CAREER DEVELOPMENT OF JUNIOR PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000600120005-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 9, 2016
• Document Release Date: August 11, 2000
• Sequence Number: 5
• Publication Date: May 4, 1954
• Content Type: MF

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MEMONNUM FOR: Chairman, CIA Career Service Board
SUBJECT: Career Development of Junior Personnel
1, PRCBLF To establish a program that,will insure effective career
planning for junior personnel..
2, AS&UMPTI S:
a, CIA will have a continuing requirement for individuals who are
thoroughly acquainted with Agency activities and who will be avail-
able for assignment to positions of increasing responsibility as
the need arises,
b, Due to the specialized nature of Agency activities, such individuals
cannot ordinarily be recruited from outside the Agency, To assure
the e: .stence of n reservoir of such individuals., a systematic program
for ixiternally developing selected Agency personnel can be instil tedo
e. Cprecr Developmnent through detail or assignment to varied positions
to broaden knowledge sad experience can be an effective means of
furthering the development of selected personnel,
da It is possible to identify individuals who are on duty whose develop-
ment will be furthered by training assignments to other components
of the Agency, Since such an assignment would be of rather extended
duration, it would be for productive as well as for career develop-
meat purposes?
e, Individcals should be considered for this program only on' the basis
of demonstrQted ability and potential for gre.iter responsibilities
in the discharge of the Agency's mission,
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f? Participation in the program would represent no assurance to the
indivich:al of eventual advancement, or assi[ meat to any particular
3, FACTS:
ao The basic Career Service directive (CIA Regulation - 25 May 25X1 A
1953) states that one of the ways by which the Career Service program
will be implemented is through "rotation" and that provision will be
made for the allocation of slots in order to facilitate' such
assignments? This Regulation also provides that the component
Career Service Boards will "establish a system of rotation within
the component and participate in the development and execution of
rotation assi ,nmentsa" It is therefore clear that the policy of
promoting the concept of planned training assignments as a develop-
ment technicu e is firmly established,. There is, however, no clear-
cut authority for insuring that this type of activity, undertaken in
support of the Agency's overall mission, will be effected.
b. The first attempt at a career development system was made in June
of 1952 with the establishment of 50 Rotation Loan Slots; since
only 11 of these slots were ever encumbered, the CIA Career Service
Board decided that the system was ineffective. On 2 July 1953 it
was replaced by the present system of Career Development Slots whereby
individuals who could profit from either non-CIA training or development
through planned assignments within CIA could be transferred to positions
administered by the Office of Training in order not to disrupt the per-
sonnel administration of other components of the Agency, Of the
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40 positions ' approved, 28 are now (as of 31 "h 1954) allocated
or under tidera.Gi on by, the CIA Career Sealce Board, Twenty-
five of these ore for purposes of extern 1 t*aining and only thrr
for assignment within CIA, The students who will atte ,d the Depart-
ment of Defense school and collegen, and ces~tain otxaer long
duration non-CIA training } gr , will take ;gip some of the re-
The, Junior Officer Trainee pr?ogran initiate ;in l9 'l is inten
25X9A2 =Blots will probably be blocked by persons . cantly intervIewod
aecon rsesdate Junior Officer Trainees and other, mm1msrs of V,* Agency
25X9A2
25X9A2 'Lions, were filled as of 31 Mazvh 11954 by men and wo on duty
in the Age cy specifically as Junior Officer 'rai nees.; Madre
slots were blocked by people in process : or in:, a few cases by people
other than JOTS as a temporary slotting acotan. odat;Lor; made availabLe
by the Office ` of Trainia4 to other components
!of the Agency; another,
and tested. Thus if all these employees and ~:in4idates; were
remain on the JOT T,/0, there would be slots filled and 25X9A2
25X9A2 Mvacanc.ieaf0 in fact,, h b revers the umber of'viac Aci,s will increase
as Jars trannfer to permanent aarsi s
p gme-sxta or' gther T/Oe in the Agay
and as the temporary use of JOT slots for ott -r pa csnete owes to an
ma ring twelve p0aitimls.
ceiling positions for the program, plus
who are called up for military service. Of the
end,
Of the - resew t **'1" ,'azmer JO' TS
25X9A2 Age uey, M have a1.resscd. b e ;;exvrs . qrx r,.l
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foo.r more will tie so assigned within the next three months, tern
more within the next year, and :.t the present rate of turnover
each JOT will probably occupy a civilian JOT slot for about a
yearn This means that about half the?slots could be used for
the career development of junior employees already in the Agency,
and even more if 1) recruiting JOTs from outside were slightly
diminished and 2) some individuals' terns of service as JOTs were
shortened as circumstances in each case made advisable.
d. On 4 !ebruary 1954, at its 20th meeting, the CIA Clreer Service
Board decided to concentrate its attention on the career develop-
ment of junior professional personnel.
e. As of 31 December 195 4,, persons of age 25 throut h 34 who are in
grades GS-7 through GS-12 constitute of the Agency?s
strength. Persons in this category with at least two years' Agency
experience; constitute 26 per cent of the Agency strength, while those
with three or more years of Agency experience constitute 15 per cent,
4. DISCUSSION :
a. Within the ranks of CIA there is a considerable group of younger
men and women with excellent backgrounds and work records who
show potential for progessively increased responsibility. Planned
training assignments among Agency offices would be an effective
device for providing many of these persons with opportunities for
additional knowledge and wider perspectives. This type of activity
also offers opportunities to evaluate individual performance and
potential in different situations and the program can be counted
on to strengthen the Agency's middle-management group of officials.
25X9A2
25X1A
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ba A selective assignment program would be only one part of the
Agencyls Career Development system, Not all promising young men
and women would benefit from this type of career development,,
Many would profit from the appli.ca tion of other recog sized tech-
niques while remaining with their parent components The other
techniques inc2u de;
(1) Formal CIA training
(2) Pon-CIA training
(3) Ch-the-Job training
(4) tuderstudy *nd task force assignments
(5) Particip-tion in external professional conferences
(6) Extra-curricuiir duty on committees,, panels and boards E,
The other techniques enumerated above are now being utilized by
operating components with varying degrees of effectiveness? Pl=anned
training assignments for the career development of junior pers.( rel
are occasionally being accomplished at presents, However, as stated
in 3a above,, there is still no assu-nince that plan-.red truing
assignments coneucted in the interests of the Age
as P. whole,,
as contrasted U., t aof:e of primary :ant= rf.-tf t, Ind.,. iduai.. c oajxa
will be kiatster'fi ken,
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25X9
c. The Assistant Director for Personnel is responsible for the
development and administration of an Agency-wide personnel
program. The Director of Training is responsible for formulating
and carrying out training policies, plans, standards, and programs
to increase the capabilities of personnel to serve the Agency. The
Head of each Career Service is responsible for the utilization and
development of each individual who bears the career designation of
that particular Career Service including his training, assignment
and advancement. The career development of personnel is thus a
joint responsibility of these officials, and they have skilled
personnel and facilities at their disposal for mutually carrying
cut this responsibility. (See TAB A "Plan for Career Development of
Junior Personnel", attached),
S. GCNCZUSIQdSt
a. The means for implementing a program of career planning for
selected junior personnel are readily available within the Agency*
b. The total cost of such a program would be minimal compared with
its importance to the Agency,
c, No additional funds would be required, since salaries of JOTe have
already been included in the budget of the Office of Training and
the costs of administration would be absorbed by the offices of
Training and of Personnel.
d. Approximately ?approved T/o positions are at present available
to start the program.
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6, Rr coir?N NATIONS
a, That the above conclusions be approved,
b. That the Plan as outlined in TAB A be adopted and published as
a Notice,
c, That the Program for the Career Development of Junior Personnel
be referred to the Assistant Director for Personnel and the
Director of Training for implementation.
25X1A9a
25X1A
for Personnel
ssis
Director of Training
chairman
CIA Career Service Board
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N i ~. f N @S
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NOTICE
Nr
25X1A
25X1 A No. ~ PERSONNEL
PLAN FOR CAREER DEVELOPMENT OF JUNIOR PERSONNEL
The CIA Career Service Board has approved the following program
for the Career Development of Junior Personnel, Application forte
can be obtained from either the Office of Personnel or the Office
of Training.
1a PURPOSE:
The Plan for Career Development of Junior Personnel is designed to
identify and provide for the systematic indoctrination and develop-
ment thresh plam d assignments of junior employees who have the
capacity and potential to profit from such development' to the and
that there shall be continuously available .a reservoir of individuals
eztensivo y and intensively acquainted with Agency activities,
2. RESPC SIBIL,ITY:
Responsibility for this program is vested in the Assistant Director
for Personnel the Director of Training and the Head of the Career
Service having jurisdiction over the individual under consideration
as evidenced by his career designation.
Selection of participants for the program and review of their progress
will be made by a Committee for Career Development of Junior Personnel
composed of the Assistant Director for Personnel, Chairman; the
Director of Training; and the Head of the appropriate Career Service.
Mow TAB A
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3. ELIGIBILITY CRITERIA:
To be considered for entrance into the program an individual must:
a. Have staff employee status.
be Be between the ages of 25 and ilk, inclusive.
c. Occupy a position at grade OS+7 through 12, inclusive,
d. Have at least two years prior CIA service, preferably three,
e. Have completed a training coarse in basic intelligence, such
as BIC.
f. Possess at least a Bachelor's degree or equivalent from an
accredited college or university,
Agree to serve the Agency wherever assigned (this agreement will
be stated in whatever form is ultimately decided upon to be used
in the application for entrance into the Career Service).
4. PROCEtU R1 :
a,; Application and ncninntion
(1)
Heads of Career Services shall nominate especially qualified
individuals for the program by requesting them to submit
applications.
(2) In addition, any staff employee who meets the eligibility criteria
may apply through official channels to the Head of his Career
Service for entrance into the program, The Head of the Career
Service concerned will append his recommendrtian to the appli.-
cation and forward it to the Assistant Director for Personnel,
whether his recommendation is affirmative or negative.
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TAB A
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(3)
App11cation will be on a prescribed. foam to be. developed by
the Assistant Director for Personnel and the Director of
Training,
Accompanying the application will be a Career Development Plan
worked out by the individual and his supervisor rind commented
upon by the office of current assignment where appropriate and
by the Head of the individual?s Career Service, This plan does
not need prior concurrence of those offices in which it is ex-
pected the individual will be detailed during his development
cycle although prior coordination would be helpful. The Comm
mittee will be responsible for obtaining the necessary
concurrences,
b, Selection and review
(1)
The Committee for Career Development of Junior Personnel (para-
graph 2 above) will select participants from among those whose
spplicstions are received by the Assistant Director for Personnel,
(2) The Committee will make its review and base its selection on
the applicant's overall suitability for the program as
determined by the following:
(a) Possession of basic eligibility cpal ifications,
(b) Evaluation of data in applicant's offici l personnel
folder, which must contain a current PER,
(c) Personal interview by the Committee which will include
a discussion of the applicant's proposed Career Development
Plan o
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(d) Training evaluations..
(e) Assessment by the Assessment & Evaluation Division of
the Office of Training when requested by the Committee.
(f) Any special reports which the Committee may request
from the Director of Security or Chief., Medical Staff.
c. Administra Lion
(1) After selection, the individual will transfor without change
of career designation to a JOT slot within the present coiling
of the Office of Training and will remain under the administration
of the Office of Training during his development cycle.
(2.) The Assistant Director for Personnel and the Head of the Career
Service concerned will. be kept infonied at all times, by the
Director of Training, of the individua31v development, progress
and planned assignment.
(3) Upon completion of his development cycle, the next assignment of
the individual will be considered by the Committee for Career
Development of Junior Personnel, consisting of the Assistant
Director for Personnel, Chairman; the Director of Training; and
the Head of the Career Service having jurisdiction over the
individual as evidenced by his career designation.
FOR THE DIRECTOR OF CENTRAL INTELLIGENCE
L, K0 White
Acting Deputy Director
(Administration)
Distribution: AB TAB A
"jam
4NAINAVIn
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