REVIEW OF PERSONNEL MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000800070037-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 22, 2016
• Document Release Date: October 29, 2002
• Sequence Number: 37
• Publication Date: May 6, 1958
• Content Type: BRIEF

Approved: For Release 7tWfrTCIA-RDP80-Q .826R000800070037-1
6 May 1958 .
BRIEF FOR: The CIA Career Council
SUBJECT: Review of Personnel Management
At the 42nd Meeting of the Career Council on 25 April 1957, it was decided
that a review of the Agency personnel management would be undertaken one
year hence. The major part of the 42nd meeting of the Council had been
devoted to a review of the Inspector General's paper entitled "Role of the
Director of Personnel" and the Director of Personnel's reply. Thus, the
review called for in 1958 is the second annual general discussion of personnel
administration. It is proposed that the same general subjects be taken up
again.
1. STRUCTURE OF PERSONNEL MANAGEMENT
The 1957 review of the role of the Director of Personnel and the
resultant assignment of important responsibilities to the Career Services
has made it possible to develop Agency personnel programs in a less diffuse
and. less ambiguous way than before. Career boards and panels and the heads
of career services are becoming important and respected instruments in the
field of personnel management. However, in many cases, decisions are still
made too slowly.
2. POLICY MAKING (Effectiveness of the policy making process at the
Career Service and Agency levels)
Examples of the way in which the career services are developing their
own policies within the framework of Agency policy are career planning,
competitive promotions and selection-out.
3. HIRING
From the point of view of the Office of Personnel, there are no signi-
ficant problems in this field.
4. ASSIGNMENT AND REASSIGNMENT
a. As of Moderate Progress
Regulation 0 entitled "Reassignment Upon Request of Employee"
and Clandestine Services I Ientitled "Notification of 25X1
Assignment Plans for Members of the estine Services in the Field"
have bee issued as a result of the discussion of this subject a year ago.
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SUBJECT: Review of Personnel Management
The flexible T/0 procedures will, in our opinion, alleviate many,
of the problems pertaining to the assignment of personnel returning
from overseas. In addition, special instructions have been issued
to the Chairmen of the A.. B and C Panels which, if acted upon, will
bring these officials more effectively into the management of
Clandestine Services personnel.
The practice is established that unsatisfactory clerks may be
returned to the pool.
b. Areas of Little or No Progress
Efforts thus far to control file shopping have been unsuccessful.
We are now considering signing out files as you do from the library
on a one month basis. The person to whom the file is sent will be
asked to show it only to senior people and to give us a list of the
people to whom it has been shown.
The contents of official personnel files are unnecessarily counter-
productive from the point of view of assignment and reassignment. We
plan to remove old routing slips and to keep these separately for the
exclusive use of personnel technicians.
The Special Placement Committee has achieved little or nothing in
the past year, largely because it has received only borderline cases
and also because of the influence of ceilings generally on assignment
and reassignment. The structure of the committee and the relationship
of its members to the career services which they represent may re-
quire some change.
A year ago when the problem of assignment and reassignment was
discussed the Council viewed it almost entirely from the point of view
of the needs of the individual. During the coming year, I propose
to make every effort to identify those individuals in the Agency
whose continuance in their present career service over an extended
period of time is against Agency interests. It will then be necessary
to take steps to move them to other career services or to assist them
in finding employment outside of the Agency. This program will result
in increased demands on the Agency's training facilities. This is a
program which, like selection-out, may be expected to achieve only
moderate results each year.
5. PROMOTION, DISCIPLINE AND DISCHARGE
It is our impression that the competitive promotion procedure is working
well, that boards and panels have become more discriminating and effective
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SUBJECT: Review of Personnel Management
during the past year and that the prestige value of a promotion earned under
this system is considerably greater than that of promotions earned heretofore.
However, there is still room for improvement in this field.
Similarly, the willingness of career service chiefs to nominate individuals
for discharge and our ability to effect separations based on ill-discipline,
misbehavior, unsuitability and inefficiency have produced moderately sound
results.
We have not had time to assess the value of the Agency's selection-out
procedure.
6. WAGE CLASSIFICATION
With the introduction of our flexible table of organization procedures,
salary administration will be based on the career service staffing authorization
rather than on the existence of an aggregate number of approved positions filled
by a given career service.
This system of salary administration is untried. If we are successful in
establishing reasonable staffing authorizations, we will be in a position to
move forward confidently in proposing a revised Agency pay plan.
7. MANAGErENT DEVEIAPIE'NT
The Director of Personnel is compiling a list of individuals who may be
considered for the Agency's management development program. It is hoped that
this list will be in shape to review before the end of the year.
8. MINING
Noted above under Assignment and Reassignment.
9. CONTROL
No progress has been made in this area. The extent of the Director of
Personnel's control under Agency personnel programs has remained essentially
unchanged and is considered to be neither very satisfactory nor very
unsati:f actory.
The Public Service Aid Society is reasonably well launched and its value
as an instrument of personnel administration is beyond question. Agency
recreation programs have maintained their modest vitality and have experienced
some expansion during the past year.
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