RECORDKEEPING  AND  EVALUATING Good supervisors use a system for recording performance on a continuous basis. If you are a supervisor,  you  should  consistently  use  some  type of system for logging good and poor performance or conduct. Such a system will be a help to you in meeting a variety of responsibilities, including writing  performance  evaluations. Another  benefit  of  recordkeeping  is  that  it helps you notice when a subordinate’s actions or behavior  patterns  change,  either  negatively  or positively.  You  can  then  intervene  in  the  early stages  of  personal  problems  to  reduce  their negative  effects  by  providing  help. The  methods  for  recordkeeping  vary  with  each supervisor, but you should include the following basic  elements  if  your  records  are  to  be  useful: 1.  Subordinate’s  name 2.  Date  of  the  observation 3.  Behavior  observed 4.  Action  taken  or  planned When you maintain personal records on your personnel, you should take several actions to be sure of compliance with the Federal Privacy Act of  1974  and  the  Freedom  of  Information  Act. First you must inform subordinates that you are maintaining   a   log   on   their   performance   and conduct. You should explain that this is a means of helping you carry out your responsibilities and develop  their  required  evaluations.  You  should also   inform   subordinates   that   they   have   the following  rights: · · · They may examine and make copies of all entries and notations that apply to them. They  may  review  the  log  with  you  and discuss  any  differences  of  opinion  they may have with your entries. They  may  request  an  amendment  or  a change, by following set procedures, if we cannot  settle  differences.  You  may  refer them to the legal officer for aid in follow- ing  the  correct  procedures. PETTY  OFFICER  QUALITY CONTROL  REVIEW  BOARD The Navy established the petty officer quality control  review  board  to  help  develop  and  main- tain  a  highly  professional  enlisted  career  force. This  board,  in  the  Bureau  of  Naval  Personnel (BUPERS), automatically reviews the records of petty officers E-5 and above whose performance is  not  in  keeping  with  the  traditionally  high standards  of  the  Navy. GENERAL  CATEGORIES OF  PERFORMANCE The   following   general   categories   of   per- formance  are  considered  by  the  board  in  their evaluations  and  recommendations: Financial  responsibility Sobriety Leadership Military/personal    conduct Performance   of   duty Willful  racism,  sexism,  or  acts  that  deny equal  opportunity  to  others Appearance  and  compliance  with  Navy fitness   standards FUNCTION  OF  THE  REVIEW  BOARD If the board determines that the performance of a petty officer is below standard in one of the above  groups,  it  will  take  one  or  more  of  the following   actions: 1.  Advise  the  petty  officer  that  it  would  be to his or her personal benefit to request either a transfer  to  the  Fleet  Reserve  or  the  U.S.  Navy retired list or Naval Reserve retired list. 2. Process the petty officer for administrative separation. 3.  Issue  a  letter  of  warning  into  the  perma- nent  service  record  of  the  petty  officer  (the member  would  then  require  approval  from  the Chief of Naval Personnel before reenlistment or extension  of  current  service  or  before  other appropriate  administrative  action). 4. Reduce the petty officer to the next inferior paygrade. The  function  of  the  board  is  to  assure  that there is recognition throughout the Navy of the high  professional  standards  and  competence  of 4-6