THE NAVY’S STANDARDS OF PERFORMANCE

following actions may result in submission of another report: Advancement Special discharge (to document superior or substandard performance) Release from active duty Retirement Transfer to the Fleet Reserve To be effective, evaluations must be uniform. For this reason NAVMILPERSCOMINST 1616.1 gives guidelines for making the reports. We rate personnel on professional factors, personal traits, self-expression, and leadership. (We also rate E-7s, E-8s, and E-9s on manage- ment.) We rate personnel within a paygrade against the performance of others in the same paygrade. The evaluation of the several factors should accurately reflect the performance of each Navy member as an individual and that member’s worth to the Navy. You should look at each person carefully and mark in the box after each trait that most nearly reflects the person’s perfor- mance, ability, or attitude. You should consider all facts about the person. Write your report with as little bias as possible. Keep in mind that the evaluation is for an entire period and not for just a few days preceding the evaluation. THE NAVY’S STANDARDS OF PERFORMANCE The Navy has always tried to recruit and keep the best personnel. This policy results in a high caliber of Navy personnel. The evaluation system assumes that each command has a competent crew and that most of the people perform their duties well. Only those that are exceptionally out- standing or unsatisfactory should receive evalua- tions in the highest or lowest areas. Each higher paygrade requires a higher standard of performance. We require a higher standard because of the increased experience of the personnel and the decreased number of people against which we rate a person’s performance. However, we should rate individuals within each paygrade against the performance of others in the same grade and NOT against that of persons in higher or lower grades. Therefore, you should take the following factors into consideration when rating your people: 1. All naval personnel are high-caliber per- sonnel and are generally competent in the performance of the duties of their rate. 2. You must assume that all crews have their share of excellent, good, and poor personnel. 3. Personnel in each paygrade must be rated on the basis of their own merit in relation only to the performance of others in the same rate and rating. When a person has an assignment outside the normal duties of his or her own rate or rating, we compare that person with others of the same paygrade performing similar duties. 4. A command should be sure the number of personnel who we rate very high, in the middle, and very low approximate the numbers expected of average crews. This means your superiors may from time to time adjust the evaluations you give your personnel. This should NOT be done randomly. It should be done objectively to make sure the command’s evaluations show patterns that ensure the success of the system. The following section contains specific hints to guide you in rating your subordinates. DO’S AND DON’TS OF EVALUATIONS You must be objective when you assign marks. Friendships are not evaluation factors. Your duty requires you to report performance as accurately as possible. Learn to observe your personnel. Know their strong points. Recognize their weaknesses and help them overcome them. Compare each person you rate with the rest of those you know in the same paygrade. Assign marks you think your people deserve. Don’t let rumors and gossip influence you about your personnel. Be impartial. Avoid personal likes and dislikes. Be factual. Make your comments reflect what your people have actually done. Don’t let your marks on one trait influence your marks on the other traits. Remember, just because a person is good in one area doesn’t mean that person is automatically good in other areas. 4-4