AGENCY MANPOWER STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP60-00213A000100030060-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: August 3, 1998
• Sequence Number: 60
• Publication Date: January 1, 1956
• Content Type: MF

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Too A)
kMAORANDUM FOR: Director of Communications
Deputy Director of Personnel
SUBJECT: Agency Manpower Study
REFERENCE: Memo from Addressees dated 17 Nov 55, same subject.
1. Pursuant to referenced memorandum a review has been made of our
current manpower requirements and. efforts to effect manpower savings. Re-
sults of this survey are related below to the specific questions included
in paragraph 1 of your memorandum.
2. Question a: If a reduction of 10% were directed in the Office of
Personnel (exclusive of Career Development positions and Interim Assignment
Section), it would be necessary to eliminate certain functions and to reduce
the scope and pace of certain programs, Specifically,, we could accomplish
such a reduction by the following actions, subject to approval of the func-
tional changes involved:
a. Abolish the Central Processing Branch and return its functions
to their parent Offices. This would abolish = non-personnel positions,
some of which would probably have to be re-established in the parent
Offices. Of the remaining=positions, U could be eliminated by re- 25X9A2
taining only strictly personnel services such as passports and visas
and eliminating such extra services as briefin s. Net reduction in 25X9A2
the Office of Personnel would beMpositions
b. Substantial or complete reduction of theE positions in the 25X9A2
Selection Staff could be realized by modifying the present selection-
in process to require review only when a responsible supervisor recom-
mends against admission of an individual. This proposal assumes that
employment screening and three years of observation on the job should
identify unsuitables but offers the safeguard of a last-minute negative
recommendation by the supervisor at the time the individual applies for
membership and expresses his willingness to undertake the obligations 25X9A2
thereof. Net reduction in the Office of Personnel would be U positions
(Processing of such cases as would arise
under the modified procedure could be absorbed in the Personnel Assign-
ment Division. The estimated saving of M positions in the Office of
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Personnel does not include fractional savings across the board in
substantial reduction of Selection Board and Panel meetings and
present reviews by the Offices of the Inspector Generals Security,
Comptroller, etc.)
o. Elimination of the Special Support. Assistant (Personnel) 25X9A2
staff with liaison responsibilities dispersed to the appropriate
operating ~-1 Amantc of +.hi m Offs n woui d result in a reduction of
25X9A2 positions
Further reductions could be realized by centralizing career develop-
ment activities either in this Office or in the Office of Training. Also,
a further reduction in the Office of Personnel could be anticipated if and
when a 10% reduction in the Agency were completed; this would be primarily
in the action processing phases of the Records and Services Division.
3, question b: The Management Staff is presently working with this
Office in a st of Agency personnel procedures. Without attempting to
predict the findings of this study, it appears likely that recordkeeping
functions are already duplicated unnecessarily. Potentially,, there is
duplication in other areas of personnel management but positive evidence
has not been established to identify specific items.
lt. Question as Present staffing allowances of the Insurance and
Casualty Division, Position Evaluation Divisions and Personnel Procurement
Division are below the Tables of Organization based on current work require-
ments which were approved following a detailed study by the Management Staff. 25X9A2
ICD is operating with N people less than required,, PED with 0 less,, and PPD
with ? less. As a results these Divisions are already unable to carry out
their present functions at the scope and/or pace considered necessary. In
the Insurance and Casualty Division, this is reflected in the time required
to process benefit claims and in an increasing backlog of staff work in the
Casualty Affairs Branch. In the Position Evaluation Division, the shortage
is reflected in the amount of time expended on individual cases which could
be saved if position and qualification standards development proceeded at a
faster pace. In the Personnel Procurement Division,, it is being reflected
in a cumulative loss of ground in pipeline replacements for attrition. Un-
less additional full-time recruiters can be assigned to PAD,, this situation
will become so serious that we must consider ways and means of detailing
personnel from other Division to WI) with corresponding losses in production
and service in these other elements.
5. The question contained in paragraph 2 of referenced memorandum is
answered in part by paragraph 4 above. In additions we have neglected, ex-
cept on a sporadic basis, program review and evaluation studies necessary
to determine whether present policies and procedures are adequate to the
Agency's needs. In particular, we have been unable, except on a crash basis,
to service overseas installations through personal visits. Otherwise, we
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believe that necessary functions are now being performed although some
desirable refinements are not present.
25X1A9a
Harrison G. Reyno
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