INSPECTOR GENERAL'S REPORT OF SURVEY OF THE OFFICE OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP67-00134R000100080025-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 17
• Document Creation Date: December 21, 2016
• Document Release Date: July 26, 2006
• Sequence Number: 25
• Publication Date: October 5, 1964
• Content Type: MF

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DD/S 64-4913
5 OCT 1964
MEMORANDUM FOR Deputy Director of Central Intelligence
SUBJECT : Inspector General's Report of Survey of the
Office of Personnel
_490cu:ive Regictay
1. This memorandum. is for information only.
2. Our response to the recommendations of the Inspector General in
his Survey of the Office of Personnel is attached, except the responses to
Recommendations No. 6 and No. 13 which were submitted to you by separate
memorandum.
3. Action in response to Recommendations No. 9 and No. 11 is still
open. We have expressed disagreement with Recommendation No. 16 and
determined that action suggested by No. 17 is not feasible. Several of the
others require action of a continuing nature, and it has been started in each
case.
4. I believe the survey team is to be complimented for having conducted
an objective and constructive study. I welcome these reports as impartial
stimulants to the over-all improvement of the Support services. We will, of
course, be pleased to pursue further any of the matters raised in this study
with the Inspector General or individual members of the study group. Mean-
while, I believe that all of the recommendations have served their purpose. 25x1
e
Deputy Director
for Support
MORI/CDF ages 1, 4-16
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RESPONSE TO THE INSPECTOR GENERAL'S SURVEY
Recommendation 1 (page 15)
"The Director of Personnel develop a current statement which will be used
by field recruiters to describe CIA to applicants for employment. This state-
ment should be current, factual, interesting and as complete as security will
permit. It should avoid officialese and other language which has little meaning
for most applicants. Periodic spot checks should be made to ensure that re-
cruiters are following the approved script."
Comment:
Concur. The Chief, Personnel Recruitment Division has started a program
to develop a standard applicant interview format. This action will be completed
after the Recruiters Conference this fall.
Recommendation 2 (page 17)
"The Director of Personnel review clerical requirements in all components,
seek approval for necessary ceiling adjustments, and increase the rate of re-
cruitment to reduce the possibility of a clerical shortage."
Comment:
Agree in principle but do not believe action recommended is necessary at
this time. The effort made to have as many clericals as possible enter on duty'
before 30 June may have distorted the statistical analysis of clerical require-
ments to some degree, but we believe that the program to EOD up to 400 in
the first quarter of Fiscal Year 1965 should be allowed to run its course. The
manpower figures should be clearer .at that time, and we will be in a better
position to forecast requirements for the balance of the year. If that analysis
establishes that greater recruitment effort will be necessary, it can be under-
taken. We will follow to the normal course of events; but for purposes o
responding to this survey, we consider the matter closed.
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Recommendation 3 (page 18)
"The Director of Personnel give the Chief, Clerical Assignment Branch
authority to retain selected clericals in the pool longer than the presently
scheduled two week period if necessary to complete their adjustment."
Comment:
Agree. The Chief, Clerical Assignment Branch has been given the authority
to extend the pool time of individuals, subject to general review and control by
the C/POD. Action called for has been completed.
Recommendation 4 (page 18)
"The Director of Personnel expand the program of hiring older female
clerical personnel under reserve appointments, in view of the excellent results
achieved in the experimental program."
Comment:
Agree. Recruiting efforts for this group have been increased and we will
continue to exploit this source of manpower. Action has been completed.
Recommendation 5 (page 19)
"The Director of Personnel review the operations, supervision, and con-
tribution of the Out-Placement Branch, and assign three of its five positions to
personnel counseling."
Comment:
Agree in part. We believe that the operations, supervision and contribu-
tion of the Out-Placement Branch should be studied but prefer to reserve judg-
ment on a sixty per cent reduction in staff until this study has been completed.
The Executive Director- Comptroller has indicated that the out-placement
function should be geared up to handle the prospective workload that would be
produced by the enactment of our Early Retirement Bill. We will continually
evaluate the out-placement function in terms of evolving requirements and
adjust the staffing of the Out-Placement Branch accordingly. For purposes
of this response, we consider that action has been completed.
Recommendation 6 (page 24)
"The Deputy Director for Plans instruct the Agent Panel of the Clandestine
Services, with such support as necessary from the Office of Personnel and other
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components, to review the suitability of all staff agents, career agents, contract
agents, consultants and contract employees of the Clandestine Services prior to
overseas assignment and reassignment. This review should include considera-
tion of security, medical and performance records and other factors bearing on
suitability for such assignments. The review should be as similar as possible
t o the procedure f staff employees by the Overseas Candidate Review
Panel as defined in "
25X1 Comment.
This recommendation is addressed to the DD/P and response will be by
separate memorandum.
Recommendation 7 (page 25)
it a. The Director of Personnel continue the trend of assigning more
energetic officers to this Division.
"b. A qualified officer acceptable to the Clandestine Services be assigned
to CSPD as Deputy Chief."
Comment:
Efforts to identify a qualified officer are being made in consultation with
the Chief, Operational Services Division of the Clandestine Services.
Recommendation 8 (page 26)
"The Deputy Director for Support give priority to developing a cadre
of trained and qualified Administrative Assistants for small- and medium-
sized field stations of the Clandestine Services."
Comment
During the past few years we have been assigning selected graduates from
the JOT Program to Support positions at the junior levels and we have recently
increased the quota of junior officer trainees to be specifically selected for
careers in the Support Services. There are, however, many positions in the
Clandestine Services which carry the title of Administrative Officer or Admin-
istrative Assistant which are, in fact, senior stenographic and secretarial posi-
tions rather than junior professional Support positions. The matter of adequately
distinguishing the higher level secretarial positions from the junior professional
positions is a matter of continuing active consideration. The matter of staffing
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these positions properly is a gradual process which has been a matter of our
continuing interest for several years. For purposes of this response, we
consider the action has been completed.
Recommendation 9 (page 34)
"The Director of Personnel:
"a. Direct the Chief, Benefits and Services Division or another qualified
officer to:
"(1) Develop a program of personnel counseling which will be more
responsive to the needs of dissatisfied, under-used and misassigned
employees, and of employees with medical, emotional, alcoholism, family
and financial problems affecting their work or suitability for employment.
"(2) Develop information on what other progressive government and
private organizations are doing in this field. 25X1
"(3) Prepare a revision of Reassignment of Personnel,
which would permit an employee who seeks reassignment and who has not
been able to obtain satisfaction through his chain of command, to consult
with the Office of Personnel providing he keeps his supervisor appropriately
informed.
"b. Present a proposal to the DDCI for an organized program of personnel
counseling. "
Comment:
Requires further study. We believe that the needed services and facilities
for counseling, with the specific exception of career counseling, are in being;
and if there is a fault, it may be that their availability is not known as widely?
as it should be among employees We expect to get additional information
about the need for expanded services in response to lectures which are being
given by the Director of Personnel to Agency supervisors, wherein he invites
supervisors to refer problems to his immediate office if they do not know
where else to take them or if they have not been able to satisfactorily resolve
them elsewhere. We expect this will give us an experience factor for the
evaluation of existing facilities as well as the kinds of problems actually en-
countered.
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Recommendation 10 (page 38)
"The Director of Personnel:
"a. Redesignate the Salary and Wage Division as the Personnel Management
Division;
"b. Broaden the charter of the Division to include: the review of personnel
management policies and practices of offices and Career Services and manpower
utilization;
"c. Extend the review function of the Division to include: salary and wage
structure, promotion practices, retirement programs and insurance benefits
of CIA proprietaries;
"d. Identify personnel problems resulting from this review and evaluation
which are not possible to resolve with heads of offices and Career Services and
bring them to the attention of the Executive Director or the DDCI with recom-
mendations for actica ;
"e. Provide the Division with sufficient qualified people, funds and support
to accomplish its broadened mission;
"f. Collaborate closely with the Director of Budget, Program Analysis
and Manpower in carrying out this mission. "
Comment:
Agree in part. The suggestion that the Salary and Wage Division be redesignated
as the Personnel Management Division and that its charter be broadened as outlined
in the survey report is perhaps too broad, leaving the inference that the activities
of the Personnel Management Division would encompass the total responsibilities
of the Director of Personnel. To comply with the recommendation it would be
necessary to transfer to the Personnel Management Division functions now being
performed by the Personnel Operations Division, the Plans and Review Staff and
the Benefits and Services Division, and the advantages to be derived from this are
not immediately apparent when considered in context with the effect such a re-
alignment would have upon the remainder of the functions which these other
components must continue to perform. We believe it is possible to expand the
functions of the Salary and Wage Division to include certain aspects of the man-
power utilization problems of the Agency in collaboration with the Director of
Budget, Program Analysis and Manpower without requiring an extensive realignment
of functions among the Personnel Operations Division and the Plans and Review Staff,
and we are proceeding accordingly.
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With regard to that part of the recommendation which addresses itself to
proprietary activities of the Agency, conversations have been held among the
Director of Personnel, the Deputy Director for Support, the Chief, Covert Action
Staff and the Executive Director-Comptroller; and it appears that the extent
to which the Office of Personnel could participate in the administration of pro-
prietaries is somewhat more limited than implied by the Inspector General's
recommendation. We are proceeding, however, to define .an appropriate role
for the Office of Personnel in the administration of proprietaries. These are
matters of continuing concern which we will follow, but for purposes of responding
to this survey, we consider that the recommendation has accomplished its purpose.
Recommendation 11 (page 40)
"The Director of Personnel review former and current proposals for an
executive development program and submit a new proposal to the DDCI which
will identify and provide special development opportunities for employees with
potential as generalists for senior managerial and executive responsibility."
Comment:
Proposals for an executive development program have been reviewed by
the Executive Director-Comptroller and, with some revisions, have been
submitted to the Deputy Director of Central Intelligence. Further action in
response to Recommendation 11 will be deferred until further guidance is
received from the Office of the Director.
Recommendation 12 (page 42)
"The Deputy Director for Support:
"a. Expedite the issuance of revised personnel regulations on Employee
Conduct, Manpower Controls, Position Analysis, Hours of Work, Pay and
Involuntary Separations.
"b. Revise Confidential Funds Regulations on Staff Employees, Staff Agents,
Rights, Salary, Contractual Agreements for the Covert
Support of Operations issued in 1950 and 195l."
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now being revised to satisfy the comments. The regulations on Hours of Work
ere delayed pending a determination of Agency policy
25X1 about overtime and are now being prepared for coordination to state the Agency
overtime policy substantial) as it was in 1959 and earlier. The regulation on
Manpower Control is being prepared by the Director, Budget, Program
Analysis and Manpower. The regulation on Involuntary Separations
is being modified to incorporate several changes suggested by the Deputy Director
of Central Intelligence after which it will be submitted for Agency coordination.
The remainin Confidential Funds Regulations will be rescinded when the Head-
25X1 quarters regulations on Pay and Hours of Work are issued.
Recommendation 13 (page 45)
"a. The Director of Personnel revise the regulations governing the Overseas
Candidate Review Panel to provide for the conduct of post mortems in all cases
in which staff employees are returned from overseas for misconduct and related
reasons. This post mortem should include a report on what action the employee's
present and former supervisors took to deal with the problem and recommenda-
tions where indicated as to what should be done about supervisors who have not
faced up to their responsibility.
"b. The Deputy Director for Plans revise the procedures governing the
Agent Panel of the Clandestine Services Career Service Board to provide for
similar post mortems and reporting on all non-staff personnel of the Clandestine.
Services returned from overseas for misconduct and related reasons."
Comment
Response by separate memorandum.
Recommendation 14 (page 46)
"The Deputy Director ort review the processing of recent involuntary
separation cases under and recommend to the DDCI procedures which
will provide for more efficient processing and the elimination of unnecessary
delays. "
Comment
We consider that the proposed revision of which is now being
amended to accommodate comments offered by the Deputy Director of Central
Intelligence, will serve to eliminate some of the delays which have occurred in
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certain separation cases. Aside from purely human factors involved in some
delays, cases have occasionally taken more time than is really necessary in
reaching the Office of the Director for decision because of a tendency to apply
the provisions of the existing, regulation in rather a literal way in order to avoid
possible problems in the courts over the question. of compliance with our own
regulation. By having the regulation reflect what actually happens procedurally,
we expect that people reviewing separation cases will concentrate more on the
substantive aspects of the case rather than becoming preoccupied with technical
procedural questions. In addition, the Office-of Personnel is making a concerted
effort to ensure that weaknesses and discrepancies are eliminated at the Office
or Career Service level before formal separation action is started. We believe
these measures will accomplish the purpose of the Inspector General's recom-
mendation.
Recommendation 15 (page 50)
"The Deputy Director for Support:
"a. Review the respective roles of the Office of Training and the Office of
Personnel in the Career Officer Trainee Program, and ensure that the latter office
has a sufficient role in the selection, scheduling and assignment of officers in the
program.
"b. Take such additional steps as are necessary to resolve unresolved
questions of requirements, qualifications, training, sources and selection
procedures for trainees under the new program.
"c. Review the Career Officer Trainee Program .in January 1965 to ensure
that it is being carried out in accordance with the objectives stated in the
memorandum approved by the DDCI dated 25 February 1964, Recruitment of
Young Officers.
ttd. II Applications for Junior Officer Trainee Program which
expired on 1 January 1964, should be revised to reflect changes in the program
and given wide distribution at Headquarters.
"e. Instruct the Director of Personnel, in collaboration with the Heads
of Career Services and the Director of Training, to recruit young officers with
potential as Career Officer Trainees for selected jobs in all Directorates
where they can serve while gaining on-the-job experience to establish their
qualifications for the COT Program."
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Comment:
0
a. There is a continuing effort through close and cooperative working
relationships to ensure .achievement of this objective. I believe the Offices
of Training and Personnel have a mutually satisfactory understanding of their
roles and no specific changes are warranted. Selection standards and procedures
are under continuing review, especially now that the Program is being extended
to include nearly all of the career fields in addition to the Clandestine Services.
b. All necessary initial requirements and qualifications information was
received early in June and they will be updated and refined as we gain experience
with certain career groups.
c. The Junior Officer Training Program is under continuing review, but I
agree that a special review in January 1965 for the specific purposes mentioned
will be useful.
d. A proposed reissuance of II Applications for Junior Officer
Trainee Program, was circulated for coordination. Because of dissenting com-
ment from the Assistant Deputy Director for Plans, as yet unresolved, it has
not been published. A redraft is being prepared and will be submitted for further
cons ideration.
e. We .are in general agreement with this objective to the extent that suitable
vacancies can be found for such young officers. We must not be tempted to use
such a plan, however, to justify setting arbitrary age and Agency experience re-
quirements for JOT's. The JOT Program must remain open to all comers on a
"best qualified, " competitive basis irrespective of whether candidates are "internal"
or apply from outside the Agency. At the same time, we should be perfectly will-
ing to permit the less mature candidates who don't make JOT on their first try
to compete for other available vacancies with the intention that, if hired, they may
try again later for the JOT Program: The Offices of Personnel and Training have
begun action to carry out this recommendation. A few highly qualified candidates
have been identified whom we will try to place in the various components, with a
view toward subsequent evaluation as internal candidates for the JOT Program.
Recommendation 16 (page 54)
"The Director of Personnel:
"a. Collaborate with the Assessment and Evaluation Staff of the Medical
Staff to develop or adopt a series of test batteries designed to measure the
characteristics, qualifications and experience of professional, communications
and clerical applicants;
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"b. Inaugurate a pilot program in which such candidates would be invited
through advertised notices to undergo test examinations; and
"c. Based on the effectiveness of the advertising and test procedures, and
on opportunities for economies which may result, adopt a permanent advertising
and testing program for the recruitment of staff employees."
Comment:
Nonconcur. Although some employers use tests as prescreening devises,
our recruiters and college placement officers advise us that this technique is
not preferred. In fact, they even discourage requiring .a prospective applicant
to complete application forms before an interview. The principal reason is. that
there are so many demands on the time of the graduate that to require him to
spend one, or several, hours taking an examination, waiting for the results, and
then conducting an interview only with acceptable candidates discourages rather
than attracts candidates.
Recommendation 17 (page 55)
"The Deputy Director for Support explore the feasibility of administering
polygraph and medical examinations at selected field locations in the United
States. "
Comment:
We first considered the feasibility of administering polygraph. and medical
examinations at field locations several years ago and have reconsidered it from
time to time since. Each time we review the problem the conclusion is the
same, and particularly it seems impractical at this time because the volume of
our recruitment is relatively low and the demands upon our security and medical
staffs within a very tight personnel and budget ceiling are such that field ex-
aminations seem impractical. Apart from the budget and manpower problems,
there are problems of the quality of the examinations which can be given at
field locations in comparison with those we can offer at the Headquarters
Building as well as administrative problems of scheduling applicants from
several parts of the country into a particular field location in such a way that
the purposes of the personnel recruitment officers, the polygraph examiners,
and the physicians can be adequately served. Medical and psychiatric examina-
tions performed at the Headquarters Building are technically reliable because we
have available equipment and facilities as well as professional consultants to per-
form specialized diagnostic procedures and evaluations. These services could not
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be duplicated at a field location at a comparable cost and could not be adequately
performed by a visiting physician unless the facilities were available. The cost
of assigning full-time medical personnel to selected field locations would be
prohibitive because the volume of candidates in any particular geographic area
would not generate enough workload to keep them actively occupied full time.
Pre -employment polygraph and medical examinations are now tied in with
interviews of the candidate by the operating component interested in him, and
all of these interviews are usually completed during one visit of a few days
duration. Unless the operating components would accept a recruitment process
that did not include an opportunity for them to interview candidates, there would
be no savings in invitee travel costs.
For these reasons we have concluded that it is not feasible to administer
polygraph and medical examinations at field locations in the United States.
Recommendation 18 (page 56)
"The Director of Personnel analyze the records in the Office of Personnel
of candidates for staff employment who have declined positions offered them,
in an effort to determine the principal causes of such rejections so that the
findings can be disseminated to Career Services and recruiting officers in the
interest of reducing processing costs."
Comment:
We believe the essential purpose of this recommendation is now being
served. Cancellations are reported to all interested parties and processing is
terminated as soon as they are received. The difficulty occurs when the appli-
cant does not take the trouble to notify us that he is no longer interested, and
this fact only becomes known when we approach him after processing has been
completed to set a date for his entrance on duty. A correspondence and
clerical system for the purpose of maintaining continuing contact with all
applicants who are in process at any one time for the purpose of discovering
a change in interest would be extremely complex and cumbersome to administer,
and would serve only the purpose of bringing to our attention somewhat earlier
a change in interest on the part of those relatively few people who would not
otherwise trouble themselves to notify us. On the other hand, a continuing
show of interest by the Agency could be extremely embarrassing and difficult
to explain in those cases where Agency interest is terminated for security,
medical, or other reasons.
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Our placement officers do analyze all cancellation cases and we have been
able to effect significant reduction in the number of cases cancelled by operating
components, although these statistics have been distorted in recent months by
the re-evaluation of applicants in terms of reduced ceilings which has been
necessary.
We would propose to continue our present practice of having placement
officers review the files of applicants who decline offers of employment and
maintain informal records of the reasons offered. When these records suggest
significant trends which might be useful to Career Services or recruiting officers,
they would be reported.
Recommendation 19 (page 57)
"The Director of Personnel in collaboration with the individual Career
Services conduct a study of the prevailing rate of attrition among professional
career employees in an effort to arrive at findings which may suggest ways of
reducing the implicit costs of high attrition rates."
Comment:
Although we agree in principle that attrition requires study and analysis
as a basis for identifying correctable deficiencies, we believe that such study
on the comprehensive basis recommended by the Inspector General might well
be deferred during the current period of readjustment to reduced personnel
ceilings. Alternatively, we would suggest studies directed at particular occupa-
tional categories where there seems to be a continuing high rate of attrition.
Incidentally, such a study of economists has recently been completed and nothing
specific or conclusive has been proven. Nevertheless, we plan to continue this
type of study, varying the factors considered, in the hope that we may find some-
thing which will prove useful in improving our rate of retention.
Recommendation 20 (page 58)
"The Deputy Director for Support:
"a. Continue to give a high priority to recruiting enough qualified professional
personnel to bring and keep the A&E Staff up to strength; and
"b. Explore with the Chief, Medical Staff, ways in which the A&E Staff can
make a greater contribution to the Agency's personnel program."
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Comment
We will, of course, continue our intensive effort to recruit and hold qualified
professional people for the Assessment and Evaluation Staff. DD/S has requested
the Chief, Medical Staff to conduct a survey of the Agency's requirements for
psychological services. As a part of their survey, particular attention will be
given to the question of how this Staff can make a greater contribution to the
Agency's personnel program..
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