Career Service Program

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Document Number (FOIA) /ESDN (CREST): 
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Document Creation Date: 
December 9, 2016
Document Release Date: 
August 16, 2000
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Publication Date: 
January 26, 1954
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PDF icon CIA-RDP80-01826R000500190012-8.pdf487.23 KB
- Approved For Releaise 2001/04/0 ? P80-01 26 January 1954 MEMORANDUM FOR: Director of Central Intelligence Agency SUBJECT : Career Service Program - 1. The purpose of this memorandum is to report to you the status of the Career Service Program, and to obtain your approval of certain steps *which should be taken to reorganize the present system of career management. 2. The following major developments have been accomplished lathe Career Service Program since 1 July 1953: a. A legislative task force was established to examine those aspects of employee benefits which could not be accomplished agieleistratively. This group has finished its work. The CIA Career Service Board has studied its report in detail and forwarded it to you with its Approval. It recognized that the appropriate time should be Chosen for submission of this legislation to Congress. It is my opinion that it should not be submitted in the present session. However, regardless of when it is submitted the study has been made and the findings and recommendations and legislation pro- posed willte valid in the future. b. The Senior Executive Inventory has been completed. This required the nomination by the top 70 executives in the Agency of individuals coneMeredqualfied to be their successors. These names were in turn reviewed by the Deputy Directors. The result is approximately 200 names, now asseMbled in a loose-leaf notebook for your use. It should be noted that a tremendous amount of work was rewired to assemble the biographic data on these individuals, in many instances still incomplete, due to the chaotic condition of the personnel files. To insure proper security for the Registry, the material was prepared in this office. c. The charter of the Professional Selection, Panel was com- pletely rewritten. Inasmuch as this is one of the important aspects ef the proposed reorganization, it will be dealt with later. d. An insurance task force has cleared actuaries surveying types of insurance available to agency employees. This program may result in a, more beneficial form of insurance for employees and produce an added incentive for making a career with CIA. It can proceed regardless of the organization of the Career Service Program. 'Yr Approved For Release 2001/04/ : CIA-RDP80-01826R000500190012-8 25X1A9a ? Approved ForReleage2001/04/05 : CIA-RDP80-01816R000500190012-8 e. AWomen's Panel and a Junior Officer's Task Force have prepared reports relating to the problems of women and junior officers in making a career with CIA. Their reports have been studied by the CIA Career Service Board. Any beneficial results from these two studies will coee from the Personnel Office and from the supervisors. f. A task force commenced the preparation of &paper to inform eepaoyees "What a Career in the CIA Means to You. It is important that such a paper be produced. The leek of knowledge about the career service program is very great overseas, and is also epparept in Washington. g. The CIA Career Service Board has ho Career Development Slots assigned to it. These slots enable eeployees to take external training or a tour, of duty with another office without encumbering a elot in the parent office, although the parent office must guarantee to have a slot open upon the employee's return. The fact that there are still many of these slots open is indicative of a lack of interest in career development or encouragement of rotation among the offices. h. The C/A Career Service Board worked with the Honor Amaras Booed in developing a system of awards for meritorious or valorous service. This has now been accomplished and there is no purpose to be served for continued affiliation between these Boards. 1. The CIA Career Service Board intereeted itself in nominations for the Harvard School for AdvanmedManaemment and tbe senior schools of the military services. The lack of interest, particularly in the DD/P Area, in nominating candidates for these sehools is also indicative of a lack of interest in career development. j. There are 25 other Career Service Boards in the Agency besides the CIA Board. These include beards for all of the offices, the DD/P staffs plus a, DD/P, DD/I and DD/A Board. These Boards have fnnctioned with varying degrees of effectiveness and authority. In many cases the Beards are purely advisory to the office or staff chief; in others the Boards, in effect, have more influence. Unfortunately tbe Bearda have concerned themselves largely eith matters of prcmotion, transfers, etc.--personpel actions previously handled on a routine basis by executive action of the individual offices. There is no indication that creation of "career service boards" has Improved these actions anly. 2 Approved For Release 2001/04ligaiiimRSP80-01826R000500190012-8 Approved ForRelease2001/04/05 : CIA-RDP80-01826R000500190012-8 k. The CIA Career Service Board has att,14?ted to arbitrate a differenee of opinion between the rzo/A and DD I Boards. The DCA Board holds that all administrative personnel in the DD/I Axes should have career designations to DD/A Carter Service Boards, e.g., &personnel officer in ORR would have a career designation to the Personnel Office rather than ORR. There is an almost unanimity of opinion against this in the DD// Area. In the DD/P Area most administrative officers have accepted ropi career designations, although it should be noted that this vas done with somewhat of a shotgun Approach--they were told to either take ad- ministrative designations or be prepared to explain in six months Why they were in administrative positions. 3. It is my opinion that the following major defects now exist with the CIA Career Service Program: a. There are too many Career Service Boards and they are improperly constituted. A career service board for each office has simply continued office nationalism and done nothing to further making CIA a career. The nuWber of boards creates a esate in executive manpower for the participants and in clerical time for support. b. The career service boards devote the bulk of their time today to matters that should be handled differently. ?mentions should be a matter for intra-agency board's, not bordsT later-office rotations or transfers cannot be handled on a unilateral basis by an office board and therefore becomes a caae of inter-office negotiation, or "slave mart" transactions by the individual. c. With the exception of one or two offices there is little career planning by the Beards, yet this is one of the most *portant aspects of career service and one of the most neglected parts of career development. The lack of career planning is smcbably the greatest single factor in poor morale in the Agency. More and more eeployees are leaving the Agency because they don't know vhat future there is in CIA. d. The career service boards have served to dissipate both the authority of the supervisors and of the Personnel Neregement. It should be noted that the major single zees= for the creation of a Career Service Program vas the failure of both the Personnel Office and the supervisors in the Agency in personnel management. But it is my opinion that continuation of a large number of career service bcerda viii not solve the prdblem of personnel management-- for which the Personnel Office should be held responsible for policy and the supervisors for ineammentation. Approved For Release 2001/04/05 : C DP80-01826R000500190012-8 Approved For Re!kite 2001/04/05 : CIA-RDP80-0181.R000500190012-8 .400100111111..... e. As is natural in a government the career service boards have tended to become paper-mills. The amount of paperwork done by the various boards varies, but generally speaking it bas gotten beyond either reason or value. 4. It is recommended that the following steps be taken to reorgan- ize the Career Service Program: -e,?7-- --p.,,,ouc_, a. All of the office career service boards beraleateNed and in their stead be created five professional boards, namely: Intelli- --IL-7 v7'---- gence OperaionsA Administration, Trallqug and Commuuications. 11-kfrelyce-444,e-616 b. The nueber of career designations be reduced from 26 to 5-- I. as above. However, there should be a limited nuther of sub-desig- natio= such as Analyst, Researcher, ariartiii uuder Intelligence; 25X1A- P5ycho1o8ica1, Espionage, and Paramilitary under Cperations; Person- nel, Fiscal, Logistics umierildsinistration.Pocm cui