ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP60-00594A000200040005-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 15, 2016
• Document Release Date: August 8, 2003
• Sequence Number: 5
• Publication Date: July 15, 1957
• Content Type: MF

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-i)RANDUM ORt Director of
UBJ "sT2 Annual Report
x
1. The undersigned has been serving as Junior Officer Trai n
Prog m Personnel Office for apjwoxi at.ly five months. This memorandum
will not attempt to duplicate the usual style of an annual reports
largely because no "history" of prsvie activity in the specific position
is available, nor does the a rsigneed feel that the full limits of the
position have been realised. gathers the paragraphs that follow deliniate
functions performed with pertinent rations then.
2. Present Functions:
a. The Placement Office Function
In this area it should be recognised that the JOT Personnel
Officer in 1957 is functioning as were Agency Place t Officers in the
expansion period of 1949. Statistics of this type of activity have
been kept from 18 February to 1 July 1957. ApPtely 844 files were
handled during this time; telephone contact was me-dar with 188 applicants;
178 applicants were set up for pro-employment medical examinations; 225
persons were interviewed; and 155 appointment actions were approved. in
addition, Entry-On-Duty interviews wro held with all now members of the
Program.
The undersigned has not participated to any extent in the
final placement of JOTS at the fusion of their assignment to the
Program. In part, this has been duo to unfamiliarity with training and
detail program for individual JOTS or of the ultimate objectives of
these programs. It should be pointed out, however, that the Placement
Officer of a losing component, aside from making certain that an indivi-
dual is available for reassignments participates to a limited degree in
these deliberations. The reassignment of a JOT is mainly the business of
the gaining component and its personnel people, once concurrence of JCTP
has been received. A reassignment to lh)/P, for sample, is originated by
the gaining division personnel offices, routed to JCTP through JOTP/PO, then..
tc: the Office of DMJaIM Career sea t Officer for conou rrenco its
a of service deal tiore to the appropriate Career Service Panel
JA of the DD for consideration. JOT placement is thus reviewed by four
separate personnel elements in the Agency before final action is taken.
15 July 1957
ILLE
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b.
for Personnel 1Action, hint i ;g the Position Tnveentory, procuring
personnel folders, aeaitori del folder traffic, and assisting the
of the JOTP In perms matters, the Personnel officer function
.members to limited. 1oovever, the situation is a logical deevelopeeaent of that which
existed prior to the +establ3 t of the 36TP/P position, when OTR/IV
acted in sup art of JO?P to the extent desired by the adainistrators of
the o - . It should bee pointed out here that the JOT Program Officers,
cases decisions are Made r"Prdbe formal and c -Job trains eg for each
JET, set in an administrative _ evaleative capacity. Thus, msnr of the
f *xnations, norm ally carried aee lap' a division personnel office are, and
always have bean, carried out by -tVV itself. Among these arms wi.n-
tanenae of relstivaiy elaborate records on each JOT and on applicants, In
pnwess for JOT; preparation aces presentation of p otion reqv"U
(eeept --52s) for JOTa; and m angler details and negotiating rearsign-
ts of JOTS6
e. Liaison and C Lion Fvnetl,
This f sticn is largely one of centralizing those outside
contacts (other than thoem conowned with, formal and e-the-Job training
for each JOT) required to sssu re that the somponents of the Office of
Personnel, the Medical Staff and the Ofd of Security handle JOT bus-
iness knovledgesbly and with a WsAwn of delay. Aside from the inevit-
able "needling" required to w keep things moving"# the function also
in ludes constant review of mrUmAs and procedures, and their impart+v tt.
stets during the Period
Since no basis for co arison is avai.Uble to the undersigned,
a dol.intation of a is ts- is difficult. However, certain obser-
vations night be made s
laetian p c+ess for an ca ndidetes seen since his assignment to the
Officer PUmetion
io from the roe s activities sveeeh as preparing Requests
and to the P t Officer fu ion, the under-
signed can sots that with teary few exeaeptions he has agreed wboleheeart,
edlyr with the, positive decisions maAs to regard to selection of candidates
(both new applicants and ill ). He has participated In this
position. In only three oases has he a dogroo of race vetion, one of
these has not been finally r+esoly ed, the other two have been sufficiently
Justified to merit approval. Needless to may, the n gative decisions made
have not alvays received the saw hearer oanourrensel JOT? bas undoubt-
edly rejected some "good* candle ten. Howeev r, the JOTP Officers have
aeser+e tins, and probe aneh more deeply during their evaluation of indlvi-
dueal candidates. The relatively coarse screening performed by the under-
signed understandably c be refined by those, charged with final
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selection. However, in his opinion, his lather limited evaluations are
given ample, c nsidsarati.oaa. As aside, it night be mentioned that *an-
dide ten chosen for the Progssm sxo,, In the opinion of the undersigned, the
best of those seep, and s*20417datoxm1nations (in these decisions the
undersigned dos participate A !!r) are almost universally conservative.
In regard to the screening of a - files prior to submission to JOT?
for consideration, the undersigned, aftasr, ddiscussions with Chief/JOTP and
Chief.. Personnel P~recu t Division, has suggested that no files be with-
held from consideration once t boy arrive In the JOTP/PO. Two reasons can
be cited for this seeming lack of positive actions (1) JOTP should be
given the opportunity to review "t l take" of the recruitment effort.
Sines recruitment is vital to _ and its product, it has participated in
many deliberations with C/PPp nsthods, sours, *to. It can continue
these discussions acre knowledgeably with the inforaeation gained from a
more diversified review of applj t material, namely, all that material
forwarded by PPD. (2) In the opinton of the undersigned there is a contin -
uIng imbalance between quality and quantity of applicant material. Were
applicant material screened assiduously, quality offered to JOTP would
certainly rise. Hoer, sire responsibility for selection to the Program
lies with JOTP, it could be ass d that their standards would
correspon-dingly tighten. Also, since prior screening would necessarily be on a
"second guess basis, acceptable dic'e-tes might well be eliminated.
Also, should the mbar of fil ?Eeferred to JOTP materially decrease,
criticism could certainly r, . ed from JOTP re the lessened flow of
applicant files. None of the above should be interpreted to mean that the
constant objective of improving quality is being cappromised, nor that
JOTP/PO screening is of no purpose, The undersigned, before submitting
files to JC?TP, reviews and, if appinpw1aate, makes amts in regard to
deficiencies or attributeset individual applicants.
b. In regard to the personnel Officer fanetion, to date a
rather mundane operation, not much need be said. It seems to be a satis-
factory operation to all concerned, although, there are Indications of
willingness on the part of JOTP to transfer more tasks in this area to
JCTP/FO. ificall.y, it probably would be entirely agreeable with JOT?,,
for the Personnel Officer to take ever and maintain a portion of the afore-
mentioned records and the statistiee which have been so well developed over
the years by JOTP; also, JOTP would 'bably concur In JOTP/PO operation of
the JOTP/OCS/tom P;rogmms. PPrOTI ly, the physic, separation of the
placement and personnel activities from JOT? precluded such transfers of
function. It might be appropriate to offset such transfers, and reduce the
administrative workload of JOT?. It should be rca mbered, however, that
the JOTP Personnel are essentially programare, administrators, and eval-
uators. They do no training . Relieving them, of their administrative
responsibilities would shift work load and not eliminate it. Discussions
in this area are continuing.
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the =dWomi am only sey t tt he ) ""IV" ,cut perijon
tyi i all arm of they OOffics of 1r, f the 14odieal Staff, and the
Tice of 3e ty. i e the interrelationships and the floe of i nfor-
sation ct sniing ap ii s aMM9 the Orm offices my well be i srfeeta
the ton presmtly oployed is everatug eatietaotcr it and is being
iaPrOV44, 3UMti of the syst4a as aont etad to that p -iously in
OP"Otico d probably be vithia tbio pry of the t TP it has
of rred xa ?ts OR a continuing basis =dWr both sy*tqmw.
d. Some speoifl* 2.iatseats night be mentioned at this
Pte. These are t (1) o ii 'ti of frePuped brt.fing material for
a b*h** being interviewed; (2) red, thou still not per.
JMP/ and JOT? JapmesIfts of c&=di detes
h use of a JOT Brinfift OM Interview ROPMtf (3) I d ssthods
JOT re jatt in eeaticipst stn of fM-UWW thOPAftj (d) min-
of mars fete infelukti+ t on position invsmter refs; and
(5) faster Woe"aug of min Bata rias of actions. These iape rrtre-
ms's, though minorp bay. an baa developed with the - and,
i s oases, with the active, eul etatess of TP.
It would be diffionit to forecast definitive plans for &
plis t in a Position such as that encumbered by the JOT?/PO sine. it
essentially a service ticm as hl.e to continuing i. ent.
It ems l ea31y be assaaed, ham, tbet as time pe a e st more of those
a: trativs f tinaa serried an by JOTP will eane within the
p0rT14W of JMf . It to entirely Possible, the t this shift in f tion
goad sin l: c of JMI* activity and h ..tigeability in the
areas of selection, and flno l Plaaawat for Jt}Ts. This milt
well adtrarreely affect reslisatie of ce of the objectives which
were ted when the JCTP -ition was crested.
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Office Memorand=i UNITED STATES GOVERNMENT
a4 '-1 b~ in
DATE: ?44
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