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Document Number (FOIA) /ESDN (CREST): 
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Document Creation Date: 
December 9, 2016
Document Release Date: 
August 21, 2000
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Publication Date: 
August 12, 1952
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PDF icon CIA-RDP80-01826R000400020011-8.pdf812.21 KB
25X1A9a 25X1A 25X1A Approved For Release 2 ES: ASO, Chief Group itY In fo,,mpfrni Research and Planning Staff 1826R000400020011-8 ow of the CIA Career Service Program ersonnel Eveluation" 1 August 1952 !CIA Career Service Program! 19 June 1952 "Steps in the Inauguration of the Personnel Evaluation Program! 1 August 1952 !Personnel Evaluation" 1 August 1952 22 August 1952 A review of the CIA Career Service Program has been accomplished following comments are submitted, 2. The original problem as stated in letter from the Chairman, Career Service Committee to the Director of Central Intelligence (CIA Notice is to devise a Career Service Program that identifies, develops, effectively uses and rewards individuals who have the skills required by CIA; motivates them toward rendering maximum service and eliminates from the Service, those who fail to perform effectively. Thus, the objectives of the Program are: To identify the skills required by CIA To deve1o01 individuals in those skills To effectively utilize skilled personnel To provide for rewarding of Skilled personnel To motivate persons teward rendering maximum service 6. To eliminate from the Service, those who fail to perform -effectively 3. To accomplish these objectives, two types of Boards were organiied. A, The first and to level Board is the CIA Career Service omposed of the following members Deputy Director rens) Deputy Director Intelligence) Deputy Director Administration Assistant Director (Personnel) Two Assietant Directors, each to se months Executive Secretary (non-voting) S. for terms of six Principal funotions of this Board ares develop general policy; supervise CareerService Boards; establish and Y (Iorm82;67,,,Rn00,0,4rrN020011-8 PENT AL 25X1A 25X1A Approved For Release 20g0F:ILIggiAg8 11-8 "art Y In for _antic maintain an Executive Inventory; approve allocation of Rotation Loan" Slots to Office Career Service Boards; supervise related Groups or Boards e.g. Bezardotte Duty, Honor Awards, Professional Selection Panel etc., end prepare annual operational reports to the DCI. The Career Development Staff of the Personnel Office serves as the Secretariat of the CIA Career Service Board and in general will: recommend ways and means of improving the CIA Career Service Program; perform all Secretariat and Adminietrative functions including the maintenance of master files, transmitting recommendations and reports to the CIA Career Service Board' initiation and supervision of Program Improvement Studies, assisting Office CareeeService Board's in effecting rotation assignments, sub- mitting unresolved intereoffice board problems to the CIA Career Service Board for resolution', coordinationOwith Office of Training and acting In support of Boards established to handle specialized functions. B. The second type of Board organized is the Office Career Service Board (one for each major office), composed of the following members' Director(or Office Head) ex officio or more Staff or Divieion Chiefs or comparable vel officials ariat (aJministrative or Personnel Officer of Office concerned will perform staff support for the Board) Print:11A% unctions of Office Career Service Boards aro: serve as Career Program advisor to Assistant Director or Office Head; execute relevant decisions of the CIA Career Service Board; sponsors develop and execute *emir service programs of Office concerned; review Personnel Evaluation Reports and proposed development for each individual in terms of training, assignment, advancement, rotation and promotion; recommend cancellation or continuance of career development actions; participate in development. and execution of approved extra office rotation systems; submit semi annual Personnel Evaluation Report to sponsoring office ein each rotation appointee; ensure that rotation appointee's receive promotion consideration; makes recommendations regarding working conditions and other employment considerations; reviews personnel input cd"Cdfice with view to ensuring the acquisition of highly qualified versatile persons with long range potentiality; and supervise supporting groups as appropriate. , h. Although not specifically indicated in existing directives* the principal machinery or key element designed to launch the Career Service Program into cueration is the Personnel Evaluation Program described in CIA Regulati CIA Notices. Before commenting on the overall Career Service 'Program, therefore, a review must first be made of the Personnel Evaluation Program. Briefly, this program provides for an evaluation of each individual at the end of his first nine months or service with the Agency and annually thereafter and on other special occasions when required. Paragraph 2 of CIA Notice states that this evaluation of the employee 'will be in terms of the requirements of the individuals current position and his potential for long term service with the Agency. Paragraph 5 A of the saue directive 1nd/tsetse that each person must understand the responsibilities and requirements of his position; that such is an inherent condition of Appeartighisot litudelproS000/0110,21160A-VDP8VOVW2tAtkift4OR) -i4(..)1\IF11)1-1\111A1 25X1A Security Informattot, Approved For Release 2C WEI:raENTIA-1011826R,,ipi , 20011-8 ormatTfrf te supervisor any problems o uncertainty eh obscures about his works that this does not minimize the responsibility r for ensuring that those whom he supervises are provided tion about their jobs. Such policies establish clearly he employee will be evaluated in terms of the duties, responsibilities and requirements of his Jo:b and appraisals will be made concerning the person's performance of his major duties his aptitude for the work, need for self improvement and potential for carrying greater responsibility. 5 Criticisms of the Personnel Evaluation Program A. Although Personnel Evaluation Program directivesdelegate responsibility for fully understanding duties, responsibilities and requirements of jobs to both the employee and immediate supervisor, the assumption that under present methods of operation this delegation will be carried out represents the major deficiency of the progran? Industry and government expend considerable effort in making certain that every-' one understands just exactly What his job consists of In Indust very precise job analysis and evaluation programs and constant of Labor Stewards are continuously examining the job structure and job descriptions to keep them current. In government, both Military and 'civilian job analysis programs are evally extensive to insure that job descriptions are adequate and current. These programs are so important because the description of the job influences so many aspects of personnel such as training, placement, grievances, utilization, wages etc. It is the practice in both government and industry to provide considerable training for supervisory personnel in regard to analyzing jobs and preparing job descriptions' k.thin CIA, neither the supervisor or employee ever see a copy of job descriptions. Further, no job analysis training is ever given to supervisory personnel and though the supervisor is expected to guide advise and develop his employees, he is unable to find any job standards for the jobs under his supervision, which would tell him what are the reqeirements of the jobs in qnestion. The supervisory training program scheduled for October is aimed primarily at standardizing interpretations and educate supervisors as to the meaning of specific items in the Personnel Evaluation Reports *kilo helpful, this will not be a major contribution in correcting major deficiencies. B. Career Development programs for both executive type and and file personnel have recognized that the immediate supervisor s base on which the program is founded. Further, that; recognize BINGEONSIMetema to do a good job in isolating and recognising raining deficiencies, identifying need for homogenous and heterogenous occupational rotation, determining aptitudes required for successful work performance and estimating potential for carrying greater responsibility, the supervisor should have some personnel tools placed at his disposal. Specifically, he should be aware of the results of a testing program which is aimed at isolating aptitudes for work he should understand the basic ingredients of how to conduct on-the-job training programa; he should have 3 .? -004( ? Approved For Release 2000/09/12 : CIA-RDP80-01826%]cy, 4,111-8 CONFIDENTIAL bon Approved For Release 826(O20cSOFIPgaAlT ? ty nforn:mr occupational information showing both vertical and horizontal job oit career patterns and the revirements.ein terms of education, experience, traieing, physical and mental for each job shown therein. By and large neither the Pareoareil Evaluation Program nor the Personnel Office at large, provides superAsory personnel with a sufficient number of these personnel tools to ensure satisfactory accomplishment of the career development mission. 6. Will the machinery thus sot up accomplish the Career Be Program Objectives? A. That aspect of planning in the Career Service Program Which provided for such top level management to determine major policy and steer the program was excellent in every sense. Many programs leUnthed on a said foundation fall flat because top management did not baek them wholeheartedly. However, to further analyze the question posed in this paragraph, the following illustration should be examined: 1 2. 3. 4. 5. Obrigetives To identify skills required by CIA To develop individuals in those Skills To effectively utilize skilled personnel To provide for awarding of skilled personnel To motivate persons toward rendering maximum service 6. To eliminate from the Service those who fail, to perform effectively Imo.. fee id of the above illustration will show that each e development objective actually represents a personnel or tion that supposedly is a service currently performed. It Ilay reasonable to assume that if all of the personnel and OdeCtions were discharged expertly and in the fullest sense of tten mission, a career progreft would, in effect; be operating. t would still exist for a high level staff to persuade and level support and to synthesize the various personnel and training functions in order to ensure that proper overall coordination, tion and direction is being given in terms of present and long range CY Plans. 7. HOwevers it is understandable, that the tremendous Agency expansion, accompanied by under staffed offices, necessity for operating exigencies And other related factors that the Personnel and other depart bents were unable to accomplish their full mission. With the future representing somewhat of a leveling off period, more time will be Beoogr4ze4 as a Personnel ion Classification de Division Training (Formal and an- theejob Placement and Assignment. Promotion Morale Separation 4?' 4 Approved For Release 2000/09/12 : CIA-RDP80-01826R014 cnNHIDENTIAL CONFIDENTIAL Approved For Release 2000/09/12 : CIA-RDP80-01826R00 afforded to planning, program formulating and examination of basic missions and initiating the necessary action to ensure full accomplish mint of missions. With regard to accomplishing the specific Career Service Program objectives, the following comments and recommendations are offered: A. The medium through which is reflected the Agency's skill requirements is the Classification system. It is the opinion of the writer that the system now used is thoroughly inadequate to meet this need. For the past several years, considerable occupational analysis and classification research has been conducted and this research has resulted in 'very meaningful and modern coding and classification systems Which offer management many uses such as' Modern methods of ceding akin requirements Functional method of grouping, thus aiding development of career patterns Functional method of writing job descriptions Development of sound standards, including information on education, training, and physical and mental requirements Provision for mobilization expansion Job relationship to e031tary Althoughthe Agency is absolved from the Classification Act of 19149, it uses the same cumbersome coding system developed by the Civil Service at least twenty-five or thirty years ago. ? ion: That a research project be initiated by search ? Staff for the purpose of developing a more nt job coding and classification system. This is a No. 1 priority really represents the base on which many related personnel and train- ing actions revolve, e.g. Personnel Procurement requires detailed knowl- _ot obs and job requirements; Testing needs to know what the jobs b roridemombe data; Training requires information on the Ageney skill requirements as expressed by the job or classification system in order to know what basic courses are required, when consolidation is desirable and what specific skills require training; Placement or Assignment functions require informationatlithe requirement: of jobs in order to effect practical manpower utilization practices; lastly* supervisors need to 'know detailed knowledge of jobs to appraise qualifications and recommend regarding lateral or vertical career progression. Finally, a good sound classification and coding system will greatly facilitate the jOb of top planners who need a meaningful system whereby the skill picture of CIA may be readily expressed and understood in consolidated language. t ve 2. To dev e uired b CIA Success in this objective depends on how well supervisors know how to develop and administer on-the-job training programa and the 5 - Approved For Release 2001Q9/19 FT1-5iRprr-Ne26R0 Approved For Release gafliDEAURTD11401826R0 =tent to which they are familiar with CIA formal training programs, eligibility criteria, quota's etc. Also, success will depend on extent of knowledge supervisors have regarding rotation policies and opportunities and specific categories of jobs considered to be within specialized or generalized career areas. geeRmme tion; That in eanection with the research project suggested above, the basic system resultid from such research be used to determine career progre S on patterns for the Agency at large. Also, that the Offices of Training and Personnel coordinate in this undertaking so that minimum on-the-job training and formal training standards be Waved for each career progression pattern. To effectively utilize akld sersormel and ve i fo e Ior rewar o.t s J ed. onne Ames --I FInactionally, Placement Branehes are mmmootelmmtsy with these reaponsibilities, i.e. maintain within service promotion programs and de effectiveness of placement program. The crucial need here is the development of an Agency wide promotion system. The promotion system used is for the most part on a hit or miss basis and results of mast recent vain this area indicates that morale is highest in those places all personnel meeting qualification standards have An opportunity to compete for advancement. systems and Agency wide basis. That a study be undertaken of promotion e wo out a plan whereby promotion will be on an D. Objective To motivate ersons towards renderina ametimumpteirlde Status of morale, for the most partiodepends on the success in accolishing objectives 1 through 4 inclusive. Needless to say, with the heavy investment that each person represents, it is most important to maintain a high state of morale. ye 6 T a e from the Srvice thoewho ect vs If we have a modern system of classifying CIA skills; ctive procurement techniques; a good onetheejob-training and formal icing programs; sound performance standards and an objective method praising performance the rejeots should be few. At the present time paration of rejects may be a small concern. However, in the event dtrenOhment program, serious planning will be required to develop able eeparation program, since the Agency is legally obligated standard Civil Service procedures related hereto. b. Summarizationi That the two Career Service Boards set up to supzise and administer the CIA Career Service Program will enjoy success - 6 - Approved For Release 2000/9.9/621,11T11011t6. R8 4 *head* k, IN Approved For Release 2000/09/12 : CIA-RDP80-01826R000400020011-8 MISSING PAGE ORIGINAL DOCUMENT MISSING PAGE(S): 1VOC'y /00-SC Approved For Release 2000/09/12 : CIA-RDP80-01826R000400020011-8