employees were not receiving enough feedback;

in the majority of cases, it had become a valueless paperwork exercise because managers were merely checking the "pass" box on the form and not using effective methods and techniques to measure and communicate with employees about their performance;

their promotion board did not have enough information regarding performance with which to make decisions; and

more distinctions in performance levels were needed so that NSA could identify and help those employees who need to improve as well as reward its high performers.