PROPOSED CAREER DEVELOPMENT PROGRAM OF THE COORDINATION ARE,ORR

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00391R000100400007-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 19, 2016
• Document Release Date: January 12, 2006
• Sequence Number: 7
• Publication Date: December 8, 1955
• Content Type: REPORT

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*qw
8 December .1955
Di ol?oeed Caree3' Developmentgram
Cnordi
ip_t=on_Area, ORR
POLICY AI1D Tly~S
The Purpose of the CIA Career Pro
nage"ent practices which wiZ:E develograM p People is "to establish personnel
meet present and anticipatl p people to the fullest extent
encourage their long Personnel needs of the Agency and to
r gen?ent dterm servj.ce with the Agency."
policy of CIA contetrtplates The "s personnel
identifies, develops, effectively uses Progressive program that
have qualifications required by , and rewards individuals wbo
Agency, motivates them toward
rendering maxiamm service to the Agency
Ain an equitable manner, those vhofail and eliminates from the service,
of the Agency." V to perform as effective memaerR
The ;present paper seeks to implement the CIA Career
fixing the respective responsibilities of ~~~
visors, outlining career patter a vdinge agu tance to
r=
Area personnel in order that ' and Providing for guidance to
effective value to the they may continually increase their
and personal growth. Agency at'd their. own sense of job satisfaction
ASSLIM?TIORS
The principal assumptions underlying the Coordination Area?s
Career Development program arert
a. Essential policies and principles for the promotion
of employees, transfer of individuals
fessional status, programs fort from clerical to pro-
Service, and Career Staff Career Council., Career
and Junior Officer Trainee the Junior Career Development
tt e Agency and ORR. grams have been Promulgated by
b. Adequate entrance-on-dui
and orientation programs have beeny induction, indoctrination,
and ORgw instituted by the Agency
CIA.Reation
Services, 25 June 195 The CIA Career Council and the Career
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1-4W Now,
The development of individuals is an integral part of good a:anage-
ment; consequently career devp1 ant is the regponsibil fyQ#' Ri
superv sors. From the level of a junior analyst, giving direction to
or 'of a clerical assistant, to the Ch/C, responsible for the
Coordination Area, it is expected that all supervisors will assist
employees in mastering their tasks and tactfully discuss with them
methods of self-improvement. The importance of supervision to the
success of the Career Develoly nt Program cannot be overemphasized.
The President of the American Management Association has stated that,
the point of greatest (possible) return is the relationship
that exists between supervisor and supervised at all organizational
levels from day to day. . . . More attention should be paid to
making this relationship constructive at all levels than to any other
activity."
Implicit in career development is the responsibility of each
employee to develop his own potential both on-the-job and through
available opportunities for special types of training.
The adequacy and effective administration of planned career
development in the Coordination Area is the responsibility of the
Area Chief. This responsibility is delegated to the Division Chief
as the focal point of the program, charged with its effective
execution.
AREA CAREER FATTERNB
The Coordination Area includes those components of ORR responsible
for programs which are interdepartmental in nature. In practice, the
Area fills both a line and staff function. Being responsible for
interdepartmental support activities the Area acts as a staff arm of
the AD/ER; it also includes a number of basic line activities.
Employees of the Area can be thought of, for purposes of career
planning, as falling into the following five groups:
1. General support (clerk-typist, secretarial and
administrative assistant),. W-3 through 08-7-
2. Specialized technician (photographic equipment
specialist), GS..5 through as-32.
3. Junior professional (intelligence assistant,
collator, prelim3.nery anayst), G5 through GS-9.
2
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"row
l? Intermediate professional
coordinator)., OS-7 through cm-1.2. (analyst. Preliminary
5 Senior professional (economist, coordinator,
administrator), GS-13 through GS-16.
It vill be noted that there is no natural continuum for positions
throughout these five groctp3ngs, The general support and s
technician positions are based on acquired technical skills inci
field of the
stenography or photog ap ,t. The junior Profess.
large measure en6aged in collating activities on the basis ols ganearcIn
education, interest in the activity, and on-the-job experience.
Both the intermediate and senior professional
the attainment of a level of graduate tr fields Positions require
aining in economics, international trade the of
The senior professionals in ' industrial psis, or statistics.
background, maturi ' addition, require a broad substantive
in the direction o of judgment and supervisory abilitr
personnel., but is the progr not only
research support and the guidance of interde Ong of f intelligence
P "tmental ef.Ports .
Within each of the five position groupings
to advance to the more senior employees can expect
formance and on-the-job Bevels' `ice adequate attention to per_
another is dependent in fair opent. The transfer from one group to
as well as on-the=job development. .9 on factors of external tr'ain:ing
A definite similarity exis
OpR.
ts between eoupArea and the Research Area of This suggests that career develop?
Proceed on lateral, or rotational lines within the economic
components of ORR. Some individuals will have career possibilities
in other DD/I or DD/P offices.
The major emphasis in career devel
tive divisions on the basis of on-the-job op~uent will be within the respecm
substantive the-job instructional support and
experience, with opportunities, as appropriate, for exter &l
training and rotational assigrmits.
It should be understood
by 'ograut of the Coordination Area Is not s8nnel that the Career Develo_ eat
em ployees . It is a sys w chemze for rapid l?rbmotion of
individuals, by means oft envisions the planned development of
to handle their present obs better and thence' and training; fires.
bilities. Furthermore, the career to assume greater ~s~~i-
best development for even the ablest and
Prepared individuals must necessarily be adjusted in
accordance
with the changing needs of the Area, Office and Agency.
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AREA CARM ~ , ,pPNIES~T PRAt~RA~i
Career Development Program shell consist of the fo17.O'
The Area C procedures:
activities and p 1. Annual review o of the position sin detailed
the Area in
job description for e evaluate the standard of cotence
order to periodically this review are out
required. (procedures for conducting
lined in Annex A.)
2. Identification of external trainer req n
ction levels within the Area, gee Annex B ?
for different 1-5
been prep -)
a first draft has
instructions to eupervi~ as the 3? (amide principal-
responsibility for career dcvelop-
charged with a continuing aftinstructi~ are in preparation.)
ment. (See Annex C
career counseling interviews within the
. to explore the ways in which he
divisions for each ec%IOY"ce or reasonably extend his
might iprove his pew interviews will
experience. It is envisioned that these most egployeas)'
PrOlgram for
lead to the develop1nt of a career Position
measures for development in n the the current outlining ssible step in a logical
and preparation for the next po career p2'og
Yoram
ram
succession or advancement- de individual d ability and indicated
s for the counseling
be dependent on n the Partioular
(Procedure
potential of the employee- individual career
interviews and the records to be maintained
programs are set forth in Annex D?)
Semi-manual review by the Area Chief of the Progress *Ls
of career development and special career development Potent's
or problems-
- 4-
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