ANNUAL REPORT OF FY-1967 ACCOMPLISHMENTS AND FY-1968 PLANS AND OBJECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000200090003-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 18
• Document Creation Date: November 17, 2016
• Document Release Date: August 8, 2000
• Sequence Number: 3
• Publication Date: August 9, 1967
• Content Type: MF

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TAB
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v
9 August 1967
THROUGH : DD/Pers/R&P
SUBJECT : Annual Report of FY-1967 Accomplishments
and FY-1968 Plans and Objectives
FY-1967 Accomplishments
1. This was a big year for the Placement Division and a success-
a. During Y - 9 7 -the Division monitored and coordinated_tlae
selection and EOD processipg of more new General Schedule
professional and technical employees than had_been lured by
this Agency during a.ny preceding fiscal year (including the
1963 input from all out recruitment effort). Professional and
technical on-duty strength as of 30 June 1967 was greater than
at the end of any preceding fiscal year. The Division also
coordinated processing arrangements for an additional unpre-
cedented number of Type A Contract employees (approximately
200). All of this required more correspondence with bona fide
applicants, more invitee travel arrangements, the scheduling and
coordination of more medical, security and personnel pre-
employment interviews at Headquarters plus a program to
process and brief more professional and technical EOD's than
ever before. Tab A illustrates the relative magnitude of this
e ort as cornared,with the volume of similar input processing
during the past three fiscal years.
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b. The Division handled this unprecedented input workload smoothly,
with professionalism, and to the general satisfaction of applicants,
employees and operating officials. At the same time we made
adjustments in some established programs and initiated new
activities to refine the definition of recruitment goals and to
improve our support to the management of personnel on duty.
2. The following highlights warrant specific comment.
a. Correspondence - The Correspondence Branch reviewed and
acted upon 10, 454 incoming letters and prepared a total of
37, 958 outgoing letters during the year. This represents an
increase in communication with bona fide applicants for Agency
employment even though about 8700 fewer letters were prepared
than were sent during FY-1966. This reduction was due primarily
to a great decrease in the number of our responses to inquiries
from youngsters who were caught up in the earlier "James Bond"
vogue. During the year, we adopted the practice of "decentralized"
communications whenever response to an applicant could be
handled better by word from a recruiter in the field than by a
letter from Headquarters. Such handling of these inquiries
involves no less work on our part since we must communicate
with the appropriate recruiter in each case. However, it has
proven to be an effective instrument of personalized recruitment,
and we shall continue the practice. We shall also continue the
reviews which were carried on throughout the year in an effort
to maintain and improve the quality of our correspondence.
b. Applicant Selection - Overall - There is no doubt that the
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monitoriug and control- of application reviews through the Skills
Bank did much to improve the effic c-yo~erat_ons_Turing
this year of maximum..ibput. "Yes" and "no" decisions wero
reached sooner and, although it would be hard to prove, we are
sure-Fiat we got a better take from available applications than
in previous years. Security processing was initiated more
promptly; we maintained a record average number of applicants
for professional and technical positions in process during the
year; and, the expenditure for invitee travel increased about
19 per cent over the previous year. We improved arrangements
for scheduling medical and security interviews and for keeping
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all processing stations informed of the progress of individual
applicants. We arranged with the A&E Staff to speed the
availability of FCDP test results for review in appropriate
selection considerations. Although pertinent statistics are
not available, we know that the general plan to schedule two
invitee trips to Headquarters, with personnel interviews
scheduled first and polygraph interviews scheduled last in
order, resulted in greater economy in use of the time of
available physicians and polygraph operators. In all, the
Agency's selection machinery ran quite smoothly. _However,
one observation carries a note of caution. Although customer
components were willing and even eager to visit the Skills Bank
during tie easy stages ofits operation, there was a marked
fall off in visits to the Skills Bank durin the latter part of
FY-9_67 as concern mounted over the relationship of year
end strength to ceiling. We entered FY-1968 with 13% fewer
professional and technical applications in process than were
in process at the beginning of FY-1967. This conservatism on
the part of selecting officials carried on into the first month of /
the current fiscal year. Tab B compares the number of
professional and technical applications in process at the end
of July with those in process at the same time in FY-1967.
c. CTP Personnel Branch Activity - The volume of activity in the
CTP Personnel Branch of the Placement Division also was at
an all-time high during FY-1967.
1. The Branch conducted about 10 per cent more applicant
briefings and interviews and scheduled about 10 per cent
more laboratory and psychiatric appointments and about
54 per cent more physical examinations and polygraph
appointments than it did during FY-1966. As a result, the 25X9A2
external input target was achieved. We hired _ new / 25X9A2
Career Trainees against a planned EOD of
external recruits. This was an increase of 55 per cent ' 25X9A2
over themnew employees who entered on duty in the
$
Career Training Program during FY-1966. Tab C compares
work load statistics for FY-1967 with those of the two
preceding fiscal years. li
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2. Much effort was made to reduce applicant processing time.
Approval was obtained from the Deputy Director for Support
to bring Career Trainee applicants to Washington for pre-
employment proce s sing on a three -day, one -trip basis
instead of the normal two-trip arrangement. The Branch
accomplished improvements in filing, reviewing and routing
procedures to the point where it could prepare requests for
personnel action, submit requests for medical and security
processing and notify applicants that consideration was
underway in from 7 to 10 calendar days from the date the
applicant file was received. The Branch also arranged to
notify the Office of Security according to a system of
priorities which made it possible for that office to co-
ordinate its efforts more closely with the time factors
involved with some applicants.
3. A most favorable development during FY-1967 was the
increasing awareness among those Agency elements concerned
with CT applicant processing (Offices of Personnel, Security,
and Medical Services and CTP) of mutual problems involved
and of those problems unique to one particular office which
are encountered from time to time in the applicant processing
cycle. The several bi-Office and multi-Office meetings, as
well as continuous informal contacts among the Offices,
have served to cross-educate the participants in the respon-
sibilities which each Office has in the processing cycle.
This interaction has also made the participants more aware
and appreciative of the modus operandi of each of these
elements in discharging their respective responsibilities.
4. An unfavorable development during FY-1967 was the increas-
ingly complex problem of administering the military programs /
which are available for military-liable Career Trainees. The
time and effort required to work with a military-liable
applicant in the processing stage is about five times greater
than is needed for the non-military-liable applicant. Once
the military-liable enters on duty, from ten to twenty times
as much time and effort is needed with him as with the non-
military-liable. Some indication of the increasing work
load with m..litary -liables is shown by the following lists of
recent classes giving the percentage of military liables who
were in the external portion of each class.
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January 1966 Class
April 1966 Class
July 1966 Class
October 1966 Class
February 1967 Class
July 1967 Class
- Approximately 5 1/2
d. Support to Personnel Management - During FY-1967 the Placement
Division made significant contributions toward improving personnel
forecasts and defining meaningful recruitment objectives and
toward improving and extending assistance and counseling services
in the day to day management of personnel on duty.
1. The Division worked closely with the Plans and Review Staff
to improve personnel forecasting and particularly to refine
statements of external recruitment objectives. Our input
in these efforts was based on first hand knowledge of the
status and potential value of the pipeline of applications in
process and of the attitudes and day-to-day behavior of the
officials who make selection decisions. Our task was to
translate statistics into meaningful recruitment requisitions
and to try to focus proper attention on in-process require-
ments as an essential prelude to meeting EOD objectives.
Tab D was prepared for discussion with the Director of
Planning, Programming and Budgeting and was the basis
for general agreement to enter on duty as many of these new
employees as possible during the first quarter of FY-1968
even though we might temporarily exceed personnel ceilings.
This advance determination involved an evaluation of our
experience in FY-1967 and was essential to the development
of meaningful goals for recruitment and input processing
during FY-1968. Our forecasting techniques were not
developed sufficiently to enable us to complete this work and
produce revised recruitment requisitions before the end of
the fiscal year. However, we have reached essential agree-
ments with the other components involved in such forecasts
and these efforts should produce more timely results in the
future.
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2. In January 1967, the Employee Assignment Branch began a
program to interview professional and technical employees
6 to 8 months after they enter on duty to evaluate the propriet
of their initial assignments and to make available the assist-
ance of this Division and the Office of Personnel when called
for. This program is too new to warrant any conclusions.
However, most of the 158 employees interviewed appeared
to be well placed and generally satisfied with their EOD
processing and initial work experience in the Agency.
3. The Employee Assignment Branch appointed and briefed
all new professional and technical EOD's and scheduled them
for attendance at orientation courses conducted by the Office
of Training. These arrangements have been quite satisfactory.
The Branch reviewed and approved on behalf of the Director
of Personnel all official personnel actions involving staff
employees. It also conducted a review of all Quality Step
Increase proposals in order to recommend their approval
on the behalf of the Director of Personnel. Tab E presents
an analysis of QSI's approved during FY-1967.
Objectives for 1968
1. By all indications our input processing work load will equal
or exceed that of FY-1967 if the Agency meets FY_ 19.68 requirements~
or professiona nicai p onnel. We will endeavor to improve
these processing procedures where ever possible.
2. We are prepared to initiate security -processing on aprop-
riate numbers of selected categories of professional and technical
applicants when necessary to insure the Agency an adequate input from
available applicants for professional and technical employment during
FY -19 68.
3. We expect to make additional improvements in defining
external recruitment objectives in terms of in-process requirements
and meaningful recruitment requisitions. We hope to use EDP
techniques in order to analyze and manipulate the many variables which
are involved in these activities.
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4. We will continue the program to appraise initial placement
through direct interviews with all recently hired professional and
technical employees, making improvements as we gain experience.
5. We expect both employee and management requests for `
counsel and assistance to increase greatly as we continue to demonstrate
the ability to give professional assistance in matters of day-to-day
personnel management.
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GROUP 1
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FY FY FY
1967 1966 1965
New Applicant File s
Other Files Received by CTP
Decline (prior to start of processing)
Reject (prior to start of processing)
Applications Put into Process by CTP
Other Actions (Reassignments, promotions, etc.)
Cancelled Applicant Actions:
FY
FY
FY
1967
1966
1965
Decline
397
268
207
Postpone
23
20
19
CTP Reject
128
133
203
Medical Reject
29
34
32
Security Reject
77
72
71
Panel Reject
25
23
25
Laboratory and Psychiatric Appointments
Physical Examination and Polygraph Appointments
CTP/Personnel Interviews
CTP Program Officer Interviews
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