REASSIGNMENT OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00232A000100010013-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: March 23, 2001
• Sequence Number: 13
• Publication Date: November 6, 1952
• Content Type: REPORT

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TENTATIVE + ~` i ~" R ItI 91""MiY1{
SUBJECT: Reassignment of Personnel
1. Current personnel ceiling reallocations and certain realignments
of functions have resulted in problems of effective personnel utilization.
Some Offices have more members than are needed or authorized at the same
time that the staffing requirements of other Offices call for the procurement
of individuals having skills which correspond to those who are in a surplus
category in other parts of the Agency.
2. The continuing aim of personnel selection and placement in CIA is
the assignment of each individual on a job that matches his capacity. Success
in this objective depends on more than a conscientious attempt at initially
recruiting the right person for a specific vacancy. No matter how well new
recruits from outside are screened, investigated, tested, and selected,
these techniques fall short of achieving perfection. Occasionally, the
new member's first assignment is dictated by the priority of work assign-
ments so that adequate consideratidn is not given to his background and
skills in deciding where he is to be slotted. In additidn,?security re-
strictions preclude giving of sufficient job specifics to enable applicants
to guage their own suitability and adaptability. The need to rematch indi-
viduals and jobs arises, too, from changes which take place in position
requirements as a result of shifts in functions and organizations, as well
as the fact that the abilities, skills, or interests of people change or
develop. To fail to make provision for such adjustment in the assignments
of personnel would be to ignore the changing characteristics of both organ-
izations.and persons. Accordingly, it is the purpose of this memorandum to
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ou~ine a steps whic should be taken when Agency officials are confronted
with these problems.
3. It is the responsibility of each Deputy Director, Assistant Director,
or other Office head, insofar as possible, to satisfy himself that personnel
under his jurisdiction are assigned to positions where they are most needed
and for which they are best suited by aptitude and experience. Also, as
stated in CIA Notice 'prompt action must be taken to release those
individuals who are undesirable or whose performance is unsatisfactory when
there is no reasonable prospect to bring about adequate improvement through
less drastic administrative or supervisory action". Supervisory officials
at every level are expected to give such guidance, counsel, and training
as will produce the attainment of acceptable levels of performance by all
members of the work force. The supervisor is not required or expected, how-
ever, to labor indefinitely with individuals who are not qualified, or cannot
be qualified through training or other means. A placement which is or becomes
ineffective for one or more of the reasons mentioned in the foregoing paragraph
can sometimes be corrected through reassignment to a position for which the
member has evidenced or demonstrated some qualifications or aptitude. Wherever
possible, such reassignments should be accomplished within the Office component
wherein the individual is assigned. When this cannot be done, the Personnel
Office should be advised in accordance with the following paragraph.
4. The Personnel Office will be informed with respect to any member
for whom intra-Office reassignment cannot be effected, and whose failure to
give satisfactory performance results from causes other than a kind of incom-
petence which may reasonably be expected to be repeated on any future
assignment. At the same time, the Personnel Office will be supplied a full
evaluation of the knowledge, skills, and capabilities of the individual,
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including an objective and complete analysis of shortcomings and strengths.
The evaluation will be prepared by the immediate supervisor or other appro-
priate official. Based on their observations of the individual's latent
capabilities, supervisors may wish to suggest training programs which might
reasonably enable the individual to qualify for other specific lines of work.
Representatives of the Personnel Office will communicate with these officials
for such additional information as may be necessary in order to develop plans
for Agency reassignment. The need for accurate appraisals of past performance
and potential cannot be overemphasized. Subsequently, the existence of over-
generous statements could well create a considerable obstacle to enforcing a
decision theet the individual should be separated involuntarily. More important,
however, is the liklihood that a fair, honest, evaluation will. result in a
successful and beneficial reassignment. All parts of the Agency will prgfit
from a mutual understanding and strict adherence to this principle.
5. Personnel made available for reassignment in accordance with -par-
agraph 4 above, will be reported to Personnel Office which will enter their
names on a Replacement Roster, At the same time, the releasing Office will
make arrangements for the physical location and temporary assignment during
the period pending reassignment or other action. As vacancies develop in
Agency Offices, the Personnel Office is responsible for referring persons,
including; those in the Replacement Roster, who are regarded as adequately
qualified for consideration of the Offices concerned. Such referrals will
be made either where external recruitment is requested or when another Agency
member may be proposed for the purpose of filling the vacant position. The
Personnel Office will provide all available information regarding the indi-
vidual's baackground, experience, weaknesses and abilities. Reassignments
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effected as a result of referral from the Replacement Roster will be subject
to the condition that the reassignee will serve a six month trial period.
in the new position. If, upon the termination of this period, the Office
to which he has been reassigned is not satisfied with his performance,
action may be initiated to separate the person. The Personnel Office will
be responsible fo-r providing continuing guidance to supervisors with the
aim of providing such staff assistance as will help to bring reassigned
members to satisfactory levels of performance. Placement Officers will con-
duct follow-up interviews at periodic intervals with both the individual
and supervisor. Such interviews should bring to light specific problems
encountered by the trial member, and provide an opportunity for developing
remedial programs.
6. CIA Notice describes the procedures to be followed to separate
individuals whose performance is so unsatisfactory that reassignment or other
administrative measures are not justified. Where security considerations
dictate such a course, however, separations will be effected pursuant to
the authority vested in the Director of Central Intelligence under Section
102 (c), National Security Act of 1947, and in accordance with CIA
25X1A
Regulation-
7. It must be clearly understood the--.t individuals undergoing a
reassignment through the Replacement Roster device will not be made the
responsibility of the Personnel Office during the period required to locate
a. suitable position or to effect other action. They must remain under the
jurisdiction and control of the releasing Office until final disposition is
made in their cases.
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