PERSONNEL OFFICE

Document Type: 
Collection: 
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
Case Number: 
Publication Date: 
July 23, 1953
Content Type: 
MF
File: 
AttachmentSize
PDF icon CIA-RDP61-00017A000400080010-3.pdf249.58 KB
Body: 
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. Approved For Release 2001/04/20: CIA-RDP61-00017A00 T,0 cr~. Approved For Release 2001104/20 : CIA-RDP6 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 Approved For Release 2001/04/20 : CIA-RDP61-00087A000460080010-3 Approved For Release 2001/Q4/1O': CIA-RDP61-OQQA M41, EYES ONLY Perac nnel Officer GS-U Administrative Officer GS-9 Clerk-Stenographer ors-h Approved For Release 2001/04/20: CIA-RDP61,;,D t7A00040 T 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 Approved For Release 2001/04/20: CIA-RD 61-00017A0(G ._ 0-3"