THE USE OF THE JUNIOR OFFICER TRAINING PROGRAM TO FACILITATE TRAINING OF DDP PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000700010012-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: August 31, 2000
• Sequence Number: 12
• Publication Date: August 19, 1954
• Content Type: MF

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19 August 1954
MIIKORANDUM FOIE: Deputy Director of Central Intelligence
SUBJECT ? The Use of the Junior Officer Training Program to
Facilitate Training of DDP Personnel
To Increase the Table of Organization of the Junior Officer
Training Program (JOT) in order that there will be an increased
flow of trained junior officers ready to replace operational per-
sonnel to be sent to training-programs.
2. ASSUMPTIONS:
a. In view of the commitments the Agency will be required to
undertake in support of NSC 54-12, its training requirements will
increase qualitatively as well as quantitatively.,
b. Supervisors will wish to give additional training to their
subordinates if the progress of current work is not to be Impeded.
3. FACTS:
a. In effect the JOT Program began as a pilot operation. As
it has evolved, it has gained increasing recognition by the components'
of the Agency as indicated by these facts:
(1) The demand for Junior Officer Trainees (JOT's) by the
major components of the Agency greatly exceeds the supply.
(2) In the report of his survey of the Office of Training,
dated 21 April 195'x, the Inspector General wrote ". . . the
Junior'Officer Training Program has been successful . . . it is
accomplishing its mission and has been constantly improving.
Specifically:
(a) The Junior Officer Trainees are an above-average
group, mature mentally, attractive personally, generally
motivated toward a career in CIA, and extremely good potential
for future Agency laakdership . . . "
(3) The. Program for the Career Development of Junior Personnel.
(JCD) was created by the CIA Career Service Board as the counterpart
of the JOT Program, to be modeled along similar lines but for personnel
in Career Staff or Agent status.
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b. The establishment of the JCO Program has reduced the numbek
of slots for the JOT Program,:iich originally numbered
to 60.
coaere is strong reluctance among many supervisors to releabe a
capable employee for training once he has been assigned specific duties
and responsibilities.
d. There is growing recognition that the JOT Program is the only
mechanism that x,7111 permit the release of personnel from duty assign-
ments for training with a minimum of loss to operational effioierey
due to the fact that the Junior Officer Trainees have received basic
training, are irnnediately available, and have been screened in advance
for the type of work they will perform.
e. It has been demonstrated by experience in a considerable number
of instances that JOT's constitute suitable replacements-for employees
performing duties up to and including GS-13 level.
Ia. DISCUSSION:
25X9A2
a, the reduction to 60 in the number of slots for JO T's caused
by the creation of the JCB Program has come rust as the costly University
Consultant-Contact Program for the identification and rocr.aitment of
highly qualified JOT candidates has begun to gain moment.am and as the
Army and Air Force are opening their ROTC programs to recruitment by CIA.
Furthermore, the full effect of the OCS,JOT Program is just beginning to
be felt in that the military tours of these officers who are very promising
candidates .for civilian service in CIA will expire in increasing numbers0
All of thesa men tir_ill have had basic training as well as some on-tie-job
experience. In other words, to have reduced the number of slots for the
JOT Program at the same time: that we have increased out potential for
employing and using larger numbers of first-rate people. If the recruit-
i ent and -training of highly `qualified young people for Career Service will
continue 'to be cbsirable for the ,Agency, then here is a contradiction
between the astabl shed means and anticipated ends, which gives: cacase for
grave concofn
be At present there are J:. JOT's assigned to the 3JF for on--th -job.
training* It had been hoped that these assignments would result in
releasing; regular :staff pa ?sonsnel for training, khile this has talon
place in some instances, they have been the exception rather than U he
rule. 1'Eore JO's have been placed in jobs for which they were _slot
vacancies than otherwise. It is significant: however, that they have
shown the capability to take over these positions effectively.
e. there is need for people who have language and area knowledge.
Here are examples of comments we bear steadily:
ttye are sending hirri Ag R'-~r1$'0~1012-5 25X1A6a
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oo ab to ~~~ ^~a Mm fW%m 'h4 q Anti en to
he doesn tt know a word.ll
Right now
.25X1 A6a
f y don't people ever send anyone here vho can speak
lhi
25X1 A6a
"tide are too busy to teach so we may lot them do
25X1A6a
25X1 A6a _ which is easier."
"I have long ago given up hope of finding a Deputy (Branch Chief);
with knowledge of the area and its language."
At present there is no. normal provision for meeting unusual
oa sudden ; "equirements for well trained personnel withoa ; disrupting
;!important work of some office or offices witness the experience with] 25X1A2g
such operations as PaBSJCCESS and
e,~ It is a significant fact that a number of JOT's now in training
port -fihat they. have had more` training courses than most if not all of
the individuals in the comport nts '+w; which they have been assigned for
on-the-job experience,
f. The typical JOT has been screened and trained. He is eligib]e
for pE 1l General Duty and for SI Clearance, has a fine educational
background, is capable, and possesses high potential for future usefulness.
He has boon assessed and his qualities evaluated. He is versatile a4 well
as adaptable. After having completed two or more` basic intelligence
courses,, he is in on-the-job training and is therefore doing productive
work as he learns this business. Ile is mobile and can be made available
for designated assignment on short notice. lhile on the Table of Organid-
za:tion. of the Of `Lie of Training his assignment to replace another employee
could be effected without prejudice to the Table of Organization of the
receiving. co zponent,i
g. the effective performance of the JO T's and the use to which they
have been put indicate the worth of the Programs The value of these
people has been demonstrated by the increasing demand for them by the
operating offices: Much know-how has been gained in the aft inistration
of the Pro am.. Sources of recruitment of high-quality JO T's have been
appreciably eacanded. the Office of Training is prepared to increase
the production of tra=ned JOT's to be used to meet the corning needs of
the Agency.
CONCLUSIONS:
a. he 'basic cause for the reluctance of supervisors to give
training;, to those who need it can be remedied by supplying well gaa4fied
substis for the period of training.
b. Through the appropriate use of JOT's by the operating office's
there is opportunity to provide training for their people iaho need it.
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c. Junior OfAcer ii ainces should be used to release staff
personnel for training.
6. R E CO?MENDATIONS:
It is recotmmended that:
25X9A2 a* The T/O strength of the Junior Officer 'wining Program be
restored to its o:tiginal= slots for the period of the next five
years*
bti The above increase be mace contingent' wherever possible,
on the assignment of Junior Officer Trainees as replacements for
personnel released b T the operating offices to be trainedp
/s/
MATIHi?1v BAIRD
Director of Training
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