(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A001300270009-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: November 11, 2016
• Document Release Date: December 14, 1998
• Sequence Number: 9
• Publication Date: March 5, 1954
• Content Type: MF

Approved For Release 1999
FOR: Colonel
RDP78-04718A001300270009-1
1. Attached is final report of his survey
training needs of the DD A organ zft ion.
54
25X1A9a
2. There is no question but that Chuck has used a broad brush
in painting his picture of that the DD/A organization requires in the
vay of training, what is being done, and what should be done to fill
in the training gaps. This is not to say that his findings are in-
valid, but rather that they do not penetrate deeply into the specialised
or technical areas of work performed by the DD/A organization. At one 25X1 A9a
point, the report says that "From all indications the various offices
sre handling on-the-job training of their own personnel In an effective
manner." What these indications are is not stated. There is no mention
of the programs which my be in operation within DD/A offices to help
employees acquire the skills sand knowledge to do better work and to
prepare for taking on increased responsibilities. A pozoible exception
is the inclusion i report of the syllabus for the six
weeks ? Logistic ^rtice coursse vhich is now In operation to train logis-
tics personnel who are scheduled for overseas assignment.
3. Specific problems art. difficultteay including personnel prob-
lem (such as high turnover, sustained failures to meet deadlines, need
for reworking correspondence, high error rates, a so on) "fleet 25X1 A9a
situations wbi.ch should be converted into training objectives, in turn
to be translated into specific forme of training. In some cases the
problem may call for attack through supervisory training (such as our
ui n Resources Course, Management Course, etc.) controlled on-the--job
guidance, attends.nce at courses relating directly to job performance,,
eta It is this approach to exploring training needs in the DD/A organi-
zation whiea has neglected. 25X1A9a
port reflects that the general line of approach taken b;
and to dine the volume of activity on the part of the ix4i.vitual DD/A
offices with respect to these courses in terms of employee participation.
In a d ition, he has examined certain situations which.he believes pose
problems for which solutions should be worked out:
a. The present BTC (Sup) Course is slanted so strongly
the direction of overseas a4mintatratlon that it has
.,..
limited value for new headquarters personnel (whether overseas
Approved For Release 1999/08/27 : CIA-RDP78-04718AO01300270009-1
 Approved For Release 1999/08/2TZFV1 P78-04718A001300270009-1
returnees, or people just entering on duty). I agree
with his proposal that "a headquarters type of adminis-
trative support course be developed" for people who are
not directly concerned with the specific procedures
through which overseas administration is accomplished.
b. The fact that 1D/P orb sat i on has settled
on specific course requirements as pre-requisites to
overseas assignments necessitates action by an/A, offices
to build up reservoirs of personnel who will have com.-
pleted these requirements, and be ready for overseas
assignments.
5. The recommendations that the D1/A sponsor an administrative
intern program, insofar as it pertains to on-duty employees (as
opposed to personnel specifically recruited from outside to be interne)
Is a gad proposal. Hovever, I think we should defer action on this,
since it is a parallel development to the current discussions going on
in the "IA Career Service Boad with respect to an Agency Rotation
System. 25X1A9a
final recommendation is that a DD/A Training
Committee be established. Before setting up such a Committee we
should be sit that there would be sufficient advantages to be gained.
All D1)/A training liaison officers have a monthly meeting under the
caairmanship of a representative of the Office of Training. We have
used this to good effect to exchange information and plan training
activities in the past. For oxample, the BIC Refresher Course for the
older DD/A personnel grew out of the proposals made at these meetings
by various DD/,A TLCTs. If a Rotation System Is set up under which
people vaould be systematically rotated among DD/A offices for training
Purposes, a training committee might be a good device to keep the Rota-
t4oaa Program properly coordinated. However, we should be sure that
there are appropriate objectives for a Committee before forming one.
25X1A9a
SA/DD/A:DCK:dh
"ADD/A Chrono
Approved For Release 1999/08/27 : CIA-RDP78-04718A001300270009-1