AGENDA FOR THE CIA CAREER COUNCIL 28TH MEETING THURSDAY, 7 JUNE 1956, AT 4:00 P.M.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000700170008-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 42
• Document Creation Date: December 22, 2016
• Document Release Date: October 3, 2002
• Sequence Number: 8
• Publication Date: June 7, 1956
• Content Type: AG

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*for
AGENDA
1TOR THE
CIA CAREER COUNCIL
28th Meeting, Thursday, 7 June 1956, at 400 port?
DCI Conference Room
COMPETITIVE PROMOTION SYSTEM
1,? PRESENTATION
a, Text of Oral Presentation
Charts. and Visual Aids
coHajr Steps in the Competitive Promotion Process
2? STAFF STUDY "COMPETITIVE PROMOTION SYSTEM?"
dated 7 June 1956
Tab A -i1ajor 5teps in the Competitive
Promotion Process
Tab B- Staff Personnelin the Zone of
Consideration
Tab C Biographic Profile
Tab D - Guide. for Promotion Panel Operation
Tab E Promotion Quotas
The Staff Study, in connection with the
Presentation, will form the basis for further
discussion at a subsequent meeting?
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COMPETITIVE ROMOTION
I. Atrodection:
Today's subject for discussion, Competitive Promotion, is
one which I know we all consider most critical from the standpoint
of the success of the Agency Career Service Program, Although you
will be given a Staff Study outlining the details of the Competitive
Promotion Program Procedures for discussion at a later meeting, I
would like to run through the basic principles and objectives of
this proposed program, together with a resume' of the mechanisms and
procedures which will be necessary to make it work.
As a matter of background, this is where we stand today with
respect to competitive promotions:
A. The existing Regulation on Promotions, as endorsed by this
Council, was designed to achieve competitive promotions by
requiring the Head of each Career Service to certify that each
employee recommended for promotion is the best qaalified in the
zone of consideration. However, no uniform Agency procedures
have been put into effect to provide Heads of Career Service
with a positiee means of assuring that their certifications
result in a competitive promotion system.
Bg, A Staff Study, Revised Personnel Assignment and Promotion
Policies, was approved by the Council and the Director late in
1955. This study affirmed the competitive promotion principle
and proposed that flexible assignment procedures be established
so as not to delay or deny pr motions of employees who had been
competitively selected to merit advancement by the Head of their
Career Service.
Ce At the Meeting of 9 February 1956, the Career Council con?
sidered proposed Regulatione to put these Revised Personnel
Policies into effect. During the course of discussion, a nueber
of changes to the proposed procedures were found necessary to
attain a Competitive Promotion Program that would be workable
and easy to administer. Suggestions made during this meeting
have been considered and, to a large degree, incorporated into
the Program which I am outlining. In addition, cognizance has
been taken of the criticisms of our current proieotion :system as
presented in the paper to the Inspector General, "Aids to Personnel
Management", which I would like to quote:
'MINES
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""Stelatr'
"Aside from minimum time-in-grade standards, there appear
to be as many different promotion policies as there are
career boards. Furthermore, most written promotion recom-
mendations represent a supervisor's opinion not always an
unbiased summary of an employee's record. Therefore, career
boards may not have all the relevant facts about the man
under consideration nor even consider others of equal or
greater merit".
Do You may be aware that the Administration through the
Civil Service Commission is currently evaluating Federal
Agency Promotion Systems. It is likely that changes will be
made to achieve wider competition for available promotion
opportunities throughout the Federal Service. Accordingly,
our consideration of the Agency Promotion System is most timely.
II, Status of Agenpy StaffIng_and its Relation to Promotions:
- As we are all aware,. higher average salaries are invariably a
by-product of promotions, a reason for eareful selectivity in the
fliART 1. promotions we make. The Bureau of the Budget- and Congress take
considerable interest in the Agency average grade and average salary.
ZENC1 As you will note from the Chart, the Agency Average T/0 Grade in
recent years has been increasing about one-tenth of a GS Grade annually
AVERAGE whereas the average employee grade is increasing at about two-tenths
of a GS Grade. Thus, we have to provide for and justify an increase'
GRADE in personal service expenditures of roughly two million dollars each
year to take care of the increasing grade level of our employees.
"REND Increases in grade levels, I might add, are at about the same rate
throughout the Agency. At the current trend, T/0 and emeloyee.&rades
will converge in about four years. the conclusion seems
clear that we need a system to assure that future promotions are
gken to the_popuda_mba_mest merit_them-particularly since it may
be not only prUdent but also necessary to reduce the rate of promotion.
at some future_oint*__ --
pBART 2* To look at the Agency promotion potential in another way, this
chart compares the number of employees at each grade level with the
14STRIBUTION- number of authorized positions of that grade. You will note, that -a
large percentage of our positions particularly in the higher grades,
W. POSITIONS are not currently filled at the All grade or are vacant? Thus, \
through our T/0 system of approving staffing patterns, we have in a
.ARID sense obligated ourselves to fill many positions through promotion
action. :% ?
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CHR Let up consider the number of people in the Agency who are
eligible for promotion consideration since they have served the
DISTRIBUTION required time-in-grade. These people, from my experience, are
well aware of their position in the zone of consideration.
OF
. As illustrated, we find that more than fifty percent of our
ELIGIBILITY employees at most grade levels haTi-ailiFriffd-UEN-"WEEETTiZiod".
Each has been assured in our existing promotion regulation that he
FOR ALIele&eonsidered for promotion each year by the Head of his Career
Service. In view of the number of such considerations which must-
PROMOTION be made, the workload involved is significant; machinery to
accomplish the considerations efficiently, equitably, and as uniformly
as is reasonable among the Career Services is essential,
claaLha III. Ob'ectives of the Cam etVive.Promotion Program:
OBJECTIVES As to the details of the program which we are considering, let
us first review its basic objectives. As you will note on the chart,
OF THE the number one objective is selective consideration for Promotions;
in other words, competitive evaluation 01' employees with their I
COMPETITIVE contemporaries as to merit for promotion. To make it. possible to
achieve this objective without undue dieruption of our work, it will
PROMOTION be necessary to provide for FLEXIBILITY OF ASSIGNMENTS to permit indi-
viduals promoted to qpiete their tour or an assignment when necessary--
PROGRAM even if this assignmen is of a lower grade. This principle was agreed
to during our previous discuesions.
The third objective is PROVISION OF GUIDELINES, qualitative and
quantitative, for Use by Operating Officials and Heads of Career Services
to administer the promotion program.
Rematiletive Gulgelinee will aid in determining "when" an employee
will be promoted and will provide through controlled promotion rates a
reasonable degree of uniformity of advancement opportunities for
employees of all service designations. geggeOareguidelines involve
"who" will be promoted and consist of criteria or promotion factors
which are significant for competitive evaluation purposes. Use of
these guidelines, will, I believe, contribute a great deal to equity in
promotions.
Objective 4, UNIFORMITY Q] will be
achieved partly through the use of Guidelines previously mentioned and
partly through the use of the same basic mechanism, procedures, and
schedules for the competitive evaluation of employees Agency-wide.
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Objective 5, PROPER ALIGI1MET OF RSO Assmigummulp.
BT CAREER SERVICES is one which I consider of great management impor-
tance. In this connection, the Head of each Career Service needs a,
balance between the types and levels of personnel in the Career Service
and the requirements or jobs he As called upon to staff. ?Promotions,
eecordingly? should be so lanned that this balance between the levele
of people and positions will be ac L eve an ma
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Finally, the objective of slowiEmbE_ cannot be overlooked.
Bath of the foregoing objectives will, if achieved, contribute to
accomplishing this final aim. .Also, it will be important that, to the
greatest degree possible, the promotion system and its working be
explained to and understood by all Agency employees at all levels and
locations.
TV. The Cometitive Arealper.Prpmeqoa:
Any competitive promotion system requires definition of the groups
of employees who will compete. In our current program, the competitive
area is not clearly defined or utiform among components and Career
Services. In some parte of the Agency, competition is principally with-
in the organization or subordinate work unit, with Heads of Career
Services and Boards or Panels performing reviewing and endorsing functiona.
In other segments, the competitive area is roughly the Career Service.
Some suggestions have been made that the competitive area be the entire
Agency.
Today's proposal is beeed on the assumption that each Career Service
will comprise a competitive area. The Career Service Structure provides
the best breakdown we now have of groups of employees of similar occupations
and career interests. However, uniform guidelines and procedures proposed
to apply to all Career Services eill, in effect, assure equity in promotion
considerations throughout the Agency.
Within each Career Service, a further determination of the grade
levels of employees to be covered by the program is necessary. The Stuff
Study proposes that in the initial implementation of the program,
employees in Grades GS-7e14 inclusive only be subject to the formal
evaluation procedures. Personnel in lower grades will, continue to be
recommended for promotion by their supervisors when they meet current
requirements as to performance, qualifications, tine-in-grade? and occupy
a suitable position. This modification will reduce the number of formal
evaluations to be made from approximately per period, and
is consistent with competitive promotion programs in erfect in the 25X9A2
traditional career services such as Department of State.
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HANDOUT
MAJOR STEPS
IN THE
PROMOTION
PROCESS
CHART ?
SEMI-ANNUAL
PROMOTION
RATES BY
CAREER
SERVICES
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V. The Com2a=m2comotion Process:
With the objectives established, let us look at the actual workings
of competitive promotion evaluation and the subsequent processing of
promotions. The major steps proposed for this purpose are summarized
in this handout, which may be useful in following through the process.
(Hand out "Major Steps" to Council Members).
Step 1. DeterminegaLog_grogilm_gmotag for Career Services,
This step involves a determination of the "Quantitative Guidelines"
to be provided Heads of Career Services in connection with promotion
administration. The traditional career services - State and Military -
have long relied on a promotion authorization or quota system to control
the composition of their staffs rather than relying solely on the grade
or rank of each position. Since we are proposing to modify, to a degree,
the grade of the specific assignment held by an individUal as the prin-
cipal determinant of his promotability, and ;since present forecasts
indicate some limitations of promotions in the future, it seems advisable
to plan in advance the tempo of our promotions. The Staff Study proposes
that the Career Council establish promotion quotas for each Career Service
by grade levels in consideration of: (a) recent promotion rates for the
Agency as a whole by grade levels, provided that (b) requirements of the
Career Service with respect to higher grade positions to be filled are
not exceeded. In setting quotas, any unusual variation in the past pro-
motion rates of a Career Serfice or grade level as compared to the Agency
averages can be considered, as well as any unusual staffing requirements
projected for the immediate future. On the whole, however, the use of
Agency-wide promotion rates will tend to provide equality of opportunity
for promotion across Career Service lines without restricting unduly any
Service. A secondary use for the quota mechanism is as an index in
computing future budgets.
To take a look at current promotion rates the chart illustrates
the fact that promotion rates at each level above GS-8 are very nearly
the same among Career Services under each Deputy Director. As we would
expect, the rates decrease an the grade level increases. Although this
chart is for a six month period only, figures for preceding periods are
roughly the same. I believe the conclusion could be drawn that Agency
average promotion rates for all levels from GS-9 up might be used as the
base in determining future promotion quotas. However, further analysis of
the positions and promotion rates at GS-7 and GS-8 will be required to
arrive at equitable rates among the Career Services for these levels.
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CHART 6.
COMPETITIVE
PROMOTION
SYSTEM
CHART 7.
COMPETITIVE
EVALUATION
FOR
PROMOTION
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The second part of the promotion rate formula, availability
of positions for promotion purposes, is covered in some detail in
the Staff Study so I will not elaborate on this point. Suffice
it to say that the approximation of positions for promotion is com-
puted by comparing the grades of the people in each Service with the
grades of the positions they encumber. Adjustments are then made
for vacant position which are to be activated during the period.
eles_a_=_Ereparation for Panel Evaluation:
With the establishment of promotion quotas for the Career Services,
the next step involves the preparation for competitive evaluation of
employees. First, an Agency-wide schedule for competitive evaluation
of employees by grade levels will be established e.g.?GS-7 and GS-8
personnel to be considered one month, 03-9 and 03-10 personnel the next
month, etc. so that a complete cycle will take place each 6 months
during the initiation of the program. (Later, perhaps we could consider
personnel in the higher grade levels annually.)
Promotion Panels will be appointed by the Head of each Career
Service to evaluate all employees of 03-7 to 03-14 grade levels who
are in the zone of consideration. The Panels could, where practical,
be identical to the Career Service Boards or to established Panels.
As you will note from the chcrt, the procedures propose the establish-
ment of an Advanced Panel of a minimum of 3 members o each Career
Service to competitively evaluate employees in grades 05-12 through 14,
and a similar Intermediate Panel to evaluate personnel in grades
05-7-11 inclusive. 05-15 and above personnel are, of course, under the
jurisdiction of the Supergrade Bard. As I have mentioned, the system
currently does not include panel evaluation of employees below 05-7:
but at some time in the future, we may find it advisable to provide for
a Basic Panel to evaluate this category.
In consideration of the large number of personnel to be evaluated,
together with the fact that Promotion Panel membership will be composed
of members of the Career Service of higher grade than the employees
they evaluate, we must keep Panel workload to the minimum consistent
with the exercise of good judgment. Accordingly, the system proposes
that competitive evaluations be made to the greatest extent possible
through the consideration of Biographic Profiles of each candidate
rather than through time consuming review of Personnel Folders. The
Profile will be prepared in advance by the Career Management Officers
with the assistance of Office of Personnel and will contain, as you will
note from the chart, fgetval information and galuative information
which the Panel may consider in making evaluation decisions.
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U66 OF
IhT BIO-
GRAPHIC
PROFILE
REPLACE CHART
ON
COMPETITIVE
EVALUATION
Fai
PROMOTION
T would like to ell the cement that the Biographic Profile,
though representing -a warkleed fact= at the moment, will have marly
other uses than for promotion considerations, As you will. nate frem
this chart,,the Profiler a two-page docunent, will provide Operating
Officials and Heads of Career Service with most of the basic infor-
mation about people which now requires searching the 4mployee foldere,'
Thus, use of the Profiles mill materially curtail the prethiscueus
circulation of personnel folders which has been a problem of long
standing. I realize that Biographic Profiles for semel persennel
to be evaluated cannot be -prepared overnight, particularly since
extreme care must be taken that all information is verified., Therefore,
reliance will necessarily have to be placed on the Personnel Folder
during the initiation of the program,
25X1
In addition to the Biographic Profile OT equivalent, the Promotion
Panel will be provided with the listing of personnel recommended for
promotion by Operating Officials (under whom the employees serve) as
designated by the Head of the Career Service, Whenever practical,.
Operating Officials will net names in the order of employees merit
for promotion,
koVan:
Now, let us consider the actual evaluation of employees by the
Panels, Panel Members will review Biographic Profiles or equivalent
of all individuals recennended for promotion by Operating Officials
as well as other individuals in the zone of consideration but not
recommended for promotion, Competitive appraisals will be based on
the preeneegenFW.ors as listed on the chart, (Name) The Panel Membere,
may? of course, request the Personnel Folder if necessary to corroborate
or obtain elaboration on any question. Or they may, when practical,
Interview the supervisor of an employee or others having knowledge of
his performance or other factor affecting promotion., After due con-
sideration, each Panel Member will independently rank in order of merit
for promotion all employees nominated by Operating Officials and aey
others not formally recommended but who the Panel considers should be
included, After this has been accomplished, any great divergences in
rankings by Para Members may be discussed, and more information
obtained on any individual uhich might be useful in obtaining a valid
appraisal, Thereafter, Panel Members may adjust their ranking, The
final rankings will then consist of the average or ceeeosite ranking of
all Panel Members, This rank order list is then submitted to the Head
of the Career Service,
ao.R.4.42-timkr-Relka ofggreeT allneisMs
Upon receipt of the rank order or promotion list, the Head of
the Career Service, as you will note on the handout, will schedule
promotions for the grade level - adhering as closely as possible to
an Agency-wide effective date for the majority of the actions, Prier
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to initiating the promotion of each individual, he mdlidetermine
that the individual is occu a sition of ' ch will
4-6commodate the promo on an on or that the employee can be utilized
f a..ropriate rade in the foreseeable future. It is
expected that the o e areer Service I a final check
with the Operating Official as to each promotion - particularly if an
employee is being promoted who did not have the prior recommendation of
Official.
?1.22.5_.:Aorating., Official:
Operating Official receives notification from Head of Career Service
as to employees being promoted, and is free to comment on the timing of
promotions or may state reasons why a proposed promotion be withheld. In
addition, he may recommend to the Head of the Career Service promotion of
any individual not included on the promotion list, and provide detailed
justification to support each such action.
a-km 6 - Action b Office of Personnel:
Office of Personnel will complete the promotion action, including
ifications revi IR 2 ? Throughout the process, staff
me ere o ? ce o Personnel will ass et Operating Officials and Heads
?
210
of Career Services as necessary.
VI. Conclusion:
We have covered the principal feature of the competitive promo ion
program proposed. In many ways the system is similar to procedures now
in effect in the Clandestine Services Career Service for the competitive
evaluation of employees in grade GS-14. To conclude, it may be well to
compare the proposed system with that now being used.
25X1 A. Currently' 'requires an annual consideration for
promotion of all employees in the zone. I believe this has been
done rather informally in most cases in the past. The proposed
system provides for a formal semi-annual promotion consideration
of employees in the zone by Panel action.
BO Currently, supervisors recommend promotions through channels.
Supervisors continue under the proposed system to play a vital
part in determining employees to be promoted and the timing of
their promotion, but the Head of the Career Service will normally
initiate promotion actions.
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C. Currently, no limit is applied to the number of promotions
which may be made providing the grade of the position occupied is
sufficient to accommodate the promotion action. Under the proposed
competitive system, the control exercised by the grade of the
position occupied is modified in individual cases, and in lieu
thereof vomotion motes based on past Agency promotion rates and
upon availability of higher grade positions throughout the Career
Service are used. Personnel promoted under the competitive system
may occupy a position of lower grade than their ownpuntil reassign-
ment is practicable; but they must be capable of being utilized in
a position of proper grade in the foreseeable future.
D. Current time-in-grade requirements are unchanged under the
proposed system, and exceptions to these requirements may be
atthorized.
E. Finally, qpnlifications and demonstrated abili y are signi-
ficant under both systems; they will, however, assume greater im-
portance under the system of competitive evaluation by Panels._
Although we have covered the proposal in some detail, some questions
you have may be answered in the Staff Study. Since we are considering a
promotion system quite different from that now in effect, I believe you
may wish to look over the proposal at some length and discuss it at our
next meeting. Certainly, some changes or modifications may be suggested
to improve the system to better meet our requirements.
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CHART 4.
SAFFTIMT
OBJECTIVES OF THE COMPETITIVE PROMOTION PROGRAM
1. Selective Consideration.
2. FlexibiWy of Assignments for Full Utilization of Employee Skills.
(Promotions not rigidly dependent upon grade of job held.)
3. Guidelines for Promotion Considerations.
(Quantitative and Qualitative)
4. Reasonably Uniform Promotion Administration among the Career Services.
5. Proper alignment of Personnel Assets & Requirements by Career Services.
6. Building and Maintenance of Employee Morale.
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COMPETITIVE ,VALUATION FOR PROMOTION
PROMOTION FACTGRS
1. Performance (Productivity, Quality, Level of Job)
2. Attitude
3. Qualifications - Education, Experience, Training,
Personal Characteristics
4. Value of Employee to the Agency-Present and Potential
5. Length of Service - Time in Grade
MEDIA USED FOR COMPETITIVE EVALUATIONS
A. The Biographic Profile
1. FACTUAL INFORMATION
Vital Statistics Education
Employment History Training
Qualifications Current Assignment
Reserve and Medical Status
2. EVALUATIVE INFORMATION
Fitness Report Summaries
Supervisor's Comments Relative to Future Utilization
Noted on Career Preference Outline
Summary of Disciplinary Actions, Warnings,
Commendations, Awards.
Supervisor's Comments as to Employee's Merit for
Promotion and the Employee's Ranking for Promotion
among Contemporaries in the Immediate Work Area.
B. Personal Knowledge of Panel Members Regarding The Individual.
Co Interview with Supervisors or Others Having Knowledge of
Employees Being Evaluated.
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CHART 8.
sc
USES OF THE BIOGRAPHIC PROFILE
lo Competitive Promotion Evaluation
2. Individual Career Planning
3. Training Determinations
4. Fitness Reports
5. Selection for Assignments
6. Substitute for Personnel Folder
CONIIDENTIAL
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MAAW STEPS IN THE COMPETITIVE PROMOTIO1 PROCESS
- 9FTERP.U.ATIOr OF PROMOTION OUOTAS FOR CAREER SERVICES
eith due regard to the current staffing of the Agency Tb,
eeeoe of. thc Agency, past prometion rates, and available
eeemariations, the office o Personnel shall develop semi,
eeleelje a roeosed promotioe Quota by grade groups for
eee ueeeer Service. The Caemer Councel will review thin
propoeal and wall make the feati determination of promotion
aeotee, exeert az otherwise neproved by the L'irector.
2. PRSPARATIOA FOR. PANEL EVALUA'.710N
of Ceeeer Servieee wile enpoint Panels compoeed of
e eeeiram ef 1 voting meMbere of araden higher than that
ef' empleyees to be evaluated. Intermediate Panels will be
eeToeneed ec evaluate employees ir grades GS-7 through OS-11
eed Acilwriced Panels will be aeroirted to evaluate employees in
lerdea GS-12 through GS-la for promotion. Panel members will
eeeve eor 4, pereod of- six months or until the consideration
tha prede groups for welch they are responsible has been
eompteeeo.
be Operating Officials, as designated by Heads of Career Servicee,
eutede. list of employee at each grade level which they
eecomulend for promotion. Whenever nracti cal, operating officials
thi rank these recommended enplovees in the order of their
eerit.
Biographic Profiles or equivalent will be prepared for promotion-
eligible employees. The primary vurpose of such a profile is
eo eliminate, in the majority of cases, the need for Panel
wembere to study the official. personnel folders of each eligible
employee in order to appraise basic qualifications, performance
mid related data. These profiles may also be used for other
personnel purposes for example, they may be used in lieu of
the official personnel folder in reviewing and considering
eeeignmeuts, attendance at training courses, fitness report pre-
paration and review, individual career planning, skills analysis
ard reitted personnel mattere.
ei Insofar as is practicable, all Career Services, will competitively
evaluate eligible employees ir the same GS Grade at the same time.
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?4(MTPP_PRIE&?ACT?ToN
Provetion Panels will cotoetitively evaluate for promotion
fl.employeen in the zone of oeneideration. In accomplishing
toe evallation procese, Panels veil utilize for reference
1.urpoaes the Guide for Promotion Panel Operations, TAB D, of
the Stafr Study, as well as Biographic Profiles or equivalent
for each indivictual being evelszted. The rank order list
i..reaetd be the Panel and submitted to the Head of the Career
Lerveoe 4111 Lociewie in order of merit for promotion all
eeeioyees eecommeneed by Operating Officials together with other
eligibles zelected by. the Panel as warranting promotton. Panel
determinations will not be subject to justification except to
the 4eed of the Career Saralee.
ee ACTION By
? -
1) W CAREER .?'ERVIq
2e Geasieers Rank Order Listing, advice from Career Board, and
eersoeal enowiedge of employees in making promotion recommendations.
eetheres to an Agency-wide effeetIve date for as many promotions
ee io Practical?
e, Aveeeeti that, employee can te deilized in a position of proper
eeade oether currently or in the foreseeable future..
ieforme Operating Officials of the names of their employees
recomeemied for proeottoe. Considers their cammert as
tLeing oi pr000tion or request tIat a promotion be withheld.
er:TION "BY OPERATING OFFICIAL
eeon request from Head of Career Service, commente ae to timing
ee eromoeeon or states reasons why a er000sed promotion should be
t(i..1111tfld,
e. keie vecounO to Head of Career Service promotion of any individual
net eithie the promotion zone on the rani': order list. Provides
eeeaeiee ,eistiftcatien in support of each such action.
Acr-qN M .0rEqq, OF .lSOUN1L
reei,ee aeo autheetication oe Demotion reaueets. Keeps records
eel reeorts on statue of promoelon emotes by Career Servicee.
gt,ete
alifilligli111,1111110146-
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ApprOved For Noose 20
1826R000700170008-3
7 June 1956
TO: Members of the CIA Career Council
SUBJECT: Competitive Promotion System
PROBLEA:
To provide a uniform Agency-wide competitive promotion orogram.
2, ASSTIPTIONS:
An ,,gency competitive promotion program ahead be administered by the existing
Career Service structure since this structure provides the best breakdown of
personnel into groups of employees of similar occupations and career interests
now available?
FACTS TARING ON TIE 1)1OBL34:
25X1 an Regulntion provides for a competitive promotion system within Career
Service boundaries, Paragraph 4b thereof requires that Heads of Career
Services ensure that all employees in the zone of consideration within the
Service are considered for promotion at least once a year; each Promotion
action recommended is a certification by the Head of the Career Service that
the individual recommended is the best (manned in the zone of considera,
tion,
te, The Director on 17 November 1955 approved a Staff Study endorsed by the
Career. Council, entitled, "Revised Personnel Promotion and Assignment Policies,"
The study affirmed the competitive oromotion principles and provided flexible
assignment oolicies to enable promotions to be considered on a truly com-
petitive basis - not restricted by the grade of the position held or to be
held by employees in the zone of consideration. The Career Council subse-
quently reviewed Regulation's proposed to implement the approved competitive
promotion-flexible assignment policieo, but suspended consideration of the
Regulations until details concerning the workings of the promotion consideration
process could be developed. This paper is designed to provide the latter
information; its approval will be followed by expeditious development of the
necessary Regulations?
Currently., major emnhasis is being 'Placed throughout the Government on the
development of competitive orcmotiol systems. The use of Agency Promotion
Boards has been proposed for this ourposenDocumENT NO.
NO CHANGE IN KASS.
DECLASSIFIED
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AUTHI 701
TESPeTilrlitiVr
DATEr\yovi
25X1
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**00
-
UBJSCT: Competitive Promotion System
o, The following elements are common to competitive promotion systems
administered by the traditional Career Services (Department of state?
(1)
A. formal and regularized system of promotion consideration, which is
made known to each emoloyee,
(2) The use of ?romotion 3oards or their equivalent for competitive
evaluation of candidates for promotion.
(3)
(4)
stablishment of criteria and guidelines for the use of Promotion Soards
in their onerations,
The use of promotion quotas to keep personnel assets in line with
staffing reouirements according to grades or ranks
DISCUSSION:
To achieve a competitive promotion program within the framework of the Agency
Career Service structure, answers to the following questions must be provided:
(1) Who will competitively evaluate the merit of employees for promotion?
(2) Upon what basis will employees be evaluated?
(3) What grade levels of employees will be evaluated?
()) How often will employees be evaluated?
(5) How will the number of promotions to be made be determined?
(6) What will be the minimum requirements for promotion of employees with
respect to time-in-grade, qualifications, and grade of position occupied?
What will be the relatinnshilibetween the Operating Official (Supervisor)
and the Head of the Career Service in administering promotions?
How will Agenoyowide competit4ca and equity in promotions be
accomplished?
b. In determining who will evaluate employees for promotion, it must be noted
that Boards and Panels--both Career Service and Agency-wide-- are an
established part of our personnel program They have proven their
(7)
(8)
2
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' Approved For Regotase 2003/
rIUBJZCT: Competitive Promotion System
0170008-3
value in considering every type of personnel action: promotions, reassign-
ments? erievances, training? awards-, separations? appointments., entrance
into the Career 3taff? etc, This seggests the use of Career Service Panele
composed of experienced personnel from the Career Service concerned as the
mechanism which can best and most eeficiently evaluate the merit for
promotion of all members of the Career Lierviceo No single individual could
hope to have the knowledge of or fandliarity with all members of the
Career ervice that could be concentrated in a Panel; and group judgment in
promotion determinations would seem more valid than that exercised by
any one individual. Details of a promotion panel system which may be
eonsidered for Agency use are orovieed in Tab A. This proposes that
separate panels be established to evaluate employees in grade groups G6-7 ?
through GS-?, and JS-12 through G5e14, Panel workload will be significant
in_ view of the fact that approximately employees in grades GS-7 through
25X9A2 as-70 are in the zone of consideretlen for promotion, distributed among the
Career Services as listed in Tab B.! eor this reason, the introduction of a
"liograchic Profile" (Tab C), which, lists significant data about the queli
fecations, experience, and performattce of each individualp is suggested to
shorten the time required for panel evaluation purposes
c, The baeis upon which employees will be evaluated for promotion (Question 2)
has been fairly well defined during previous coungil discussions? To summarize,
the following items have been considered significant:
(e) Performance - _roductivity, quality of work, level of work performed,
(2) Attitude - Attitude toward assignments, discharge of obligations of
Career 3taff membership,
(3) rualifioatiOns - Education, experience, training, personal charactistics
(4) Value of employee to the Agency - present and potential.
(5)
eength of service and time in gradeL
vf.y,e, detailed breakdown of tee treatment of the above promotion factors in
c.e.poific situations, as proposed for panel usee is provided in Tab De Guide
f(6r Promotion Panels,
6_ Ath ripect to the grade leves ofemoloyeee to be evalueeed ely etroIse
-4-rgvmeni,43 can be presented thai. all levels of em4uyee5 erlould be
included. However, factors nrevaiert in the positions below 33-79 such
ea the 6 month time-in-grade requirement temporary naturo of employment
in many cases, and the close associetion of the emoloyee'e grade with
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*--$==1 40,
eee eompe tive rcuot
that of the work performed, make it appropriate to treat this group
eeparately -- at least during the introduction of the program. Panel
uorkloed involved also will be materially cut if employees below CS.4/
of which approximately 'ire in the sone of consideration, are not 25X9A2
included at this time. Accordingly, existing promotion requirements
could continue to apply for this proup.
e. In regard to the question, "low often will employees be evaluated?" it
Is eseential that the introduction of .r.le Panel evaluation system does
not result in undue delays in granting merited promotions. However, in
oonsiciorationIof the number of employees in the zone, the evaluation ze
one gAade level per month during the introduction of the program is
believed to be the maximum feasible. In view of the limited number of
personnel in grades GS-8 and GS-10, these levels could in most Career
Services be evaluated during the same time as employees in grades n8.7
and GS...9 respectively? Thus ? the complete cycle of employee evaluation
for grades GS-7 through GS-14 could take place every six months? Eval-
uation of the same grade level of employees will occur normally at the
same time in all Career Serveces so that promotions for each grade level
can be effected. throughout the Agency on or about the same date.
As agreed to pektviously by the Council, and approved by the Director,
personnel promoted competitively may be retained in a position of lover
grade when it is in the best interests of the Agency for them to complete
an assignment or tour. Thus:, the grades of T/b positions occupied do
not provide a Control on the number of nromotione under the competitive
system. Secondly, the average grade of employees has in recent years
been drawing closer to the average Tie grade - an indicatioe that future
promotions may be somewhat limited. In view of these facts, a guide
ror each Head of a Career Service to follow as to the maximum number of
promotions to be made at each level, warrants consideration Tab 1:
proposes the use of promotion quotas for this purpose, and explains the
basis of their computation. As proposed, promotion quotas will be
determAned by the Career Council in consideration of the statue of
staffing of each Career Service and pest promotion rates for each geed*
level Of the Agency as a whole. Uee of the latter factor will tend to
provide equal opportunity for advancement in all Career Services through-
out the Agency, The quotas 14111 thus answer the question of how will the
number of promotions to be ?Tiede- be determined.
g. In introducing the comnetitive evaluation system no substantial reason
exiets for changing current requirement's for promotion with respect to
time in prade or the minimum qualification requirements for the grade
level and lino of work concerned.. These requirements have been of
proven value in promotion administration for the last several years
and are generally accepted by employees and supervisors alike. Eee
captions to these requirements could still be made as in the past. The
third requirement for peomotinn, eeistence of a suitable position would,
4
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SWECT: Competitive promotion System
however, be modified under the flexible assignment policy of this
program. As recommended previously by the Council, an individual promoted
could continue to occupy a position of lower grade until his reassignment
was practicable. However, the Head of the Career Service would be
responsible for ensuring that each employee promoted could be utilized
in a position of his grade in the foreseeable future.
h. The existing division of responsibilities for promotion administration
between the Head of the Career Service and the Operating Official would
be changed but slightly under the proposed system. The Operating Official
will nominate employees under hisAurisdiction for promotion consider-
ation ranking them in order of merit when practical. Upon completion of
Panel evaluation, the Head of the Career Service will review the rank
order list prepared by the panel and initiate promotion actions of person.
n 1 he selects for promotion, after checking with the Operating Official
for affirmation of his recommendation or to obtain his concurrence if
the employee selected for promotion was not nominated by the Operating
Official. (See Tab A.) In addition, the Operating Official may recommend
the promotion of any individual at any time - panel ranking notwithstanding -
if sufficient justification for the action is provided.
I. The final question raised, that of assuring Agency-wide competition for
promotion under the gestate, can best be answered by stating that Agency-
wide procedures, guidelines, and Peomotion criteria will be used to
assure maximum equity in promotions among the Career Services. In
addition, promotion quotas will he based in large measure on Agency-wide
promotion rates, a further means of' assuring equal opportunity for pro-
motion in all Career Services.
5. CONCIPSIONS:
a. The promotion system herein outlined will provide truly competitive
selection of employees for promotion on the basis of performance, quali-
fications, and value to the Agency.
b. The system will assure that every individual in the zone of conoideration
Is considered at regular intervals for promotions available.
c. The system will provide uniform and equitable promotion considerations
insofar as is possible among the Career Services.
do The mechanism provided - Promotion Panels,and the tools - promotion
quotas, biographic profiles, puidev for nele - will enable the system
to operate as efficiently as possible and as rapidly as is consistent
with the exercise of good judgment.
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. Approved For Wase 2003/080-01826R000700
Nes0
RE(7:fAMENDhTION
; ViCrOurOA r.eiquiraments of tba Oompetitive Promotion Program
herein de4Pribsd he 141provnd, cmorised of
131 VemPet!t1.46 evaluation a ell emoloyees in the zone of: consideration,
hy i."-rvAuclon Panels consisting of a minimum of three voting members
1? p:ide to emptoyees evaluated,
A 4 )
Evaluation timultanfionsly In 431 Career Services of employees of
from 4- G6-)f, $0411. eValbstiOn of each grade
senna40.v.
!Ise o' pv,omption Y71-Jott perAwmances attitudes qualification5,
'9 "6! AVvac74 4nd lengAi of service - by all Panels and
;4sTO4r Li4rrte$
NmiAaion of epioye r promotfon n order of merit (when
Operat3u< Uff1172tals stfoervisorm); Panel consideration
41-17,fe 4t,frioyeee not, vomuisied $103, Wel ao those rminatod,
Foal Solertion of empilreeP for promotion by Reads of Career
ervir-fe !in r:oriideration ri recommendetiono of the Panels and
Oporatrg Offirlat, promoiion quotas for the grade ievel as estab,=,.
ilt4.14-A by lAne Career Vounc5L and grade of position cgcupied by
,Kvloyffe - wi'A the requirement that an individual promoted be
tttilizJble in the foreseeable future ir a position of proper grade
if he ,irnot be plael,d 1x cre upon promotion,
6) Authentdcation of promotion wItions including qualitt,ations review
by. the Office of Personnel.
Office of Personnel be directed to prepare implementing mulationso
25X1
D0A-T-0.13 ksr, ne,ynolos
i.req._;tor of Personnel
littaehment',1,
Tab A - 14aor 3tolp6 in Competitive
Promotor Proess
Tab B Persont in Zone or Consida-Ai.or
Tab C - Blograitir Profile
rth D 'Guide ?root Ion Panel
Opera
ra") - Prownt-ior cnotfw
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mmpusTEPLTA,THEAOITETITIvE _PROMOTION PROCESS
DETERMINATION OF rTompy qq.27As FOR CAREER SERVICES
With due regard to the current staffing of the Agency T/0,
needs of the Agency, past promotion rates, and available
appropriations, the Office of Personnel shall develop semi-
annually a proposed promotion quota by grade groups for
each Career Service. The Caveer Council will review this
proposal and will make the final determination of promotion
quotas, except as otherwise approved by the irector.
2. PREPARATION FOR PANEL EVALUATION
a. Heads of Career Services will appoint Panels composed of
a minimum of voting metbers of grades higher than that
of employees to be evaluated. Intermediate Panels will be
appointed to evaluate employees in grades GS-7 through GS-11
and Advanced Panels will be appointed to evaluate employees in
grades GS-12 through 03-14 for promotion. Panel members will
serve for a period of six months or until the consideration
of the grade groups for which they are responsible has been ,
completed.
b. Operating Officials, as designated by Heads of Career Services,
will submit list of employee e at each grade level which they
recommend for promotion. Whenever practical, operating officials
will rank these recommended employees in the order of their
merit.
c4 Biographic Profiles or equivalent will be prepared for promotion-
eligible employees. The primary purpose of such a profile is
to eliminate, in the majority of cases, the need for Panel
members to study the officia personnel folders of each eligible
employee in order to appraise basic qualifications, performance
and related data. These profiles may also be used for other
personnel purposes: for example, they may be used in lieu of
the official personnel folder in reviewing and considering
assignments, attendance at training courses, fitness report pre-
paration and review, individual career planning, skills analysis
and related personnel matters.
do Insofar as is practicable, all Career Services, will competitively
evaluate eligible employees in the same GS Grade at the same time.
wv1111111111lime
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lue
PROMOTION PURL ACTION
_ _ _ _ , , _ . _
Promotion Panels will competitively evaluate for promotion
al1 employees in the zone of eensideration. In accomplishing
the evaluation process, Panels will utilize for reference
purposes the Guide for Tromotion Panel Operations, TAB D, of
the Staff Study, as well as Biographic Profilesor equivalent
br each individual being evaluated, The rank order list
prepared. by the Panel, and submitted to the Head of the Career
" rviee will include in order of merit for promotion all
employees recommended by Operating Officials together with other
oligibles selected by the Panel as warranting promotion. Panel
determinations will net be subject to justification except to
the Head of the Career Service.
49TTPI_T_ W OTSAM44,PPY/17;
a. Considers Rank Order Listing, advice from Career Board, and
pernonni knowledge of employee e in making promotion recommendations.
Adheres to an Agency-wide effeetive date for as many promotions
aa is eractieal.
;Jo
Assures that employee can be ueilieed in a position of proper
eraos either currently or in tee foreseeable future.
Informs Operating Officials of the names of their employees
being recommended for promotion. Considers their comment as
to timing of promotion or request that a promotion be withheld.
APTION_PY_PIMATINGeQF4C4Te,
Upon request from Head of Carder Service, comments as to timing
promotion or states reasons why a proposed promotion should be
thheld,
May recommend to Bead of Cares-' Service promotion of any individual
not within the promotion zone on the rank order list. Provides
6etai1ed justification in support of each such action.
AT4911.,PT_WT7 OFYPOrPPPg2
Review and authentication of peomotion reeueste. Keeps records
end reporte on status of promoeion quotas by Career Services.
041,811Itimmi
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Approved For Release 2003/01/
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Incullm][(3 PROFILE
1. NAME (LAST-FIRST-MIDDLE)
2. SEX
3. DATE OF BIRTH
4.SERVICE DESIGNATION
5. LONGEVITY COMP. DATE
6. MARITAL STATUS
7. NUMBER OF DEPENDENTS
(EXCLUDING EMPLOYEE) 17
ADULTS
MINORS
8. GRADE
9. ORGANIZATION TITLE ,
10. OFFICIAL POSITION TITLE AND OCCUPATIONAL
CODE
11. OFFICE OF ASSIGNMENT
12.MEMBER OF THE CIAYES
CAREER STAFF ?
EFFECTIVE DATE
NO
13.MEDICAL STATUS
DATE - LAST MEDICAL REPORT
ED QUALIFIED FOR FULL DUTY (GENERAL) DEPT DUTY ONLY FULL DUTY (SPECIAL)
P1. ASSESSMENT
I>
YES
DATE OF ASSESSMENT
15.CURRENT
RESERVE
STATUS
READY RESERVE
STANDBY INACTIVE
NO
STANDBY ACTIVE
RETIRED
16.0ITIZENSHIP (COUNTRY)
17. DATE IF NATURALIZED
//////////////////////////////////////////////////////////
18. NON-CIA EXPERIENCE (INCLUDING MILITARY)
19.NON-CIA EDUCATION (INCLUDING MILITARY TRAINING)
?
20. AGENCY SPONSORED TRAINING (INCLUDING AGENCY SPONSORED MILITARY TRAINING)
21. CIA EMPLOYMENT HISTORY (SF-50 AND MILITARY ORDERS) - NOTE FIRST ASSIGNMENT AND ALL ACTIONS FOR LAST 10 YEARS
(IF ACTION SEEMS INCORRECT, A MEMORANDUM FOR THE RECORD SHOULD BE PREPARED AND FILED ADJACENT TO ACTION)
EFFECTIVE DATE
POSITION TITLE (AS SHOWN ON OFFIC)AL ACTION)
COMPONENT
GEOGRAPHIC LOCATION
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.GRADE
FORM :NO.
(DRAFT: 6/4/56)
(4)
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22.GE0GRAPHIC AREA KNOWLEDGE
23.FOREIGN LANGUAGE ABILITIES
24. EVALUATIVE DATA
A. FITNESS REPORTS
FORM NO. 45
LAST RATING - DATES OF PERIOD
COVERED:
PREVIOUS RATING - DATES OF
PERIOD COVERED:
PREVIOUS RATING - DATES OF
PERIOD COVERED:
RATING IN SECTION C
RATING IN SECTION D
RATING IN SECTION G
B. ARE THERE REMARKS ON THE FITNESS REPORT WHICH INDICATE FACTORS SHOULD BE REVIEWED IN DETAIL ? YES NO
C. SUMMARIES OF OTHER EVALUATIVE REPORTS IN PAST TWO YEARS
25. GRADE OF POSITION To WHICH INCUMBENT ASSIGNED IF DIFFERENT FROM INCWMBENTS ACTUAL GRADE 1>
2G. SUMMARY OF CAREER PREFERENCE OUTLINE AND/OR FIELD REASSIGNMENT QUESTIONNAIRE (INDICATE DATE(S): ITEM S-1 ON
FIELD REASSIGNMENT QUESTIONNAIRE AND ITEM 13 ON CAREER PREFERENCE OUTLINE)
27. ADDITIONAL INFORMATION (SUMMARY OF OTHER EVALUATIVE DATA: WARNING LETTERS, DISCIPLINARY ACTIONS, COMMENDATIONS,
HONOR OR SUGGESTION AWARDS RECEIVED, ETC.)
28. DATE PREPARED 29LPP 'ILE PREPARED BY
?. ? ....
? i i i .. . . . ... ?
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MILL_E NoR gioN PANEL OPERATION,
1
1. Promotion Panels are responsible for considering all employees within the
sone of consideration for promotion and for competitively evaluating
employees recommended for promotion by Operating Officials as well as
those selected by the Panel itself after reviewing all eligibles. In
accomplishing the process of competitive evaluation, Panel Members
will be guided by a consideration of the factors listed below. If Panel
Members desire more complete information than that furnished by the
Biographic Profile or equivalent, the official personnel folder may be
obtained and reviewed or the employee's past or present supervisor may
be interviewed.
a. ZES2EW---21-SEE,2?-11.21=26-21,4111ZR-0.4-11121.1
(1) One of the chief considerations in competitively evaluating
employees for promotion is the performance factor - how well
has the job been performed - the quality and quantity of work
done. In the interest of rendering maximum fairness to all
concerned in judging this factor, Panel Members should bear in
mind the level or grade of the job duties or assignment of the
employees being evaluated. It may happen, for example, that a
high grade employee performing work of a lower grade will turn
out exceptional work and be rated extra high, whereas an employee
assigned to a position of higher grade may perform with only
minimal acceptance and he rated low. To ensure equity of rating
in this connection, Panel Members are urged to pay particular
attention to the level of major duties performed by the employee.
Fitness Report ratings become more meaningful when considered in
relation to the job performed as well as in relation to all other
evidence of record.
A common criticism of centralized promotion or selection panel
systems is that they tend to make employees afraid to take initi-
ative. It is sometimes alleged that an employee, particularly if he
be a junior officer, may seek to conform entirely to prevailing
opinion. Since any such tendency would jeopardise the merit system
and reduce the effectiveness of the Agency Career Staff, every
effort must be made to avoid this tendency through giving due credit
to employees who have shown themselves capable of sound independent
judgment, creative works self-reliance and the acceptance of unusual
responsibility. If the initiative of an employee has led to some
difficulty, he should not be severely judged if the attempted line
of action was worthwhile, simply because a calculated risk did not
work out. On the other hand, Panel Members should be wary of employees
who restrict their output in order to concentrate on a few reports
or other work products for the purpose of receiving special commenda-
tion in their personnel files.
- (2)
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Name
(3)
(4)
(5)
imite4.1e2leTa-4
A difficult problem will be the determination of the merit of
employees whose duties give them opportunity for comparatively
little substantive output which can be readily evaluated. Maw
jobs involve the performance of specific duties which lend them-
selves easily to an evaluation of competence, whereas other jobs
have no clear-cut yardsticks by which competence may be evaluated.
Also, there may be assignments where, for security reasons, the
inclusion of complete documentation of performance may not be
feasible. Extra care should be taken that employees in such assign-
ments havesqual opportunity for advancement.
Employees who have completed or who are currently engaged in
training assignments must be given full consideration for their
efforts in the light of their reported accomplishments during such
training. It is important to remember that in-service training is
an essential ingredient to a successful Agency Career Service.
In evaluating the performance of employees performing executive
or supervisory duties, it is stressed that principal consideration
should be given to the demonstration of management skills. Factors
in this connection are the ability of an executive or supervisor to
plan and organize his unit or office, ability to establish sound
policies and procedures, ability to direct, train and supervise em-
ployees, so as to ensure efficient operation and accomplishment of
-;required Objectives.
b. Altitude Towe.rdA
A factor which should be given considerable weight is that of the attitude
of the employee toward the Agency and toward meeting Career Staff obliga-
tions as exemplified by willingness to accept assignments to isolated or
hardship posts, to undertake specialized training which may lead to pro-
tracted periods of service in difficult or unpleasant areas of the world
and, in general, by a demonstrated willingness to put the needs of the
Agency before personal preference or convenience.
0. Immaillay_AndValue.seLkapelaypeeLtajegemy.
The problem of developing and keeping the required number of qualified
personnel in all lines of work is a problem with which all organizations
must contend. One of the major objectives of the Agency Career Program
is to expose Career Staff members to a broader base of training and
experience so as to increase their versatility and assignment potential
as well as to provide a foundation for executive development. In com-
petitively evaluating employees for promotion consideration should be
given to the present versatility and value of employee to the Agency,
and, as best as can be determined, his potential usefulness in the future.
Of pertinence to value of an employee to the Agency is a consideration of
possession of scarce occupational skills and experience which are most
difficult to replace and which may have required arduous training or un-
pleasant assignments for their acquisition.
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d. auegtek.e.L.S.grelset
0.
y
Length of service in a GS-grade (beyond the minimum time in grade
requirement) shall be a factor in the evaluation of an employee's record
to the extent that promotion must be earned by meritorious performance
over a sufficient period of time, Experience gained prior to entry with
CIA should be evaluated on its applicability to an Agency Career, Not-
withstanding the usual time in grade and length of service requirements,
it is important to keep in mind that no employee should be rated lower
than his performance merits simply because of the recency of his last
promotion, To do so might penalize ambition or unusually talented em-
ployees as well as enhance the chances for promotion of those whose
principal claim is that of seniority.
icati
11. I
ra
tine/
Promotion Panels must recognize that there are, for most Agency jobs,
prescribed requirements for education and experience and, for some jobs,
mandatory or highly desirable training requirements. In addition, for
the Agency as a whole, there are general requirements and standards of
character including personality, intelligence, loyalty, self-discipline,
responsibility, dependability, sustained effort which are generally appli-
cable to all employees. The degree to which an employee exceeds the mini-
mum standards of experience, training, and education, is of pertinence to
his evaluation providing the type of experience, training and education is
of demonstrated usefulness in connection with the employee's work and prob-
able future utilization. Personal characteristics should similarly be
evaluated in terms of the application to current and probable future assign-
ments the employee may fill with due consideration given to possession of
personal characteristics essential for exercising supervisory, liaison,
research or other categories of assignments.
f Other Considerations t
(1) In evaluating employees whose records reflect adverse reports or
criticisms, special care should be taken to determine whether the
adverse material has been out-dated by more recent favorable reports
and related performance data. Giving undue weight to past reports
of defects or to criticisms, which have already been considered and
acted on by previous supervisory levels and which an employee bas
corrected, would serve to perpetuate punishment or create a permanent
handicap in his career. Promotion Panels must be as sensitive to
records reflecting improved performance as they are to those which
reflect deterioration.
(2) A promotion panel member's personal knowledge of an individu41
should not be given undue weight. However, if a Panel Member,
through personal acquaintance or otherwise, iv cognizant of per..
tinent information which is not in the record, he shall make that
information available to other Panel Members.
? ,
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(3)
In the final analysis, hovever, promotion must be earned through
demonstration, within the framework of opportunities afforded* of
the relative quality and accumulated value of the employee's per-
formanceeldhere such competitive evaluation would establish employee's
ratings as essentially equal, it is appropriate that Panels give
added weight to considerations of age, length of qualifying experience
and general background.
2- select%211-21LEMRIIMILISMSOPPqIiraZYBluaton
a. For each GS-grade being considered, Office of Personnel will furnish Heads
of Career Services listings of all employees in the zone of consideration
for promotion. When a Panel has been appointed and convenes to evaluate
eligibles in a given GS-grade, the appropriate listing of eligibles will
be given to the Panel.
b. Operating Officials will furniEh to the Panel a list of the employees
they recommend for promotion. When practicable, these recommended employees
will be listed in the rank order of preference.
c. The Head of the Career Service may indicate to the Panel the minimum
number of personnel to be ranked in order of merit for promotion in
consideration of the available quota.
d. Employees nominated for promotion by Operating Officials will qualify
for the final ranking.
e. Employees not nominated for promotion by Operating Officials will be
considered for inclusion in the final ranking by Promotion Panels* and
any individuals selected will be ranked in order of merit for promotion
together with employees recommended by Operating Officials.
Ranklag-92-grA4BS-LE22911Fes
After Promotion Panels have reviewed the Biographic Profiles or equiv-
alent of all employees who are in the zone of consideration, they will
competitively evaluate all employees who have been recommended for pro-
motion by operating offie,als together with other eligibles selected by
the Panel. In accomplishing this competitive evaluation* it is suggested
that each Panel Member, independently rank the employees, at each GS-grade,
in the order of preference. To facilitate this ranking process,. 'working"
3 x 5 cards may be used on which significant notes or points may be listed,
After each Panel Member has ranked all employees under consideration, a
Panel discussion will take place in an endeavor to narrow any vide dis-
crepancy in reeking. Following such discussions (wherein the Career
Management or Personnel Officer will participate and assist in furnishing
technical advice), Panel Members may make whatever changes they in
their individual ranking order.
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b. The final ranking will be computed as a composite of individual
rankings with equal weight being given to each Panel Member's judg-
ment. The individual rankings for each employee will be totalled,
and the final ranking will be determined by listing the employee with
the lowest total ranking points first, the employee with the second
lowest total of ranking points, second, etc.
2
3
4
5
aAMPLE
Ranking Order coloripp_ILLml,gypea
Emnloyee Ranklm_by Panel tgighug
fl Membet_l Panel Member 2
a
a
P
a
_m_j_s...ntic_m_.ofFDeteriaal Rank Order 2f-NURIMEE
EMP-1S11.q Total Polpte Elafil.J1W4kIng-
a 5
8 3
6 2
/4 5
12 4
4.WiaAggion of Panel results to of Career Serviqg
Upon completion of the ranking
recommended promotion lists or
Career Service concerned.
process, Panels will submit their
rank order listing to the Head of the
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ErolieggnAwlal
1. The grade structure of each Career Service (people) should be
kept in alinement with staffing requirements assigned to the Service (jobs).
A system Of promotion quotas will provide guidelines for individual Career
Services in administering competitive promotion programs, will aid in
achieving uniform promotion practices among the Services, and can be used
to assure that the grade structure of people in a Career Service does not
exceed that of the positions which the Career Service normally staffs.
2. Competitive promotion systems under the traditional Career
Services rely on periodic promotion quotas to control the number of indi-
viduals in each rank or class. Available promotions in Department of Stete
are fixed in relation to the maximum number of assignments approved and
budgeted for in each class. Military Services have their composition by
ranks established by Congress in consideration of but not controlled abso-
lutely by the available assignments.
. 3. During the past several years the variation in Agency overall
promotion rates has not been great as indicated by: 1953 - 44.7%;
1954 - 36.3%; 1955 - 37.2%. However, the rates have been higher at the
lower grade levels as exemplified by the following table covering promotion
rates for the last six months of 1955:
Minimum Time
in Grade
Bl9uiremerit2
24 months
18 months
18 months
12 months
12 months
12 Months
Grade of Person
Before Promotion
AmmujAle
6.9%
9.2%
9.2%
12.9%
18.7%
20.q
Composite Rates*
Career Services
ETILI 212/2
5.2% 8.1%
9.8% 9.9%
7.0% 9.6%
11.7% /0.1%
18.1% 21.3%
12.12A lgAg
12.6% 12.4%
for
Under
DDL?.
GS-14
GS-13
GS-12
GS-11
GS-09/10
21.19.2191
GS-07-14 incl.
6.8%
8.2%
10.7%
15.6%
15.9%
13.9%
16.4%
* Promotion rate for a grade = number of promotions of people from the grade
4. Promo
average number of people at the grade
ion quotas could be established by the following means:
i. Arbitrary action without consideration of past
promotion rates or T/0 positions.
b. Continuation of past promotion rates.
c. Establishment of quotas based on authorized
positions to which promotion could be made.
d. A combination of the above methods.
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In selecting the best method to be used, any one of the above will involve
a command decision and might be termed "arbitrary". Probably, the best
basis to start from is to consider the use of past Agency average promotion
rates in computing future promotion quotas. This approach will tend to pro-
vide equity in promotion opportunities throughout the Agency but might
eventually result in a situation wherein more high-graded personnel were in
a Career Service than high-graded positions to be filled. Some modifica-
tion of the promotion rate approach will, therefore, be required to eliminate
this hazard. For this purpose, a table of total available positions in each
Career Service for promotion purposes may be approximated by comparing the
grades of the members of the Service with the grades of the positions to
which they are assigned, and computing promotion potential on this basis.
Then, final promotion quotas for each Career Service and grade level which
would consider both past Agency-wide promotion rates and the availability
of positions for promotion purposes could be determined by:
Step 1 . Computing tentative quotas based on past Agency
promotion rates for each grade level.
Step 2 - Computing tentative quotas based on the availability
of positions for promotion purposes.
Step 3 Establishing final quota for each grade level as
the smaller of the two tentative quotas determined
separately.
This system is demonstrated in the following example using hypothetical
6 month promotion rates and staffing status:
Pos? at each No. of SX
Grade Filled Personnel at
Grades - by SXPerspnnel Each Grade_
Prom. Rates
for Persons
at Each Grade
(Hypothetical
Promotion Quotas for Personnel
ineachrade --
Based on Based on Final
Avail. of Prom. Quota
08-15
34
13
08..14
23
20
7%
1
05.13
43
43
4
4
4
GS-/2
58
54
10%
4
5
4
GS-11
51
50
15%
8
8
8
08-09/10
46
40
15%
9
6
6
05-07/08
66
20%
41
3?
36
..11
286
286
*Promotion quota under this alternate for individuals in any grade t
Promotion quota for next higher grade of personnel plus positions at the
next higher grade minus people at the next higher grade.
Thus, promotion quota for GS-14 personnel = 0,' 14 . 13 = 1
promotion quota for 08-13 personnel se 1 it 23 - 20 = 4
promotion quota for 08-12 personnel = 4 43 43 = 4, etc.
** Promotion Rate Quota = Number of personnel at a grade multiplied by
promotion rate.
Thus, promotion vote. for 08-14 personnel = 20 x 7% = 1.4
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5. The promotion quota system described is believed to be of
practical application in view of the following considerations:
a. No great difficulty will be encountered in the
computation.
b. Use of average promotion rates in determining the
final quotas will tend to provide uniformity in promotional
opportunities among all Career Service e.
c. Quotas computed arithmetically may be adjusted by
the Career Council whenever justification exists for a change
in size as, for example, when a Career Service is being called
upon to staff a large number of vacant positions which did not
enter into the computation of the "availability of position"
control.
d. Past promotion rates for all levels from GS-9 up
have been fairly uniform among the total of Career Services
under each Directorate. Thus, their effect on quotas should
not unduly handicap any Service. Separate analysis of 08-7/8
rates will be required to decide whether separate or common
rates will provide equitable quotas among the Career Services.
e. The current status of staffing of each Career
Service is such that the availability of positions for promo-
tion purposes will for the next several years be of little
influence in modifying quotas based on promotion rates. After
that period, the availability of position control will aid in ?
keeping proper alinement between the personnel assets and
requirements for each Career Service.
6. It is concluded that:
a. Promotion quotas by Career Services and grade
levels should be established to provide quantitative guidelines
for Heads of Career Services to use in administering the com-
petitive promotion program.
b. The most practical and equitable method available
for use in computing promotion quotas to be recommended to the
Career Council by Office of Personnel is to apply past promotion
rates for the entire Agency at each grade level to the number of
personnel at the respective grade levels within each Career Ser-
vice. The figure so obtained would be used as the recommended
maximum promotion authorization for the grade level provided suffi-
cient positions were available for promotion purposes within the
Career Service. If the number of positions available for promotion
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eming,wmregl"
purposes is lower than the quota obtained by use of promotion
rates, the former figure would comprise the maximum authoriza-
tion. Adjustments of the Agency rates at certain grade levels
(probably only GS-7 and S) could be made in computing quotas if
current analysis reveals justification for continuance of past
significant variations in promotion rates for these levels among
the Career Services under the separate Directorates*
c. The Career Council should make the final determination
of promotion quotas in consideration of recommended quotas computed
as described in paragraph 6b above and with due regard to future
budgetary and personnel utilization requirements.
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