COMPETITIVE PROMOTION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01341A000100030007-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 18
• Document Creation Date: December 9, 2016
• Document Release Date: July 13, 2000
• Sequence Number: 7
• Publication Date: November 29, 1958
• Content Type: REGULATION

--II 25X1A -
Approved For R.~Iease 2001/0kRDP80 843 07-0
25X1A
REGULATION PERSONNEL
25X1 A Revised 29 November 1956
COMPETITIVE PROMOTION
SYNOPSIS: This regulation establishes a competi-
tive promotion program within Career Service areas,
characterized by periodic evaluation by panels.
25X1A
Rescissions: (1) dated 9 October 1954
(2) dated 30 April 1954
Page
GENERAL . . . . . . . . . . . . . . . . . 1
POLICY . . . . . . . . . . . . . . . . . . 1
DEFINITIONS . . . . . . . . . . . . . . . 2
RESPONSIBILITIES . . . . . . . . . . . . . 3
PROMOTION REQUIREMENTS . . . . . . . . . 3
PROCEDURES . . . . . . . . . . . . . . . 4
IMPLEMENTATION OF THE COMPETITIVE
PROMOTION PROGRAM . . . . . . . . . . 5
EXCEPTIONS TO AGENCY EXPERIENCE
REQUIREMENTS . . . . . . . . . . . . . 5
1. GENERAL
This regulation states policy and procedures which apply to the promotion of
employees (staff employees and staff agents) to grades GS-15 and below. It does
not apply to the promotion of employees to grades GS-16, 17, and 18 (seems
nor to the promotion of employees who will occupy positions compensated in
accordance with Wage Administration Schedules.
2. POLICY
a. The Agency Table of Organization (T/O) will be staffed by the assignment of
qualified personnel to the positions in which they are most needed, with due
consideration given to preferences of employees. To maintain authorized
staffing levels for Agency positions, qualified employees will be advanced on
the basis of competitive evaluation of their performance, qualifications, length
of service, acceptance of Career Staff obligations, and value to the Agency.
Promotions and recruitment will be administered so that the composition of
Agency personnel by grade level and occupational fields will not exceed the
authorized staffing.
b. In general, each Career Service will comprise
for promotion for members of that service.
Service will establish e arate areas of _comx
necessary because of substan a differences of work performed by its personnel.
Ser ice~,s of Competitive Evaluation Panels in each Career'Service. Pangl rec-
ommenda ions or proiiiobons will be visory o e ead of the Career
e Vice, who will maT~e finaT'recommenda ions to ~Te -ccoroPersonnel.
Panel consideration will not be required in the adminis ra ion of promo ions- of
personnel in grades (aS-6 and below, bue basic principle of competitive
promoot o expressed in 2a above will be followed.
the competitive promotion area
However, the Head of a Career
etition within the service when
occupational or functional lines
c.1 Competitive evaluation of employees in grades GS-7 through GS-14. for promo-
cl. Personnel in the zone of consideration will be considered for promotion by the
Head of their Career Service at least once ea tic year.
25X1A
OQG REV OATi"L" BY OH_5
1 -- - ~
eflir, forme _--~ ON TYPE
Approved For Release 2001/04/a~[JUST P8t1 _NEXT !E 001 ,07LGs -
10-2
V AUTO HR
 Approved For Release 2001 > cre1A?RDP80-01 1A000100030007-0 .
25X1A
25X1A
PERSONNEL
Revised 29 November 1956
e. Promotions will be of one-grade increments except where double-grade stages
have been established for progression within the grade range GS-5 through
GS-11.
f. Normally, individuals will occupy positions which correspond in grade to their
grade after promotion. However, they may occupy positions higher in grade
than their grade after promotion, when necessary; or they may be promoted
under competitive evaluation procedures and occupy a position lower in grade
than their grade after promotion when it is necessary in the best interests of
the Agency that they be retained in or assigned to such a position in a personal
rank assignment status. A personal rank assignmerlt.,wi11. not be authorized if
the action would result in the gra e s ructure of personnel. in the Career Service
exceeding the grade structure of positions wilkch the Career Service is respon-
sible for staffing (Career Service Staffing Authorization) in the competitive
promotion area concerned.
3. DEFINITIONS
a. PERSONAL RANK ASSIGNMENT
A personal rank assignment is an assignment in which the grade of an
employee is authorized to exceed the grade of the position encumbered. Per-
sonal rank assignments are approved by the Director of Personnel upon cer-
tification by the Head of the employee's Career Service and Operating Official
concerned that they are necessary in the best interests of the Agency for one
or more of the following reasons:
(1) To enable an employee to be competitively promoted and complete a spe-
cific tour or assignment in a position of grade lower than his grade after
promotion.
(2) An employee is the only qualified individual available for assignment to a
position which must be filled immediately.
(3) The employee possesses such unusual background, contacts, or qualifica-
tions for a particular position that his assignment to that position is essen-
tial to an Agency program.
(4) An employee's service record and qualifications clearly predict satisfactory
performance in a position of his grade, and staffing plans provide for the
filling of such a position in the near future, but no appropriate assignment
of proper grade is currently available.
(5) To permit an employee to obtain specific experience essential to the planned
future utilization of his services.
Under any of these circumstances, personal rank assignments will be for a
specified maximum period of time, as agreed to by the Director of Personnel,
Head of the Career Service, and Operating Officials concerned.
b. CAREER SERVICE STAFFING AUTHORIZATION (CSSA)
A Career Service Staffing Authorization is the number of positions by grade
levels and occupations which a Career Service is responsible for staffing. In
the absence of designation of T/O positions according to Career Service juris-
diction, the Career Service Staffing Authorization will be approximated by
tabulating the grades of all positions encumbered by members of the Career
Service in each competitive promotion area and adjusting to provide for vacant
positions to be filled during the period.
c. SENIOR SUPERVISORS
For purposes of this regulation, the term Senior Supervisors will be used to
designate the heads of the operating echelons in which employees under con-
sideration for promotion are located. Senior Supervisors generally will be
Approved For Release 2001/0-RDP80-01341 A000100030007-0
 Approved For Release 2001 IO4W CIA RDP80-X4344000100030007-0
25X1A
25X1A
REGULATION PERSONNEL
Revised 29 November 1956
Divisions and Senior Staffs in the Office of the DD/P; or comparable officials
as agreed to by the Head of the Career Service _and the Deputy Director con-
cerned.
d. CAREER SERVICES, HEADS OF CAREER SERVICES
The Career Services and the Head of each Service are designated in
4. RESPONSIBILITIES
a. SUPERVISORS
Supervisors at all levels are responsible for evaluating the merit for promotion
of employees under their jurisdiction and for making recommendations to the
Heads of appropriate Career Services, through command channels, concerning
the promotion of such employees according to the provisions of this regulation.
Such recommendations also will conform to the provisions of paragraph 5b,
(Tentative), Employment Policy and Procedure.
b. HEADS OF CAREER SERVICES
The Head of each Career Service is responsible for:
(1) Recommending promotions to the Director of Personnel based upon com-
petitive evaluation of employees' merit for promotion in relation to the
staffing requirements for the Career Service and after due consideration of
recommendations from Competitive Evaluation Panels, Career Boards, and
Senior Supervisors.
(2) Determining competitive promotion areas within the Career Service.
(3) Establishing the number of Competitive Evaluation Panels considered nec-
essary and defining the jurisdiction of each panel as to grade levels and
competitive promotion areas of personnel to be evaluated.
(4) Appointing the membership of each Competitive Evaluation Panel.
(5) Ensuring that the composition of the membership of his Career Service by
grade level and occupational fields does not exceed the staffing authoriza-
tion of the service (CSSA).
c. DIRECTOR OF PERSONNEL
The Director of Personnel is responsible for:
(1) Ensuring compliance with the regulation by continuous evaluation of the
Agency's promotion program.
(2) Reviewing all promotion requests and finally approving promotion actions
which conform to the provisions of this regulation including the approval
of personal rank assignments when required by a promotion request.
(3) Recording and disseminating the qualification requirements of all Agency
positions to be used as a basis for reviewing promotion requests.
(4) Providing periodic listings to Heads of Career Services of personnel in the
zone of consideration for promotion and periodic reports on the status of
utilization of the Career Service Staffing Authorization (CSSA).
5. PROMOTION REQUIREMENTS
a. AGENCY EXPERIENCE REQUIREMENTS
An employee will enter the zone of consideration for promotion when he has
served in his current grade in the Agency for the period indicated below:
GS-1 through GS-6 6
GS-7 through GS-11 12
GS-12 and GS-13 18
GS-14 24
25X1A
25X1A
Approved For Release 2001 /04T85 4W-RDP80-01341 A000100030007-0
 aw.
Approved For ReNesse 20018WtfdAcR9P80-01 1 00100030007-0
25X1A
25X1A
AMNOW 25X1A
REGULATION PERSONNEL
Revised 29 November 1956
b. QUALIFICATION REQUIREMENTS
An employee must be qualified to perform the duties of a higher grade position
to which his promotion is recommended. If an employee is being promoted and
retained in a personal rank assignment in a lower grade position, he must be
qualified to perform work in the occupational category and grade level to which
he is promoted. When an employee is being considered for promotion to a
position for which qualification requirements are prescribed in Handbook No.
-these requirements will be used as the basis for evaluating his qualifi-
6. PROCEDURES
a. COMPETITIVE EVALUATION PANELS
(1) In consideration of the number of personnel to be evaluated for promotion
by grade levels and competitive promotion areas, the Head of each Career
Service will appoint Competitive Evaluation Panels and define the grade
levels of personnel and the competitive promotion areas to be under the
jurisdiction of each panel.
(2) Each panel will consist of a minimum of three voting members of the Career
Service concerned who will accomplish the evaluation of the groups of
personnel designated. Panel members must be senior in grade to employees
to be evaluated and will serve for the period of time required to complete
the evaluation of the groups of designated personnel. Career Boards and
their panels may be used as Competitive Evaluation Panels if desired by the
Head of a Career Service and providing their membership meets the
requirements stated above.
(3) Competitive Evaluation Panels will utilize Guide for Com-
petitive Evaluation Panels, as an advisory guidebook in order to obtain
reasonable uniformity in panel operations within and among Career
Services.
(4) Upon completion of competitive evaluation of each grade level and com-
petitive promotion area, the panel concerned will provide the Head of the
Career Service with a listing in order of merit for promotion of the indi-
viduals recommended by the panel for promotion.
b. SENIOR SUPERVISORS
(1) Upon request of the Head of a Career Service, Senior Supervisors will sub-
mit to him for each grade level a list of their employees in that Career
Service and in the zone of consideration whom they recommend for promo-
tion. Whenever practical, Senior Supervisors will list the recommended
employees in the order of preference for promotion. This listing will be
provided to the appropriate Competitive Evaluation Panel for its use.
(2) Whenever a Senior Supervisor considers immediate promotion action is
desirable to recognize outstanding ability and performance, he may submit
an individual promotion recommendation to the Head of the appropriate
Career Service, without waiting for the request from the Head of that
Career Service for promotion nominations for panelevaluation of employees
in thegrade level.
(3) Senior Supervisors will submit promotion recommendations for personnel
in grades GS-6 and below when promotion is considered to be merited on
the basis of performance, qualifications, and length of service as compared
with other personnel under their jurisdiction and in the same competitive
promotion area.
c. HEADS OF CAREER SERVICES
(1) In consideration of rank order listings proposed by the Competitive Evalu-
ation Panels, Heads of Career Services will make final determinations as to
employees in grades GS-7 through GS-14 to be recommended to the
Director of Personnel for promotion.
25XlAaw,
4
Approved For Release 2001/04-RDP80-01341 A000100030007-0
 R
Approved For R~Ie a 2001/04/ RDP80-(}9-344.A
5X1A
25X1A
REGULATION PERSONNEL
Revised 29 November 1956
(2) Heads of Career Services will initiate promotions for personnel in grades
GS-6 and below in consideration of recommendations from Senior Super-
visors and on the basis of performance, qualifications, and length of service
of the individuals in comparison to other personnel in the competitive pro-
motion area.
(3) Heads of Career Services will ensure that employees recommended for pro-
motion are to be utilized in a position of proper grade upon their promo-
tion or upon completion of a personal rank assignment authorized as speci-
fied in paragraph 3a of this regulation. They will also ensure that the
grade and occupational structure of personnel in the Career Service will
not exceed the Career Staffing Authorization as a result of promotion
actions recommended. Prior to releasing promotion requests, they will
inform the appropriate Senior Supervisors of the names of employees pro-
posed for promotion and give due consideration to a request from a Senior
Supervisor as to the timing of the action or that a promotion be withheld.
(4) Heads of Career Services will submit promotion recommendations to the
Director of Personnel on SF-52 Re uest for Personnel Action, in accord-
ance with instructions of Promotion requests requiring per-
sonal rank assignments will include a statement from the Operating Offi-
cial, with concurrence from the Head of the Career Service concerned, of
the reason for the use of this type of assignment and the probable duration.
7. IMPLEMENTATION OF THE COMPETITIVE PROMOTION
PROGRAM
Heads of Career Services are authorized to implement the program in gradual
stages of one grade level of personnel at a time, thereby continuing previous pro-
motion procedures for levels of personnel on which Competitive Evaluation Panel
action has not been taken. The program, however, should be fully installed by
1 January 1958.
8. EXCEPTIONS TO AGENCY EXPERIENCE REQUIREMENTS
Exceptions to the Agency Experience Requirements for promotion to any grade
will be approved or disapproved by the Director of Personnel upon submission of
justification by the Head of a Career Service. Exceptions will be made only when
it is clearly established that:
a. An employee was initially employed at a grade below that for which he was
qualified; or
b. An individual is properly qualified for promotion based partly on his experience
prior to his entry on duty; or
c. Such exception is necessary to recognize and utilize an employee's outstanding
ability.
L. K. WHITE
Deputy Director
(Support)
07-0 25X1 A
r
5
Approved For Release 2001/040a RDP80-01341A000100030007-0
 6" " A W4
Approved For Release 2001/04/05: CIA-RDP80-041A000100030007-0
zst NV 616 as 131
U3110didW03
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
 25X1A
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
Next 3 Page(s) In Document Exempt
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
 Approved Fo please 2001/04/05: CIA-RDP86AWlA000100030007-0
25X1A
GUIDE FOR
COMPETITIVE EVALUATION
PANELS
DISTRIBUTION: A plus SPECIAL
29 November 1956
a g~5
Ol,/ M? `i: ~bS~ 1541
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
 Approved For R rIea, a 2001/04/05 P80-0" ~~~Uo 25X1A
25X1 A
25X1A
HANDBOOK PERSONNEL
29 November 1956
GUIDE FOR COMPETITIVE EVALUATION PANELS
FOREWORD
This handbook is for the guidance of Agency personnel who are appointed by
Heads of Career Services to serve on Competitive Evaluation Panels.
The information presented, however, should be of equal interest to all super-
visors who will participate in the competitive evaluation process and who will,
in the final analysis, be largely responsible for its effectiveness.
The guidelines and procedures presented are intended to be advisory in nature
rather than regulatory. It is realized that variances in the composition of Career
Services and the dispersion, geographically and occupationally, of their personnel
will require the development by the Career Services of internal operating pro-
cedures to fit their needs. However, the use of this handbook to set the frame
of reference for the operations of Competitive Evaluation Panels of all Career
Services will provide a desirable degree of Agencywide uniformity in promotion
administration.
P li on the competitive promotion program are set forth in
competitive Promotion.
L. K. WHITE
Deputy Director
(Support)
i
Approved For Release 2001 /04/0531 IP80-01341 A000100030007-0
 Approved For'se 2001/04/0 P8013, 25X1A
v a wTr,unnu PERSONNEL
25X1A
GUIDE FOR COMPETITIVE PROMOTION PANELS
Page
I. INTRODUCTION TO THE COMPETITIVE
PROMOTION PROGRAM . . . . . . . . . 1
II. THE COMPETITIVE PROMOTION PROCESS . . 2
III. SUPPORT PROVIDED TO COMPETITIVE
EVALUATION PANELS . . . . . . . . . . 6
1. INTRODUCTION TO THE COMPETITIVE
PROMOTION PROGRAM
High esprit de corps of Agency Personnel depends to a considerable degree
upon the achievement of a fair and effective promotion system which will earn
and retain the respect of all members of the Agency. The Agency has adopted
the competitive evaluation promotion policy with the aim of ensuring maximum
equity, objectivity, and impartiality in promotions. This program is based to
some extent upon characteristics of the various promotion systems in the Foreign
Service Corps of the Department of State, private business, and the Military
Services, but is specifically designed to meet Agency objectives of building and
maintaining a Career Staff of high caliber. Its chief characteristics are:
A. PERFORMANCE MEASUREMENT:
Appraisal of the employee's value to the Agency in terms of the quantity and
quality of the work he has performed; his conduct, skills and personality;
and his potential for future assignments. A conscientious effort is made to
record, by means of the Biographic Profile and Fitness Report, complete,
factual, and objective informa ion regar ing eac in v Tua .
B. EQUAL OPPORTUNITY FOR ADVANCEMENT
WITHIN A CAREER SERVICE:
Every employee eligible for promotion is evaluated (1) annually, (2) in com-
parison with every other member of his Career Service who is in the same
grade and occupational category, and (3) in the case of personnel in grades
GS-7 through GS-14, by an impartial Competitive Evaluation Panel. This
system differs from'the usual civil service practice where promotion depends
rigidly upon the grade of the job to which the individual is assigned.
C. GROUP JUDGMENT:
The relative standing of the person rated depends on group judgment.
The Fitness Report contains the opinions of individual supervisors and
reviewing officers; the annual competitive rating represents the consensus
of a group of experienced senior members of the employee's Career Service
with respect to the employee's merit for promotion in comparison with his
contemporaries. The objective is to make the promotion system genuinely
free from favoritism and bias.
D. SUFFICIENT SERVICE IN GRADE TO PROVIDE
A BASIS FOR EVALUATION:
The promotion system requires that personnel serve long enough in each
grade to provide a basis for a thorough evaluation of their performance at
the grade level. This is accomplished by establishing minimum periods of
service in each grade during which personnel are not in the zone of consid-
eration for promotion.
E. RECOGNITION OF MERIT BY ADVANCEMENT:
In each grade, the normal practice will be to promote those who are ranked
highest by the Competitive Evaluation Panel, provided their qualifications
1
Approved For Release 2001/04/05: 80-01341A000100030007-0
 25X1A
Approved For Release 2001 /0 ,Ef lA-RDP80- 0007-0 -
PERSONNEL
29 November 1956
can be utilized to advantage at the next higher grade level. In other words,
the available promotions will go to those found by the panels and Heads of
Career Services to be the most competent and valuable to CIA.
II. THE COMPETITIVE PROMOTION PROCESS
A. FUNCTION AND COMPOSITION OF
COMPETITIVE EVALUATION PANELS:
Panel Competitive Evaluation of all eligible employees on the basis of
their performance, qualifications, acceptance of Career Staff obligations,
length of service, and value to the Agency is the most critical element in
the selection of personnel for promotion. The product of panel action
will consist of a list of employees ranked in order of merit for promotion
for the use of the Head of the Career Service in making final promotion
recommendations. The list will include the employees the panel con-
siders at the time of panel action to merit promotion within the numerical
limitation which may be prescribed by the Head of the Career Service.
Panels will be comprised of a minimum of three members of the Career
Service concerned, senior in grade to employees being evaluated, and
appointed by the Head of the Career Service to serve for the period
required to evaluate all eligible employees in the grade groups and com-
petitive promotion area(s) assigned.
B. INFORMATION USED BY PANELS IN EVALUATING EMPLOYEES:
1. Listing of all personnel in the zone of consideration for promotion in
the grade level to be evaluated.
2. Listing of personnel recommended for promotion (in order of preference
whenever practical) by Senior Supervisors.
3. An indication from the Head of the Career Service, if he desires, of the
number of personnel to be on the panel's rank order list. (The Head of
the Career Service may predetermine the approximate maximum num-
ber of promotions to be made at each grade level on the basis of guide-
lines, such as past promotion practice and the status of staffing of the
Career Service. Rather than reveal the maximum figures, he may
direct the panel to provide a rank order listing for each grade level
which will. contain a somewhat larger number of names. This will pro-
vide for the likelihood that some individuals on the panel's rank order
listing will not be promoted for the reason that their qualifications are
not utilizable currently at the higher grade and the use of a personal
rank assignment is not considered appropriate.) .
4. Form No. 1080, Biographic Profile (Figure 1), or an equivalent summary
of service . pei`f`rmance 6feach employee in the zone of considera-
tion. The Official Personnel Folder is also available to the panel if
needed.
5. Personal interview, whenever feasible, of employees. their supervisors,
or others having knowledge of the employees being evaluated. The
importance of interviews of persons in grades GS-i.2 and above par-
ticularly is stressed.
C. SIGNIFICANT FACTORS FOR PANEL CONSIDERATION
IN EVALUATING EMPLOYEES:
1. Performance (Productivity, Quality, and Level of Job Performed)
a. One of the chief considerations in competitively evaluating employees
is the performance factor, i.e., how well the job has been performed
and the quality and quantity of work done. In the interest of
rendering maximum equity in judging this factor, panel members
should bear in mind the level of the job performed by employees
25X1A
2
Approved For Release 2001 T: CIA-RDP80-01341A000100030007-0
 Approved For %~[.eape 2001 /04/05 DP804'1 7-0 25X1 A
V A NDBOOK PERSONNEL
25X1A
they evaluate. Otherwise, it may happen that an employee perform-
ing work of a lower level than his current grade will perform
exceptionally well and be rated unduly high, whereas an employee
performing work of a higher level than his current grade may be
rated too low. Thus, Fitness Reports and comparable ratings be-
come more meaningful when considered in relation to the char-
acteristics and level of the job performed.
b. In addition to past and current performance, the potentiality the
individual has demonstrated for the performance of more difficult
and responsible duties in the future is very important. Fitness
Report ratings on this factor and records of performance of assign-
ments of higher grade level should be considered carefully.
c. A common criticism of promotion panel systems is that they tend to
make employees reluctant to take initiative, but instead individuals
may be inclined to conform entirely to prevailing opinion. Since
this tendency would jeopardize the merit system and the effective-
ness of the Agency staff, every effort must be made to give due
credit to employees who have shown themselves capable of sound
independent judgment, creative work, self-reliance, and the accept-
ance of unusual responsibility. If the initiative of an employee has
led to some difficulty, he should not be severely judged because a
calculated risk did not work out if the attempted line of action was
worthwhile. Similarly, panel members should be wary of employees
who restrict their output in order to concentrate on a few work
products for the purpose of receiving special commendations.
d. Extra care should be taken to determine the merit for promotion of
employees whose duties give them opportunity for comparatively
little substantive output which can be readily evaluated, or whose
duties and performance cannot, for security reasons, be completely
documented. Similarly, employees engaged in training assignments
must be given full consideration for their efforts in the light of their
reported accomplishments during such training.
e. In evaluating the performance of employees performing executive
or supervisory duties, it is stressed that principal consideration
should be given to the demonstration of management skills. Of
importance are the demonstrated abilities of an executive or super-
visor to plan and organize his unit, establish sound policies, train
and supervise employees, achieve efficient operation, and accom-
plish the required objectives.
2. Acceptance of Career Staff Obligations
A factor which should be given considerable weight is the willingness
of the employee to meet his Career Staff obligations. This may be
exemplified by acceptance of assignments to isolated or hardship posts,
undertaking of specialized training which may lead to protracted
periods of service in difficult or unpleasant areas of the world and,
in general, by a demonstrated willingness to put the needs of the
Agency before personal preference or convenience.
3. Value of Employee to Agency
Developing and retaining the required number of qualified personnel
in all lines of work are problems which all Career Services must face.
The major objectives of the Agency Career Program include providing
Career Staff Members with a broader base of training and experience
to increase their versatility and assignment potential as well as devel-
oping employees in highly specialized fields. In competitively evaluat-
ing employees for promotion, consideration should be given to the pres-
ent value of the employee to the Agency, as well as his potential use-
fulness. Of pertinence to the value of an employee to the Agency is a
3
Approved For Release 2001/04/05 bRSO-01341 A000100030007-0
 Approved For Release 2001
RDP80 0007-25X1 A
HANDBOOK PERSONNEL
25X1 A 29 November 1956
consideration of possession of scarce occupational skills and experience
which are difficult to replace and which may have required arduous
training or unpleasant assignments for their acquisition.
4. Length of Service
Length of service in a grade level (beyond the minimum time require-
ment) shall be a factor in the evaluation of an employee's record in
that promotion must be earned by meritorious performance over a
period of time sufficient for appraisal. Agency experience at lower
grade levels as well as experience gained prior to entry into CIA should
be evaluated on the basis of their applicability to an Agency career.
Notwithstanding the usual length of service requirements, it is im-
portant to keep in mind that no employee should be rated lower than
his performance merits simply because of the recency of his last promo-
tion. To do so might penalize unusual efforts and talents as well as
enhance the chances for promotion of those whose principal claim is
that of seniority.
5. Qualifications (Education, Experience, Training, Personal
Characteristics)
The degree to which an employee exceeds the minimum standards of
experience, training, and education is significant to his evaluation, pro-
viding the experience, training, and education is of demonstrated use-
fulness in connection with the employee's work and probable future
utilization. Personal characteristics should similarly be evaluated in
terms of their application to current and probable future assignments.
6. Other Considerations
a. Panels must ensure that individuals currently on assignments over-
seas or otherwise outside headquarters are given equal consideration
for promotion and are not penalized by their nonavailability for
interview nor by the problems of current documentation of per-
formance.
b. In evaluating employees whose records reflect adverse reports or
criticisms, care should be taken to determine whether the adverse
material has been out-dated by more recent favorable performance.
Giving undue weight to past reports of defects which an employee
has corrected may create an unjust permanent handicap to his
career. Thus, panels must be as sensitive to records reflecting
improved performance as they are to those which reflect deteriora-
tion.
c. Panel members' personal knowledge of an individual should not be
given undue weight. However, if a panel member, through personal
experience or otherwise, is cognizant of pertinent information not
in the records, he shall make that information available to the panel
for investigation and consideration. A panel member should dis-
qualify himself from ranking any candidate whom he may feel he
cannot objectively evaluate due to close association or strong per-
sonal feelings.
d. Whenever competitive evaluation establishes employees' ratings as
essentially equal, it is appropriate that panel members give added
weight to consideration of age, length of qualifying experience, and
general background.
D. SUGGESTED STEPS IN COMPETITIVE RANKING BY :PANELS:
1. Names of all eligible employees recommended for promotion by Senior
Supervisors will be provided to the panel by the Head of the Career
Service.
2. The records (Biographic Profile or equivalent) of the above employees
will be preliminarily reviewed by panel members for familiarization.
Approved For Release 2001
CIA-RDP80-01341 A000100030007-0
 Approved For R 1W a 2001/04/0 0-043 ~~~Wo 25X1A
,%.. 25X1A
HANDBOOK PERSONNEL
29 November 1956
3. The records (Biographic Profile or equivalent) of all other eligible
employees in the competitive promotion area will be reviewed. From
this group, the names of any other employees considered by the panel
to warrant final ranking for promotion will be selected.
4. The names of employees recommended for promotion by Senior Super-
visors together with the names of other eligibles selected by the panel
will be considered for panel ranking. Whenever feasible, interviews
will be conducted with these employees, their supervisors, and others
having knowledge of their work. This step is particularly desirable
in the consideration of employees in grades GS-12 and above.
5. Each panel member will individually rank all employees (selected as
above) after completion of the review of Biographic Profiles or equiv-
alent summary of service and performance, and the completion of panel
discussions or interviews.
6. Upon review of the individual rankings, any wide discrepancies in
panel member rankings on any employee will be discussed and more
information obtained if necessary. Thereafter, panel members may
adjust their individual rankings.
7. The final ranking list will be computed as a composite of individual
rankings with equal weight being given to each panel member's judg-
ment. The individual rankings for each employee will be totalled,
and the final ranking will be determined by listing the employee with
the lowest total of ranking points first, the employee with the second
lowest total of ranking points, second, etc. If a panel member dis-
qualifies himself on ranking an individual, the rankings of the other
members will be given proportionately more weight in the mathematical
computation.
RANKING ORDER COMPUTATION (EMPLOYEES a, b, c, d, e)
EMPLOYEE RANKING BY PANEL MEMBERS
Rank
Panel Member 1
Panel Member 2
Panel Member 3
1
a
c
a
2
c
b
b
3
e
a
c
4
b
d
e
5
d
e
d
1
a 5
2
c 6
3
b 8
4
e 12
5
d 14
8. If the final list exceeds the maximum number of candidates for promo-
tion requested by the Head of the Career Service, the list will be adjusted
accordingly and forwarded to the Head of the Career Service for his use.
Approved For Release 2001/04/05-;-~JDP80-01341 A000100030007-0
 25X1A
Approved For Rya a 20011CIA-RDP8
HANDBOOK PERSONNEL
29 November 1956
III. SUPPORT PROVIDED TO COMPETITIVE
EVALUATION PANELS
A. BY OFFICE OF PERSONNEL:
The Office of Personnel will be responsible for the program of preparing
accurate Biographic Profiles of personnel to be evaluated. Due to the
volume of work involved, participation by Personnel Officers, Career
Management Officers, and employees in this program will be necessary.
Additionally, the Office of Personnel will provide clarification on promo-
tion procedures, and furnish listings of personnel in the zone of considera-
tion, qualification requirements for specific positions or lines of work, and
position evaluation information.
B. BY CAREER MANAGEMENT OFFICERS OF THE CAREER SERVICE:
Important responsibilities of Career Management Officers will be the pro-
vision of secretariat support to Competitive Evaluation Panels, the obtain-
ing of information concerning employees being evaluated before or during
panel considerations, and serving as a point of liaison between the panel
and Senior Supervisors.
C. BY PERSONNEL OFFICERS AND ADMINISTRATIVE OFFICERS IN
OPERATING OFFICES:
Personnel Officers and Administrative Officers will be responsible for en-
suring that lists of personnel recommended for promotion by Senior
Supervisors are provided to the panels and will assist Senior Supervisors
in this regard. They will participate with the Office of Personnel in
developing Biographic Profiles or the equivalent for panel use.
007-925X1 A
Approved For Release 209' 'n CIA-RDP80-01341A000100030007-0
 ApprovgJ j0 Iea 2001/04/05: CIA-RDP80-0 = MPERSONNEL 7-0
25X1 A 29 November 1956
25X1A
BIOGRAPHIC PROFILE
1.
NAME (Last-First-Middle)
2. SEX
3. DATE OF 81RTH
4. LONGEVITY COMP. DATE
5. SD
6.
MARITAL STATUS
7. DEPENDENTS
(Exclud. employee)
NUMBER
YEARS(S) OF BIRTH
8. U.S. NATURALIZATION DATE
(1 f appropriate)
9.
CAREER D
STAFF
EFFECTIVE DATE
INELIGIBLE
D
ECLINED
ID. DATE OF LAST MED. RPT.
EVAL. FOR D
UAL, FOR
STATUS
PENDI
NG
D
ENIED
11.
CURRENT
RESERVE
NONAPPLICABLE
RANK
READY ? CAT I
READY CAT 2
STANDBY ? CAT 3
D
STATUS
RETIRED
SERVI
CE
I2.
ASSESSMENT DATE
13. PROF. TEST DATE
14. LANGUAGE APTITUDE TEST DATE 15.
I GRADE OF
POSITION INCUMBERED
16.
NON-CIA EXPERIENCE (Including Military,
CI
G)
COI, OS
S, SW
7, NON?CIA EDUCATION (Including Military, all training
prior to QJD, and all training since F]7D except that
covered in item 19)
18. FOREIGN LANGUAGE ABILITIES
LANGUAGE
HOW ACQUIRED
PROFICIENCY
TESTED
19.
AGENCY-SPONSORED TRAINING
20.
CIA EMPLOYMENT HISTORY SINCE 18 SEPT 1947
PRINCIPAL DETAILS FOR LAST 10 YEARS.
(SP-50 & Military Orders) FIRST ASSIGNMENT AND ALL ASSIGNMENTS AND
EFFECTIVE DATE
POSITION TITLE & OCCUPATIONAL
CODE
GRADE
ORGANIZATION & ORGAN. TITLE (If Any)
LOCATION
FORM
NO
. 1080
1 SEP 56
__a7CV1(C I
(When Filled In)
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
Figure 1 (Face)
 25X1A
100030007-65X1A
)
(
an
NAME (Last-First-Middle)
DATE OF BIRTH
21 EVALUATIVE DATA
A. FITNESS REPORTS
FORM NO. 45. 1 NOV 55
EDITION OR LATER
RATING
LAST RATING . DATES
OF PERIOD COVERED
RATING
LAST RATING - DATE,
OF PERIOD COVERED
RATING
LAST RATING ? DATES
OF PERIOD COVERED
PERFORMANCE SEC. C
SUITABILITY SEC. 0
PO TFRTIAL SEC. G-I
B. ARE THERE REMARKS ON THE FITNESS REPORTIS) WHICH INDICATE FACTORS THAT SHOULD RE REVIEWED IN DETAIL?
No ["IYEs (Give date and identity of document. Include brief statement i_n item 21c)
s
C. SUMMARIES OF OTHER EVALUATIVE REPORTS IN PAST TWO YEARS (PER, previous edi tion+ of Fitnes Reports, memoren ums
by supervisor, etc.)
27 SUMMARY OF CAREER PREFERENCE OUTLINE AND/OR FIELD REASSIGNMENT QUESTIONNAIRE (Indicate date(s))
t'r
23. ADDITIONAL INFORMATION (Commendations, Honor and Suggestion Awards. Language o iciency war s, warning
Letters. Disciplinary Actions, etc.)
24. DATE PREPARED
25? PROFILE PREPARED BY (Typed name and signature)
26 ITEMS 1.20 I
VES
REVIEWED & VERIFIED
DATE
BY EMPLOYEE
=No
Approved For Fuse 2001/04/05: CIA-R~
HAND OOK
IYh Filled In
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0
Figure 1 (Back)
 Approved For R Iea a 2001/ IA-RDP80-( 4 4000100030007-0
ULS6 RV 110 0
Approved For Release 2001/04/05: CIA-RDP80-01341A000100030007-0