following actions may result in submission ofanother report:AdvancementSpecial discharge (to document superior orsubstandard performance)Release from active dutyRetirementTransfer to the Fleet ReserveTo be effective, evaluations must be uniform.For this reason NAVMILPERSCOMINST 1616.1gives 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 paygradeagainst the performance of others in the samepaygrade. The evaluation of the several factorsshould accurately reflect the performance of eachNavy member as an individual and that member’sworth to the Navy. You should look at eachperson carefully and mark in the box after eachtrait that most nearly reflects the person’s perfor-mance, ability, or attitude. You should considerall facts about the person. Write your report withas little bias as possible. Keep in mind that theevaluation is for an entire period and not for justa few days preceding the evaluation.THE NAVY’S STANDARDSOF PERFORMANCEThe Navy has always tried to recruit and keepthe best personnel. This policy results in a highcaliber of Navy personnel. The evaluation systemassumes that each command has a competent crewand that most of the people perform their dutieswell. Only those that are exceptionally out-standing or unsatisfactory should receive evalua-tions in the highest or lowest areas.Each higher paygrade requires a higherstandard of performance. We require a higherstandard because of the increased experience ofthe personnel and the decreased number of peopleagainst which we rate a person’s performance.However, we should rate individuals within eachpaygrade against the performance of others in thesame grade and NOT against that of persons inhigher or lower grades. Therefore, you shouldtake the following factors into consideration whenrating your people:1. All naval personnel are high-caliber per-sonnel and are generally competent in theperformance of the duties of their rate.2. You must assume that all crews have theirshare of excellent, good, and poor personnel.3. Personnel in each paygrade must be ratedon the basis of their own merit in relation onlyto the performance of others in the samerateandrating. When a person has an assignment outsidethe normal duties of his or her own rate or rating,we compare that person with others of the samepaygrade performing similar duties.4. A command should be sure the number ofpersonnel who we rate very high, in the middle,and very low approximate the numbers expectedof average crews. This means your superiors mayfrom time to time adjust the evaluations you giveyour personnel. This should NOT be donerandomly. It should be done objectively to makesure the command’s evaluations show patternsthat ensure the success of the system.The following section contains specific hintsto guide you in rating your subordinates.DO’S AND DON’TS OF EVALUATIONSYou must be objective when you assign marks.Friendships are not evaluation factors. Your dutyrequires you to report performance as accuratelyas possible.Learn to observe your personnel. Knowtheir strong points. Recognize theirweaknesses and help them overcome them.Compare each person you rate with the restof those you know in the same paygrade.Assign marks you think your peopledeserve. Don’t let rumors and gossipinfluence you about your personnel.Be impartial. Avoid personal likes anddislikes.Be factual. Make your comments reflectwhat your people have actually done.Don’t let your marks on one trait influenceyour marks on the other traits. Remember,just because a person is good in one areadoesn’t mean that person is automaticallygood in other areas.4-4
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