PERSONNEL OFFICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00017A000400080010-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: April 16, 2001
• Sequence Number: 10
• Publication Date: July 23, 1953
• Content Type: MF

23 July 1953
Docu e-t Tic?. __
ORMUM FOR: The Inspector General El
Personnel Office
p 1 !';F
Date : 51
EYES ONLY
owe, -z_
Auth: DDA 4i G? ' `/!
1. The following is submitted in response to your request
for an objective evaluation of services furnished this Office
by the Personnel Office. In order to avoid meaningless generali,-
ties, I offer comment regarding each major personnel function as
well as the Personnel Office as a whole.
Recruitment - Evaluation of the recruitment program
o vea o distinct elements: quantitative
appraisal and qualitative appraisal. As to the
former, applicants for professional level positions
are generally available in numbers adequate to
permit filling many vacant positions with reasonable
dispatch. This is not true, however.. of instructors
in clandestine tradecraft, linguistic scientists
(except in the fields of Germanic and Romanic lan-
guages) and Junior Officer Trainees. The number of
applicants for clerical and stenographic positions
would appear to be entirely inadequate as evidenced
by the extremely long average time required to fill
such positions. In addition, the level of skills of
a large number of persons hired by the Personnel
Office to fill clerical-stenographic positions through-
out the Agency is proven to be submarginal when they
are tested during the EOD process. The experience of
this Office would also indicate that the cause of dis-
satisfaction and ultimate resignation of a significant
number of non-professional employees is irresponsible
commitments of recruiting officers regarding promotion,
overseas work, etc.
Placement - Evaluation of the placement program as ex-
o this Office indicates it has been generally
satisfactory. It is suggested that it would be advan-
tageous if all personal contacts with applicants who
have been selected for employment were made by or through
the appropriate placement officer rather than by per-
sonnel clerks of the Transactions and Records Branch.
Under present practice, the placement officer has no
contact with an applicant from the time of his selection
for employment until the regular follow-up interview
conducted ninety days after entrance on duty.
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EYES ONLY
Transactions and Records - This Office has little direct
of the errectiveness with which routine per-
sonnel actions? personnel files, personnel statistics,
etc., are processed, recorded and maintained. It has
been suggested above that routine handling by low-level
clerks of personal contacts, inquiries regarding Agency
policies, etc., during the employment processing of new
personnel leaves much to be desired. There seems little
wisdom in using a 49,000 per year recruiter to bait the
hook and a 3,000 per year clerk to reel in the prospect.
2. Services furnished this Office in connection with process-
ing for foreign travel, position classification and wage administra-
tion, military personnel and employee relations have been generally
very satisfactory.
3. There are some personnel services which to the best of m
knowledge are not being rendered but which I believe th ould be.
Thy I would urge that there be developed as soon as possible mini-
mum qualification standards applicable to each significant category
and level of position. Promulgation of such standards would permit
alatablishment of a clear, equitable and constructive CIA promotion
policy. Needless to saw, it would also permit practical a i stra-
tion of an effective Agency wide policy of selection-from-within to
fill vacant positions now filled principally by recruiting new
employees at the higher grades. These are fundamental to the pro-
gressive development and utilization of men., to many objectives of
the career service programs, to ar y career service.
J. i would also suggest improvement in the accumulation, re-
porting and analysis of personnel statistics. As presently made
available to this Office, personnel statistics are largely historical
in concept and value and would seem to be of use principally to the
Ccmptrolller and the Personnel Office. To be of value to the Director
of Training, personnel statistics must be a tool of management of
this Office. Balanced labor force is more important than sheer
number of people on board. Attrition by cause, by division, may help
identify soft spots in the line of cow. But Stati stic s an the
Office of Training as a whole are of very little assistance in the
mans went of the Office.
5. The following individuals in this Office spend a portion of
their time handling personnel matters:
Headquarters
Personnel officer
Administrative Offi
OS-12
sonnel officer
CS-9
personnel Clerk
as-4
Personnel Clark
CS-1
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Perac nnel Officer GS-U
Administrative Officer GS-9
Clerk-Stenographer ors-h
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 Approved For ReleasCtr4~-90 CIA=RDP61-00017A000400080010E -4-2892
Security Information
l July 1953
ELY
MEMORANDUI1 FOR: Director of Training
In I am currently conducting a survey of the Personnel
Office in an effort to determine its effectiveness, and whether
the agency is properly organized for the most effective
personnel management. Fundamental to this. survey is the
service which the Personnel Office furnishes to all components
of the agency. Consequently? I am requesting that you furnish
me on an EYES ONLY basis an objective statement of whether
the service Wished your office by the Personnel Office is
satisfactory and, if note those matters which are not satis-
factory.
2. As a further aid in this survey, would you indicate
for me the exact number of individuals in your office (name,
title and grade), including any on divisional or branch level,
who spend any portion of their time handling personnel mat-
ters. This is obviously not meant to include division or
branch chiefs who would handle personnel matters as a normal 25X1A
function of their executive responsibility.
Oman sso stir cpatric
Inspector General
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