following actions may result in submission of
another report:
Advancement
Special discharge (to document superior or
substandard performance)
Release from active duty
Retirement
Transfer to the Fleet Reserve
To be effective, evaluations must be uniform.
For this reason NAVMILPERSCOMINST 1616.1
gives 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 paygrade
against the performance of others in the same
paygrade. The evaluation of the several factors
should accurately reflect the performance of each
Navy member as an individual and that member’s
worth to the Navy. You should look at each
person carefully and mark in the box after each
trait that most nearly reflects the person’s perfor-
mance, ability, or attitude. You should consider
all facts about the person. Write your report with
as little bias as possible. Keep in mind that the
evaluation is for an entire period and not for just
a few days preceding the evaluation.
THE NAVY’S STANDARDS
OF PERFORMANCE
The Navy has always tried to recruit and keep
the best personnel. This policy results in a high
caliber of Navy personnel. The evaluation system
assumes that each command has a competent crew
and that most of the people perform their duties
well. Only those that are exceptionally out-
standing or unsatisfactory should receive evalua-
tions in the highest or lowest areas.
Each higher paygrade requires a higher
standard of performance. We require a higher
standard because of the increased experience of
the personnel and the decreased number of people
against which we rate a person’s performance.
However, we should rate individuals within each
paygrade against the performance of others in the
same grade and NOT against that of persons in
higher or lower grades. Therefore, you should
take the following factors into consideration when
rating your people:
1. All naval personnel are high-caliber per-
sonnel and are generally competent in the
performance of the duties of their rate.
2. You must assume that all crews have their
share of excellent, good, and poor personnel.
3. Personnel in each paygrade must be rated
on the basis of their own merit in relation only
to the performance of others in the same rate and
rating. When a person has an assignment outside
the normal duties of his or her own rate or rating,
we compare that person with others of the same
paygrade performing similar duties.
4. A command should be sure the number of
personnel who we rate very high, in the middle,
and very low approximate the numbers expected
of average crews. This means your superiors may
from time to time adjust the evaluations you give
your personnel. This should NOT be done
randomly. It should be done objectively to make
sure the command’s evaluations show patterns
that ensure the success of the system.
The following section contains specific hints
to guide you in rating your subordinates.
DO’S AND DON’TS OF EVALUATIONS
You must be objective when you assign marks.
Friendships are not evaluation factors. Your duty
requires you to report performance as accurately
as possible.
Learn to observe your personnel. Know
their strong points. Recognize their
weaknesses and help them overcome them.
Compare each person you rate with the rest
of those you know in the same paygrade.
Assign marks you think your people
deserve. Don’t let rumors and gossip
influence you about your personnel.
Be impartial. Avoid personal likes and
dislikes.
Be factual. Make your comments reflect
what your people have actually done.
Don’t let your marks on one trait influence
your marks on the other traits. Remember,
just because a person is good in one area
doesn’t mean that person is automatically
good in other areas.
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