Navy training. The PQS lists the knowledge and skills required to qualify for a specific watch station, maintain a specific equipment or system, or perform as a team member within the assigned unit. The PQS is in the format of a qualification guide. It asks the questions a trainee must answer to verify his readiness to perform a given task and provides a record of his progress and final certification. The PQS approach to training is based on individual  learning.  The  learner  has  the  complete written  program  in  his  hands.  The  operational supervisor  provides  assistance  and  maintains  quality control over the learning process. PQS may be signed off  only  by  personnel  who  are  qualified  and  have been  designated  to  certify  completion  of  each  PQS. When  a  person  is  certified  in  a  PQS,  he  may  also have that standard signed off in PARs if it is duplicated there. Leadership  Training Every  officer,  petty  officer,  and  potential  petty officer on the ship should have leadership  training. They need it to learn how to get the job done through people. The techniques of management, administration, and supervision   that   underlie   leadership   are   always changing  as  the  working  world  learns  better  ways. Therefore,  leadership  training  is  always  needed.  Most ships  can  provide  training  aids  and  materials  on leadership.  Most  ships  have  graduates  of  the  Navy Leadership Development (NLD) program and they can offer lectures on leadership for those who have not had training. PERFORMANCE  EVALUATIONS Refer to the Naval Military Personnel Command lnstruction,   NAVMILCOMINST   1616.1,   for   more information on performance evaluations. The   Navy’s   evaluation   system   allows   the commanding  officer  to  exert  a  positive  influence  upon the selection of those who will be advanced. He does so by recommending only those who will serve the Navy best. He can do that only if supervisors give him realistic performance   evaluations   based   on   demonstrated performance. If all candidates are rated too highly, the commanding   officer   cannot   help   those   who   most deserve it. Recommend advancement only for those who   (1)   have   met   all   of   the   qualifications   for advancement, (2) have performed well in their present rates, and (3) probably will perform well in the higher rate. Since  all  Navy  enlistees  must  meet  minimum standards to enter the Navy, we can assume that each ship probably has an average crew. That means, for evaluations,  there  should  be  about  as  many  above average as below. This is the “average crew” concept and it should be used to evaluate any group of candidates who are trying to advance to the same rate. Be completely frank in enlisted evaluation reports. Always report outstanding performance and always report individual shortcomings. Supervisors need to know   both   when   they   select   personnel   for   duty assignments. Prepare   and submit regular evaluation reports   according   to   the   following   schedule:   For E-4  and  below,  use  NAVPERS  1616/24,  (single sheet); for E5 and above, use NAVPERS 1616/24 (OCR set). Servicewide  examinations  for  advancement  in rating are conducted each year in March and September for  paygrades  E-4  through  E-6  and  in  January  for paygrade E-7. These examinations are prepared by senior  petty  officers  in  each  rating  at  the  Naval Education  and  Training  Program  Management  Support Activity,  Pensacola,  Florida.  Each  examination  is  based on  the  professional  requirements  of  the  rate. TRAINING  RECORDS The   true measure   of   an   effective   training program is performance, and any records should be created to reach that goal in the simplest way possible. The only justification for a record of training is to show how  much  training  has  been  done  and  how  much remains  to  be  done.  Therefore,  keep  records  to  an absolute  minimum  consistent  with  needs  and  the requirements of higher authority. When possible, use the same forms to schedule training and to record completed training. Type  commanders and  commanding  officers will  prescribe  some  records.  The  schedules  and records discussed in this section are an example of a system  to  help  plan,  administer,  and  control  a 3-9