RECORDKEEPING AND EVALUATING Good supervisors use a system for recording performance on a continuous basis. If you are a supervisor, you should consistently use some type of system for logging good and poor performance or conduct. Such a system will be a help to you in meeting a variety of responsibilities, including writing performance evaluations. Another benefit of recordkeeping is that it helps you notice when a subordinate’s actions or behavior patterns change, either negatively or positively. You can then intervene in the early stages of personal problems to reduce their negative effects by providing help. The methods for recordkeeping vary with each supervisor, but you should include the following basic elements if your records are to be useful: 1. Subordinate’s name 2. Date of the observation 3. Behavior observed 4. Action taken or planned When you maintain personal records on your personnel, you should take several actions to be sure of compliance with the Federal Privacy Act of 1974 and the Freedom of Information Act. First you must inform subordinates that you are maintaining  a  log  on  their  performance  and conduct. You should explain that this is a means of helping you carry out your responsibilities and develop their required evaluations. You should also  inform  subordinates  that  they  have  the following rights: They may examine and make copies of all entries and notations that apply to them. They may review the log with you and discuss any differences of opinion they may have with your entries. They may request an amendment or a change, by following set procedures, if we cannot settle differences. You may refer them to the legal officer for aid in follow- ing the correct procedures. PETTY OFFICER QUALITY CONTROL REVIEW BOARD The Navy established the petty officer quality control review board to help develop and main- tain a highly professional enlisted career force. This board, in the Bureau of Naval Personnel (BUPERS), automatically reviews the records of petty officers E-5 and above whose performance is not in keeping with the traditionally high standards of the Navy. GENERAL CATEGORIES OF PERFORMANCE The  following  general  categories  of  per- formance are considered by the board in their evaluations and recommendations: Financial responsibility Sobriety Leadership Military/personal   conduct Performance  of  duty Willful racism, sexism, or acts that deny equal opportunity to others Appearance and compliance with Navy fitness  standards FUNCTION OF THE REVIEW BOARD If the board determines that the performance of a petty officer is below standard in one of the above groups, it will take one or more of the following  actions: 1. Advise the petty officer that it would be to his or her personal benefit to request either a transfer to the Fleet Reserve or the U.S. Navy retired list or Naval Reserve retired list. 2. Process the petty officer for administrative separation. 3. Issue a letter of warning into the perma- nent service record of the petty officer (the member would then require approval from the Chief of Naval Personnel before reenlistment or extension of current service or before other appropriate administrative action). 4. Reduce the petty officer to the next inferior paygrade. The function of the board is to assure that there is recognition throughout the Navy of the high professional standards and competence of 4-6