is sure to fall. Therefore, you must teach safety constantly and set examples by always observing safety precautions. Teach safety as part of each training unit, and plan each job with safety in mind.

WORK ASSIGNMENTS

The assignment of work is an important matter. On a rush job, you may have to assign the best qualified person available to meet the deadlines. When time and workload permit, rotate work assignments so each person has an opportunity to acquire skills and experience in the different phases of their rating. When assignments are rotated, the work becomes more interesting for the crew. Another good reason for rotating work assignments is to prevent a situation where only one person is capable of doing a certain type of work. This specialization could be a severe disadvantage if that person were to be transferred, hospitalized, or go on leave for a lengthy period.

You need to give special consideration to work assignments for strikers. They should be assigned to jobs of gradually increasing levels of difficulty. Strikers may be useful assistants on a complicated job, but they may not fully understand the different phases of the job unless they have worked their way up from basic tasks.

In assigning work, be sure to give the worker as much information as necessary to do the job properly. An experienced worker may need only a general statement concerning the finished product. A less experienced worker is likely to require more instruction concerning the layout of the job and the procedures to be followed.

Often, you may want to put more workers on a job than it really requires. Normally the more workers, the less time it takes to get the job done. But remember, there is a limit to the number of workers that can successfully work on one job at any given time. Do not overlook the advantages of assigning more crews or crewmembers to a project when their services are needed or when presented an opportunity to learn a unique phase of the rating. Teamwork, versatility, and new skills can be learned from a variety of work assignments.

ENLISTED PERFORMANCE EVALUATION REPORTS

The Navy Enlisted Performance Evaluation Report is a periodic recording of an individual's qualifications, performance level in comparison to contemporaries, conduct, and prospects for increased responsibilities. This report is the most significant personnel management tool in the enlisted service record. It is primarily designed for use by the Commander, Naval Military Personnel Command (COMNAVMILPERSCOM), in making advancement and assignment decisions. It is also used in determining a person's eligibility for the Good Conduct Medal, reenlistment, and character of service at time of discharge. Various selection boards use performance evaluation reports to select members for advancement, continuation of active duty, retention, appointment to commissioned status, assignment to special duties, and special educational programs. The performance appraisal process cannot be over- emphasized and it demands command attention.

As a first class petty officer, it is your job to see that the rough draft of the evaluation report is filled out clearly. You can get a copy of NAVMILPERS- COMINST 1616.1A or Military Requirements for Petty Officer First Class, NAVEDTRA 10046-A, chapter 3, to show you what information goes in each block. See that you have the Enlisted Performance Evaluation Report - Individual Input, NAVPERS 1616/2 1, filled out by each person on whom you are making an evaluation report. (See fig. 1-6.) All of the blocks must be filled in before you forward it through the chain of command. (See figs. 1-7 and 1-8.) Preparation of rough evaluations reports is your single most important administrative task. It is important for you to be thorough, timely, and fair. Give the continuing evaluation of your personnel top priority.

As a first class petty officer, you will write evaluations in the rough on people in paygrades E-1 through E-5. The evaluations for people in pay grades E-1 through E-3 do not include narrative remarks. The evaluations for people in paygrades E-4 (PO3) do not include narrative remarks, but they should contain a listing of significant qualifications achieved during the reporting period. Evaluations for people in paygrades E-5 (PO2) include narrative remarks, and all of the blocks must be filled in. Some examples of comments that may help you are as follows:

Paragraph 1. First sentence. Use one to three adjectives that best describe the person plus a statement concerning overall performance. State the person's job within the sentence and how it relates to the command's mission. Be careful not to use redundant adjectives.