— Keep the emphasis on the positive aspects of the person’s abilities and character. Show that you appreciate the member’s good qualities and show the person how to take advantage of these qualities. — 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 day’s work to you may be the turning point of a member’s life. ASSIGNING 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 effectiveness. 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 outcome. EVALUATING 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 evaluations. Preparing Enlisted Performance  Evaluations 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 evaluation. 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 subordinate’s service record, and the division officer’s  record. 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 additional  information. 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. 4-32