CIA CAREER SERVICE BOARD 25TH MEETING THURSDAY, 1 APRIL 1954 4:00 P.M. DCI CONFERENCE ROOM ADMINISTRATION BUILDING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000600060009-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 26
• Document Creation Date: December 9, 2016
• Document Release Date: August 26, 2000
• Sequence Number: 9
• Publication Date: April 1, 1954
• Content Type: MIN

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CIA CAREER SERVICE BOARD
25th Meeting
Thursday, 1 April 1954
4:00 p.m.
DCI Conference Room
Administration Building
C'ATE nE4icil4 $: 023725
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CIA CAREER SERVICE BOARD
25th Meeting
Thursday, 1 April 195+
4:00 p.m.
DCI Conference Room
Administration Building
Lyman B. Kirkpatrick
Inspector General, Chairman
Matthew Baird
Director of Training, Member
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DC/PP, Member
Chief of Operations, Alt. for DD/P, Member
DAD 0, Me er
AD/Communications, Member
Harrison G. Reynolds
AD/Personnel, Member
Lawrence K. White
ADD/A, Member
SA/DD/I, at. for DD , Member
Reporter
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. . The 25th Meeting of the CIA Career Service Board convened at
4:00 p.m., 1 April 1954, in the DCI Conference Room, Administration Building,
with Mr. Lyman B. Kirkpatrick presiding . . .
MR. KIRKPATRICK: Gentlemen, shall we come to order?
Are there any comments or corrections on the minutes of the 24th
Meeting? Hearing none, they stand approved as submitted.
Item 2, "Multi-Purpose Slots", presented by the Director of Training.
MR. BAIRD: I'd like an opportunity to speak on that, if I may. This
was written, as you see, on 4 March, and since then there have been a good
many changes, I think, in overall planning in the Agency. So I think if any
such program is adopted at all, it is far more suitable that it be administer-
ed by the Office of Personnel rather than the Office of Training.
Under "Action Recommended", paragraph 6.e., where it reads: "Fix
upon the Director of Training responsibility for administration of Multi-Purpose
Slots as here proposed" - that that read "the Assistant Director for Personnel"
rather than "Director of Training" there.
25X1A9a Don't you want to mention that clerical error on the
distribution of slots?
MR. WHITE: My first comment will be changed to a concurrence in
Matt's recommendation that this is not a training function, and that it should
be administered by the Office of Personnel.
Insofar as the merit of this proposed program is concerned, I don't
see that it would ever have any practical application in the DD/A area. I'm
not in position to judge to what extent it might apply in other areas. But
for that reason I would oppose the contribution of even three positions from
the DD/A ceiling to this so-called "pool". And that leads me to the discussion
of the ceilings. In this paper it proposed that the entire block of posi-
tions come from DD/A, DD/P and DD/I, completely excluding Training, Commo
and Personnel. The combined strength of Training, Commo and Personnel is
considerably in excess of the total DD/A strength, so if it is going to be
looked at on an Agency basis, I think it should be looked at on a total
Agency basis. Also, if it's a question of where to get the ceiling positions
from, according to the 28 March strength report the Office of Training has
341 vacancies, so it would appear that that would be the logical place to
pick up at least ten positions. That approximates the vacancies in the rest
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of the Agency. But my real feeling on this thing is that we have to attack
this personnel ceiling with some realistic thinking. Every time you start
setting up a block of 10, 20 or 30, or whatever number of positions, for
common use of the Agency but to be administered by one office or another, you
go in a direction which I think is contrary to the Director's overall wishes
as to getting the number of people in the Agency down below what it is now,
and not allowing it to increase, because components look upon that as, "Well,
this is not charged to me", and I think that is the wrong way to do it.
My feeling and recommendation would be that each of these people
that we have now, or those that come up in the future, be considered on an
individual basis, and that if there is a combination of two or more offices
who can use the services of that individual, then in conjunction with the
?Assistant Director of Personnel they decide whose Table of Organization and
against whose ceiling he is to be carried. And I don't believe it is necessary
to set up a block of 10 or any other specific number of positions to take care
of that. We all have to live within our ceilings, and in that way those com-
ponents which are going to derive a percentage of the man's time would contri-
bute, and they pay their own way.
25X1 9a I agree with Colonel White.
2?X1 A9a May I ask a question? It's probably perfectly ob-
vious but I didn't see it. These people are in fact consultants to the various
components of the Agency so why couldn't they be employed as consultants?
25X1A9a MR. BAIRD: We would probably lose the ones that I know of.
If there was no monetary loss, would you?
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There is a status loss. As consultants they wouldn't
be career employees.
MR. KIRKPATRICK: I think we would be endangering ourselves and
subjecting ourselves to certain criticism in using a consultant full-time.
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MR. BAIRD: They are all on somebody's T/0 now.
But I mean the service they performed would be
of a consultant nature.
MR. BAIRD: It all depends. I think Colonel White is quite right
in saying that each individual case should be considered separately.
I thought consultants were in a pretty good
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MR. BAIRD: The only purpose in the exercise is to call attention
to the Agency that we are in danger of losing people with skills the Agency
can't afford to lose. Now what we do about it as fax as the office of Train-
ing is concerned, I'll take care of them myself. It isn't that. It's to
raise the point that we need skills of a great variety, and apparently we
are in danger of losing some of them.
MR. KIRKPATRICK: I think I get the consensus of the Board that
it isn't believed there is any necessity for a formalized plan, and that it
is something that can be handled on an individual basis as you yourselves in
your amendment have indicated. And I concur heartily that it is the respon-
sibility of the Assistant Director for Personnel to handle this. The situa-
tion has, therefore, been called to the attention of the AD/Personnel, and I
move that the Board's action be to refer the matter to the AD/Personnel for
handling in the future on a case-by-case basis. I agree with Red - I don't
see any purpose for blocking ten slots for this. I think you have five cases
here that you mention specifically.
MR. BAIRD: These are just cases that I happen to know about.
MR. KIRKPATRICK: I think in the case of an individual who has a bi
or tri-partite utilization by the Agency, that that is almost exclusively an
AD/Personnel job to see that the span is happy and his interests are looked
after. He is about the sole individual who has the cross-Agency interests
at heart. You can't very well put him under one Director or Deputy Director.
So it would be the AD/Personnel who would have to handle that.
Is there any further discussion on the Multi-purpose Slot propo-
si
tion?
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The next item on the agenda is the OTR Monthly Report. You all
have copies attached. I believe I am correct in saying that about three
months ago when this was distributed I raised the question as to its utiliza-
tion.
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I move that it be abandoned.
MR. KIRKPATRICK: Colonel Baird has to prepare this report in any
case, as I understand it, for the Director, in his regular report. Is that
correct?
MR. BAIRD: This will be the type of report I will make anyhow.
If I might rephrase what Dick means is that the CIA Career Service Board should
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discontinue getting copies.
25X149a I was under the impression that this was a batch of
work you were doing to satisfy something that this Board wanted, and that if
we didn't need it you could simplify the process for yourself.
MR. BAIRD: I just use this now as my report.
MR. KIRKPATRICK: I would recommend that the Director of Training
prepare his monthly report in any manner he sees fit, seeing there is not a
general demand that it be done in this way, and that if any of the members of
the Career Service Board, or, for that matter, any heads of the components of
the Agency, desire information from him, this is available if they so wish.
We use it a lot.
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MR. WHITE: I do look at it and I am interested in seeing how many
people I have attending various courses. But it isn't worth doing for me un-
less it is being done anyway.
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MR. BAIRD: This merely replaces another type of report.
MR. REYNOLDS: We will, of course, be interested, Matt.
I'd like to be on the distribution, too.
MR. BAIRD: You would normally be - as AD/comm.
MR. KIRKPATRICK: Any further discussion of the Training Monthly
Report?
~~ Item 4, Proposed Plan of Action for the CIA Career Service Board.
I'd like to preface this by saying that the memo I prepared for the Director
some months ago--which we discussed in some detail--was a step towards try-
ing to determine the direction which the Career Service Program should take.
I think we have gotten a very clear indication of what the general feeling
throughout the Agency, as reflected in this Board, is on that direction.
I would also like to read to you a short excerpt from an Inspection
1 Report on the Office of Personnel, dated 30 November 1953, by the Inspector
General. (Reading)
"An inspection of the Personnel Office must take into
consideration the Career Service Program. In simplest
terms, the Career Service Program was organized to
develop methods to encourage employees to make a career
with CIA. In theory, the Career Service Boards should
devise policies and methods, and the Personnel Office
should implement them."
Now, obviously, that isn't quite correct in the way some of the
Boards are working.
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(Reading)
"In practice the Career Service Program has served to
dissipate responsibility for personnel management from
both the Personnel Office and supervisors by becoming
involved in personnel operation."
That, too, could be amended today to indicate that in certain instances the
office Career Service Boards are simply supplementary mechanisms for the
supervisor for handling his personnel problems, which is a perfectly correct
method of doing it. But the gist of what I had in mind here was that the
i Career Service Program in certain respects has served to dissipate both of
those responsibilities, those of the Office of Personnel and those of the
individual supervisors.
Several months ago--in December, to be exact--I expressed the opinion
that a method toward getting away from this dissipation of responsibility would
that it was agreed that the change would take place at some date in the future.
To be perfectly frank, it took me about three months on the Career Service Board
to find out what made things go round, and to try to figure out the direction
we wanted to head.
simultaneously, was putting a terrific burden on Mr. Reynolds, which I didn't
doubt he could handle, but I thought it was a little unfair to the CIA Career
Service Board AND to Mr. Reynolds, to do so at that time. The result was
be to have the Assistant Director for Personnel as the Chairman of the CIA
Career Service Board. General Cabell then raised the question as to whether
Mr. Reynolds shouldn't take that over when he came in as AD/Personnel, and I
demurred on that on the basis of that plus taking over the Personnel Office
Now, in consort with Mr. Reynolds, and with the able assistance of
? I have here a plan which I would like to put in front of you for
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the future of the Career Service Board
which is simply this: That we work
toward a goal of 1 July to put a Career Service Program into effect, upon
which date it seems to me we should consider the possibility of dissolving
this Board. I think you will find presented in this short outline, exactly
what we have in mind. There is a schedule of meetings of the Board which will
occupy your Thursday afternoons from 4:00 to 5:00, with two exceptions, between
now and the first week in June.
There is also presented for you a list of nominees to task forces
I on Promotion, Career Development of Junior Personnel, the CIA Career Service,
Overseas Rotation Planning, Responsibilities of Component Boards, and, finally,
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Presentation Arrangements. Now that last task force title will not ring a
familiar note because that is part and parcel of the proposal that I want to
make today.
It seems to me that the good will that has been put into the Career
Service Program by the members of this Board, and the members of this Board
that have rotated in and rotated out, and the amount of effort that is put on
Career Service by all of the Office Career Service Boards, to a large degree
has not had the full impact that it should have had on Agency employees, due
to ignorance, or, to put it more directly, due to a lack of communication with
our individual employees. 'very now and then I get a startling example of
somebody who is so close to a Career Service Board that were it a venomous
snake it would have bitten them, yet they don't know what a Career Service is
or how it affects them, or where they go forwaxd on it.
Now it seemed to me that one way to get this across was to have a
meeting of all of the supervisors of the Agency at the same time, because it
gets a much better effect, to my mind, than trying to do it piecemeal, and have
a presentation made to them by this Board of what the Career Service Program is.
Now when I say "all" of the supervisors I mean from the Branch Chief level
!right on up through and including the Assistant Directors, the Division Chiefs,
and the Deputy Division Chiefs. There is a possibility that the best way to
attack that is to ask every GS-13, 14+ and above. Now I think the actual de-
termination of individuals to be present we don't have to worry about, par-
ticularly, here. So if we are going to do that we obviously can't do it dur-
ing the regular working period, and, equally obviously, no matter when we do
it there will have to be a certain standby arrangement in the Agency so that
the entire supervisory mechanism won't be absent elsewhere.
In discussing this with Harry Reynolds and Rud, it seemed to us we
could take one Saturday morning and get the Department of Agriculture auditor-
ium and put on a presentation for these individuals and answer their questions,
and let them beef and get their criticisms as to what they know, a lot of
which can be answered and have been dealt with but they don't know it, and make
a presentation to them of exactly where the Career Service Program stands and
what it means to them. And in working it out we felt that about the second
week in June was the appropriate time, particularly if we determine that there
should be an announcement and a solicitation for membership in the Career
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Service as of approximately 1 July, when I think it should be because after
that date everybody entering the Agency will go into a 3-year probationary
period, and we get the Selection Program running. I think if it is well done,
and obviously we wouldn't want to do it unless it was well done, that this
could have a very, very definite and great impact on the Agency. To my mind
the major drawback about it is that we can't make the impact where it is most
needed today, and that is on the people overseas, but I am sure that by hitting
all of the supervisory personnel in the DD/P area, that will reflect itself
pretty quickly to the people overseas just by the regular process of rotation
traveling and by word of mouth.
Before we can put on the presentation there are two or three thorny
problems which I think we have to resolve, promotion being the thorniest, to
get a cross-Agency promotion policy in effect which everybody will agree to
and adhere to, so that we don't have divergent promotion policies, although
admittedly they are today just variations. And then the Selection Board Pro-
gram firmly sealed. And then, it seems to me, that something which is almost
exclusively a DD/P and Commo problem but reflects throughout the Agency, and
that is the handling of overseas returnees, which is still a pretty thorny
;one. And then, as you recall, two or three meetings ago we agreed that one
of the factors that should be reconciled is to try and give all of the Career
Service Boards throughout the different offices a general outline of how
Career Service Boards should work so that they can all be working more or less
along the same pattern.
I would like to digress for just one or two sentences to say that
two weeks ago Mr. Reynolds, Mr.
and myself attended a meeting of the
Communications Office Career Service Board, and I must say that I was very,
very much impressed by the way that Board was working, and by the obvious
grasp that the Board members had of their responsibilities and of their goals,
and by the very obvious evidence that the Board and the Office were totally on
top of the personnel program within that Office. And the system they have
whereby at least once a year every individual's status is considered, must be
a very major morale factor throughout the entire Office of Communications,
-which I think is reflected throughout that Office by its personnel. And, in
that connection, I would like to take just a couple of minutes to read to you
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,an excerpt from the Monthly Report by the Chief of the
25X1 A If, after I read it, there is a demand for copies of it, I'm sure
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would be happy to make them available to you.
. . . The above-mentioned excerpt from Monthly Report by Chief of
25X1 A the
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was then read to the Board by the Chairman
and is appended hereto as Tab A . . .
MR. KIRKPATRICK: Now I think you can see this was written not
only with a good deal of appreciation of the problems but with a certain amount
of feeling. It also emphasizes what I have always felt most strongly about
Career Service, and that is that it is a tripartite undertaking. It is not
only the Career Service Board which can only arrive at the best solution, and
the Office of Personnel, but it is also the supervisors and the independent
components.
You have the proposed plan of action before you, what are your
I have two suggestions. I am, generally, in favor
of this, but I don't think this Board, necessarily, should be dissolved, be-
cause I think if the word got around it would have an adverse psychological
effect. I think the Board might stand down until some major problem came up
that was not limited to things that this Personnel Policy Committee could
handle, and then brought back again on sort of an ad hoc basis. Just suspend
it without dissolving it.
And the second thing, and this is a personal feeling, is that the
present Chairman of the Career Service Board, for continuity sake, in the
first place, and, in the second place, because of the nature and the variety
of complaints that personnel have who come to him, should be either a member
of the Policy Committee, or if he didn't wish that, at least an ex officio
member so that he is here and could provide the continuity and bring in things
that might not otherwise reach them.
Kirk, what is meant by the Big Six?
MR. KIRKPATRICK: The 3 Deputy Directors and the 3 Assistant
Directors of the independent offices.
MR. BAIRD: I think it is offensive.
MR. KIRKPATRICK: Who is it offensive to?
MR. BAUD: ? . Me.
MR. KIRKPATRICK: Are there any other comments on the proposed plan?
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Any violent disagreements?
I feel quite strongly that we have these things now at a stage where
the wrap-up is only a matter of putting a little energy behind them and getting
them accomplished. And once we can get this done, with every employee hand-
ed a statement of "This is Your Career Service Program,: and "You don't have
to become a Career Service employee unless you want to," and, "Here is what
your obligations are going to be," and, "Here is what your benefits are going
to be" - I think when that is done that will have a great impact.
25X1A9a Where, if anywhere, Kirk, does the matter of consolida-
tion of the component Boards come under this? We are going ahead pretty fast
with ours, all things considered.
MR. KIRKPATRICK: I will tell you quite frankly, John, that is some-
thing best done in the way you are doing it, rather than having external pres-
sures put on it. In other words, if the DD/I, like the DD/P, can get some of
its Boards consolidated--for example, I see very little practical reason for
an ONE Board, except pro forma--but I think that for this Board to try and put
pressure, it's much better for the pressures to come from within, as it has in
your area.
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: This proposal of disbanding this Board, which General
as just speaking about, and his emphasis was on the fact that it
might have an undesirable effect on the morale of the organization and Career
Service as such, why isn't it possible to make this Personnel Policy Com-
mittee, which was suggested here, a device which, with a change of name could
not only handle personnel policies but Career Service matters--which might be
tied into the title--and Super-Grade Promotions as well? It's all the same
personalities. And since it's in being already for one function why not tie
these other functions on it and revise the title of it in such a way that it
at least puts a sign out for-top level Career Service without our continuing
this Career Service Board? I think the basic suggestion that the Board be
dissolved is probably a good one, and that the work be carried on by the
Assistant Director of Personnel in the normal mechanisms of the Agency, and
that we can get around it by just suspending the activity of this Board and
only calling it when there is some particular problem to consider, because I
am not entirely sure that is as clean a way to do as if we do it the other way.
We have enough groups and task forces and committees, and Lord knows what all
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around this Agency, without having one in the status of suspended animation.
MR. REYNOLDS: I think that is a good thought, Dick. It's the
same people as are on the Review Board.
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has a point in keeping 25X1 A9a
the name "Career Service".
MR. KIRKPATRICK: That you do in effect is simply revise your Regu-
lation establishing your Career Service Board and perhaps retain the title
but incorporate in it the functions of the Super-Grade Board and whatever else
you want to, and you change certain of your membership.
MR. REYNOLDS: Your membership of the Super-Grade Board is this
bunch here.
MR. KIRKPATRICK: But the members of the CIA Board, established by
Regulation, is different.
MR. REYNOLDS: That would only meet at the call of the Deputy.Direct-
or anyhow, and I think he will approve the papers that I have prepared for him
on the functioning of that Board.
What effect would it have on out there--
knowing those things about deteriorating incentives--to suddenly hear that the
top Board was abolished? But I accept Dick's modification of that.
MR. KIRKPATRICK: Of course, one thing I think we want to get across
in this June 12 meeting is exactly what has been done in the last three years
by the CIA Career Service Board in the way of getting these things ironed out,
and getting them rolling, which I think is an accomplishment that shouldn't
be overlooked. There has been a tremendous amount of executive manpower used
in getting these things thrashed out, and, if nothing else, this Legislative
Program is something that is here to stay - all we have to do is get Congress
to, approve it.
MR. REYNOLDS: The presentation of that June 12 meeting is the
most important job we have, in nay opinion. It's the supervisors that are
responsible, basically, for the success of this thing. It's the Branch Chief,
the sergeant in command of the squad, and if we can sell it to him so it
gets down to the level of the smaller supervisory groups, then we're operat-
ing profitably.
MR. BAIRD: Dick, as I understand the proposal and amendment you
don't object to this Committee functioning as a Committee called the "Career
Service Board"?
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: I simply mean revise the title so that you keep in the
title the word "career" in some way.
MR. BAIRD: Wouldn't it be easier to change the functions as you
have outlined but keep the name? Change the cbmposition of the function but
keep the name? I was thinking of the selection for National War College, for
instance, which is a Career Service Board function, - the same people to do it.
There may be one or two little minuscule points like that this Board could
continue to do.
MR. KIRKPATRICK: There is one thing we do want to do and that is to
see if we can't combine some of these boards and functions so that we out down
on the number of boards and the hours of executives' time that must be used
on going to meetings.
MR. WHITE: That is a real practical consideration. I think this is
all alright, but I think we all should recognize that Frank and Bob--of course,
I don't have anything to do, but they are pretty busy people--by the time you
go to the Deputy's meetings and the PRO once a week, and a few other meetings,
you have to recognize that those people just don't have a great deal of time
to sit down and spearhead this thing. The Personnel people have to jump into
the breach and spearhead it because all you are going to get out of those other
people is if you have a policy decision that you can lay on the table in clear-
cut terms they will either buy it or throw you out.
Red, my understanding of this was that this Policy Com-
mittee that was to be set up was to practically never sit on Career Service
matters, that that was to be taken over by the AD/Personnel, and it would only
be in the exceptional case it would be convened for that purpose, and for that
reason these high level individuals were put on it. So it would be a committee
more in name than function. In other words, it's not going to do any spear-
heading, it's Mr. Reynolds who will do that.
MR. KIRKPATRICK: And the paper work.
MR. REYNOLDS: Now let's take a case which might come up--a very
thorny one--of how to handle surplus, and suppose we evolve a theory in the
Office of Personnel of how this should be done. Instead of having to send
around a paper, a meeting of this group would thrash the thing out, and it
would be done a good deal quicker and we wouldn't have knit-picking on the word-
ing of the Regulation. That would only be called by the DDCI because I said
these people ought to get together and discuss it. If we had a Super-Grade
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is, selection for the War College and Harvard School for Advanced Management,
and perhaps some of the other very external training selections, that consider-
ation might be given to having one of the already established boards do that
MR. REYNOLDS: Bob might want Gene to come, for instance. I think
it's a very good idea.
MR. BAIRD: So do I.
Mg KIRKPATRICK? It seems to me the question that Matt raised, that
MR.,BAIRD: But wouldn't the agenda determine who was to be present?
Supposing Frank Wisner was supposedly on this Board and he looks at the agenda
for that meeting and he determines who represents him.
Board meeting we would call them together only with the proviso that he in-
sists upon, that there should be no deputies and no proxies, and that an absent
member forfeits his vote.
for the senior schools, perhaps this Board, and for the less senior scnoois
perhaps the Selection Board. In other words, let's make use of the mechanisms
we have, let's not create any more, and maybe cut down a few.
If you do what Matt suggested you would keep this
Board, on non-Super-Grade matters, let's say.
MR. BAIRD: If the agenda for this Committee is the Super-Grade then
Frank attends and Bob attends, and if it's selection for the National War
College then Gene attends. It seems to me that it works itself out. But you
don't create a lot of separate committees. You abolish this one but you set
up another one.
I'm going right along with you.
MR. BAIRD: But you abolish the Career Service Board and you set up
a Personnel Policy Committee.
I thought they decided to have that the same member-
ship as the Super-Grade Board and just change the name.
This could eliminate three or four boards now function-
ing by gathering those responsibilities into this as-yet-nameless-committee
which will carry a Career Service psychological continuity with the Career
Board.
25X1A I MR. : Why not call it the "Career Service and Personnel
Policy Board," and change its functions in the way we have discussed?
MR. REYNOLDS: I think that title would be absolutely okay as long
as it continues the continuity. Your point is very well taken, and Dick's
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point of cutting them down to one Board and have the agenda control, as Matt
suggested, is an awfully good idea, in my opinion. We selected these names
for these task forces with a great deal of care. If any of you have any
comment on it or any additions--any people you want to add, without getting
too big, because some of them have a very tough job. We tried to pick people
who are more or less specialists in their own particular line.
The first one would have a week in which to do its
job. We have a lot of work ready for them.
MR. REYNOLDS: Let's leave that one alone. Starting with the Career
Development of Junior Personnel, then.
MR. KIRKPATRICK: You will recall this is already enroute.
and myself are half-way through this
already. This is the 120 slot problem, which is being carried out according
to the directions of the Board.
Fortunately the Board has already given perfectly
guidance.
On the first two, yes. On the third it's a question
of implementing it. Overseas Rotation Planning & Responsibilities is pretty,
much a wide open thing. But that is 30 April so we have a little time to get
some policy guidance on that.
: I have two questions I'd like to raise about the slates.
is in a good position to represent the DD/P as well as
On the slate on Career Development of Junior Personnel, I don't have any doubt
Training, but since that is going to be a particularly important problem as
far as DD/P is concerned, I think somebody who is currently there and who
deals with these problems there, should be on the Committee, either replacing
one of the individuals already there or as an addition.
MR. REYNOLDS: I think we should add them. is
Chief of Placement, and = is Deputy Chief of Procurement. We will put
anybody on that you say, Dick. Whoever you would like, let's put him on
MR. KIRKPATRICK: How about 25X1 A9a
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The other one I want to ask about is the last one. Harry just
made the statement a moment ago that the way that meeting goes off is going
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Yes, that would be alright.
Tony has done a lot of work on it.
That is alright. Put Mon it.
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to be one of the most important planks in this whole business. I don't know
of Training--
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MR. KIRKPATRICK: Can I anticipate your question? _ was put
on there -- what do you mean, you don't know 25X1A9a
I didn't know he belonged to Training. 25X1 A9a
MR. KIRKPATRICK: The point of putting on there is that he is
4the fellow that always does the props and charts and makes the arrangements
for the Department of Agriculture Auditorium, so he is the property man on
i
MR. BAIRD: I wouldn't put him up at the top of the list, because
he might have the mistaken opinion that he is the Chairman.
As a matter of fact--seriously--I strongly recommend
that I be the chairman of every one of these task forces, because I don't
believe that we can coordinate the thing unless it is that way.
A very sensible idea.
MR. KIRKPATRICK: You took the words right out of my mouth.
It's not a job I'm asking for, but I got it.
This is going to be held in the month of June, so can
we put somebody on here who has once in his life had something to do with a
presentation? I don't see anybody.
I'll reveal my fine Italian hand there. I felt
that a presentation in the Department of Agriculture auditorium couldn't be
put on unless _ helped very substantially, because he knows all the
angles and who to make the arrangements with, and all of that; and Hal
of OCI to provide the resources of the presentation, the rooms
and techniques and skills of OCI in presentations.
I was going to suggest- who actually is 25X1A9a
our presentation man and who would be the boy to have on this. But I'd like
to check on that.
MR. REYNOLDS: I think this Committee can be bigger as you go along.
And because we can't do anything without 25X1 A9a
him anyway. He is the guy that M works with on laying on these presenta-
tions.
MR. WHITE: I might make the introductory remarks. (Laughter)
MR. NO - with a large "N".
MR. KIRKPATRICK: Probably none of those on the Presentation
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Committee will have to say anything in the presentation.
25X1A9a Who is going to be the stage manager in the sense that
so and so gets 15 minutes, and will cover these points?
25X1 A9' I'm counting on the Chairman for that.
MR. KIR1 ATRICK: My idea is that this particular task force will
be in charge of making all of the arrangements, for seeing that the props
!are done, for seeing that the set-up is made so that everybody will get there,
,and seeing that everybody who is supposed to get there, gets there, and see-
ing that they are handed the right papers. But the actual program as to who
is going to say what, we will work out and present to this Board exactly who
Js going to speak, what they are going to cover, and work out in advance the
;?presentations. I am trusting the Director and Deputy Director will be there
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the entire time or as much time as they can spare, the Director either to
start out or wind it up. And that is the general idea, because I think there
are a lot of things we have to cover: somethings Harry should cover, some
things Red should cover, some things that you or Frank should cover, some
things that Matt should cover from a training point of view, to give them a
rounded picture of Career Service, and exactly what it means, and I thought
we would call it out that way, taking into consideration all of the factors,
speaking about what we want to get across, and so on, and have short, hard-
hitting talks, so when they go out of there after three hours they are going
to be saturated in Career Service.
27 May has been reserved for a dry-run here if we
want to have it.
MR. BAIRD: Could this be from 7:00 to 10:00 at night? It happens
this is my 30th reunion day. Would an evening make a difference?
In the spring it would, because there are a lot
of gardeners around here.
MR. KIRKPATRICK: I am not sold on Saturday morning. I simply
picked Saturday morning because I was sure we could get the auditorium then
and people wouldn't have excuses for not being there.
It will be sort of a command performance, with rather
limited excuses.
MR. BAIL : You could still have a command performance in the
evening.
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MR. KIRKPATRICK: Is there any feeling one way or the other on this?
MR. REYNOLDS: We just have to plan for it ahead of time. I think
an evening is better in that time of year, and we might need another week, Rud,
you know. Nothing is going to stop me from going to Bermuda, if I can possibly
help it.
MR. KIRKPATRICK: What is the feeling of the Board? Would you rather
have it in the evening or would you rather have it Saturday morning?
I think the evening is better.
You think a Friday morning would be out?
MR. KIRKPATRICK: We have to run the organization. And you have to
get all the supervisors there.
On the Overseas Rotation one I think you should have
someone from organization on it. 25X1A9a
MR. KIRKPATRICK: How about 25X1A9a
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Let's have - on it.
MR. KIRKPATRICK: Well, seeing that we have no strong feelings on
it I'll take a vote. How many would rather have it in the evening? How
many on Saturday morning?
. . . A Showing-of-Hands vote was then taken by the Chairman . . .
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MR. KIRKPATRICK: The evening carries it. Now is there any day of
the week that you prefer, one way or the other?
Friday night is probably the least desirable.
Better make it Monday night if you want them to stay
awake. No.. Monday night is the night you rest up from the weekend, isn't it?
MR. KIRKPATRICK: How about Tuesday night? Are we going to conflict
with Reserve meetings or something?
Those are on Monday night.
MR. KIRKPATRICK: You better get to find out whether the
auditorium is available on a Tuesday night.
Is this instructed attendance?
MR. KIRKPATRICK: I would think so.
MR. WHITE: I would also suggest that as soon as they start asking
questions as to whether or not they get overtime for this, the answer is
"No".
But if it's in the evening you better get hold of the
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Director's calendar and put a lead weight on it.
There is going to be a National air raid exercise
along about that time.
MR. KIRKPATRICK: I think 7:00 to 10:00 is probably better.
MR. WHITE: Some of the people live quite a ways out and that makes
kind of a long day. A lot of people, when they get home they don't want to
come back.
MR. KIRKPATRICK: But a lot of them don't get away from their
25X1A9a
MR. WHITE: 7:00 would sound good to me, to give everybody a chance
to get something to eat.
desks until 6:00 o'clock.
MR. REYNOLDS: Tuesday, the 15th of June, at 1900.
MR. KIRKPATRICK: Any other comment on the proposed plan?
I'd like to make one suggestion and that is that
Inspector General be tied in with this, either officially as a member--
MR. BAIRD: I certainly second that.
MR. KIRKPATRICK: Any discussion of that? Hearing no discussion we
MR. KIRKPATRICK: Any other suggestions about the specific time
on Tuesday? That would make it the 15th of June.
will move on to the new business.
Is there any new business?
I have one matter I would like to raise quickly, seeing that the
time is approaching 5:00. The Office of Training has presented a Confidential
Job Performance Report. Matt, you asked for approval in principle of a
special Performance Report. Do you want the Board to approve it?
MR. BAIRD: Recently I raised the question with you whether this
was an appropriate body to pass on it.
MR. KIRKPATRICK: It would take 3ust a minute to read this, and if
f you all agree we won't have to duplicate it and distribute it.
(Reading)
TO: Chairman, CIA Career Service Board
SUBJECT: Confidential Job Performance Report
1. PROBLEM:
17 February 195+
The Office of Training needs systematic information concern-
ing the job proficiency of Agency employees as the only
adequate means of appraising and improving its assessment,
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testing, and training evaluation programs.
2. FACTS BEARING ON THE PROBLEM:
a. Individuals assessed, tested or evaluated during 1953 represent-
ed a wide variety of job assignments under a wide variety of
conditions in all components of the Agency.
b. Many of the tests, assessments and evaluation procedures are
known to be useful in general for prediction of certain kinds
of performances but their specific validities for different
kinds of Agency assignments are not known. Until these are
known the value of Assessment and Evaluation programs will not
be fully exploited.
c. The DD/P has recognized the importance of validation research
and has appointed a committee to work with the A&E Staff in
planning such research.
d. Personnel Evaluation Report (PER) is used periodically by
supervisors in all Agency components.
9
3. DISCUSSION:
Both because of its purpose as an aid to the supervisor in
dealing with his people and because of the general reluctance
of supervisors to make realistic judgments of their employees
for official purposes, the PER is not a suitable research tool.
There are two possible methods of obtaining realistic appraisals
of an employee's job performances. Interviews with supervisors
could yield much of value. This method, however, is both time
consuming and expensive and is most suited to special investi-
gation of a particular job. The second method is to routinely
obtain a confidential report (see Annex 1 for a possible form)
concerning the performance of each individual employee. Such
information accumulated over the years would have the advantage
of covering a wider variety of jobs, of obtaining more than one
estimate of an individual, and serve as a broad base upon which
to make special studies designed to increase the value of
Assessment and Evaluation programs.
4+. CONCLUSIONS :
a. A procedure is needed which will enable supervisors to supply
simply and routinely their estimates of employee efficiency.
b. For practical reasons, special evaluations should be made at
the same time as the periodical PER.
c. These reports should be forwarded directly to the A&E Staff,
Office of Training, to be used for research purposes only
and should not be available for inspection by anyone else.
5. ACTION REC%VENDED:
Approval in principle of the Special Performance Report,
followed by instructions to OTR to work out the details.
/s/
MATTHEW BAIRD
Director of Training
MR. REYNOLDS: Is that an additional report to the PER?
i
MR. WHIT: In addition that Personnel would make a confidential
one to Training.
25X1A9a I'm sorry but I can't see that that can be done, on a
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whole series of grounds.
MR. REYNOLDS: Right at the moment we are having a very difficult
time trying to get a machine-run on what people really think of their employ-
ees. We have to get an adjective rating somehow, other than the PER, which
means the PER has to be changed.
MR. KIB} ATRICK: Didn't we approve, about two months ago, a whole
MR. BAIRD: The only purpose of this, gentlemen, is to do some
validation research on assessment and evaluation techniques. You can keep on
assessing but if you don't know whether your results are any good you are
assessing in a vacuum.
MR. WHITE: But you are assessing only a small number of people.-
MR. BAIRD: We are giving training evaluations to a great number
of people.
MR. KIRKPATRICK: Wouldn't a more practical way be to do spot re-
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search for evaluation?
In the first place, it's a matter of downright ethics.
You can't very well officially write two reports on an individual, one which
you show him and one that you don't; secondly, you say that this is going to
be used for confidential purposes only, but there is no such thing, - they
have a problem now in trying to keep personnel records sacrosanct, but there
is a question as to what extent that can be done; thirdly, this would be an
additional load on all the supervisors, with that additional reporting; and
fourthly, it seems to me that the aim can be accomplished by the first method
and then on a spot check basis. If you have cases, Matt, that you are inter-
ested in following through, then it seems to me they ought to be followed on
through on a case basis. I grant you that from the standpoint of the
research and the statisticians, and the fellow who likes to write philosophical
theses--he wants all the data, but as a practical matter we can't get it for
MR. BAIRD: But you want his performance as good as possible. This
is merely an attempt to make that much better.
A lot of people will wonder if a Chief is writing
personnel reports about them. I think it would give rise to suspicion.
Make the PER's useful and find some confidential place
where they can be kept, and check to see that the evaluation reports are
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made out accurately.
MR. KIRKPATRICK: The PER should be frank and it should be accurate.
It should be something that can be relied on. It should go in the Personnel
Folder and the Personnel Folder should be held very tightly by the Office of
Personnel and shown only to those who need to see it. If that is done then
the system is licked.
But I think from the point of view of your A&E Staff, they simply
couldn't handle that mass of paper. You would come up with a request to
double their T/0 if they got one of these on every employee.
MR. BAIRD: They can do the spot check but it just won't be as
meaningful.
PR. KIRKPATRICK: Let's have it a little less meaningful and not
burden down 600 supervisors. I think that is the general sense of the Board.
I think this new evaluation form that himself worked on-- 25X1A
25X1
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MR. BAIRD: That doesn't go to the A&E Staff.
M But they can see it. 25X1A9a
devised it with the possibility this could
be used as a research tool.
MR. BAIRD: That is if the Personnel Office releases it for that
MR. I SPATRICK: Your validation has to be consistent. Unless you
have done an assessment on every employee it doesn't do any good if you get
the PER's on every employee.
MR. BAIRD: For every one you assess you get a training evaluation
on a hundred.
MR. KIRKPATRICK: Until the A&E program is more comprehensive it
seems to me your spot research check is the best that can be offered.
MR. BAIRD: This is something I don't expect to have to fight for.
I think that Harry Reynolds, if we do the testing for him, will some day come
up and say, "How do you know your testing is any good?" I would think he
would want to say that.
MR. REYNOLDS: I think the PER has to show that on cases where they
have been tested.
MR. BAIRD: If you can make the PER's meaningful.
MR. KIRKPATRICK: This is the goal - I think we just have to make
the PER work. I think if we slapped down a few supervisors the PER's would
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drastically improve.
perience with it and it's time to take a good solid look at the PER itself.
You also have to consider how accurately the super-
visor evaluates his people. In the military when they consider the fitness
reports they also consider how accurately they evaluate their people on the
fitness reports.
MR. KIRKPATRICK: That is a subject for some very frank discussion at
this June 15th meeting, too, because probably every one of those people will be
filling out PER's on a number of individuals.
It has appeared to me over the past year that the PER,
although it makes some very important and very forward looking and real contri-
butions to the philosophy and technique of evaluating people, is not yet what we
want. It needs to be revised. Now I think we have had a couple of years' ex-
0
sell me on the difference between that and this new, complicated form that we
have just approved.
MR. REYNOLDS: I think you have to combine them and put some of Matt's
fi
stuff in, and make it one. The important thing is to get legislation on it so
we can use it.
MR. KIRKPATRICK: If we have ehind it we're sure
to get it.
5X1A9a
Any other comment on this? Any other new business? Stand adjourned.
. . . The Meeting adjourned at 5:08 p.m. . . .
MR KIRKPATRICK: Before you do that somebody is going to have to
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EXCERPT FROM THE MONTHLY REPO1T FOR FEBRUARY BY THE
25X1A
7. The Home Office paper covering the purpose, functions, and modus
operandi of the KUCLUB Career Service Board was received and our interest
in the paper is reflected by the fact that it was promptly distributed to
all stations. It is probably difficult at home to realize what an important
factor in personnel morale the Board has become. Word of what an excellent
job is being performed by our Board has spread throughout the other
elements of KUBARK, at least in this theater, and we are continually in
receipt of envious commendations from other units, particularly personnel
officers. All of which introduces an interesting subject. The functions
and purpose of the Board include, among others, that of "reviewing
conditions.... and making recommendations .... to the KUBARK Career Service
Board concerning working conditions and benefits that would serve to
strengthen morale and increase esprit de corps." It is our earnest hope
that all concerned realize the fundamental importance this aspect of career
service is beginning to have. Quite properly, the energy and time of the
Board has so far, to our knowledge, been principally concerned with the in-
telligent rotation and equitable promotion of personnel. The ceiling on
personnel, the "growing up" of our people (many personnel are beginning to
bump their heads on grade ceilings) and the changing character of our expan-
sion are beginning to have an effect which, as time goes on, will reduce con-
siderably the incentives to career service so often relied on--new fields to
explore, job openings everywhere, quick promotions possible and often even
probable, etc. Conversely, many new Government regulations and policies
which take away privileges and severely limit former inducements to Govern-
ment service are not likely to encourage "career service." This is not a
staff study on the subject (though one could be written if desired) but a
few examples of the problems which will bear some study are:
a. Limit of 3,000 pounds of household furnishings regardless of
rank or size of family, coupled with very stringent reductions in Govern-
ment furnished household items will eventually force personnel with
families to live well beneath their means, which is not required of a
citizen in civil employment.
b. Reduction of the authorized limit on accrued leave. Not
only is this disheartening (how many changes have there been in the
last three years?) but no one is able to find out how much they have
coming, how much they will lose, etc.
C* The ponderous and impersonal (and as often as not, inaccurate)
way in which the financial status of personnel is handled. It is not
unusual to have to wait months or even years for an account to be
settled in favor of the individual, while on the other hand the bill
being settled in favor of the Government is usually handled with
considerable alacrity and followed up within a few days with a
note demanding immediate payment in only partially disguised haste.
We have had people spend their entire tour trying to find out and clear
up their financial status. The problem is actually quite simple.
Worries over money and indebtedness are sure death to continued interest
in this organization and at all costs an efficient, fast-moving account-
ing system must be found which will guarantee current and accurate
status reports to all personnel.
d. The horrendous difference in housing between one station and
25X1A6a another. At S for instance, we have been at work now for over a
year on a study recommending the erection of dependent houses, digging
up facts, trying to find the best way of presenting them so as not to 25X1A
be turned down, constantly aware that the effort b b futile any-
way since some day we may inherit housing units All
this does not erase a few very pertinent facts as regards personnel
morale, esprit de corps, career desires, etc. The people at_ have 25X1A6a
lived and are living in hovels, because this organization failed three 25X1A
years ago to say if you are building a radio station, build houses and
BOQs. If we didn't have the money we could have left ten positions off 25X1A
the plans. If we couldn't do it on prope could have
nal b con-
done it on adjacent land. Even the Congress o rt
struction could have been gotten around if the problem had been considered
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properly serious. There have been beautiful--and empty--dependent
25X1A6a homes at for almost two years. The people who made these
decisions are no to blame. The situation in which a group of
people interested in furthering career service did not exist to con-
stantly and energetically push such problems along to an adequate
solution is to blame.
We now have a group openly and officially dedicated to the furtherance of
career service. It is obvious that without intelligent and real inducements
to career service people with growing responsibilities will eventually grow
restless and leave for greener pastures, at least those who are worth keep-
ing. This natural process, in which ordinary people stay on and rise to the
top and really good people leave for employment which more nearly compensates
them for their worth, must be avoided. To accomplish this, the really good
work of our CSB will have to be extended energetically into all the fields
presented by its own charter, keeping in mind that "compensation" need not be
limited to money but can also be defined in terms of personal dignity and
family welfare. People who do not understand what has been said here have
not waited overseas--in peacetime--for the better part of a year without their
families, have not seen the BOQ, and dependent housing at have 25X1 A6a
not been told that Finance has decided their $1100 bonus was eg and
therefore had to be returned, have not done without ordinary conveniences
because of inequitable shipping regulations, have not lost leave they weren't
sure they had coming--all while the most minute error on their part resulted
in a crypto violation being recorded in their service record, even if it was
directly traceable to worry over money or family and caused by improper or
inadequate management. There is no reason for anyone to get defensive over
the remarks made here. We believe, however, there is every reason for KUCLUB
to meet this problem squarely, prepare for it, and by so doing get as far
ahead of the rest of the organization in Career Service promotion as they cur-
rently are in promotion and rotation activity.
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