INTERVIEWS WITH INSPECTOR GENERAL TEAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06086A000100010002-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 9, 2016
• Document Release Date: December 4, 2000
• Sequence Number: 2
• Publication Date: May 19, 1960
• Content Type: MEMO

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FROM : Chief, JOTP/TR
suBJECT: Interviews With Inspector General Team
25X1A9a
ce Memorandum ? UNITED STATES GOVERNMENT
DATE: 19 May 1960
1. On Tuesday, 17 May, and the following day I talked with
Messrs. from the Office of the Inspector General
for approximately one and one-half and two and three-quarters
hours respectively. At the beginning of our conversations they
stated that they wished to discuss principally three areas: Those
of recruitment, management and placement.
2. Recruitment. During the early part of the recruitment
discussion emphasis was placed on what seemed to me to be literal
interpretations of the JOTP mission and bureaucratic or numerical
approaches to the solution of the problems. They understood little
of the true significance of the problems we face.
a, continually returned to the question of the
"profile" which we provide the recruiters on the qualifications of
JOTts. In response I tried to explain that in the recruiting phase
we would be anticipating specific requirements two years in advance
and indeed with the OCS candidates as much as four years in advance.
To recruit in terms of specific slots was therefore impracticable
because of the numerous changes that take place during those inter-
vals. It was therefore necessary to recruit JOTts with a certain
degree of flexibility for specific assignment. While we did recruit
certain individuals with what appeared to be specific assets for
assignment to a given area (a Chinese specialist for assignment to
FE) we found that at least 50 per cent of the JOT's had good potential
for assignment to more than one division. We could, therefore, place
the specialists in areas for which they had particular aptitude and
fill all other requirements with those who had more general qualifi-
cations. Inasmuch as the variety of jobs in CIA is probably more
than any other Government agency or industrial organization it would
be a futile exercise to attempt to lay down a prototype or "profile"
of JOT's for the guidance of the recruiters.
b. With the recruitment going on on an almost year-round
basis, with the prolonged period of clearance and the unwillingness
of certain desirable recruits to give up certain opportunities for
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employment in favor of taking a chance that they would be cleared
with us, and with the large number of "declines" that we have
experienced each year, it is impossible to recruit accurately
against the stated needs of any one division. We could never be
sure that we had satisfied such needs and might, if we thought the
needs were filled, lose out on desirable candidates by rejecting
them, only to have the vacancies open up at a later date. It is
much better to continue recruiting first-class people and then
through the established procedures that have proved successful
effect appropriate placements after the class had been brought
together.
c. We were not in competition with ORR, for example,
for candidates as much as we were in competition with ORR for the
services of the recruiters during the fall term. This evolved from
25X1A9a series of questions about why we did not recruit more
economists. The other answer is that the Office of Personnel channels
the good economists to ORR without referring them to us. Apparently
ORR's turnover is relatively great; they need people to fill vacancies
and are not too interested in waiting until their young professionals
have been given overall training. After discussing the program which
ORR has recently adopted and about which I had no information, Mr.
25X1A9a commented that apparently ORR was running its own JOTP. He
also indicated that OSI had no program for the development of its
junior professionals.
25X9
doing a poor job except in a few cases, it is opinion that will
not fill the requirements of 25X9A
DDS this year.
d. Other comments on recruitment.
(l) If we can't indicate honestly a reasonable promotion
program during the early stages of a man's career we will lose some
first-rate people.
(2) With only- recruiters, and the -Consultants
(3) We lose many good candidates because recruitment
does not start early enough.
(Li) Recruiters do not have time, or indeed the knowledge,
to outline the program professionally. The real pitch comes from
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JOTP. A number of candidates have come from long distances purely
to explore the possibility of employment.
(5) ORR and OSI will give far higher grades than JOTP
for economists and scientists. We therefore do not get many referrals
of these specialists.
(6) We have been directed from the top down to maintain
the present standards of the JOTP. By reducing them we could easily
fill numerically but not qualitatively the requirements of the various
components
(7) An important recruitment pitch is the idea of
appropriate placement after training; also the enthusiasm and
conviction expressed by JOTP interviewers which is based on firm
belief in the program.
(8) There is no need to have the DDP represented in
JOTP during the selection process as suggested by some members of
DDP. We already have , and furthermore
the one year of on-the-desk training gives experienced DDP officials
opportunity to judge the qualifications of the individual for permanent
employment.
(9) There should be some mechanism other than JOTP
for recruiting some relatively low-level individuals to fill the
routine type so-called professional jobs. JOT's as a rule will lose
motivation for career service if placed in these jobs for a full tour.
(10) It is essential to be as honest as possible in
discussing the program and Agency employment with all recruits, but
particularly so with first-rate individuals.
(11) I provided each of them with the statistical
comparison between the Classes of 1958 and 1959 issued by A&E.
(12) In some cases there were long delays between
recruiter interviews and receipt of the file in JOTP. As an
example I read to them the data on the _ case. (He was first 25X1A9a
seen in December--we cut action in March. Because clearance had not
come through he has just accepted a $$3500 fellowship at the University
of Indiana. We hope to get him next year.)
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L C E. 1E T 11
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25X1A9a
(13) I see no reason why we should not publicize
the JOTP as such (not general Agency employment) using an
appropriate brochure.
Mr. Stewart that a similar case could be made for JOT's on the
grounds that they are also highly qualified and this would impr,
(lL) During our briefings of candidates we emphasize
the less attractive elements of Agency employment within the bounds
of security as well as the fact that this is a service organization
with all that goes with it.
(15) The DCI has approved paying the transportation
of HHE at EOD for highly qualified employees who possess special
qualifications for employment in ORR or OSI. We have proposed to
our recruitment efforts. Our proposal was that this ruling be
applied to men who had completed their military, had Master's
Degrees, were married and who of course qualified for the JOTP.
I reported that Mr. Stewart did not think well enough of this
ILLEGIB
proposal which was offered by to do anything about it.
3. Management.
a. It took some insistence to persuade - that the 25X1
individual JOT did not select the direction of his career or his
initial assignment. There is a delicate balance between discovering
the true interests and aptitudes which should be used to maximpm
effect through appropriate placement and his selfish interests. We
always point out that Agency needs come first and that JOTP officials
25X1A9a determine his assignment. used the expression "escape valve"
in this connection, implying that the JOT could always object to an
assignment. I pointed out that this was not a part of the mechanism
of the Program although we recognized that the individual, if not
effectively handled could always resign. I enumerated a number of
instances where JOT's had resigned after leaving the Program because
of what I considered to be poor personnel management. This, however,
did not happen while under our Jurisdiction. I outlined the cases
25X1A9a of finally understood
our position on this point.
b. We consider one of our prime objectives is to motivate
the JOT for career service. This idea is transmitted to the on-the-
desk supervisor. When we place an individual in a division for
on-the-desk training we exchange (1) the substantive training
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provided by an expert in the field for the work the man produces
and (2) the one year's opportunity to evaluate the individual as
a potential member of that division through constant contact with
him for the good personnel management which can result in inspiring
the individual to make a career in the Agency. I quoted Mr. Stewart
that "if we don't promote good people we will lose them."
c. The problem of overseas experience early in the career
of the JOT was discussed at some length. Items:
(1) In general they should have thorough knowledge of
headquarters procedures before going overseas.
(2) Exceptions to the above were those going under
deep cover and specially qualified individuals who were filling crash
requirements. In a few cases of JOT's who were waivering between
Agency employment and taking a civilian job problems were resolved in
our favor by giving them overseas experience promptly.
(3) Eager-beaver JOTts would be willing to wait for overseas
assignments if the supervisors took the trouble to explain to them why
headquarters experience was important in their cases and also would
provide at least part-time language training in preparation for an
overseas assignment.
O I agreed that it was mathematically true that if
the length of overseas assignments were doubled for Agency personnel
in general the opportunities for getting JOT's overseas would be halved.
(5) It was not possible to use very young JOT's in
overseas assignments that required (We are fully aware 25X1C4a
of this difficulty and have talked with about it.) 25X1A9a
(6) On being questioned, there were a number of
complications involved in the idea of keeping a JOT on our rolls for
five years as suggested in the IG's report on career service, although
I would welcome it if these problems could be ironed out. It seemed to
me unnecessary to hold DDI types for as long as three to five years
in order to do a good job with them. Such a program would separate
the men from the boys.
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25X1A9a
25X1A9a
of JOT's and discussed the various groups such as the OCS types.
Most of the conversation was directed to what happened to them after
they left the JOTP A number of specific cases were discussed In
(7) We went into considerable detail on the resignation
this area most of the talking was done by I gathered the
y
impression that both men agreed that much was left to be accomplished
in the area of good personnel management and career planning. They
also agreed with me that the quality of supervision had more to do
with a man's remaining in the Agency than any other one factor. I
probably made a mistake in stating (specifically off the record) that
"there was nothing so impersonal as Personnel."
(8) While I felt that the success of the Program to
date was primarily due to the high quality of the performance of the
JOT's, I was also convinced that the policy of appropriate placement
had much to do with the Program's prosperity.
(9) Evidently a number of WE people had been critical
of some JOT's. I gathered that they were and also
(who was found unqualified for employment by the Psychiatric
Division).
(10) I pointed out the necessity for JOTP to retain
control of JOT's during on-the-desk training. They were aware that
Mr. Bissell had approved this concept.
(11) This year was our first experience in working with
the "C" Panel in filling the needs of the various divisions of the
DDP. We had I thought been able to work this out satisfactorily
but we will improve in the next go-round.
(12) We kept in close contact with the JOT's and with
the supervisors during their on-the-desk training and periodically
received written reports from both. Most of this contact was on a
head-to-head basis at which time the objectives of the Program were
clearly explained to the supervisors. Here is a continuing problem
because of rotation of supervisors from field to headquarters and
vice versa. In this connection I felt it was better to treat JOT's
individually with the supervisors than to have a mass meeting with
them on the subject of the JOT's.
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). The Integrated Program. In response to their questions of
my opinion of
Training.
a. The content is up to the experts of the Office of
b. The various schools are modifying the courses as
experience dictates.
c. I hope we will become more and more professional in
developing and training the JOTIs.
d. The size of the summer class is limited by lack of real
e. Lack of funds and equipment have reduced the length of
the training period and prolonged the waiting period of new EODts who
would enter the second class. Reduction in the length of the training
has compressed the training course and has certain advantages which we
expect to be pronounced. We shall make constructive use of the waiting
period by giving interim assignments which will provide valuable back-
ground for the later training, by giving language training, or by sending
the individual to some of the specialized courses.
f. It has appeal in the recruitment process.
g. Reports from the members of the various schools are helpful
in the process of appropriate placement.
5. Other Items. We talked in general about
a. The value of giving DDI people experience in the DDP.
b. Black recruitment.
c. The question of the validity of statistics unless
appropriately interpreted in terms of specific conditions.
d. Follow-up by JOTP after transfer.
e. The desirability of periodic review of JOT careers eve
five years (I think this is the business of the Office of Personnel.)
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f. We ended up on the note of the critical place of the
supervisor in the development and retention of good people.
25X1A9a
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