or forgotten if the supervisor or subordinate fails to document them. At the end of the formal evaluation period, you should have enough documentation to write an objective evaluation on each subordinate. INTERVIEWING,  ASSIGNING, AND EVALUATING PERSONNEL As a chief petty officer, your administrative duties will include interviewing personnel, assigning them to jobs, and evaluating their performance. The purpose of interviewing is to obtain information that will help you make the most effective use of the skills and abilities of naval personnel. The best way you can do this is to assign people to work they do well and enjoy; people who enjoy their work usually put forth their best efforts in doing the job. The end result of proper interviewing and assignment is a positive evaluation for the subordinate. INTERVIEWING The interview has three major objectives: to establish your position of leadership and respon- sibility in the sailor’s mind, to discover special characteristics or aptitudes about the member that may not be included in the records, and to show that you have a personal interest in the person. The interview should be friendly, not too formal, but thorough. Beginning the Interview To obtain all the necessary information from a member during an interview, you must put the member at ease and in the mood to talk. This is accomplished by using a pleasant, easy manner and by making it clear that you are interested in, and responsible for, finding the member a suitable job assignment. Before beginning, you should have had a chance to read whatever information is available on the member. From this, facts can be found to open the interview, such as the location of the member’s  home. The interview is not only for the purpose of giving you information, but also to help members understand themselves. You and the member should work as a team to find the most satisfactory assignment possible within the Navy’s needs. Information to be Obtained During the interview, the interviewer obtains all the information possible about the member’s education, personal interests, and occupational experience. EDUCATIONAL INFORMATION. –Educa- tional information includes the kind and extent of formal education; where and when it was acquired; subjects liked and disliked and why, and the amount of time spent studying each; any occupation followed during the period of educa- tion; and an explanation of unusual features of education. Educational attainment indicates to a certain degree the member’s ability to absorb training. Success in technical or special subjects in high school usually indicates aptitude for continued training in related subjects in Navy schools. Trade schools, business schools, and correspondence courses are important, especially if they are related to a Navy rating. Do not assume, however, because a person has been trained in a certain field, that the occupa- tion is necessarily suitable or desirable for that person. The person may have been urged to enter a field by parents or teachers without particularly desiring it. Or the person may have chosen a field without sufficient knowledge of the work involved. It is also possible that after actually working in a job, the person did not like it or was not suited for it. Here are some questions to help you obtain a more accurate picture of a member’s educational and training background. Why did the person choose this particular field of study? What progress was made? What grades were received? Would the member choose this field today? Did the person obtain, or attempt to obtain, employment related to this par- ticular study field? If given the opportunity, would the person choose a vocation that would make use of this study field? 4-30