PERSONNEL DEVELOPMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A002900140001-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 11
• Document Creation Date: December 15, 2016
• Document Release Date: June 10, 2004
• Sequence Number: 1
• Publication Date: July 12, 1976
• Content Type: MF

"~Ill~l~tl 1 i l L "" Its ~8t1i.tia~. ~ra.~ ` DD/A Registry
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11 GG JUL 1976
Deputy Director for Administration
Deputy Director for Intelligence
Deputy Director for drat ions
Deputy sector for .en.ce and Technology
Chain an, Senior ! xecutlve Career Service Pa41el
E.
Deputy Director of Central Intelligence
el Dsvelo t Programs
1. With your submission for Fiscal Year 1977, the Per c el
Devalapzmt Progr will nark Its fourth year as essential el t
of the Agency's New Approaches to Personnel 'tea k"_ It is the
cy's basic executive nagwent and developnmt program and is in
cordaSnce with the Executive Develop t Program required of all
Viral agmcies, including CIA. It is a dynamic progra: desired to
revieewed, amended and updated with new job assig ns, training
assi is and pr vtion exercises for all officers -13 thre gh
M-17 and SPS. While the major review process should be addressed to
those Lientified in PEP, a continuing review of all officers is
red to assure no officer's perforce at any point in tiw is
-o' d.
Dsponsibility for executive nagen nt and develop
rests with you as the mad of Career Service, Your r sponsibil
in this matter includes review with the heads of your Cyr th-
s or Divisions their respective Personnel 1 nt Programs
to insure they are in and with your Career Service and the Agcy
policies. I suggest such review done at least se9.-
er update mss, 1, in turn., will annually revi with
velc nt Program of your Career emce. By doflg
continiumce of senior o rs In the Agency
and dinned for the assignments and challenges
foucwing are realistic PIP policies and
suggest their use in discussions with the
ubvows and Divisions regarding the P '.
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 JMINISIRATIVE ~ INTERNAL "SE L `
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a. Identify vacancies as specifically as possible. For
exam le, rather than stating a senior orations assig t will
b9cme vacant witl-dn the year, cite the specific vacancy anticipated
and, as closely as possible, the quarter or half year in which the
is anticipated.
b. Ideally Identify for each vacancy a m r- of two
q,ualified for the assint and the arran3nts necessary
)se individuals available for the assi nt. This comprises
list of the T-TP.
Be aware of the personal goals axn'L : plans of each
vel officer, whether on the Executive List or not, so
llties bete their plans and Office goals and plans can
d. Ideally have a rdni of three Individuals in the
feeder group, CS-13 through CS-1S, being trained and developed for
each of the executive positions on your staffing die t. In
a-At cases the specific position t mot and s tld not be identified
at this level. This gym* of officers is on as the Executive
Devel __. tal Roster and should co ist of those individuals in the
designated grades judged to have the talent and potential for futuxe
executive assiormts.
e. To the extent possible, know that the personal plans wid pals of each individual on the ftecutive D lo; tal Roster
a c patibl e with the Office glans wid goals.
f. Identify and schedule spwJfic develo tai require-
ts, both training courses and assigrAe-ints, for each individual
the Roster. It is appropriate to periodically review lc-range
plans in the interest of the ate: the ployee to determine
continued applicability.
ports for the PY 77 Personnel Development Pro are
attache. for distribution to your Career StgroWs or Divisions. You
4 to forward then with your own statewnt regarding A ncy
Service goals and policies for executive ag,nt and
-it. The Caner Service consolidations are to be forwarded
rector of Personnel no later t1 I Se3tr 1976. 1
you analyze the consolidated report and the S. ,:pro
reports in advmwe of discussions with you regarding
ch will be scheduled in October. I look forward to your
suits of your feed k discussions with the
St group and MvIsion Heads regarding the 77 PL's.
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5. As a matter of interest for you, attached is a copy, of
a rsn* zn fr n /CSC hi1ihting the dersi Program and
the President's interest in executive daveiv .t.
ApprovA "f
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 MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES
In our continuing efforts to foster improved program manage-
ment-throughout the Federal Government, we are constantly
aware of the critical importance of effective and skilled
leadership by career executives. The development of such
leadership requires careful attention. The President has
placed high priority on executive development in the Budget
for Fiscal Year 1977. He has directed. agencies "to strengthen
their internal programs of executive selection and training.."
While the Office of Management and Budget and the Civil Service
Commission will support and assist agencies in their efforts,
the responsibility for carrying out the Presidential directive
is. yours. Our experience has shown that the quality of execu-
tive leadership improves when bureau heads, with support from
above, assume personal responsibility for executive development.
You should make certain that your organization's efforts are
directed toward:
- Selecting with great care and in accordance with merit
principles whenever career executive vacancies occur;
Developing the skills and abilities of incumbent .
executives;
Projecting upcoming executive needs on a regular
. basis;
Identifying men and women with the greatest potential
for effective performance as executives;
Providing appropriate developmental work assignments
and training to high potential employees, thus
establishing a reservoir of highly qualified candidates
for key executive positions;
Ensuring, through executive resources boards or
.similar arrangements, that those who have participated
successfully in executive development programs are
fully considered when executive vacancies occur.
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. OFFICE OF MANAGEMENT AND BUDGET
WASHINGTON. D.C. 2O 3
April 5, 1976
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The last point is of critical importance. Unless executive
development activities bear a clear relationship to the merit
selection process, they are meaningless. One of the most
wasteful aspects of some agency programs is the pattern of
selecting for training those who "can be spared" but who are
not likely to be selected when vacancies arise.
For the past several years, OMB has encouraged agencies to
do a better job of developing incumbent and potential execu-
tives by requiring agencies to submit resource plans for
executive development. These plans are carefully reviewed
by OMB..staff and are considered during the regular budget
review process. Since executive development is a long-term
investment, expenditures need to be continued, even in times
of budget stringencies. Therefore, we urge that these
essential programs be given priority attention in the coming
year despite our current budgetary problems.
.The Civil Service Commission has undertaken a number of
efforts in recent years to assist agencies in developing and
maintaining comprehensive executive development and selection
systems. These have included working with agencies on the
establishment of executive assignment boards and executive
resources boards, issuing guidance on executive development
and selection, and providing executive and management
training through the Federal Executive Institute, the
Executive Seminar Centers and regional management training
facilities.
Together, the Civil Service Commission and the Office of
Management and Budget have collaborated in launching the
pilot Federal Executive Development Program (FEDP). FEDP
is a Government-wide program designed to help prepare a
group of carefully selected GS-15 and equivalent Federal
employees for positions of greater responsibility. Through
a combination of formal training, tailored work experiences
and informal seminars, FEDP seeks to provide needed manage-
ment skills and broader perspectives in public management.
In this, its third year, the program is being enlarged and
restructured to address agency executive needs more directly.
in line with this restructuring, agencies are being
given primary selection responsibility.. You should ensure
that the persons selected are those who are highly likely It
to assume executive responsibilities in your organization.
.is our hope that you will make full use of the FEDP and that
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it will serve as the capstone of your agency's executive
development system. More detailed information will be sent
soon to your administrative officials.
In the coming year OMB and CSC will be giving increased atten-
tion to advancing overall agency executive development programs.
Joseph U. Damico, Director of the Commission's Bureau- of
Executive Manpower and Edward F. Preston, Office of Management
and Budget's Assistant Director for Executive Development and
Labor Relations, and their staffs will be available to assist
your organization in this effort.
By assigning high priority to executive development and selec-
tion, you can greatly strengthen the leadership capability of
your agency for years to come.
Sincerely yours,-
Ro t E. Elam ton
Chairman
UPS. Civil Service Commission
s T. Lynn
ector
fice of Management and Budget
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 ALMINISTRATIVE - INTERNAL USE Y
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INSTRUCTIONS
FY 77 PERSONNEL DEVELOP
The Personnel Development Program is a major element of senior
management's responsibility for planning executive progression, e.g.,
for the development of executive personnel and for successful executive
assignment. It is the Agency's implementation of the Federal Executive
Development Program which by Executive Order has been instituted in all
Government agencies. The President's interest in and concern with this
aspect of personnel management in the Federal Sector is evidenced by
the continuing memoranda issued by him on the subject and the require-
ment for an annual report to OMB on the status of the program in the
individual agencies. It is in the interest of effective Agency manage-
ment that the plans programmed in the PDP be fully developed and
implemented, and that they not become paper exercises. How well this
responsibility is fulfilled will be reflected in the quality of manage-
ment in the years to come.
Part I of the PDP is a dynamic tool which structures the advance
planning of executive level assignments and requires the full attention
of senior management officials. It is not a static planning device;
it must be updated or amended as assignments develop, as situations
and personnel change, and whenever individual careers take new directions.
The PDP should not be allowed to become outdated or reflect outmoded
plans. When properly managed in this way, the submission of the report
by the due date then only requires a statistical update.
The PDP reports should also reflect the results of each Deputy
Director's annual review of his mid and senior level personnel. Not
every executive level candidate will realize the full potential seen
in him at a more junior grade, and some officers will mature at a later
period in their careers with performances meriting consideration for
senior level assignments. The annual personnel reviews should insure
the Executive Developmental Rosters are modified to show these develop-
ments and that selection lists do not become stagnant on the basis of
long past performances. The estimate of an individual's potential as
evidenced by current performance is at least as valid as are forecasts
based on earlier evaluations.
There is no requirement that the developmental program cite specific
future assignments for every junior officer on the Developmental Roster.
Some Offices may be able to identify definite positions for an individual;
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others may wish to indicate the assignments in general terms such as
Branch Chief, Branch Chief of a small branch, Deputy Chief of a large
branch, assignments within a Career Service Subgroup, intra or inter
Career Service, at Headquarters or overseas locations. The purpose
in identifying the developmental positions, or the level of the
position, is to focus attention on the scope of the proposed assign-,
ment, the training required, and to insure that the individual concerned
is given the opportunity for broader experiences. The position should
be selected to develop and utilize new management or operational skills,
to expand horizons and to stretch the capacities of the assignee.
Where there is no change in the level of responsibility, the duties of
the.proposed position should offer new challenges in a different area
of responsibility Training'courses for those'on-the Executive
Developmental Roster should be selected with the same ends in view,
i.e., development and expansion of the individual's abilities and
talents. A position or training which offers neither. challenges nor
opportunity to grow does not qualify as developmental.
The objectives and report formats of the FY 77 PDP have not changed
significantly from past years. Some chart titles have been slightly
reworded to provide a clearer definition between the Executive List and
the Executive Developmental Roster. The Executive List consists of
available GS-15 - GS-17 and SPS officers who are currently qualified,
without further developmental assignments or training, to fill anti-
cipated executive vacancies. The Executive List will be reflected on
Charts IV and VII. The Executive Developmental Roster consists of
GS-13 - GS-15 officers who have been identified as having the potential
to be developed for an eventual assignment to an executive position.
These officers are reported on Charts II, III, VI, and VIII.
In past years there has been some question as to what constitutes
"Implementation of Plans" on Chart II. The following examples are
given to help clarify this question.
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Chart VI asks for a statistical report of the training course
or training assignment of the PDP Roster and an itemized list of the
courses and number of officers to be enrolled in each by the fiscal
year. These listings should be in close accord with your yearly
training requirement submissions to the office of Training. The OTR
Catalogue should be used as the basis for the course selection. How-
ever, components having a need for training or courses not listed
in the Catalogue should describe the requirement in general terms. -
The training goals reflected in the PIP and APP are forwarded to the
Office of Training for review and consideration, and new require nts
are of interest to the OTR Plans Staff.
" The y 77 PAP Part` I? "is` being distributed' in'advan.ce :of the
Annual Personnel Plan and is scheduled to be completed in sufficient
time to permit the data developed to be used in completing the APP
reports, The consolidated PDP reports are due, in duplicate, to the
Director of Personnel no later than 1 September 1976. The Executive
List and the Executive Developmental Roster are to be retained at
the Career Service level for the Deputy Director's discussion at the
DCI level.
The Developmental Profiles, Part II of the PDP, have-been pub-
lished and appear to be well thought out and developed; they have the
potential of becoming a very significant tool in the personnel manage-
ment process. There has been insufficient time since their publication,
however, to evaluate their effectiveness, and for this reason a report
on Part II of the PDP will not be included with the FY 77 PDP submissions
to the Director of Personnel. Because the Profiles are designed for
use by all Agency employees, counselors, panels, etc., their evaluation
must be done at the Career Service and Career Subgroup levels. By mid
January 1977 the Career Services and Career Subgroups will be asked
fog an evaluation of the Profiles. The evaluation will probably
i-1=,. lode questions such as the following:
a. Have all employees seen pertinent Profiles?
b. Are counselors aware of their responsibility for
using the Profiles?
c. How do the employees feel regarding the applicability
of the Profiles to their own needs?
d. Are training lists being followed?
e. Do you see need for revisions?
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f. Does your experience provide any new insights or
proposals for a different approach to the Profile
system?
g. Have the Profiles aided in identifying related
career tracks in your Service?
Questions regarding the completion of the FY 77 PDP should be
directed to the Personnel Offices at the Career Service level.
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 SENINR WILL CHECK CLASS: ATION TOP AND BOTTOM
Ap ronCEMBDse 200 /0? ;
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
F
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7 C 17, Has.
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Pursuant to the DDCI's 12 July memo to the DDs
and the Chairman, Senior Executive Career Service
Panel regarding the FY 77 PDP, attached are the PDP
formats and the instructions for their completion.
They are delayed in reaching you by the DDCI's
desire to sign the transmittal memo after his con-
firmation.
Members of the OP Review Staff will be available
to discuss the FY 77 PDP with you and the appropri-
ate Subgroup officers if you so desire.
The DDCI's 12 July memo is the formal trans-
mittal memo for this packag
FOLD HERE R
FROM: NAME. ADDRESS AND PHONE NO.
DATE
C/Review Staff/OP
3 Jul 76
priov"Fumnlaw 2~; _f#WjWKjWA1001V00
1 65AN"p
0
11.1
FORM NO. 237 Use previous editions
1-67
40001-8
STAT
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