SECRETARIAL SURVEY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00498A000500130003-9
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 21
• Document Creation Date: December 9, 2016
• Document Release Date: July 17, 2000
• Sequence Number: 3
• Publication Date: September 25, 1975
• Content Type: MF

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MEMORANDUM FOR: Chief, Plans Staff , DDO
ATTENTION Chief, Management Support Branch, Career Management Group
SUBJECT : Secretarial Survey
I. PURPOSE:
On 22 September 1975 I submitted a Position Management and
Compensation Division report to the Deputy Director for Administration,
for passage to the Management Committee, evaluating the secretarial
positions which were recommended for upgrading by the Career Services.
This memorandum will outline the points in that report which pertain to
the Operations Directorate.
II. SCOPE:
Of the sixty-two positions submitted for upgrading,_fQrt - ive
were from the Operations Directorate. ( A list of the DDO positions is
attached as Appendix "A".) Of these, nine positions, based on their
functions and the compentency of their incumbents, were somewhat stronger
than the others. However, external comparisons do not justify promotions
of these secretaries on an incumbency allocation basis. (These positions
are asterisked in Appendix "A".)
During the course of the survey, situations were encountered and
information developed which expanded the scope of the survey from the
review and evaluation of secretarial grades and titles to identification
of problems cited by secretaries which are perhaps basically more impor-
tant, including secretarial utilization, promotion policies, interest in
other career fields, recognition, and employee career management and
development. Conclusions drawn relating to position grades and titles,
employee utilization, promotion policies, and recognition are applicable
to secretaries, Agency-wide.
The mechanisms cited herein as currently available within the Agency
to cross over into other career fields can be and are utilized by all
talented clerical employees, not just secretaries.
III. FINDINGS:
A. Position Titles:
A secretary, by definition, is one who acts as a personal
assistant to a supervisor, is flexible and adaptable, and capable of
doing what must be done to promote the smooth flow of work into and
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out of an office. Based on current duties and responsibilities, the
positions which were reviewed in this survey fulfill, to a greater or
lesser degree, this definition, and are properly titled within the
Secretarial Series. It is doubtful that a change in title would serve
any useful out -Dose. In a recentSecretarial Survey at the Department
of State, a recommendation to establish an "Executive Secretary" title
was shelved because of the difficulty in assigning the title equitably.
Additionally, several of the secretaries interviewed in the Department
of State survey felt that a title change would be an empty gesture and
"an insult to the secretary's intelligence."
B. Position Grades:
Of those positions included in the survey, __ost were found
to be overgraded by one to two grades when evaluated according to
Civil Service Commission Standards.
With regard to the Agency secretarial pattern generally,
external comparisons were made with other Federal agencies and with
private industry. These comparisons indicate that Agency secretarial
grades and salaries are essentially e ua to those provided by other
agencies and private industry. (Appendix "B") Thus, there appears
little Justification for upgrAdiDg_the A enc pattern to provide GS-08,
GS-09, and GS--iO grades for secretarial positions which relate to the
GS-16 through GS-18 officer levels. Incidently, such action would
result in an additional cost of approximately $400,000 annually.
(Appendix "C") Moreover, as evidenced by two news articles (Appendix-
"C-1") , there are those who allege that 702of the__.s_ecret.arJea in the
Foreign Service and a substantial number in the Navy Department ....
al~ e.adv. t.erpa._id, and suggest the possibility that a recent reclassi-
fication program in the Navy, if extended, could affect many of the
38,000-plus secretaries in the government.
With regard to occasional statements that "the Agency is losing
its best secretaries because of advancement opportunities on the outside,"
a review of attrition figures for secretaries in grades GS-07, GS-08, and
GS-09 during 1973 and 1974 revealed that of a total of 127 separations,.
only two were for reasons of advancement. (Appendix "D")
Though all of the secretaries interviewed expressed an interest
in having their jobs upgraded, several other comments and complaints
suggest deeper problems than position grades. These comments are noted
in the following paragraph.
C. Secretarial Comments/Complaints:
1. Under-Utilization:
A primary complaint of every senior secretary interviewed
was that of under-utilization, either in her present position or at
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some point in her career. Each believed that supervisors were not
allowing senior secretaries to use initiative nor take on "personal
assistant" responsibilities, both of which are requisite to performing
as a true secretary. Many noted that their job could be better described
as Clerk Stenographer than Secretary because the supervisor made use of
only the clerical skills of the incumbent.
2. Promotion Policies:
a. Rapid Promotions:
Promotion policies which allow a secretary to be pro-
moted to grade GS-07 within as little as two years were roundly criti-
cized by many of the senior secretaries. The view was expressed that
there was no feeling of having earned the promotions because they came
so easily. Those who spoke to this subject said that secretaries become
accustomed to rapid promotions, only to be frustrated at the GS-07 level
beyond which promotions are extremely limited in the secretarial field.
b. Officer vs. Secretarial Promotions:
In general, both officer and secretarial promotions
from grade GS-07 through GS-11 are made competitively, based on quotas
established under the CSGA. However, only those secretaries who have
headroom in their current assignment are considered for promotions while
headroom in the position is not necessarily required for the promotion
of officers. This is viewed as a "discriminatory practice" by secre-
taries. This matter is examined further in paragraph V, C.
c. Advancement Limitation:
Opportunities for secretarial promotions are extremely
limited above grade GS-09. Agency-wide, these opportunities are limited
to eleven GS-10 positions and five GS-11 positions, excluding one GS-13
and one GS-12 position located in the DCI's office. Some secretaries
expressed the view that they should be provided the opportunity to be
promoted at least as high as grade GS-13 as secretaries in positions
other than that of secretary to the DCI.
D. Lack of Interest in Other Career Fields:
Although not completely satisfied with the secretarial field,
many senior secretaries profess no interest in transferring to other
career fields where promotional opportunities are greater. They main-
tain that they enjoy being secretaries, at least when they are allowed
to take on responsibilities commensurate with their grades and experience.
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A few of the secretaries objected to the inclusion of their
occupation in the-group of clerical positions, saying that their career
is professional and requires experience, judgment, initiative, and the
ability to solve problems. Some acknowledged that their dislike for
the term "clerical" stemmed from the fact that their supervisors treated
them as office furniture or as persons able only to fetch and carry.
However, one major advantage to the clerical classification
as opposed to a professional classification is that the clerical employee
falls within the non-exempt category for ov r in purposes under the
Fair Labor Standards Act (FLSA). Therefore, under penalty of law, secre-
taries"must be paid for all overtime worked. This results in larger
paychecks for most employees in the secretarial field. "Professional"
employees are considered exempt under the Act and work extra hours without
compensation.
IV. OTHER CAREER FIELDS AVAILABLE TO SECRETARIES:
In the past two years there has been headway in developing a
personnel management structure for the clerical group, particularly
for those employees engaged in duties of a secretarial nature. As
you are aware, in FY-1975, the Operations Directorate moved ,fifty-fper
employees from secretarial positions into non-secretarial positions
leading to,professional status.
V. COURSES OF ACTION AVAILABLE:
There are at least four courses of action available:
A. Arbitrarily upgrade the senior secretarial pattern as follows:
Supervisors Grade Secretaries Grade
GS-18 GS-10
GS-17 GS-09
GS-16 GS-08
This course of actin cannot be supported-on the basis of
I
external comparisons nor by position responsibilities. It would be
costly and would be susceptible to criticism in light of increased
concern of possible overgrading of secretarial positions in other
agencies.
B. Upgrade Certain Secretarial Positions on an Incumbency Allocation
Basis:
Though nine positions in the Operations Directorate are relatively
stronger than the others, exteroaZ compari o not support promotion
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action on an incumbency allocation basis. Such a limited number of
upgradings would not have any substantial effect in improving career
opportunities in any case.
C. Extend PRA Promotion Policy- to Cover Secretaries:
Since a number of secretaries expressed the view that present
PRA promotion practices are discriminatory, this appears to be an issue
which should be addressed. While the concept of PRA promotions can be
questioned generally, the fact remains that the present application of
the concept permits the PRA promotion of officers but excludes secre-
taries. It must be noted, however, that officers are normally promoted
within the CSGA, and thus assignments at the higher grades are available.
On the other hand, the promotion of secretaries above the grades of
their positions would result in escalation of secretarial grades beyond
the available secretarial positions at the higher grades. Ramifications
such as this should be thoroughly explored before the concept of PRA
promotions is applied to the secretarial group, since current PRA regul-
lations do not contemplate such promotions where higher grade assign-
ments will not be available within a reasonable period. The attrition
rate at the senior secretarial level is expectedly low, since secretaries
tend to reach the top grades of their profession at a relatively young
age -- .20 years orso_before.. retirement. enior.~ officers look to retire-
ment because of rage and the PRA system is therefore work bie:
D. Make No Change in the Secretarial Title or Grade Pattern but
Seek to Improve Agency Practices Regarding the Utilization,
Progression, Recognition, and Career Management and Development
of Secretaries:
1. Secretarial Utilization and Advancement Opportunities:
Supervisors must be encouraged to permit secretaries to
use their initiative, exercise judgment, and perform more responsible
functions within the context of their current assignments. The effect
such enhancement will have on secretarial grades, however, must be rec-
ognized as minimal. While a great many senior secretaries expressed
little interest in career fields offering greater promotional opportunities,
transfer to such other fields offers the only practical solution. Secre-
taries sho`ui36e apprised of the Timited opportunities--t a-t--ar-e-now, and
for the foreseeable future will be, available in the secretarial field.
The existing programs that offer qualified secretaries opportunities to
-move into professional career fields should be expanded. Supervisors
sh2uid be encouraged to recognize that it is in the Agency's_i.nterest to
providesuch a- po-fftunities, even though-9t means that excellent secre-
taries may be lost and replacements must be trained.
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2. Expansion of Formalized Career Service Management of
the Secretarial/Clerical Employee Group:
The DDO and the other Career Services have made headway
over the past two years in instituting formalized consideration of cer-
tain aspects of career management or the secretarial/clerical employees
within their Career Services. There is a clear and definite need for
expanded programs. to assist talente ad nn a bttt US secre arie ~parnd
t h it potential fully, to increase career opportunities, enrich their
job environment and to allow the Agency to take full advantage of
existing personnel resources. Secretaries comprise a significant and
essential segment of our total work force and the Agency, through its
Career Services and Sub-Services, must be actively concerned with their
interests and morale to the same attentive degree directed to the needs
of professional personnel. The secretarial "problem" is multi-faceted
and will not be solved by title changes, position upgrading or token
actions. The decision has been made that employee career management
should be decentralized and administered on a-Career--Service--basis.
It is incumbent, therefore; on each Career-Service, to-fully- form T-Tze
procedures__for.=_the career management of secretaries. The Office of
Personnel and OMS/PSS could be tasked to assist ' the` Career Services
in the development of procedures as appropriate to meet the particular
needs of the secretarial group.
y
Director of Personn
Atts.
As Stated
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POSITIONS RECOMMENDED FOR UPGRADING
Directorate of Operations
CI
*BH28
CI
*BH29
OPS
BH92
OPS
BJO1
EA
BW87
EA
BW88
EA
BX23
EA
*BX44
EA
BX85
EA
BY88
EA
BZ10
EA
*BZ46
EA
BZ47
EA
CF41
EA
*CB80
EA
CB99
EA
CA36
EA
CB04
EA
CB03
EA
CB38
EUR
BQ16
EUR
BQ17
EUR
BT12
EUR
BV11
FR
BP03
FR
BP04
FR
BP39
FR
BP70
NE
CH66
NE
CG26
NE
*CG25
NE
CG79
SE
CK74
SE
CK75
SE
CK83
SE
CL11
SE
*CL53
SE
CM98
SE
*CL26
SE
CM13
SE
CM61
SE
CK98
LA
CN56
DIVD
CW81
DIVD
*CX57
APPENDIX "A'
Secretary-Steno
GS-09
Secretary-Steno
GS-08
Secretary-Steno
GS-09
Secretary-Steno
GS-08
Secretary
GS-09
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-08
Secretary
GS-07
Secretary-Steno -
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-09
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-09
Secretary-Steno
GS-08
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-08
Secretary--Steno
GS-09
Secretary--Steno
GS-07
Secretary--Steno
GS-09
Secretary--Steno
GS-08
Secretary--Steno
GS-08
Secretary--Steno
GS-07
Secretary--Steno
GS-07
Secretary--Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno
GS-07
Secretary-Steno -
GS-07
Secretary-Steno
GS-09
Secretary
GS-09
Secretary-Steno
GS-07
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COMPARISONS WITH OTHER FEDERAL AGENCIES
1. DIA
Position Supervisor's Grade
Director, DIA 3 Star General
Deputy Directors 2 Star Generals/GS-17
Division Chiefs Brig Gen/GS-16, GS-15,
Military 06
Secretary Grade
GS-09
GS-08
GS-07
Supervisors
Secretary
Director/Deputy Director
GG-11
Assistant Director
GG-10
Group Chief
Up To
GG-10
Office Chief
Up To
GG-09
Division Chief
Up To
GG-08
Branch Chief
Up To
GG-07
(Internal Policy recognizes organizational levels which create
ceilings for the secretarial positions. An employee of a lesser grade
could be assigned to the position, but not one with a higher grade than
the ceiling allows.)
3. Department of State
Supervisor
Secretary
Secretary of State
GS-13 or FSS-2
Under Secretary
GS-12 or FSS-3
Dep Under Secretary
GS-ll or FSS-4
Asst Secretary
GS-10 or FSS-4/5
Deputy Asst Secretary
GS-7/9
or FSS-7/9
Office Director
GS-6/8
or FSS-8/6
Division Chief
GS-6/7
or FSS-8/7
Branch Chief
GS-5/6 or FSS-9
Section Chief
GS-4/5 or FSS-10/9
(The Deputy Under Secretary level can be compared with the Agency
DD level. With that as a starting point, the Assistant Secretary level
equates to the deputy DD level, Deputy Assistant Secretary to Office
level, Office Director to Group level, and Division Chief to Branch leve?
The grades of secretarial positions are directly comparable.)
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3. artment of State
Con't
Foreign Services
Level of Supervisor
Class of Mission
I
II III
IV
Chief of Mission
S3 GS-12)54 GS-10/11 SSTGS-09/1Q
S6 GS-0
Dep Chief of Mission
S4
S5 S6
S7
Section Chiefs
S5
S6 S7
-
Unit Chiefs
S6
S7 S8
(Foreign Service secretarial grades depend not only-on the level
of the supervisor,' but also the class of the mission. Some would insist
that the Chief of Station is on the same level as the Chief of Mission
and therefore the secretarial grade should equate to that of the
Ambassador's secretary. Others, however, recognize that the Ambassador'.
position is of somewhat broader scope than that of the COS, and would
equate the position with that of the Sec ' n_U!efs. At this latter
level, Agency secretarial grades are again/for the most part comparable.
COMPARISONS WITH PRIVATE INDUSTRY
Though the attached figures are somewhat dated (1 August*1973),-tl
relationships are still valid in a comparison of weighted averages of
clerical salaries with GS- equivalents in the Washington, D.C. area.
Private salary information was derived from figures published by the
Executive Compensation Service, AMACOM, a division of the American
Management Association. GS grades were assigned to Agency positions
with descriptions similar to those in the AMACON?report. 1Agency secre-
tarial salaries are equivalent he private ihdustry salaries in all
cases, though not necessarily at the step one salary of the grade ranges
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"' na.i U3' Cr
 Private Industry
CLF u proe'1~`o"r`f~el`ea's11 r ~_ ; r IAS 9 79 004 AREA
3-9
* Approximate Agency GS Grade
Position Title
Annual-Salary GS Equivalent .For Similar Positions
CS Sa1nriei Effcctlye Alikost 1973.
step .~
L 0 11 'r
a RRRUSL ne maoe.
The unit chi eked on the political af- Public, with 'the exception of references
foliations of eppticants for and employ- to individual government employees
ees in ostensibly nonpolitical Civil and the Civil Service Commission's
Service jobs. T ose designated as politi- recommendations for improvements in - i
cat loyalists were given preference. A the way other. government agencies
similar ille;;ai scheme was discovered handle their employees-That decision is -.s.
at the General Services Administration.. still being appealed, and the govern-
t meat has
The secrecy soon may end, however,
because of two important recent de-
velopments.. The first is a lawsuit at-
teging that Bernard Rosen, executive
director of the Civil Service Commis-
sion, has acted illegally in refusing to
make the reports public.
App
Civil Service chief Robert Hampton
He has fou h
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corruptror7 an w waste:
s year, or exa the commis-
~
I
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ROUTING AND RECORD SHEET pL
SU iECT: (Optional)
Memorandum dated 25 September 1975. Subje _PV - ial Survey
FROM: EXTENSION NO.
DDO 1414
DATE ~ -- 21 September 1976
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
F Q- DDA L
13 ~
4 S
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YI . DD/A Registry
2.
3.
4.
5.
D -/
J ~cr
6.
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7.
8.
9.
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12.
13.
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610 USE PREVIOUS F-] SECRET ^ CONFIDENTIAL ^ INTERNAL. EJ UNCLASSIFIED
EDITIONS 1 cF nNllr