CIA PROGRESS REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A002700130013-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: May 11, 2001
• Sequence Number: 13
• Publication Date: December 11, 1951
• Content Type: REPORT

Approved For Release 2001/07x8 : CIA-RDP78-04718A002700130013
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CIA PROGRESS REPORT COPY NO,
COPY: Annex 1 (Administration)
Part 2, Section 5
DRAFT: CBH Rewrite for DD/A Comment/Approval
11 December 1951
Rapid growth of the agency during the last fifteen
months has not left it without growing pains. Indeed
so urgent has been the need for expansion that CIA has
suffered the inevitable consequences of expansion in
haste, With a premium on growth, the agency was some-
times obliged to sacrifice stability for pace.
Statistics help to illustrate the agency's rapid
rate of expansion:
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This mushrooming development has exacted its
price in efficiency of administration. Perhaps
nowhere was the slack more apparent than in personnel
where emphasis on recruitment was permitted to retard
systematic in-service placement, This failure not only
militated against efficient utilization of the agency's
manpower but it has likewise had a detrimental effect
upon employee morale.
While not undercutting present-day emphasis on
personnel recruitment, CIA has undertaken an overhaul
of personnel practices in an effort to stabilize and
improve personnel administration. In July 1951, an
Assistant Director for Personnel was named and his field
of authority extended. In the intervening months, this
new Assistant Director has surveyed policies, procedures,
and. organization of the personnel office. The innovations
he recommended are now being introduced. Agency manpower
requirements have been plotted and scheduled, personnel
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have been simplified and standardized, and CIA has 7 1~ , ,6
clarified its relationships with Selective Service and "r'i'
with Defense.
Since its establishment CIA has found it difficult
to retain its highly-specialized skilled personnel.
Until recently, the agency has been handicapped by the
doubts that exist in the minds of so many employees on
the permanency of an intelligence career. These doubts
have not only discouraged qualified persons from joining /
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the agency but they have also induced trained officers ' XL.. q A^?' Y
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to leave it for more rewarding careers.) Consequently the
agency has come to grip with the need for developing a
career service that will attract trained men with
continuity in specialized tasks. To provide satisfactory
inducements for careerists, CIA has drafted a career ser-
vice program which it soon hopes to put in play.
Great progress has been made in eliminating the
agency's traditional preference for military personnel in
top-drawer policy positions. Until October of 1950, this
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policy of military favoritism discriminated against civilian careerist personnel.) Today the tendency has been 41"
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reversed. The chairs of all three Deputies and all eleven A D.a Q?
Assistant Directors' are occupied by civilians. fr) 1 44AW I
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But while marked improvement is already, distinguish-
able in CIA personnel practices, this area remains one
of the softest spots in administration. Further improve-
ment-is needed in personnel management, greater emphasis
must be given in-service placement, and the career ser-
vice must be expanded. Here, too) it is essential that
the agency determine the extent to which this activity
can be consolidated from a single office for both covert
and overt activities.
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