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Document Number (FOIA) /ESDN (CREST): 
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Document Creation Date: 
November 17, 2016
Document Release Date: 
July 19, 2000
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Publication Date: 
June 1, 1956
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PDF icon CIA-RDP62-01094R000100070007-4.pdf435.78 KB
Approved For ReIvalse 2000/09/06 : CIA-RDP62-016114R000100070007-4 Jure 1, 1956 MEMORANDUM FOR: Assistant Director, Central Reference Central Reference Career Service Board FROM: Deputy Director, Intelligence SUBJECT: Recommendations of the Inspector General with regard to the Career Service in OCR. 1. Kindly prepare for me a staff study of the career service situation in OCR, with particular reference to the statements and recommendations on this subject which have been made by the inspector General. Your staff study should contain its own recommendations as to any changes in the existing set-.up Which you consider desirable. 2. The recommendations of the Inspector General have been set forth as follows, (pages 13-14 of his report): "It is recommended that: na. The Central Reference Career Service be discontinued and all personnel formerly in such service be assigned Intelligence Production or Su ort Career Service designatiOns in Eaallidrilith their respective backgrounds and qualifications. "b. The Assistant Director for Central Reference be designated a member of the Intelligence Production Career Service Board and that a subordinate Panel for Central Reference be established within his Office. "c. The Assistant Director for Central Reference prepare and maintain on a continuing basis a roster of personnel within his Office considered qualified for assignment to other offices in the Agency. "d. The DD/I, as Chairman of the Intelligence Production Career Service Board, utilize the OCR roster of personnel considered qualified for assignment to other offices in the Agency as a first basis for recruit- In personnel for other DD/I offices and that he not approve the entrance on duty of professional personnel to those offices until an orderly and systematic deter- mination has been made that no individual on the OCR roster qualifies in a realistic sense to fill the vacancy for which recruitment or EOD is proposed. 61151Bysempia Approved For Release 2000/09/06 : CIA-RDP62-01094R000100070007-4 Approved For Reigate 2000/1181DP62-01000000100070007-4 "e. The DD/I, as Chairman of the Intelligence Production Career Service Board, direct that a study be made and, based thereon, issue a Notice establishing certain segments of OCR as training and recruiting areas for other offices in the DD/I area,. "f. The Assistant Director for Central Refer. ence confer with the DD/8 and establish a procedure for integrating OCR personnel with SiTipert. career designa. tions into systematic consideratUnITY the Support Career Service Board and itsvarious panels. 3. The comments on OCR which have led the Inspector General to make the above recommendations are set forth as follows on pages 85.90 of his report: "Career Service "a. Agency Regulation 20-1102 'The CIA Career Council and the Career Services,' establishes a separate career service for all personnel in the Office of Collection and Dissemination. Under the recent change in the office designation, this Career Service should now presumably be entitled 'Central Reference,' The Assistant Director is designated Head of the Career Service. He relies upon a Career Service Board, chaired by the Deputy Assistant Direc- tor and composed of the Executive Officer and all Division Chiefs, to establish basic Career Service policies, to recommend on promotions through GS.12 and in general to provide him with advice and assis- tance in all matters related to the Office Career Service. The Board meets once a month or more fre- quently as the press of business may require. Agenda are prepared by the Operations Staff with major assistance from the Administrative Staff. Within the limits of its own Career Service, there is every indication that the Board functions efficiently. Training opportunities for career personnel are actively supported; career policies are freely debated and specific recommendations developed; position vacancies are circulated widely through the Office and all qualified personnel are carefully considered on an office.wide basis in filling such vacancies; promotion is fair and equitable among the various components of the Office; and there is every reason to believe merit is properly rewarded insofar as possible within the low office grade structure. Promotions above GS.122 being few in number, are handled directly by the Assistant Director and his principal advisors. Approved For Release 2000/gaik21WirRDP62-01094R000100070007-4 ' Approved For Rereeese 2000/ be Notwithstanding the relative efficiency of the Central. Reference Career Service Board serious elra7.c problems directly related to career plenning now face the Office and promise to increase in severity ulless decisive corrective meanures are taken. Numerous discussions and interviews with personnel in ell echelons .establish clearly that provision for increased opportun- ities for capable individuals to advance in intelligence el a cereer both financially and in the challeage of their worh is the :lumber one problem facing the Office at this tine, In recent years?? OCR, through sound planning and determined efforts, has recruited many highly intelligent, capable, and ambitious young college geaduates to staff the analytical positions in the Industrial Register, the Biographic Register, the Graphics Register, the Special Register, and many seg- ments of the Library. Generally, 'these individuals are recruited as GS.5118 or G5-718. After several years of hard work mastering the principles of intell- ience and leerning the functions of the Registers and the Library, these capable employees become inescapably aware of the serious limitations upon their future careers in the Agency. CCR has a very low grade structure compared to other offices in the Agency recruiting college graduates. As a consequence, it is a fortunate individual indeed who can sue his way clear to a GS.11 position. Most analytical personnel in OCR are firmly blocked as GS.90s or lower. Still more serious, however, is the boredom and lack of chal. lenge which develops in time as a result of the essen- tially routine nature of most work in OCR. After several years maintaining dossiers in the Registers and associat- ing with analysts from other areas, the capable and ambitious individuals in OCR quite naturally desire the opportunity to move on to the more challenging and higher paid research positions in tR, OCI, and OSI as well as into DD/P. Ile, The failure of the Agency to provide for capable individuals to follow this logical rotation pattern in a planned and orderly nhnner is the single most damaging factor to the present morale of OCR pro- fessional Personnel. Admittedly, the OCR Career Service Board is not in a position to solve a problem which is essentially Agency-wide in scope. Nevertheless, it has been remiss in not pressing more aggressively for broader consideration of the problem. Attendance by a senior OCR official, usually the Deputy Assistant Director, at ea, S.E.CeR444 Approved For Release 2000/09/06 : CIA-RDP62-01094R000100070007-4 Approved For Rereetse 2000/20112AT-RDP62-01001R000100070007-4 meetings of the DDA Career Service Board and working group has been of little value in solving the problem especially since the DIVI Career Service Board has had little successin developing effective career planning within its own area. As a consequence of this inactions, many individuals devote a disproportionate percentage of their time and effort in seeking better opportunities elsewhere within the Agency. The recent personnel ceiling has eliminated many past opportunities for self-placement rendering the problem even more acute. "d. Requests for release to seek positions elsewhere in the Agency average six per month and indicate, in part, the magnitude of the problem. Some pereonnel have been successful in finding posi- tions elsewhere within the Ageney. Others have been misled into positions for which they are poorly quail - Lied, and still others have resigned in frustration. This situation exists in spite of the efforts of the Administrative Staff to place capable and qualified personnel in positions of greater opportunity both within OCR and in other offices of the Agency. Al- though 37 of the 72 individuals requesting releases in the past year were finally transferred, the morale problem remains unchanged because such transfers were actually effected on an ad hoc basis rather than as part of some systen onialKy career plan- ning. The problem lies primarily in the hearts and minds of personnel in CCR who understand full well that their future is dependent at the present time upon ad hoc solutions. ne. The problem can only be solved by the establishment and midespread acceptance of a planned and well ordered career system in which OCR personnel can place full confidence. Arguments that selected OCR personnel are not qualified for research positions in other DIVI offices are not substantiated by past performance and should not be permitted to prevent the development of orderly career planning, Admit- tedly, senior personnel highly qualified in various professions will always be required in the research offices. However, this requirement should in no way prevent the advancement of selected CCR personnel Into the junior analytical positions in other DD/I offices. Such personnel should prove decidedly more useful to research offices than higher graded personnel recruited directly from outside the Agency. Personnel rotated from within OCR will have a proven motivation for intelligence as a career. They will be thoroughly familiar with the basic tools of intelligence research Approved For Release 2000/09/Q611; CIA-RDP62-01094R000100070007-4 SeEeCeReEeT ? Approved For Rehm!Ise 2000/010-RDP62-01094R000100070007-4 aild they will initially occupy the lower graded poreeiols. Sftmilarly, the various support peroonnel in OCR, the nnehine operators and tabulators, the key punch operators, rind the mj.crealm processors, should be given opporturitiee to rot4vee to other offices in DD/S and DD/P rewiring oneh epec9,alties0 There are many machine operator: who huve been in the same machine room in OC R for six end seven yoses. The more competent of these indSe.ridue,s should eeeeideeed to fill new opportunities elsewhere in the ;Lenoy in an orderly and systematie manner, not on the p-eeaont cateh-as.catch-can basis. )'or exemplr, as Kin alpta ueehine indexing Tretheds? OR personnel should qystematioally considered for the better pesitlone ed Liven wererence over personnel recruited Zroxacni:;:,, aide the Agency* ":7, In short, it is considered des*rable that a large segment of OCR be viemed as an Agency, primarily )D/I? tvaininc and recruiting area for men7 categores of new employees. Contrary to what might be expecteC, this con. cept is actively supported by the overwhelminf, rajority of key supervisors in OCR. These supervisors lkee with and muet solve insofar as possible the daily morale problems arising from the lack of opportunity for the planned Idvaneenenb of their personnel into other areas of the Agency. When it is realized that the same supervisors who stand to lose the most. under such rotation are the ones most actively suppaetiag it, the serioesness of the over-all morale problem in OM can better be appreciated. "g, In view of the above, it is believed that OCR's Career Service Program will never be more than a horeav shell until it can provide opportunities commensurate with the abilities of its personnel." 25X1A9a ROMRT ABORY, 25X1A9a - 5 - Approved For Release 2000/09/06 : CIA-RDP62-01094R000100070007-4