RECOGNITION OF EMPLOYEE PROBLEMS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000300120047-9
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: June 12, 1998
• Sequence Number: 47
• Content Type: MISC

Approved For Release 20014W31 : CIA-RDP80-01826R000300120047-9
W-V
LECTURE TO SUPERVISORS BY OFFICE OF TRAINING
SUBJECT: RECOGNITION OF EMPLOYEE PROBLEMS
I. Off-the-Job Problems of Employees
A. Financial Problems
Experience has shown that many employee problems arising off-the-job
relate to money matters. Some individuals become delinquent in paying
debts incurred, thus coming to the attention of the Agency through com-
plaints from creditors. Other types of financial delinquencies which are
brought to the Agencyts attention include notification of failure of the
individual to pay Federal or State taxes. Experience has shown that one of
the reasons for such financial difficulties is the employment of relatively
young, immature individuals, away from home for the first time, who have
never previously had training or experience in the handling of money. If
such individuals can be reached early enough, they can sometimes be assisted
in their development of a more responsible and mature method of handling
financial affairs. Early recognition, however, is necessary before the
indebtedness becomes chronic and necessitates disciplinary action which
may lead to separation from Agency employment. It is also noted in this
connection that it is often inadvisable to hire married individuals with
children at low salary grades, since Washington is a notoriously expensive
place to live and these people very often cannot make ends meet.
B. Conduct Problems Involving Young Employees
Conduct problems often arise among young employees (especially fe-
males) of the Agency, many of whom are away from home for the first time
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and are suddenly free from their usual parental and school restraints.
This sometimes leads to undisciplined behavior which may involve excessive
drinking, sexual promiscuity, etc. Occasionally the latter leads to
pregnancy out of wedlock. Very often the Agency first becomes aware of
problems of this nature by complaints from landlords or neighbors.
Prompt attention is necessary in these cases and often necessitates
disciplinary action leading to separation from Agency employment. In the
case of young males, in addition to the drinking and sexual problems noted
above, it has been noted that they are often involved in driving violations
which occasionally result in arrests. These situations also require
prompt attention.
C. Conduct Problems Involving Older Employees
In a somewhat different category than that cited in B above is the
older employee, often middle-aged, who begins to show the wear and tear of
Agency employment. These are often, but not exclusively, unmarried females
who begin to show signs of emotional instability. Sometimes excessive
drinking is involved, including confirmed alcoholism. These cases usually
have psychiatric overtones and may usually be identified by a dropoff in
the individual's efficiency at work, carelessness in dress, and an excessive
number of absences, usually around the weekend (Fridays and/or Mondays).
Cases of this sort usually require medical evaluation and often result in
the necessity for separation in the event the theraputic prognosis is not
favorable.
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II. On-the-Job Problems of Employees
A. Performance
The supervisor should observe his employees and ask himself the
following questions:
Is the person doing the job efficiently?
Is he undergraded or overgraded for his job?
Would he do better in another type of work?
Does he receive sufficient guidance so that he knows what is expected
of him?
Does he receive some personalized attention such as encouragement and
recognition?
If employee is doing poorly, has he been so advised and given the
reasons?
If, after he has been warned, he is still not producing adequately, is
action being taken to do something about it?
B. Conduct
Is the employee, observing the rules, such as those involving time and
and attendance, leave, etc?
Is his attitude-ok, or is there constant griping, bickering or feuding
with other employees, complaints about work or duties assigned?
Is there any indication of outside distractions or interference which
suggests problems off-the-job (See Section I above)?
Is there any indication subject is not carrying his fair share of the
load, goofing off, etc?
C. Development
Is recognition being given for good performance?
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Are fitness reports prepared accurately and completely?
Is subject being considered for promotion at regular intervals or oftener
if appropriate?
Is training--formal or otherwise--being offered to persons with p6tential
to benefit from such. training?
Is fitness report preparation used as an opportunity to discuss with
the employee his strengths and shortcomings and his career develop-
ment?
Is rotation being considered to provide for development of skills and
career advancement?
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