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-RDP80-01826R001000130006-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 14, 2016
• Document Release Date: November 4, 2002
• Sequence Number: 6
• Publication Date: August 19, 1954
• Content Type: MF

Approve ,?r Reler '21W2/11/20 : CIA-RDP80A18~
19 August 1951
MEMORANDUM FOR: 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 5L-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 1954, the Inspector General wrote 11. . . 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 leadership . . . 1t
(3) The Program for thq;"` ar er Development of Junior Personnel
(JCD) was created by the CIA Career Service Board as the counterpart
of the JOT Program, to be modeled..ong similar lines but for personnel
in Career Staff or Agent status.
REV DATE
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b. The establishment of the JOD Program has reduced the number
of slots for the JOT Program, which originally numbered 150, from 90
to 60.
c. There is strong reluctance among many supervisors to release 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 will permit the release of personnel from duty assign-
ments for training with a minimum of loss to operational efficiency
tothe rec immediately available., and have been screened in advance
training., , a perform.
for the type of work they will p
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.
4. DISCUSSION:
a. The reduction to 60 in the number of slots for JOT's caused
by the creation of the JCD Program has come just as the costly University
Consultant-Contact Program for the identification and recruitment of
highly qualified JOT candidates has begun to gain momentum 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 beginninto
be felt in that the military tours of these officers who are very promising
candidates for civilian service in CIA will expire in
g u.
increasion-the-job
All of these men will have had basic training
experience. In other words, we have reduced the number of slots for the
JOT Program at the same time that we have increased our potential for
employing and using larger numbers of first-rate people. If the recruit-
ment and training of highly qualified young people for Career Service will
continue to be desirable for the Agency, then here is a contradiction
between the established means and anticipated ends, which gives cause for
grave concerne
b. At present there are 35 JOT's assigned to the DDP for on-the-job
training. It had been hoped that these assignments would result in
releasing regular staff personnel for training. While this has taken
place in some instances, they have been the exception rather than the
rule. More JOT's have been placed in jobs for which there were slotve
vacancies than otherwise. It is significant, however, that they
shown the capability to take over these positions effectively.
. c. There is need for people who have language and area knowledge.
Here are examples of comments we hear stadi.ly:
"We are sending him to I this September, but we haven't 25X1A6A
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been able to release him from his duties to study
he doesn't know a word."
Right now 25X1A6A
"Why don't people ever send anyone here who can speak
0
"We are too busy to teach Serbo-Croat, so we may let them do
French which is easier."
"I have long ago given up hope of finding a Deputy (Branch Chief)
with knowledge of the area and its language."
d. At present there is no normal provision for meeting unusual
or sudden requirements for well trained personnel without disrupting
important work of some office i? s witness the experience with
such operations as PBSUCCESS
e. It is a significant fact that a number of JOT's now in training
report that they have had more training courses than most if not all of
the individuals in the components to which they have been assigned for
on-the-job experience.
f. The typical JOT has been screened and trained. He is eligible
for Full General Duty and for SI Clearance, has a fine educational
background, is capable, and possesses high potential for future usefulness.
He has been assessed and his qualities evaluated. He is versatile as 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. He is mobile and can be made available
for designated assignment on short notice. While on the Table of Organi-
zation of the Office of Training his assignment to replace another employee
could be effected without prejudice to the Table of Organization of the
receiving component.
g. The effective performance of the JOT's and the use to which they
have been put indicate the worth of the Program. 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 administration
of the Program. Sources of recruitment of high-quality JOT's have been
appreciably expanded. The Office of Training is prepared to increase
the production of trained JOT's to be used to meet the coming needs of
the Agency.
5. CONCLUSIONS:
a. The basic cause for the reluctance of supervisors to give
training to those who need it can be remedied by supplying well qualified
substitutes for the period of training.
b. Through the appropriate use of JOT's by the operating offices
there is opportunity to provide training for their people who need it.
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c. Junior Officer Trainees should be used to release staff
personnel for training.
6. RECOMENf1ATIONS:
a. The T/O strength of the Junior Officer Training Program be
restored to its original l 9 slots for the period of the next five
years*
b. The above increase be made contingent, wherever possible,
on the assignment of Junior Officer Trainees as replacements for
personnel released by the operating offices to be trained.
FOIAB3B
MATTHEW BAIRD
Director of Training
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