NPIC ACCESSIONS AND SEPARATIONS - 1969

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000400080059-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 28, 2016
• Document Release Date: December 17, 2003
• Sequence Number: 59
• Publication Date: April 3, 1970
• Content Type: MF

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PERSONNEL
LOGISTICS
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RECORDS MGT
SECURITY
FINANCE
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CH/DIAAP-9
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25X1
25X1
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MEMORANDUM FOR: Executive Director, NPIC
3 April 1970
SUBJECT NPIC Accessions and Separations - 1969
1, Analysis of accession and separation rates provides one of the
yardsticlts to measure the overall eff ectiveness of an organization's
personnel program, The impact of recruitment, selection, placement,
training, career management, and numerous other policies is interwoven
into the accession and separation data. However, these rates must be
viewed carefully and placed into proper perspective before meaningful
conclusions can be made, For example, the higher accession and separ-
ation rates of new offices or production organizations like NPIC can-
not be judged directly against the rates of older and less dynamic
offices,
2, For the five-; year period from 1965 through 1,969, the Center's
accession rate has declined while the separation rate increased slightly
(Table I), The gradual leveling off of the Center's authorized strength
would account for fewer accessions in recent years. In turn, a period
of rapid growth followed by this leveling effect could have been ex-
pected to result in more separations as employees either found that
they ware in the wrong career field or concluded that advancement op-
portunities were not as great as they had expected. While NPIC's 1969
attrition rate was higher than that of the total DDI, it was on a par
with that found in the Federal government (Table II). _
3. During late 1969, the NP'!C accession rate increased signifi-
cantly as the result of our heightened recruitment effort earlier in
the year, Higher accessions combined with lower separations for this
period allowed us to compensate for extremely high losses during the
first part of the year, Unfortunately, we were only able to compensate
for .our losses rather than increase in strength,
4, NPIC should have the opportunity during 1970 to significantly
increase its on duty strength, Intensive, sustained recruitment efforts
have given us a steady flow of candidates a.nd a continuing economic slow-
down could reduce separations. Since the beginning of this year, NPIC
strength has steadily increased, and there is every indication that this
trend will continue.
5, Analysis of the accession and separation d.~.ta for each com-
ponent shows that the highest rates are found in the Office of the
Director/NPIC and the Planning, Programming, and Budgeting Staff, where
the small size of these offipes tends to inflate the effect of the
planned rotation of senior o?ficers (Table III), While the Technical
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SUBJECT: NPIC~Accessions and SQparations-1969
Services and Support Group remained stable throughout the year, both
the Tmager.y Exploitation Group and the Production Services Group felt
the weight of differentiated accession and separation rates. IEG's
accession rate bettered its separation rate and resulted it, a net
gain of twelve personnel by the end of the year. On the other hand,
PSG experienced a net loss of twenty-four for the same period.
6, In the Center's accessions and separations for 1969, atten-
tion must be given to internal reassignments among groups as well as
true accessions and separations, These shadow gains and losses
played an important role in determining our status at the end of
the year,
7, IEG's increased strength should be viewed as the product of
both our recruitment effort and internal reassignments, The liberal
arts graduates we are attracting in hopes of developing into broad
based career officers closely meet IEG's rather general qualifica-
tions for both Phota.Interpreters and Intelligence Analysts-General,
and they are usually placed within the Group. In addition, over the
course of 1969, 35% of IEG's accessions came from other Center com-
ponents while only 21% of its separations went to other components.
8. Analysis of PSG net loss should consider its basic production
unit framework, specialized personnel, and the effect of transfers
from it to other components, Production offices will suffer higher
losses than staff or other highly professional components, due to the
nature of the work and lower grade structure, During last year, 21%
of PSG's losses were gained by other Center components, principally
IEG. At the same time, the Group only received 11% of its accessions
from other components. While PSG does have the highest Group separa-
tion rate, the rate is not yet dangerously high,
9. Limited analysis showed that no separation rates by job
category ware significantly higher than either the Center o-r particular
group rates for the year. The greatest concentration of losses was in
the secretarial field, but almost all were for voluntary, unavoidable
reasons such as family responsibilities or pregnancy.
10,~ Although no job category separation rates were abnot;mally
high, several interesting pattern arose--particularly among the 45%
of Chase separating for reasons within management's sphere of influence:
a. Six of the seven Photo Interpreters who re-
signed left to begin new careers.
b, Six of the nine Illustrators-PI w'no resigned
left due to low pay rates or limited promo-
tional. opportunities.
c. Four of the five Computer Programmers who re-
signed accepted higher paying positions in
other government agencies or private industry.
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S~UBJI;G'T: NPIC Accessions and Separations - 19G9
11, We should not be greatly concerned that the majority of
terminating Photo Interpreters accept. other positions. These em-
ployees were young men GS-09 and below who, after spending less than
three years on the job, decided that they did not wish to make a
career of photo interpretation, Because we are basically asking
young college graduates to explore a career totally outside of their.
realm of experience, we must be prepared to accept these losses,
As far as coping with the Illustrator-PI turnover, we must carefully
monitor our initial recruitment and selection policies to insure that
the qualifications and aspirations of potential employees do not
exceed the requirements and career opportunities of the positions.
Higher lasses among our Computer Programmers can be expected as they
became more experienced and thus more marketable. The computer science
field provides a highly volatile job market confronting all employers,
12, In summary, an analysis of information from several sources
indicates that NPIC~s accessions and separations for 1969 fall within
reasonable limits and that, at this time, there are no serious problem
areas.
25X1
Chief, Personnel Branch
TAB A: NPIC 1965-1969 ,
TAB B: Comparison Rates
TAB C: Component Rates
Distribution:
Original - Addressee
2 - NPIC/TSSG/SSD/PB
3
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NPIC ACCESSION AND SEPARATION RATES BY PERCENTAGE
YEAR .~
AVERAGE MONTHLY
AVERAGE MONTIiLY
?
ACCESSION RATE
SEPARATION RATE
1965
2.7
1.2
1966
2.2
1.3
1967
1.9
1.8
1968
1.9
1 ? ~`
1969
1.5
1,6
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COMPARISON ACCESSION AND SEPARATION RATES BY PERCENTAGE -,1969
ACCESSION RATES
MONTH INlltJSTRY FED GOVT
Jan
Feb
Mar
Apr
May
June
July
Aug
Sept
Oc t
Nov
.Dec
4,6 3,2
3,9 ~ 1,4
4,4 1.4
4,5 1.5
4,8 1.5
6,6 5.2
5.1 2.2
5.6 1,4
5.9 1.7
.{ * *
* ~
*
Average Mo:ithly Rate-1969 5.0
DDI
NPIC
1.0
0.8
0.7
1.2
0.9
1,1
1.0
0.9
1,4
0.5
2,4
2,2
1,1
0,8
1,7
2,1
2,2
3.5
1,5
1.8
1.4
1,2
0,7
2.3
1.3
1,5
DDI
~ NPIC
SEPARATION RATES
MONTH
INDUSTRY
FED GOVT
Jan
4,5
2.3
Feb
4.0
1,4
Mar
4.4
1.5
Apr
4.5
1.3
May
4.6
1,5
June
4.5
1.9
July
5.3
1.5
Aug
6,2
2.6
_
Sept
6,6
3,9
Oc t
*
*
- Nav
*
*
Der_
*
'~
1,4
1,3
1.2
1.0
1.7
1.9
1.5
2.8
1,4
1.5
0.9
0,9
2,5
1.7
1,1
1.2
2.0
2.2
1.9
2,5
0.6
1.3
7.7
1.2
Average Monthly Rate-1969 4,9
2,0 1,4 1.6
*Gamplete data not yet ava~.lable
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NPIC COMPONENT ACCESSION AND SEPARATION RATES - 1969
ACCESSION RATES
MONTH
0/DIR
PPBS
IEG
PSG T
SSG
Jan
0,0
5.0
0.0
0.9
1,9
Feb
0.0
14.2
2.8
0.9
1.9
Mar
12.5
0.0
2,1
1.6
2.6
Apr
0.0
0.0
0.7
1.4
0.0
May
0.0
0.0
1.4
0.2
1.9
June
0.0
0.0
0,7
3.3
3.2
July
0.0
5.7
1.1
1.4
0.0
Aug
0.0
4.7
2.1
2.6
0.6
Sept
20',0
9.1
5.9
2,4
5.2
Oct
42:$
0.0
2,0
1,9
1.9
Nov
0~: 0
0.0
3.7
2.1
0.6
Dec
0.0
0.0
2.6
2.8
2.5
Average Monthly Rate
5.6
3.5
2,1
1.8
1,8
SEPARATION RATES
PPBS
IEG
PSG
TSSG
MONTH
0/DIR
Jan
0,0
5.0
2.7
2.5
1.9
Feb
0.0
0.0
2.8
2,3
3.2
Mar
12.5
9.1
1,0
2,1
1.9
?~ Apr
p,p
0.0
1.0
1,4
1.3
May
0.0
0.0
2.1
2.3
3.2
June
14,2
5.0
0.7
3,5
1,3
July
16.6
0.0
2.4
2.6
0.6
Aug
20.0
0.0
2.1
2.6
2.6
Sept -
0,0
9.1
1.4
1.4
0,6
~ t
14.2
O,0
1.7
1.7
1.9
Nov
0.0
0.0
1.3
2.8
0.6
Dec
0.0
4.5
1.6
1.9
O.6
Average Monthly Rate
5.6
2,7
1.7
2.3
1.6
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