Keep the emphasis on the positive aspects
of the persons abilities and character. Show that
you appreciate the members good qualities and
show the person how to take advantage of these
In your efforts to be friendly and under-
standing, do not give the impression that you
are an easy mark or that friendly talk is all you
have to offer. Do what you can, definitely and
positively. Expect members to do their part.
Remember that it is your duty to help the
Navy make the best use of its personnel.
Above all, remember that you are dealing
with HUMAN BEINGS. An interview that is just
one event in a days work to you may be the
turning point of a members life.
Assigning personnel is a staffing function as
discussed in chapter 3. Your primary objective is
to match the correct person to the job to receive
maximum efficiency and effectiveness. However,
you will also need to account for using on-the-
job training (OJT) to cross-train personnel.
You will lose some efficiency in the short term
through use of OJT, but the long term result is
higher divisional or work center efficiency and
There are no firm rules for assigning personnel.
Best results occur when personnel are happy in
their job. Try to match the personal interest of
the subordinate to the job requirements when
possible. At other times you will need to employ
a skillful use of influence to achieve the desired
Evaluating personnel was discussed in the
topic on performance counseling. You should be
counseling your personnel on a regular basis to
let them know how they are doing and where they
need to improve. This section focuses on your
responsibilities in preparing enlisted performance
Enlisted performance evaluations will have a
long-term impact on the career of the person you
are evaluating. You should pay careful attention
to detail and treat each evaluation as if it were
going in your service record.
Military standards indicate that the evaluation
writing process should begin at the petty officer
second class level. Delegate the initial preparation
of evaluations to the petty officer second class or
one level above the person being evaluated. Have
the next level in the chain of command review the
You should use your counseling file to double
check the evaluation. Make sure the marks given
are realistic. Some discrete checking in your
command will reveal the appropriate marking
range for personnel. Do not be afraid to give 4.0
marks if they are called for and can be justified.
Your job is to give an objective evaluation based
on facts. Bullets for blocks 54,55, and 56 of the
evaluation should come from your counseling file,
the subordinates service record, and the division
Providing evaluation comments for block 56
is a problem for most people. Give a brief
description of the person and his or her job. The
purpose of block 56 is to amplify information in
blocks 27 through 43, 54, and 55. Use bold,
underline, and CAPITALIZATION to make key
words and phrases standout. Refer to The Navy
Enlisted Performance Evaluation System, NAV-
MILPERSCOMINST 1616.1A, and the Enlisted
Evaluation Manual, BUPERSINST 1616.9, for
Reviewing Enlisted Evaluations
The leading petty officer (LPO) should submit
to you the rough evaluation and a copy of the
enlisted evaluation report-individual input form
(NAVPERS 1616/21), or brag sheet as it is
known. You should now prepare the evaluation.
Your role in the evaluation process is to
compile the inputs and assure completion,
correctness, and consistency among your different
work centers. Use service records, your notes,
counseling files, and brag sheets to ensure
completion and accuracy of the evaluations.
Observe how each work center tends to mark
the evaluations. Some evaluations may tend to be
skewed higher or lower than the normal standard.
Make corrections as appropriate.
You should now make sure that written
remarks on the evaluation are in the proper
format and void of grammatical errors. When you
are happy with the way the evaluations read, then
pass the rough evaluations to the division officer.