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PROFESSIONAL,  PERFORMANCE, AND  ENLISTED  EVALUATION COUNSELING

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Helping  Resource Navy Relief Society Naval Legal Service Offices American Red Cross Naval Hospitals Veterans Administration (VA) Civilian Health and Medical Program of the Uniformed Services (CHAMPUS) Command Career Counselor Capability Loans and outright grants to alleviate financial emergencies; also family budget counseling Legal advice, to include wills, powers of attorney, and notarizing services Emergency assistance of all types, to include emergency leave verification and travel assistance Physical and psychological problems and disorders diagnosed and treated Veterans benefits and survivors benefits advice Health care benefits Career information, benefits and eligibility advice to include Navy rights and PROFESSIONAL, PERFORMANCE, AND ENLISTED EVALUATION COUNSELING Professional, performance, and enlisted evaluation counseling all have several things in common. Standards should be set; standards should be clear and understood by the counselee; targets should be set for each individual; and both good and poor performance of subor- dinates should be documented and the subor- dinates counseled. Professional and performance counseling takes place throughout the year. Enlisted evaluation counseling should take place once a quarter to allow personnel a chance to improve before receiving the formal evaluation. A good place to start is at the end of the formal evaluation period. You can outline the minimum required performance you expect from each paygrade and rating within the work center or division. This is setting a clear standard of performance. Professional and performance counseling will be based on these standards. Ensure each subordinate understands the required level of performance you expect from him or her. Set performance targets for each individual. People are different and have different capabilities. By setting performance targets above the required minimum, you will be able to maximize subor- dinate output. Setting a standard target of performance could discourage less capable performers or cause more capable performers to become bored. Remember to individualize the target performance. An example would be giving your star performer 1 week to complete a specific personnel qualification standard (PQS). The 1-week target may be too difficult for your least capable performer, so you might allow him or her 1 month to complete the PQS. All other personnel would fall somewhere within this range, depending upon their capabilities. As your personnel progress, you will need to adjust the targets to keep them challenging but realistic. Counsel your personnel on their good and poor performance. Document the counseling sessions for at least 3 months. You have been documenting the professional and performance counseling for the last 3 months. Now it is time to conduct an enlisted evaluation counseling session. Write a rough evaluation on each subordinate, using their counseling sheets and other documentation taken from personal observation over the last 3 months. Do not refer to the last formal evaluation (or rough evaluation for latter sessions). These quarterly counseling sessions will allow you to provide positive reinforcement for correct behavior and corrective action for substandard behavior. You will also be able to document items that are sometimes forgotten at the yearly evaluation. Schools attended, courses completed, and assistance provided are sometimes overlooked 4-29



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