LISTING OF REPRESENTATIVE STAFF STUDIES AND REPORTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000100010012-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: April 22, 2002
• Sequence Number: 12
• Publication Date: June 30, 1955
• Content Type: REPORT

'Ap.p.roved For Release 2002/06/13 :CIA-RDP80-018268000100010012-1
Listing of Representative
+aM.s Studies
rAdlel lG~67[1Z`T
10 AU I' of Promotion Prc r+es,sion Patten a
tart at - - f eus '
Sint of A MY.: Su gra4a Structure
In connection with discharging the responsibility of the Director
of Personnel. in the administration of the Age y promotion programs
the necessity arose. for amplifying Regulatio , Promotions
with respect to designating lines of" work i n w emane grads pro-
motions were proper and lines of work in. which the non all advance
meet should be established at twowgrade intervals within the GS'
to GS-lx inc1n sivo ? ', Accordingly,, the Division studied past
promotion ptices: in the Agency as well as promotion progression
patterns elsewhere in the Federal Service and. prepared proposed
changes to the Regulation which define pr mot3.on progressions for
all Agency positionsa
A staff study was prepared for the DDCI _ slattir g forth the co n
dation
f th
Of
is o
e
fie of Personnel as to the.pamper supegrade
structure'' for CIA in tex ofs (11) . Total number of authorized
positions, (2) grade distribution of supergra nositions and (3)
30
study required a detailed review of sunrgrade poitions and pmtterrms
distr bution of supergrade positions among . 'r componants'. W`hig'
proposes:. s/ to rey3 a Promotions to a
value to the Agancy, runs counter' to the concept of pay based: solely
on the classification pf the. employee's' cunt dut~ies and espond.
bilities In recogniti( of this situation a staffs
tud~v was prte
pared which -
Experience obtained froam Career Service Hoards and Panels indicated
that theta sure times when the concept of promotion for merit, based
on a c+xrpetitive evaluation of an employel aiccomplidl nta and
IYlrpllplf YO? Irl1~ .
ixn numerous other agencies0 It?involved a stud of the organizations
of the agencies, and; a review of general organizational structura
throughout the Governssnt Service. As a result? of this shady we
expect that a. sound and equitable systea . for the' estab1i sh nt and
control of supergradi positions win be p.. t unto effect.
S udy to Revise Present Promotion Poll and to Assign C
gnat Ion 9l ar+eear Se ;ce
ss
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Amendment, Staten ent of Differences, St dard Position. Dese ription,
positions aoass developed. The procedure l inccludess the f o1 o ing
itemes Identical Additional Description 'Position Description
develop and maintain current position dpacAptions for all Age r
A procedmv for using a variety of more ;eff.cnt techniques to
40 S t u d e r o f t h e "Class 8 ter:
A staff study was prepared on this system which recommended (a)
that Agency GS positions be divided into four. principal classsee l
(b) that ceilings be assigned to major directorates and T/?ss
developed in team of classes; (c) that authority be delegated
to operating components to reassign personnel where such reassign-
ment is within the sass class and in the same line of work; and
(d) that a separate 5% authorizations apart -from the TIas be
established for each component to carry non-productive personnelv*
i,e,s those in formal training, in process of security clearance,
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promotions (initial3y at grades 4S-l4 and GS-15) in those cases
where the individual was competitively selected for promotion but
the grade of would not cc moth `such promotion, and
(b) to revise Tables of Organizations to provide for
the as I. a t o se ce designations to T/O slots. This latter
policy is considered necessary as a basis for determining require-
ments and in settling the question as to which Career Service has
jurisdiction over the TIC Sioto .
etc-0
and Personal-Grade Flans
recommended ,a douo tep increase vau u a rac for superior
job performance .iis.euperlor a staff study ass prepared which
7 _ pry < ' a,- : w :for identifying and`r sin employees whose
Double 5 ]Cr crease' P Incentive Stu
- the
the assc .a on of grades with individua ;s as, opposed to
conavent anal p tie of idennti tI grade : vsi bh the j ob? .s
aspect of # : [ : Coasstedss ion Report was 4dombined with proposal for, development Of agency executives in ;4 staff study developed by
the Divi
~
the cr?s `of , ;%piar Civil Service, s. p on of which vas
The Hoes r ? " as ion Report (1955) contained a recommendation for
C t i c s x s a l S!Mjes a n d S h * r b o o u t s in D a t a A g e n c y Positions %
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reinstated. Description and nd D ted Job Inforl atic The proce
incorporates methods used by other Agencies which are adaptable to CIA,
including an adaptation of a position Description Amendment used by the
Department of the Interior for which t1 CI ficatton Chief of the
so tion Bureau received a meritorious >s "d, The techniques has e .
s c the acUevewnt of long-range objectives
the riptionss~ , and vill facilitate i
sa
of the Division.
:>ccu tL l Handbook Su l+ -mTt for ~'rsr ai Rite Pasoan t
A supplement to the Occupational Handbook of Classification MIPS and
Codes was loped to co er an positions paid on a pr OV8i .i rate
basis in the Agency. Approsdmataly 50 categories of positions. a in"
volved. Upon approval of the supplement,, now in coordi tion, it is
expected that the supplement will facilitate the uniform and equitable
classification of Prevailing rate posy tioan-
Steadi of Arz Aver. Grade Trends
This study was developed to outline the trend of the Agency rage grmb
over a period of six years.. Included were analysis of the reasons
for the upward trend, conclusions regardLng the significance of the trendy
and recommendations to the Director with respect to action required to
ac.s a sound position structure for the Agencyp
P r ci encp and Area
Lap"
3. Study of Incentive F for o ei a
In response to a request from the actor ofTra finings a study was made
of a plan to award incentive pay for acquisition of language and area
knowledge skills. The p4ioies of the B itissh: IntOlligence Service, the
re-
Department of State, and the Foreign Operations Administration more
viewed to determine the 4recedcntt for such .a proposal.* However, vhiU
the plan had apparent ssrity the study indicated that there was no
general agreement within the agency as to the need for specific language
and area knowledge for particular positions. Therefore granting of 5.n-.
,
centive pay for language or area study was deferred for later review.
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