Performance Evaluation Reports (figs. 2-8 and2-9) with them. Then counsel them throughoutthe evaluation period about their professionalgrowth and development.When counseling, discuss the person’s specificweaknesses and offer constructive suggestions forimprovement. Counsel persons who do a goodjob, as well as those who don’t. Point out theirpositive attributes, and let them know you appre-ciate their efforts. That will motivate them tocontinue doing a good job.The current form consists of twelve evaluationtrait blocks divided into five distinct areas.Professional factors are subdivided into militaryknowledge/performance and rating knowledge/performance. The personal traits area, dividedinto five traits, provides an accurate personalityprofile: initiative, reliability, military bearing,personal behavior, and human relations. The self-expression area contains an evaluation of theperson’s speaking and writing ability, which isvital to advancement and interpersonal rela-tionships. Leadership is subdivided into twocomponents—directing and counseling. A man-agement block provides space for evaluation ofthe management ability of enlisted personnel inpaygrades E-7, E-8, and E-9.The revised report provides statements youmay use for evaluation comments by marking acheckoff box; the former report required a writtenstatement in the comments area. The revisedreport contains checkoff boxes for advancementrecommendation status and for recording percen-tage of body fat. It also contains an area personsbeing evaluated can mark to indicate they haveseen the evaluation report and understand theirrights under article 1122, U.S. Navy Regulations.Special Performance EvaluationReportsAlthough the Enlisted Performance Evalua-tion Report is an important management tool, itis not the sole method of advising service membersof their performance. You may also use theSpecial Performance Evaluation Report as aneffective counseling aid, especially for personnelin paygrades E-1 through E-3. Give SpecialEvaluation Reports frequently, whether positiveor negative, to provide a concrete input to theperson concerned. They provide a more meaning-ful information base to superiors regardingadvancement recommendations, striker boardselections, and reenlistment recommendations.Command ResponsibilitiesCommanding officers have responsibility forthe evaluation of all personnel assigned to them,However, they normally delegate the authority formaking the initial evaluation to each person’simmediate supervisor. The commanding officer,through designated representatives, is responsiblefor the accuracy, development, continuity, type,and timeliness of the enlisted performanceevaluations.Figure 2-9.—Enlisted Performance Evaluation Report (back).2-11
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