amTiquity resulting from this policy change, a
copy of this memorandum will be placed in the Official Personnel
File of each employee. In addition, the Fitness Reports will
carry a statement citing this policy change and reference this
memorandum.
Sayre Stevens
Director of Research and Development
2 Attachments
As stated
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a. PROFESSIONAL
b. SECRETARIAL & CLERICAL
GUIDELINES FOR FITNESS REPORT PREPARATION
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OFFICE OF RESEARCH AND DEVELOPMENT
GENERAL NOTICE NO. 62
30 April 1973
SUBJECT: Guidelines for Fitness Report Preparation
1. The process of preparing a Fitness Report requires
a structured approach for the resulting documents are frequently
used in the evaluation of an individual with respect to his
peers. Consequently every reasonable effort should be made
to provide for uniformity in the points and values considered
and in their documentation. It is the purpose of these
Guidelines to provide a means for preparing documentation
that offers a common basis for personnel assessment thereby
insuring the filing of fair and just Fitness Reports.
2. Emphasis is directed to the fact that each Supervisor
is responsible for insuring that work assignments have been
made grade compatible and that duties and expected performance
were made known to the employee at all times. The actual
.expression of these duties on a Fitness Report must not
introduce new considerations.
3. This General Notice deals in turn with the key areas
of the Report; namely, Duty Statements, Overall Performance,
and the Narrative Section. The use of the Letter Ratings
is discussed separately.
4. Duty Statements must be carefully prepared. By the
choice of words one can swing a given function (duty) over
several grade levels and thereby swing the letter rating
over several values. For this reason, it is essential to
start the written evaluation with a clear understanding of
the factors which establish Grade Level. To this end the
ORD Career Service Panel and its Special Panel for clerical
and secretarial personnel have established frames of reference
for keying job responsibilities to grade level. Two categories
of guidelines have been generated; those for clerical and
secretarial personnel are listed in Attachment A and those
for professionals in Attachment B. Due to the diversity of
assignments in ORD some employees do not fall into either
category and must be evaluated using other guidelines.
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GENERAL NOTICE NO. 62 (Cont'd)
SUBJECT: Guidelines for Fitness Report Preparation
5. Having established a frame of reference for grade
level performance expectations, one must then prepare Duty
Statements which reflect these expectations. It is recommended
that a standard set of duties be considered as a baseline for
clerical, secretarial, and professional personnel at various
grade levels; details or other duties may be added when
appropriate. Taking the case of a project officer as an
example, the suggested duties (which should be appropriately
modified to reflect grade differences) include:
a. Develops new concepts of intelligence collection
or analysis and prepares studies relating to the initiation
of contract actions for their investigation or development.
b. Manages technical projects in support of office
goals.
c. Participates in the development of an overall
program of research and exploratory development.
d. Maintains liaison with appropriate elements of
the intelligence and R&D communities.
e. Supervises project officers in the implementation
of the research and exploratory development program
(where appropriate).
Clearly, an employee on a scientific track will have a different
mix of duties from one on a managerial track. It is important,
however, that some consistency exist in the duties upon which
various officers are rated if competitive evaluations are to
be made.
6. At this point it is appropriate to address the topic
of "Overall Rating." This evaluation is intended to include
certain considerations not directly involved in the Duty
Statements. Typical of these points are:
Ambition Professional Image
Attitude Responsiveness
Creativity Versatility
Decisiveness Work Habits
The Overall Rating is not some attempted average of the letters
assigned to the Duty Statements. The meaning of the letter
evaluation is very literal.
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GENERAL NOTICE NO. 62 (Cont'd)
SUBJECT: Guidelines for Fitness Report Preparation
7. The letter ratings cover a wide spectrum:
Outstanding Marginal
Proficient
Strong Unsatisfactory
Each rating is carefully defined on Form 45; when properly
applied to Duty Statements appropriate to the incumbent's
grade, Proficient becomes the norm for any population of
employees. This will become the case in ORD; it is
anticipated that any letter value will be used, including
Marginal and Unsatisfactory when called for. The impact
of this change in Office usage is the basis for a specific
memorandum, a copy of which is being placed in the Office
file of each ORD employee.
8. The Narrative Section of the Fitness Report should
address (a) specific strengths and weaknesses, (b) any change
in performance during the Rating Period, (c) personal
extenuating circumstances, (d) the general relationship of
the individual's performance to that of others in his peer
group, and (e) recommendations as to continuing professional
development. While such matters as training or selection
for special assignment are appropriate for discussion,
promotion, per se, is not.
9. In summary, the Fitness Report should be an effective
personnel management tool. The written evaluation and the
beneficial relationship developed between the employee and
his supervisor combine to inform both the employee and
management of an individual's status and potential.
Preparation of these Reports is an important supervisory
duty. It is hoped that the structured approach presented
here will improve the capability of review groups such as
the Career Service Panel to do a fair and effective job in
making the personnel assessments and selections which arise
from time to time. FOIAB3B
Sayre Stevens
Director of Research and Development
2 Attachments
As stated
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