PROPOSED PROJECT STUDY ON PERSONNEL AND CAREER SERVICE STRUCTURE IN THE AGENCY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R001100040001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: November 11, 2016
• Document Release Date: April 16, 1999
• Sequence Number: 1
• Content Type: STUDY

Approved For Releae 1999/09/0 80-0181001100040001-9
PROPOSED PROJECT STUDY
ON
PERSONNEL AND CAREER SERVICE
STRUCTURE
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 Approved For Relea .1999/09/08 80-018264D01100040001-9
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i~'rom a period of time during which personnel administration in the Agency
-ras substantially centralized, through a period of gradual growth of the Career
:service Program during the last three (3) years, a duality of organization structure.
Functions, files and procedures has developed.
While the Agency is regarded as a single employer, the Career Service
structure of some eighteen (18) Boards and twelve (12) Panels has assumed or
been delegated more and more responsibilities for personnel planning, management,
:;election, utilization and development. The very manner in which these various
Boards have implemented the Career Service Program lacks uniformity. This trend
toward Career Board personnel management has not reflected any significant change
in the staffing of the central Office of Personnel. As of 31 March 1957, there
were. - on board with a ceiling of Total Career Service Staffing Author-
ization of SP designees stands al 25X9
A fairly complex set of governing regulations has evolved for the purnose
or reconciling and integrating a "centralized personnel program" with the Career
'service Program. These regulations, together with a comprehensive study of exist-
ing procedures, and the organizations governed by them should be re-examined.
Decentralized personnel administration must be accepted as a realistic
crperating requirement. The maximum degree to which decentralization should be
effected poses a major question.
The need for a re-evaluation of manpower requirements for administration
e_#' the Agency Personnel and Career Service Program is evident.
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How should the Agency, with a size that has
doubled and redoubled, and the very character of
rnich underwent major changes in the Midst of its
periods of greater growth, adapt its personnel
administration system to meet the Career Service
Program needs of flexibility and yet retain an
integrated and centrally directed personnel pro-
-traia at minimum cost?
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a. The purpose of the project is to research and analyze the current
structures and mechanisms, formal and informal, with a view toward
determining needs and methods to:
(1)
Achieve maximum delegation of authorities to Heads of Career
::services, their Boards, and Operating Officials consistent
with centralized policy, direction and support necessary to
achieve an integrated personnel program.
(2) Establish organizational staffing authorizations and criteria
for SP positions at all levels.
(3)
Clarify and simplify action channels and functions of personnel
administration at-all levels of organization.
(4+) Delineate those functions and duties related to personnel
administration Tahich are collateral to the duties performed
by the general administrative type individual, and not requir-
ing Personnel Technicians.
(5)
Effect such adjustments in manpower and costs as may be indicated
by the findings.
a. The need for providing operating offices maximum flexibility in
development, utilization and control of their manpower resources
to meet shifting requirements is an accepted fact. Efforts in the
direction of increased delegation of responsibilities and decen-
tralization of personnel administration have resulted in:
(1)
The establishment and growth of the organization structure and
responsibilities for administering the career -program.
(2) The continuing assignment of responsibilities to Heads of
Career Services and their Boards, i.e.,
(a) The establishment of the Career Service as a competitive
promotion area with such internal areas as may be required
by the Head of the' Service.
(b) The administration of Career Service Staffing Authoriza-
-ions which may be approximated and adjusted to provide
for known needs. (This is manpower planning.)
(c) Long-range development, rotation and advancement planning,
of Career Service personnel.
ed
Maintenance of Career Service records.
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( 3)
The acceptance by the Agency Career Council, in November 1955,
of a "Staffing; Development Complement" concept of manpower
control. The Council approved a pilot installation of this
system in the Office of Communications which actually began
functioning on a pilot installation basis 1 April 1956 (Tab A).
This new manpower system was devised to:
(a) Reduce to a minimum the controls exercised by the
Management Staff, the Office of Personnel and the
Comptroller.
(b) Provide greater flexibility in the movement of personnel
within the framework of established position evaluation
principles.
(c) Accomplish a reduction in paper work and time delays
inherent in the present T/O system.
(4) Current consideration by the Office of Personnel of methods by
,:hich the current position classification system can be modified
to provide increased flexibility within a framework of adequate
controls.
(a) One proposed compensation system provides for monetary
recognition of outstanding work performance and growth
if personnel, more satisfactorily than the present system,
7rithout distorting the present grade structure. The proposed
plan provides for salary .ranges comparable to those of
pprivate industry, flexibility in establishing initial salaries
r'cr recruitment, and a system of merit wage increases based
on performance.
(b) The manpower control system being tested in the Office of
uriunications (paragraph 2a(3) above) provides flexible
positions subiect to multiple occupancy at the discretion
L)f~ the Office, supplemental positions which may be utilized
at the discretion of the Office, as needs arise and multiple
incumbency within the "Development Complement" without regard
t7 the -classification of the individual.
db. Jrnphasis on the support and. policy guidance role of the Office of
-r oonnel, with a continued. trend toward the assn: mticn of a
cope of responsibility on the part of Heads of Career Services r
eand
tiseir Boards should. be a guiding consideration in the pre 1pct .,tucdy.
19 OJTECR' 017LTHE
_a. The following is provided as a. guide in the conduct of the study. It
is not to be construed as excluding whatever additional factors and
data as are considered pertinent:
r c NT IA
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Review the functions which constitute the present Personnel and
Career Service Programs
Review the current organization structures which have been
created to carry out segments of personnel and,/or Career Service
' .unctions.
f'
Review current published authorities which accompany the assign-
ment of responsibilities for carrying out officially assigned
functions.
(4) Review and analyze the methods and procedures by which current
personnel administration and career management functions are
Parried out at all levels.
Review and analyze the Career Service Staffing Authorization of
the SP Career Service together with the ceiling and on duty status
of the headquarters Office of Personnel.
(6) Develop dollar costs of the present Personnel and Career Service
Programs and compare with counterpart programs in other agencies.
7 (7) Determine areas of overlapping, duplication and wasted effort
capable of improvement; better utilization of high grade personnel
now performing lower grade work.
Analyze the effectiveness of delegations of authorities, and the
absences or gaps in delegations, to carry out assigned functions:
and the possible redundencies in review procedures.
(9) Review the Career Service Structure and make a comparative
analysis of secretariat and technical personnel staff requirements.
/ (10) Analyze, quantitatively and qualitatively the policy direction
and guidance, and the support given Heads of Career Services by
the Office of Personnel.
J (
(11) Determine the need for, and the extent to which, definite program
objectives with specific target dates, have been established.
Inventory and analyze the total personnel records and riles
maintained at all organizational levels.
(1 } Inventory and analyze the personnel reports and reporting system,
both of the Office of Personnel and other organizational levels.
(14) Explore, with the Management Staff, the feasibility of greater
utilization of business machines in record preparation, information
storage and reporting.
Other factors for consideration in the project study are set forth in
Tab R.
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4. REPORT COVERAGE
The overall study should be sufficiently comprehensive in analysis and findings
to permit determinations, plans and recommendations with regard to:
a. The proper staff role of the Office of Personnel in planning, policy
direction and monitoring the application of the Agency Personnel
Program.
b. Establishing firm program objectives with time schedules for attaining
them.
c. Methods of determining sound organizational staffing authorizations
and criteria for SP positions at all levels.
d. The extent to which additional delegations of authorities should be
made to Heads of Career Services or other organizational levels.
e. Improvements which might be effected in the reporting system.
f. Clarification and simplification of action channels.
g. Feasibility of greater utilization of business machines in the
personnel functions of record, preparation, keeping and reporting.
h. Changes in the organization and functions of the Office of Personnel
indicated as desirable to better accomplish the objectives*
i. Methods of accomplishing such adjustments in manpower and costs as
may be warranted by the findings.
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