PERSONNEL PLACEMENT IN CIA, 1946-71 (REVISION OF 30 JUNE 1972)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00314R000600020003-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 89
• Document Creation Date: November 16, 2016
• Document Release Date: February 28, 2000
• Sequence Number: 3
• Publication Date: July 19, 1972
• Content Type: MF

25X1A
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19 July 1972
MEMORANDUM FOR : Historical Officer,
Office of Personnel
SUBJECT
: Personnel Placement in CIA, 1946-71
evision of 30 June 1972)
1. I have completed my review of the subject history.
It represents a considerable improvement over the initial
effort, but it still falls short of being ready for publica-
tion. Format aside, the paper needs further specific illus-
trations and examples to give meaning to the generalizations
which are made in the text. I would call your attention to
pp. 34, 36, 41-43 where requests for details are noted on
the copy.
2. The organizational charts fill a gap left by the
first paper, but each of these needs to go through the mechani-
cal processes of format; and on one or two charts information
has been lost through bad copy.
3. I have also suggested the inclusion of one of the
Appendixes as part of the text, and I have recommended that a
portion of history of Personnel Administration be
quoted in this paper.
4. As a result of the above suggestions, the paper
will require retyping; and the pages, reference numbers, and
sources will need to be renumbered. Incidentally, please do
not punch the next copy for looseleai folder.
5. Please call me if you have questions.
Distrib.
0&1 - Adse
1 -
1 - ChHS
1 - JBP
1 - Chron
25X1A
Support Services Historical Officer
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25X1A
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OP Historical Officer
626 C of c Bldg
DD/Personnel/R&P
Attn:
5 E 67 Hdqs.
3465
Bob ?
20 July 1972
Returned herewith is the
Placement History Project, together
with a copy of the request by the
SSHO for further additions and
25X1A editorial changes.
Please contact
directly on any questions you may
have.
Please return the paper to
the SSHO through me when the
changes have been made. Please
note that it should not be punched
for a looseleaf folder.
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CENTRAL INTELLIGENCE AGENCY
DOCUMENT RECEIPT
NOTICE TO RECIPIENT
Sign and Return as Shown on Reverse Side
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CIA NO.
DOCUMENT DATE
COPIES
DOCUMENT TITLE
ATTACHMENTS
CLASS
X MEKXXXX
OP-14
June 72
1
Placement
.
S
RECIPIENT
ADDRESS OF RECIPIENT
"MUM
f.
SIGNATURE (ACKNOWLEDGING RECEIPT OF ABOVE DOCUMENT(S))
OFFICE
-DATE OF RECEIPT
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Place signed receipt in outgoing messenger box for return to sender of document
through agency messenger service.
TO: NON-CIA RECIPIENT
Place signed receipt in envelope and transmit to:
CENTRAL INTELLIGENCE AGENCY
2430 E STREET NW.
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Placement Division History
Chief, Review Staff
626C of C
DD Plers/P&C
626 C of C
203 Key
ng
3465 30 June 1972
25X1A
Per our telephone conversation
here is the Placement History.
Sorry it was punched.
As I indicated, this is the
only copy of Appendix F.
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OP Historical Officer
Office of Personnel
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Support Services Historical Program
OP - History of Personnel Placement
PERSONNEL PLACEMENT IN CIA
1946-71
Prepared b
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Contents
Page
Foreword iii
4110 The Beginnings--1946-50 1
II. 1950-53: Functional Organization of the Personnel
Office and Development of Internal Personnel
Management
7
III. 1953-61: Ceiling Pressures, Placement, and the
Career Services 12
IV. 1962-66: Reorganization and Growth 23
V. 1966-71: Placement Comes of Age--Innovations
and Accomplishments 28
Appendixes
A. General Chronology of Organization 45
B. Statement of Accomplishments, Placement Branch,
Personnel Division (0), FY 1953 47
C. Reorganization of the Office of Personnel, 1966 . . 49
D. Input Processing of New Professional and Technical
Employees, FY 1964-67 56
E. Source References 57
F. Recruitment Guide, 1971 61
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Foreword
The history of placement in the Central Intelligence Agency
follows closely the pattern of change, growth, and maturation of the
Agency itself. As requirements grew, fluctuated, and stabilized
and as the Agency's structure and operating priorities changed the
methods of operation and types of organization employed by the
Office of Personnel to accomplish the placement function also under-
went continuous change. Regardless of personalities or organizational
politics affecting the situation at any given time, however, the central
concern appears consistently to have been: how can we select, place,
and manage our people better, and who should do it?
This history treats these two questions and their various
answers from 1946 to 1971. It is a history of the key activities, that
constitute the placement function: initial selection and assignment of
personnel; internal recruitment, placement, and reassignment; re-
view and appraisal of official personnel actions; and the role of the
professional placement officer. Necessarily chronological in form,
the history is thin in parts because of the scarcity of written records
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of the early years, changes in emphasis in the placement functions,
and the frequent overlapping and duplication caused by the overt-
covert split. Parts of the account depend heavily upon the
recollections of individuals who were active in placement matters
over the years.
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PERSONNEL PLACEMENT IN CIA
1946 -7 1
I. The Be innin s--1946-50
In the summer of 1946 in the Central Intelligence Group
(CIG), personnel functions were performed by a Personnel Divi-
sion, a centrally placed unit under the Executive Staff for Personnel
and Administration (P&A). Recruitment and placement functions
were combined and performed by a single staff. The Personnel
25X1A Division was headed briefly by who was succeeded
in September 1946 by Judson Ligh
In July 1947 the Executive
for P&A was renamed the Executive for Administration and Manage-
ment (A&M), and the Personnel Division was reestablished as a
Branch--along with other Support Branches--in which all personnel
functions remained combined.
Meanwhile, since its establishment in July 1946, the Office
of Special Operations (0S0) had been forming its own administrative
staff, which by mid-1948 was named the Administrative and Support
Staff (A&S). Under it was a Personnel Division in which recruitment
and placement functions were combined in a single unit. A parallel
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development of similar but separate arrangements in the Office
of Policy Coordination (OPC) brought about a degree of duplication
that led to proposals to merge the two staffs. This move was op-
posed by both OSO and OPC, but out of the disagreement came the
formation, in September 1948, of a single Executive for Adminis-
tration. Under the Executive a group of five staffs was formed,
each divided into overt and covert sections. This compromise
between centralization and decentralization lasted for approximately
a year. In October 1949 a reorganization established separate staffs
to support the overt and covert activities of the Agency: an
Administrative Support Staff (A&S) to service overt activities; and
a Covert Support Staff (CSS), soon to be renamed the Special Support
Staff (SSS), to service the covert components (Figure 1). The
former Personnel Staff was split into two Divisions, one in each of
the new Support Staffs. In each Personnel Division there was
established a recruitment and placement section or branch. This
arrangement lasted until the establishment in December 1950 of a
Deputy Director for Administration. 1/
* For a general chronology of organization, see Appendix A; and
for serially numbered source references, see Appendix E.
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In the original central personnel unit, leadership of the
procurement and placement functions was provided by 25X1A
(Dec. '46 Mar '48).
was succeeded by 25X1A
(Apr. '48-Apr. '49)--later to become Director of
Personnel--and he, in turn, by (Apr. '49-
Apr. '50). With the establishment of separate personnel staffs for
overt and covert components, overt placement was initially under
(Dec. '48-Aug. '50) and later under
(Aug. '50-Sep. '53). The covert placement function was first
headed by (Dec. '48-May '51) and then by
(Jun. '51-Feb. '53).2/
In June 1952 members of the Office of Personnel prepared
a summary history of Agency personnel functions that cited most
of the basic problems besetting placement operations in the beginning
years:
The placement units when operating as a combined
procurement and placement activity, were almost
totally concerned with obtaining and initially as
personnel. Even relieved of procurement
activity, the initial placement activity represented
so large a volume of work that subsequent review
to determine whether initial placements were
satisfactory or not was impossible. It is probably
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in this area that the Agency pays most heavily for
sacrificing a well-rounded program to the demands
of recruitment. Especially in the face of uncer-
tainty as to the types of people needed for various
positions it becomes important to evaluate the
success of placements to determine which kinds of
qualifications have been more successful. Also it
is probable that a high number of potentially
qualified personnel were lost to the Agency because
of job dissatisfactions which might have been
discovered through placement follow-up. Losses
in terms of persons assigned to positions which
were performed adequately but were not best
suited to individual capabilities are unmeasurable
but again may be reasonably estimated in substantial
number.
Other major problems mentioned were defining the proper
role of placement officers in dealing with the problems cited above,
the contraction and expansion of manpower ceilings, and the
overt-covert split in organization. 3/
In these early years recruitment and placement were closely
related both in organization and in practice. Recruiters served as
placement officers, and placement officers were also recruiters.
25X1A The main task, according to
was to determine which
operating units needed what qualifications in their people and how
many people they needed. The next obvious task was to find these
people. After finding his candidate, the recruiter was often his
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own placement officer; after spending some time in the field
interviewing and gathering applicant files, he would return to
Headquarters and begin "selling" his applicants to the operating
units. Placement officers were overburdened with record-keeping
and details and had little time to make personal contact with the
offices ?they serviced. 4/
Those who screened walk-ins and reviewed applicant files
were non-professional placement officers with inadequate know-
ledge of the jobs they were filling. The Applicant Files Branch was
overburdened and was chronically behind in coding applicants by
qualification. 5/
In this period the placement officers were given authority
to review and sign personnel actions on all types of activities, from
promotions to reassignments. Processing personnel actions was
not yet refined, and the placement officer had to spend much of his
time in clerical tasks and record-keeping. Fitness reports were
reviewed by the placement officers, but there was little time for
an adequate review.
25X1A In 1947 established a placement follow-up
interview program. The purpose of the program was to interview
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the new employee, within three to eight months after his initial
employment, to determine the propriety of the initial placement.
As noted in the 1952 statement cited above, these interviews could
not be performed regularly. The pressure for recruitment and
initial placement was too great, and the problem was complicated
by difficulties in communication with operating units and lack of
control over the flow of applicant files through the selection process.
Another frequent cause of complaint was a backlog of correspondence
with applicants in process, which--in many cases --led to
cancellations by disgruntled and impatient applicants. 6/
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II. 1950-53: Functional Organization of the Personnel Office
and Development of Internal Personnel Management
In December 1950 the SSS and A&S Support units were
discontinued and their functions remerged with the staff offices
under the new Deputy Director for Administration (DDA). The
former Personnel Staff, plus the overt-covert divisions, became
the Office of Personnel under the directorship of William
Kelly
Then, as in other Support areas, responsibility for clandestine
personnel matters was redivided between two divisions. This
was a reconciliation of the needs for centralized administrative
responsibility and the needs for operational autonomy and
compartmentation. 7/
The Personnel Division Overt (PDO) provided assistance
to the overt intelligence offices, later (Jun 52) to become components
of the Deputy Director for Intelligence (DDI), and to the DDA in such
111am J. Kelly served as Personnel Director of CIG and CIA
from May 1947 to August 1951.
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matters as recruitment, placement, promotion, and reassignments.
The Personnel Division Covert (PDC) provided similar services to
the units of the Deputy Director for Plans (DDP). From their
411
respective placement branches, PDO and PDC assigned placement
officers to the operating offices. Recruitment functions were
given to a separate Personnel Procurement Division. 8/ (Figure 2)
The 1950-53 period was one of tremendous growth in terms
of recruitment, placement, and personnel management. In the
spring of 1952 the Personnel Office was E0Ding up to per month. 25X9
25X9 In 1950 there were employees on duty; by December 1953 the
25X9 total had risen to To manage these great increases in
manpower strength, new recruitment and placement procedures
were necessary. A study of recruitment, selection, and placement
?
functions prepared in May 1951 by
Chief of the 25X1A
Personnel Studies and Procedures Staff, led to T/O increases for
both recruitment and placement, to consolidation of applicant files
and correspondence handling procedures, and to improvements in
the scheduling and control of applicant processing. 9/
When
General
a
Bedell Smith became Director of
Central Intelligence on 7 October 1950, almost immediately he
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? S-E-C-R-E-T
PERSONNEL OFFICE
PERSONNEL DIRECTOR
PERSONNEL STUDIES ?
AND PROCEDURES
STAFF
???????????
PERSONNEL
DIVISION
( OVERT )
25X1A
MILITARY
PERSONNEL
DIVISION
?
04 ONNEL
PROCURM7...NT
DIVISION
S-E-C -R-E-T
CLASSIFICATION
& WAGE
ADMINISTRATION
DIVISION
PERSONNEL.
DIVISION
C OVERT)
19 JANUARY 1953.
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began to emphasize his personal interest in the Agency's internal
personnel management practices; as a result there was considerable
effort devoted to initial selection and placement of employees. In
a memo of 13 September 1951 to PDO and PDC, the Acting Personnel
Di
ecto
earge Meloon, emphasized the importance of a placement
program and listed what needed to be done:
The effectiveness of our personnel program depends
largely upon the kind of placement work we are doing.
Placement should be regarded as an internal recruit-
ment and selection process which, as part of the
general effort to secure the right man for the right
place, operates as one of the most important factors
in reducing employee turnover. 10/
The following steps were to be taken by PDO and PDC:
1. Review all recruitment requisitions for personnel in
Grades GS-06 and above to determine which employees already in
the Agency were qualified for promotion to these vacant positions.
This would require:
a. Complete qualification coding of all employees.
b. Recruitment to obtain personnel to fill vacancies
created by promotions.
2. Initiate a regular program of placement follow-ups at
30-, 60-, and 90-day intervals following entrance on duty of new
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employees to establish a basis on which to:
a. Retain them; or
b. Train, reassign, counsel, or separate them. 11/
The Deputy Director for Administration,
a
Wolf,
backed up Mr. Meloon s memorandum with a memorandum to all
assistant Directors requesting their cooperation with the follow-up
program. 12/
Concurrent with emphasis upon placement programs, the
training of placement officers began on a regular basis. By
June 1952, according to the OP historical statement cited above,
The concept of the placement officer as the liaison
between the personnel office and the operating unit
is becoming a reality. The placement officers are
required to be in close and constant contact with
operating officials and are encouraged to use these
contacts in every possible way to improve the
overall personnel program in the Agency. 13/
It appears that the renewed emphasis on in-service
placement and personnel management paid off. Calendar year 1952
saw extensive activity in follow-up interviews and codification of
qualifications. During that year a monthly average of 175 follow-up
interviews was conducted, an average of people entered on duty 25X9
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25X9 per month, and applicant files and employee questionnaires 25X9
were coded and placed in a qualifications register and used for in-
service placement. 14/ This activity continued throughout the next
10
25X9
25X9 year with more than
follow-ups per month involving employ- 25X9
ees. In this period the placement units began to review Performance
Evaluation Reports (PER), and during FY 1953 5,000 PER Is were
received. This period also saw- -in connection with the in-house
training of placement personnel- -the compilation of informational,
regulatory, and procedural materials pertinent to placement activities.
During 1953 placement constituted a tremendous workload. The PDC
1953 annual report stated that its nine placement officers handled an
average of
cases of all types per month- cases per day per
man. 15/ The placement workload in PDO in FY 1953 is reflected
in a Statement of Accomplishments, dated 27 July 1953, which is a
good example of a contemporary functional description as well as a
progress report.* For details of Personnel Office organization in
FY 1953, see Figure 3.
* See Appendix B.
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PERSONNEL OFFICE
ASSISTANT DIRECTOR
(PaisoKNEL)
PERSONNEL DIRECTOR
' RESEARCH &
PLANNING
STAFF
CAREER
DEVELOPPENT
STAFF
EMPLOYEES SERVICES
STAFF
25X1A
SPECIAL CONTRACTING
AND ALLOWANCES
STAFF
PERSONNEL
PERSONNEL.
TESTING AND
CLASSWICATION
MILITARY
.PERSONNEL
PROCUREMENT
DIVISION
DIVISION
EVALUATION
AND WAGE
PERSONNEL
_QJ VISION
(OVERT)
(COVERT)
DIVISION
DIVISION
DIVISION
i:arch 1953
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III. 1953-61: Ceiling Pressures, Placement, and the
Career Services
In September 1953 the Office of Personnel underwent another
major reorganization and realigned its functions even more on
functional lines (Figure 4). The change came at a time when Agency
personnel requirements were decreasing and when a ceiling con-
siderably lower than the existing Table of Organization was imposed.
Emphasis shifted progressively to internal recruitment, placement,
and rotation.
The Personnel Division Covert (PDC) and the Personnel
Division Overt (PDO) were abolished, and most of their functions
and responsibilities were transferred to a new Placement and
Utilization Division (P&UD). Under this system all placement
officers were brought under a single division chief. In the Place-
ment Branch of P&UD there was a senior placement officer in
charge of placement for each of the directorates. But by late 1954,
when P&UD was renamed the Personnel Utilization Division (PUD),
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.)Sj11L.
0 1 0 Li
Assistant Director (Personnel)
W.SCUSI.
Special
Contracting,
Allowances,
and
Processing
Staff
-.t=km.xx.,==x2,xxxx.X. 91?01.10X102,0411,
I Placement
and?
Utilization
Division
cr....6=112=3.1.-=1:33022:19.9.0=C
Employee
Services
Division
Processing
and ?
Records
Division
Military
Personnel
Division
[
Classification
and
Wage
Division
-X
Personn
Prouremzr
Division
- From Comptroller's FY 1916kbudget records ? SECRET -
(September 195311 SGc SECURITY INFORMATION ,r 25X1A
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a separate branch had come into existence, the Clandestine Services
Branch (CSB). In 1955 PUD was renamed the Personnel Assignment
Division (PAD) (Figure 5).
11,
During the early 1950's officials of the operating components
of the Agency continued to exercise the primary functions of assign-
ment, rotation, evaluation, promotion, and termination; the Office
of Personnel was centrally responsible for advice on these matters
and for the rotation or reassignment of personnel between Career
Services. With the establishment of the Career Service Boards in
June 1952, the head of each Career Service assumed responsibility
for these particular placement functions, 17/ and the Office of
Personnel assigned placement officers to the Board meetings on
a permanent basis. The 1954 Progress Report of the Placement
Branch discussed the situation:
During this six-month period (January-June 1954)
working relationships with Career Management
Officers, component Personnel Officers and Career
Service Boards have been improved. Within the
Clandestine Services, Placement Officers con-
tinued in their direct support of the Career Service
Boards, and attend all meetings. A Placement
Officer has also been assigned to the Career Service
Board of the DD/A and attends all Board meetings.
The Deputy Chief, Placement and Utilization Division
now serves as Chairman of the Personnel Career
Service Board's Rotation Planning Committee. 18/
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OFFICE OF PERSONNEL
DIRECTOR
OF PERSONNEL
DEPUTY
EXECUTIVE
OFFICER
DEPUTY DIRECTOR .
OF PERSONNEL
FOR PUNNING AND
DEVELOPMENT
25X1A
ATTACHMENT 1
15 JUNE 1955
PERSONNEL
PERSONNEL
POSITION
MILITARY
CONTRACT
INSURANCE
RECORDS
PROCUREMENT
ASSIGNMENT
EVALUATION
PERSONNEL
PERSONNEL
AND CASUALTY
AND SERVICES
DIVISION
DIVISION
DIVISION
DIVISION
DIVISION
DIVISION
DIVISION
13104 6-55
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The same report lists three major problem areas requiring
integration and coordination of the efforts of the various officials:
a. Placement of unassigned personnel (overseas returnees);
b. Reporting and filling vacancies;
c. Reassignments to effect more suitable utilization. 19/
Improvement in the advance planning of assignments of
overseas returnees was sorely needed. The regular burden was
difficult to manage, and in 1954 it was increased with the drastic
reduction in the
which brought approximately
unassigned personnel back to Headquarters in a period of three to
four months. An emergency placement program was begun in order
to deal with the crisis. Reassignment rosters and machine runs of
qualifications and vacancies helped tb some extent. Although the
placement process broke down in some cases--leaving unassigned
personnel to hunt on their own--most of the returnees were placed
by the end of 1954.20/ Following this crisis the Directorates and
Career Services developed various methods of assigning personnel,
methods adjusted to the low ceiling authorizations that were to
continue until 1956.21/
Although external recruitment and placement of professionals
was minimized or deferred in favor of internal reassignment, the
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Agency suffered a severe shortage of clerical personnel in 1954.
External recruitment and placement of clericals consequently in-
tensified. Because the major requirements came from special
projects within the DDP, the Clerical Placement Branch (CPB)
worked closely with the DDP Career Service Board to fill vacancies.
Some of the problems inherent in the Placement/Career Service
relationship are reflected in the following contemporary report:
The Clerical Placement Branch has been so deeply
enmeshed in satisfying immediate needs that it has
not been able to devote adequate time to one of its
major functions. That function provides for the
assignment or reassignment of clerical personnel to
opportunity type positions. Although it has partici-
pated to a great extent in reassignments initiated at
the request of individuals, the Branch has as yet not
been manned sufficiently well to permit the adoption
of an aggressive and positive program to embark upon
the type of career program now getting under way in
other services. It may be palliative to note, however,
that the clerical personnel assigned by the Clerical
Placement Branch, are given service designations of
the components they enter. This immediately removes
them from the jurisdiction of the Clerical Placement
Branch. 22/
In late 1956, to help end the shortage of clerical personnel,
efforts were made to improve the processing of applicants. This
involved entering on duty more clerical applicants on provisional
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clearance and streamlining headquarters processing requirements
so that people could begin their assignments more rapidly.
By mid-1958 on-duty strengths were approaching ceilings--
and exceeding them in some offices. "Surplus" personnel became
a problem again, and a good deal of internal reassignment and
outplacement activity became necessary. Concentration was on
placement of "hard-to-get" categories, on better screening pro-
cedures, and on higher standards. The percentage of total
completed professional applications referred and then rejected
rose from the FY 1957 figure of 27 to 47 in FY 1958.23/
Further organizational changes of some significance took
place in 1958.* The Personnel Procurement Division was merged
with the Personnel Assignment Division to form the Personnel
Operations Division (POD). Recruitment was subdivided into the
Departmental Recruitment Branch and the Field Recruitment
Branch. The intention was to achieve close coordination of the
activities of Recruitment with those of Placement, which now
were assigned to a newly created unit called the Career Services
Support Branch (CSSB).
* See Figure 6.
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?
S-E-C-R-E-T
DIRECTOR OF PERSONNEL
DEPUTY DIR OF PERSONNEL
SPECIAL ASST TO D/PERS ?
? EXECUTIVE OFF
DEP EXECUTIVE OFF
DEPUTY DIRECTOR
OF PERSONNEL
FOR PLANNING &
DEVE1OPMENT
MOB
STAFF
REGULATIONS
STAFF
CLAND
SERVICES
PERSONNEL
-avaltaL..
PERSONNEL
PROCUREMENT
DIVISION
PERSONNEL
SALARY
MILITARY
CONTRACT
BENEFITS
RECORDS
OPERATIONS
AND WAGE
PERSONNEL
PERSONNEL
& CASUALTY
& SERVICES
DIVISION
DIVISION
DIVISION
DIVISICN
DIVISION
DIVISION
ATTACHMENT:- EXPLANATION or ?NON. CHAmccs
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Recruitment and Placement had been closely combined
operations in the first years of the Agency. This move in 1958,
then, was a rejoining of the two that had been separated for more
than a decade. who had headed Recruitment
and Placement activities in the formative period, became Chief
of POD.
In another change, the Clandestine Services Branch of the
former PAD was now made a separate division, the Clandestine
Services Personnel Division of the Office of Personnel. The new
division, physically located in the DDP area, was placed initially
(May '58) under and in March 1959 under
For a period it appeared that Placement became submerged
within and subordinated to the operations of the Career Services,
as was reflected in the name of the Career Services Support
Branch. The annual report of POD for FY 1959 reflected the
change in posture:
With the above mentioned reorganization, and the
resultant closer working relationship with procure-
ment elements, direct support to the Career Services
within the DDS and the DDI reduced the gray areas of
responsibility that formerly existed, particularly in
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the flow of applicant files against recognized vacancies,
the referral of reassignment cases to appropriate
Agency components, correspondence to applicants and
to individuals accepted for processing, and the de-
velopment of procedures designed to provide more
immediate service to operating units conducting
positive recruitment programs. 24/
A more complete view of the functions, staffing, and
operating relationships of the CSSB is afforded by the following
extract from the Inspector General's Survey of the Office of
Personnel in December 1959:
Career Services' Support Branch (CSSB)
(a) Originally known as the Placement Branch,
later as Operations Branch, and now as Career
Services' Support Branch this activity, consisting
of 11 personnel, discharges for the Director of
Personnel his function of supporting and assisting
the Career Service elements of the DD/I and DD/S
in the selection, assignment, rotation, development
and utilization of personnel above the GS-6 grade
level. These functions are separate from those of
the Clandestine Services' Personnel Division which,
25X9 with additional personnel, provide support to the
Clandestine Services' Career Service.
?
(b) Under direction of the Chief, major functions of
the branch are performed by Personnel Representa-
tives who are assigned specific components for which
they are responsible. For example, one Personnel
Representative, with some assistance, serves the
entire DD/I area; another handles the Offices of
Logistics and Security; a third, Office of Communi-
cations and Cable Secretariat; and the fourth the
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principal offices of the DCI and DD/S, plus Office
of Training, Comptroller's Office, and Medical
Staff. Each representative is urged to become com-
pletely familar with the program and problems of
his assigned components; he advises and assists in
personnel management of the component, and by
representing the component in the Office of Personnel
provides a single, knowledgeable point of contact on
personnel matters. Specific activities include re-
view of recruitment requests, interviews with job
applicants, referral of applicant files to operating
components, processing employee reassignments,
and authentication of personnel actions on behalf
of Director of Personnel.
Personnel representatives maintain close contact
with the several Career Service Boards, monitoring
their activities, providing advice and technical
assistance on personnel placement and reassignment,
and determining uniformity of performance. The
extent of active participation in meetings of the
several Career Service Boards varies; however,
present arrangements appear mutually satisfactory
to CSSB and the respective Boards.
Although ceiling limitations in most areas had been
reached, CSSB continued to be active in the selection and place-
ment of certain "hard-to-get" categories ?scientists, engineers,
and JOT's', for example.
* Junior Officer Trainees.
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Procedures for this activity involved:
. . . institution of a program for the timely handling
of professional applications of economists, engineers,
and physical scientists thereby permitting the gaining
component to make a more firm commitment to ap-
plicants falling within these scarce categories; the
initiation of tests measuring professional experience
in the physical sciences;. . .25/
The activities of CSSB continued in this general vein
until well into 1961. During FY 1961 CSSB became extremely
active in the placement of personnel in two additional specialized
areas: the Biographic Register, which had been recently trans-
ferred to OCR from the State Department along with the National
Intelligence Survey; and the National Photographic Interpretation
Center (NPIC), which had been given a sizable increase in TbO
strength. 26/
In 1961 currently (1971) Deputy
Director of Personnel for Recruitment and Placement, examined
the placement function, and in a report to the Deputy Director for
Support in December 1961 he made several appraisals and recom-
mendations. He first recommended that the Career Service
Support Branch be rebuilt and be given the "more accurate" title
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of Placement Branch--"This is the Branch which should have
the largest role in the selection process and should be the essential
link between the recruiter and the customer. "27/ He also stated
that the reputation of the Office of Personnel depended to a great
extent upon the performance of that Branch. Noting that the Branch,
with only four placement officers, was understaffed, he recom-
mended an increase in manning and a reorganization on a team basis:
OFFICE OF THE CHIEF
Chief
Logging Clerk
Secretary
TEAM I
Placement Officer (DD/S Components)
Placement Officer (DD/S Components)
Clerk-Typist
TEAM II
Placement Officer (DD/I Components)
Placement Officer (DD/I Components)
Clerk-Typist
TEAM III
Placement Officer (DD/I Components)
Placement Officer (Contract, Special Placement,
Rotational Placement)
Clerk-Typist
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This would ". . . lead to equalization of workload, more timely
and complete service to components, greater speed in the processing
of applicant aases, and would enable the Branch to handle applicant
?
correspondence, "28/ which then was done in the Records and
Services Division. It would reduce time-wasting movement of files
and inadequate communication between branches. The correspondence,
25X1A stated, must be made "more personalized and
responsive:"
?
The problems which beset the selection and clearance
process center around the inter-related factors of
time (excessive time required for each stage of action);
decision making (who makes the decision to accept or
reject an applicant?); priorities (every case is of top
priority to someone); and the absence of any central
authority to monitor and police the system. 29/
The report followed with a detailed discussion of these points.
Basically the recommendations involved a considerable strengthening
of the role of placement in offices, more stringent limits on the
length of time files could be held, and a more realistic face-to-face
relationship between the placement officers and the units they served.
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? 25X1A
IV. 1962-66: Reorganization and Growth
The report came at a time when external
recruitment was undergoing a rapid upturn and immediately before
a large increase in manpower ceilings. The time was opportune,
for increased activity would require many of the improvements
25X1A recommended. By mid-1963 a number of changes
were evident, and the level of activity reflected in FY 1963 annual
reports indicated that the changes were responsive and positive.
First, in a partial reorganization of the Office of Personnel,
the Recruitment Branch of POD became a Recruitment Division
with a considerable increase in staffing and a number of innova-
tions affecting the whole recruitment process. Within POD a
number of changes in non-placement activities took place, and
finally there was a major reorganization of the Placement Branch.
The team-concept and the correspondence section recommended
41)25X1A by the
report were established, and the staffing of the
Placement Branch increased. In the Annual Report for FY 1963
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The FY 1963 Annual Report also discussed all of the
functions performed by the Placement Branch. Briefly, they
were:
1. Advise operating units on matters pertaining to
applicant selection.
2. Determine minimum qualifications of applicants.
3. Applicant correspondence.
4. Survey to ascertain personnel requirements for
recruitment.
5. Approve all Personnel actions for DDI, DDS, DDR*,
(Except PRA' s).
6. Approve new appointments for DDP.
7. Review all "weak" and "outstanding" fitness reports.
8. Interview job applicants and candidates for
reassignment; counseling of employees.
9. Testing (Scientific).
10. Determination of applications to be coded.
11. Orientation of new employees.
12. EOD processing.
* Deputy Directorate for Research, later the Deputy Directorate
for Science and Technology (DD/S&T).
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As this history indicates, these functions have all
remained within the placement area since the beginning of the
? Agency even though at various times one or another has received
special emphasis. One function that has been constant throughout
has been the final approval of personnel actions.
By mid-1963 the Placement Branch had finished a year
"marked by a tremendous amount of work in just sheer volume. "31/
With large numbers of applicants in selection-processing, Place-
ment was confronted with severe problems in keeping up with
applicant correspondence and arranging invitee travel. Applicants
were often faced with long waiting periods for security clearances
and because of delays in decision-making and correspondence. In
FY 1963, after receiving full security clearance, =applicants
cancelled out. Some of these cancellations were beyond Agency
control and not directly caused by lengthy selection and processing
25X9 periods, but at least ten percent were cancelled by operating
units who decided, during the processing period, that they were
no longer interested in the candidates.32/
On 6 December 1963 the Executive Director-Comptroller
25X1A issued freezing Agency personnel
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strength as of 30 November. New lower ceilings were announced
for the remainder of FY 1964, as was another personnel reduction
for FY 1965. These reductions followed a boom period for the
Agency that had increased the staffing of the Placement Branch. 33/
In August 1965 the economy drive involved Placement in assisting
in reducing the strength figures for various components. Emphasis
was switched to internal management of personnel, follow-up
interviews and outplacement efforts were initiated, but even with
these activities, the Placement Branch too was subject to the econ-
omy drive and had to cut its staff by 18.5 percent. Other problems
resurfaced--among them, delays in obtaining final decisions on
applicants from operating units and heavy applicant correspondence.
Placement became increasingly responsible for monitoring the rate
of employment and keeping daily records of gains and losses, while
increasing other activities such as follow-up interviews. The
workload actually increased over previous years--along with the
decrease in staff.34/
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V. 1966-71: Placement Comes of Age--Innovations and
Accomplishments
Toward the end of FY 1966 there was a further significant
organizational change when the Office of Personnel adopted a
specialized Deputy Director system and realigned its'functions
(Figure 7). The Placement Branch, the Applicant Files Section,
and the Correspondence Branch of the former POD were com-
bined in a Placement Division which, along with Recruitment
Division (RD) and the Military Manpower and Mobilization
Division (MMPD), was placed under a newly established Deputy
Director of Personnel for Recruitment and Placement.*
25X1A became the first DD/Pers/R&P, and he began immediately
to plan the actions that might lead to the advantages to be gained
from these new working relationships.
Manpower demand was great in 1966, and it appeared that
? ceilings would continue high for two or three years to come; im-
provements in both staffing and operating procedures were needed
* For details, see Appendix C.
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ORGANIZATION OF OFFICE OF PERSONNEL
28 March 1966
Special Activities
Staff
Director of Personnel
Dep. Dir. of Pers.
Executive Officer
Administrative
Staff
Deputy for Recruitment
and Placement
Recruitment Div.
Field Recruit. Br.
Wash. Recruit. Off.
Ext. Placement Br.
SA.for Coop. Programs
Placement Division
Prof. & Tech. Pl. Br.
Clerical Assgmt. Br. *
CTP Br.
Correspondence Br.
*Includes IAS
Deputy for Operations
Benefits & Services Div.
Benefits & Counseling Br.
Retirement Br.
CIA Retirement Staff
Insurance Br.
Central Processing Br.
Incentive Awards Br.
EPA Credit Union
Mobilization and Military
Personnel Division
AXIIIY, Navy, Marine Br.
Air Force Br.
Reserve Br.
Contract Personnel
Division
Records and
Control Division
Trans. & Records Br.
Stat. Rept. Br.
Qual. Anal. Br.
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Deputy for
Planning and Research
Plans and
Review Staff
Position Mgmt and
Compensation Div.
Intelligence &
Support Br.
Clandestine Services
Br.
Figure 7
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to keep up with the load. In a statement of the Placement
Division's plans and objectives for FY's 1967 and 1968, Mr.
stated:
Placement Division, by my planning, will comprise
four Branches, namely, Applicant Selection Branch,
Employee Assignment Branch, Career Training
Program (CTP) Branch, and Correspondence Branch.
"Skills Bank Placement" will key the modus operandi
of the Division's new look. .
The proposed organization is based upon the following
concepts concerning the functions and responsibilities
of the Placement Division:
(a) The objective of the selection procedures is to
screen the qualifications of available candidates against
Agency needs and to generate prompt decisions as to
their employment by the Agency. The selection mech-
anism will be oriented to the categories of skills which
are required by the Agency and in terms of the avail-
ability of such skills among candidates for employment.
It will exercise close control over the consideration
of applicant files by operating components. In addition,
it will schedule the various Headquarters appointments
which are pertinent to the final decision to reject or
to hire an applicant and will represent the Director of
Personnel in receiving and "hosting" candidates who
visit Headquarters during this screening process.
Selection processing ends and EOD processing begins
when the CIA decision has been made to employ a
certain candidate against a particular requirement at
a given salary.
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(b) EOD processing, as such, will be oriented to
the requirements of employing components. This
is essential in order for the components to establish
proper understandings with new employees as to
EOD timing, special clearances, training require-
ments, and the bringing new people into an established
work group.
(c) Those functional responsibilities which are
concerned with the management of staff personnel on
duty will also be oriented in terms of service to the
particular needs of Agency components. They in-
clude responsibility for authenticating official records
of personnel actions; for monitoring and coordinating
personnel program activities such as fitness reporting,
promotions, quality step increases, and in-grade
hiring; and, for representing the Office of Personnel in
day-to-day contact with career services and operating
components to assist them toward effecting the best
deployment, utilization and development of personnel
assets on duty within established ceiling limitations
and management controls.
Based upon the above concepts, the work of the present
Professional and Technical Placement Branch can be
accomplished most efficiently by establishing one branch
with responsibility for operating the skills bank and all
other aspects of selection processing and another branch
with responsibility (other than for CTP's) for profes-
sional and technical EOD processing, as such, and for
all activities concerned with the management of pro-
fessional and technical personnel on duty.
The functional responsibilities and personnel of the
Professional and Technical Placement Branch should
be realigned in two branches as follows:
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AS B's function was to concentrate on the initial placement
of new applicants in identified vacancies throughout the Agency.
The team arrangement which had been used since June 1963 was
discontinued, and four placement officers and four processing
assistants handled DDS, DDI, DDS&T, and DDP components.
Relieved of internal management duties, ASB was now able to
concentrate on selection in a manner whereby the placement
officers worked more closely and quickly with operating compo-
nents. Communications were improved, more knowledge of what
was needed by whom was gained; and consequently better assistance
and advice to the Chief of the Placement Division and to Recruit-
ment in determining trends and forecasts were achieved. In
November 1966, to systematize the flow of applicant files and to
insure that every applicant would receive adequate and timely
exposure to operating units, a "Skills Bank" was set up within ASB.36/
This central bank for new professional and technical applicant
files insured control with a definite purpose. Once a new applicant
file was received by ASB, an open review period of seven days was
immediately allowed in the Bank. The applicant's basic skills were
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placed on a daily listing of new file acquisitions, which was sent
to all operating components. These offices could then come to
the Skills Bank and review files in which they were interested.
A time limit was placed on the file once it was removed from the
Bank by an operating official. Files earmarked in advance for
initial review by the JOT/CT Program went first to JOT/CT, and
were listed in the Bank only when the Program staff waived its
interest. The Bank was monitored by the placement officers,
who kept track of applicant files that received no interest in the
seven-day period. At this point, through liaison with operating
officials, the placement officer continued to "sell" his applicant
if he determined that the applicant was deserving of further
consideration. Or, if more than one office was interested in
an applicant, the placement officer met with these offices and
determined an equitable disposition-of the file, based upon cur-
rent ceiling, priority of need, recruiter recommendation, test
results, and the applicant's choice. 37/ This system resulted in
"optimizing" both the applicant's opportunities and the Agency's
placement success. The Skills Bank was an extremely useful
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device in a buyer's market when there was competition for good
candidates. During lulls and periods of low ceiling authorizations,
however, the Bank required a good deal of "salesmanship" on the
part of the placement officers to insure that components did not
go too far in the other direction and suspend interest in applicant
files. The establishment of the ASB and these procedural changes
did much to systematize the selection process and make it more
equitable and discriminating.
The Employment Assignment Branch (EAB) was estab-
lished to be "Responsible for technical EOD processing and for
all placement activities concerned with the management of on-
duty professional and technical personnel." These activities
included appointing and briefing all new professional and technical
EOD's; reviewing and approving, on behalf of the Director of
Personnel, all official personnel actions concerned with Staff
employees; reviewing all Quality Step Increases; conducting
follow-up and placement interviews; and providing daily profes-
sional advice to operating components concerning personnel
matters. 38/
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FY 1967 was a big year for the Placement Division and
a successful one in terms of both numbers and effectiveness of
operation. Demand was high, and the newly reorganized division
found itself fully occupied in arranging the selection, processing,
and entrance on duty of the greatest number of new professional
and technical employees in any year since the early days of the
25X9 Korean War.* Almost
?
people were employed, all re-
quiring processing, pre-employment interviews, briefings, EOD
processing, and all the details involved in scheduling and record-
keeping. This workload was handled smoothly and with very few
problems or instances of employee dissatisfaction.
In addition, good progress was made toward improving
personnel forecasts, achieving more precise statements of
qualification requirements for recruitment's guidance, and
strengthening the Division's capability to assist the components
in the management of personnel on duty. In collaboration with the
Plans and Review Staff, placement officers developed means of
* For a comparison with similar input in previous years,
see Appendix D.
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translating personnel statistics, particularly data from
previous years, into meaningful bases for projection of manpower
requirements by category, in terms of the numbers that should be
in process at any given time to meet ultimate EOD objectives. By
focusing attention upon in-process requirements, they were able to
give more timely and useful guidance to recruiters and thus adjust
"pipeline" volume as necessary to fill anticipated vacancies. Another
significant step was the resumption, in January 1967, of follow-up
interviews with professional and technical employees after six to
nine months on the job as a means of checking on the appropriate-
ness of initial placement and of ascertaining employee attitudes.
This activity had been initiated several years before but had lapsed
because of other workload demands. 39/
FY 1968 started at about the same level of operations as
that of 1967; but as the year went on, concern over personnel ceiling
limitations caused a gradual slow-down in hiring and related activities.
This was the year of BALPA, a significant cut-back in overseas
personnel that began to have its impact in the second half of the year
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and brought about--among other things --a reduction in the size of
the CT Program. By June 1968 the number of professional and
technical applicants in process had dropped about 48 percent below
the FY 1967 level. The total number of EOD's declined by only
25X9 about because of action in the first half of the year,
but there was a downward trend in staffing that was to continue
through 1971. Paradoxically, however, the workload of the Place-
ment Division remained high. As demand in total numbers decreased,
the level of selectivity increased; operating components became
increasingly demanding in terms of specialized qualifications,
indicators of suitability and potential, and the like; and each case
required more work on the part of selection and placement officers.
For example, college degree requirements were established for a
number of junior professional positions that heretofore had required
only technical skills, the demand for foreign language qualifications
increased, and the level of achievement on the Professional Applicant
Test Battery became increasingly important as a factor in selection.
* The Career Training Program, formerly the Junior Officer
Training Program.
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Faced with ceiling reductions, components began to cut back on the
number of files they reviewed in the Skills Bank, and Division of-
ficers had to do more personal "shopping" of files than before in
order to make sure that many qualified applicants did not get over-
looked. Assistance to the components and Career Services in the
day-to-day activities of personal management continued along the
lines laid out in 1967.40/
Operations in FY 1969 followed closely the pattern established
in 1968, when ceiling restrictions became a dominant factor in the
Agency's manpower situation. As ceilings were cut back the number
of EOD's declined by more than 20 percent, and again the selection
and placement officers had to work hard to encourage components
to plan ahead and initiate processing of sufficient numbers of the
best qualified candidates to meet future needs. The decrease in
volume of work, however, permitted the extension and refinement
of the data base of personnel statistics, and improvements were
made in the scheduling and monitoring of A&E* testing and medical/security
* Assessment and Evaluation.
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clearance processing. Support to personnel management in the
components and Career Services increased, the follow-up inter-
view program was extended, and three new responsibilities were
taken on:
a. Establishing and maintaining a roster of senior
secretaries (GS-07 and above) who were interested in and available
for reassignment, and coordinating the consideration of these can-
didates for senior secretarial vacancies as they occur.
b. Maintaining a "tickler" system to monitor employees on
LWOP, or in an employment status that carried a time limitation, in
order to insure that proper and timely administrative action was
taken when called for.
c. Placement officers to serve as Equal Employment
Opportunity (EEO) counselors for the area that they service. The
EEO Program required that an employee who had a grievance must
discuss his grievance with such a counselor within 15 days from the
event and before he filed a formal EEO complaint. 41/
In FY 1970, on 25 September 1969, the Division was renamed
the Staff Personnel Division. The former Employee Assignment
Branch became the Professional Placement Branch, the former
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Applicant Selection Branch was renamed the Professional Selection
Branch, and the Clerical Staffing Branch was transferred to this
Division from the Recruitment Division. With this reorganization
the Division began an expanded program of activities. In addition to
its normal functions of previous years, it assumed and carried out
the following new responsibilities:
a. It took over from the Plans and Review Staff responsibility
for preparation of the Advance Staffing Plan for the Agency. Through
close and continuing communication with components and with good
statistical interpretation of the experience data base, it developed
means of improving the accuracy of input requirement forecasts.
b. The Division became deeply involved in monitoring
personnel input against losses, in relation to reduced ceiling goals.
c. Acquisition of the Clerical Staffing Branch brought
responsibility for operating the "Pool"--the Temporary Assign-
ment Section, or TAS--and for control of clerical input in relation
to ceilings.
d. On its own responsibility the Division initiated security
processing on selected applicants whose technical qualifications
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were judged to be of potential interest to several Agency components.
In 1970, 182 such cases were initiated by the Division in a program
designed to cut down on time lost in preliminary file "shopping",
reduce the total processing time for those who ultimately would enter
on duty, and insure timely availability of candidates as vacancies
occurred. Of these, 86?almost half--proved to be of interest to
components and the applicants were brought in for interviews during
the year; about half of these eventually entered on duty.
e. The Division developed a new system of Recruitment
Guides--centered on the qualifications of applicants needed to meet
Agency requirements rather than on the characteristics of specific
positions to be filled--to replace the former system of recruitment
requisitions. These guides, prepared in a flexible format, were
communicated regularly to recruiters along with reports on the status
of hiring activities. * The result was much closer coordination of
recruitment and placement action. 42/
* See Appendix F.
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FY 1971 was a year of change, progress, and consolidation
of gains for the Division. Along with a change in name, the Divi-
sion acquired a new Chief, with resultant
changes in emphasis on many areas of its operations. Progress
was made toward achieving more personalized methods of operation,
more face-to-face contact with components, and-less reliance on
correspondence and the telephone. A series of staff discussions ex-
plored why things are done rather than how, and how intra-Division
activities might be more closely integrated. Increased emphasis
was placed on providing current information to the recruiters.
Placement officers became less willing to accept as final the first
turn-down in a reassignment case. Other worth-while developments
included more feed-back to components on the results of follow-up
and pre-exit interviews, greater selectivity in clerical input,
strengthening the Division's role as a source of information and
positive assistance to OP and operating components in personnel
management matters, refining estimates of personnel needs, and
reducing the ratio of applicants in process to EOD's.
Two events that brought about a healthy degree of
self-examination and a general sharpening-up in the Division's
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posture were an IG survey, and an audit of all positions by the
Position Management and Compensation Division (PMCD), both in
April 1971. The major external factors affecting the Division were
the abnormally high unemployment rate that affected all categories
of personnel in the national labor market, and the Government-wide
reductions in ceiling. The results were (a) more candidates for
each available job, (b) greater selectivity by components, (c) fewer
resignations, and (d) a concentrated need for ever-closer control of
on-duty strength. The Chief of the Professional Placement Branch
became the focal point for ceiling/strength controls. He monitored
Agency gains and losses on a daily basis, thus permitting the Chief
of SPD to keep the Director of Personnel informed of Agency progress
toward meeting its reduced ceiling. As evidence of his success and
of the impact of the Division's contributions to the personnel manage-
ment decision-making process, the Agency began FY 1971 with an
overstrength of 322 and ended it at 19 below authorized ceiling. 43/
Thus the placement function achieved its transition from
the early preoccupation with selecting and placing as many people
as possible in a growing Agency, to the enlarged and much more
responsible role of 1971. It still serves its original purposes of
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selection and placement, but it does it in a mature managerial
context within which it provides information, advice, and action
in support of personnel management throughout the Agency.
Placement, as a key element in the Office of Personnel, has
come of age.
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Appendix A
GENERAL CHRONOLOGY OF ORGANIZATION
1946 (April)
Recruitment and Placement combined in a single
staff unit, part of the Personnel Division, Executive
for Personnel and Administration (P&A), CIG.
1947 P&A renamed Executive for Administration and
Management (A&M); Personnel Division became a
Branch in which Recruitment and Placement remained
combined.
1947-48
1948 (Sep)
1949 (Oct)
OSO (July 1947) and OPC (August 1948) each
developed Administrative and Support Staffs (A&S),
with recruitment and placement functions combined
in Personnel Divisions.
A single Executive for Administration established;
contained five Staffs, including a Personnel Staff,
each divided on an overt-covert basis; recruitment
and placement combined.
Executive for Administration reorganized into
separate Staffs: an Administrative Support Staff (A&S)
to service overt activities, and a Covert Support
Staff (CSS)--later renamed Special Support Staff
(SSS)--for covert components. Each Staff contained
a Personnel Division in which recruitment and
placement were combined.
? 1950 (Dec) A&S and SSS combined under Deputy Director for
Administration; Office of Personnel established,
with Personnel Division--Overt (PDO) and Personnel
Division--Covert (PDC) to handle internal recruitment
and placement; Personnel Procurement Division (PPD)
established for external recruitment.
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1952 (Jun)
1953 (Sep)
1954 (Jun)
1955 (Jun)
1958 (Jan)
1962 (Oct)
1966 (Mar)
1969 (Sep)
Career Service Boards established; Placement
officers assigned to work with each.
PDO and PDC abolished and their functions
assigned to new Placement and Utilization Division
(P&UD).
P&UD renamed Personnel Utilization Division (PUD)
and a new Clandestine Services Branch (CSB) added.
PUD renamed Personnel Assignment Division (PAD);
contained Placement Branch (PB) and CSB.
PAD and PPD combined in Personnel Operations
Division (POD); placement functions placed in new
Career Services Support Branch (CSSB), and re-
cruitment subdivided into Departmental and Field
Recruitment Branches.
Recruitment Branches became a separate Recruitment
Division, and CSSB replaced by a Placement Branch
organized on a team basis to serve major functional
areas.
Office of Personnel reorganized to include three
Deputy Directors of Personnel, each responsible for
a major program area. POD abolished; placement
functions, plus Correspondence and Applicant Files
Branch, and CTP Branch, became Placement
Division under DD/Pers for Recruitment and Placement.
Placement Division renamed Staff Personnel Division;
Clerical Staffing Branch assigned to it from Recruitment
Division.
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27 July 1953
Appendix B
nATEEINT OF A3COM?LiSMENTS
Placement Branca, eraorne1 Diveseon. (0)
1 July 1952 -- 30 June 1953
The activities of the Placement Branch, Personnel Division (Overt) may
be broken down into five categories:
? I. Initial Placement
II. In-Process activities
III. Follow up of Employees
IV. Promotion, Transfer and
Re-assignment
V. Advisory function to Operating
Offices.
I. Initial kt
B. Clerical applicant files on individuals are net referred to operating
offices since it is the responsibility of the Placement Branch (o) to hire and
assign all clerical personnel through grade 0-5. .
C. All of the above transactions require constant attention to assure that
these aeplicents are advised promptly of any action in connection with their appli-
cations such as, necessity for interview, tests, pre-employment physicals, additional
forms or other pertinent material and to insure that they receive periodic notifi-
cation from the Agency. Overt Placement operations require the handling of approxi-
mately 70,000 phone calls and 1300 letters annually.
II. In-Process Activit
e A. After security has been initiated and until the individual actually enters
on duty, the Placement Branch is directly concerned with and responsible for the
,
resolution of all inquiries and problems originating from either the individual or
olerating officials concerned. Questions may arise concerning releases, length of
time involved for completion of processing, medical problems, reasons for rejection,.
etc. These problems are very often time-consuming, yet result in no tangible sta-
tistics.
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III. allatfaJ2L22212ala
A. After an individual has entered on duty the Placement Officer responsi-
ble for the office where the individual is employed conducts a follow-up interview
thirty and ninety days after the entrance on duty date. The individual and his
supervisor are interviewed in order to assist the individuals adjustment to his
job end to insure that maximum utilization is being made of the individuals quali-
fications. During the period covered by this report individuals were follow-25X9
up interviewed. This involved separate interviews. In the large majority 25X9
of those cases the initial placement was satisfactory. In those few cases where
the placement was not satisfactory, measures were taken to adjust this situation
such as; establishing a clearer understanding of the job, transfer to a more
appropriate position, additional training or separation.
B. All Personnel Evaluation Reports on overt personnel are reviewed by
the overt Placement Branch. where the reviewing Placement Officer is alerted
from information contained in these reports to situations requiring corrective
action, a follow-up interview is conducted and necessary action is taken. The
annual number of Personnel Evaluation Reports requiring review is approximately
C. The Placement Branch is responsible for coding the qualifications of
new employees. This requires qualification coding of approximately em- 25X9
ployeee annually.
D. The Placement Branch is also responsible for assigning career designa-
tions to new employees. There are approximately of those annually. 25X9
IV. Promotione, Trensfers, Re-assignments
A. All Standard Form 52's (Personnel Actions), including promotions,
transfers and re-assignments initiated by the operating offices of the overt
portion of CIA pre acted upon by Placement Branch (0). During this period a
25X9 tote/ of cases were processed by this branch. The large majority of the
individuals involved in these cases were suitably qualified. Some wore held up
for a clearer demonstration of qualifications, others required a written justi-
fication for the file in order to substantiate the action and others were can-
celled as not being qualified.
V. Advisory function to Operatinu Office
A. The operating offices are constantly calling on the Placement Officer
concerned with their problems for advise and counsel. Since the Placement Officer
works in close harmony with the operating office, he is aware of their problems
end is in a. position to render valid assistance when called upon. One catevory -
which has become increasingly important is that one dealing with employees whose
work is of such a nature that separation proceedings may be the best solution for
all concerned.. While suclecases are not numerous, Division and. Branch Chief's are
depending more and more on their Placement Officer for valid advice concerning what
steps should be taken in each particular case. The Placement Officer acts in an
advisory capacity to the operating office in all separation eases.
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Appendix C
0 OFFICE OF PERSONNEL
0 SUBJECT : Reorganization of the Office of Personnel
RESCISSIONS:
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ated 27 Jan 1964
" 12 Nov 1964
2 April 1965
11 Oct 1965V
26 July 1965
29 July 1965 ,
10 Sept 1965/
30 Dec 1965
28 March 1966
25X1A
1. A ;number of significant changes have occurred during the past year in the
scope and level of activity in the Office of Personnel. Some examples are the
.initiation of a comprehensive Retiree Placement Service, a substantially increased
recruitment effort requiring the development of additional recruitment sources and
techniques, the implementation of the CIA Retirement and Disability System, a signifi-
cant increase in reporting requirements levied on the Office, and expansion of the
Office's monitoring and control responsibilities. These changes have prompted a
thorough review of the organization of the Office of Personnel in light of its cur-
rent and projected responsibilities and workload. As a result, the Deputy Director
of Central Intelligence has approved a reorganization which effects some realign-
ment of functions and basic changes in the executive structure of the Office.
2. The principal change in this reorganization is to enlarge the executive
staff by the addition of three Deputy Directors of Personnel, each of whom is
responsible for the day-to-day supervision of specific program and activity areas.
-
These areas are:
a. Recruitment and Placement, embracing the present Recruitment and Retiree
Placement Division and the applicant processing and placement functions of the
present Personnel Operations Division.
b. Operations, embracing the present Benefits and Services Division (which
will absorb the CIA Retirement Staff), Contract Personnel Division, Mobiliza-
tion and Military Personnel Division, and the recordkeeping and control function,
of the present Personnel Operations Division.
c. Planning and Research, embracing the present Plans and Review Staff
and the Position Management and Compensation Division.
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In addition, the title of the Executive Assistant to the Director of Personnel has
been changed to Executive Officer as being more descriptive of the actual respon-
sibilities performed and the position of Assistant Executive Officer has been
established. A more detailed description of the general "division of labor" among
? the enlarged executive staff is provided in Attachment 1; revised formal functional
III statements will be issued later.
3. The reorganization also reflects the transfer of the Personnel Property
Section of the Passenger Movement Branch, Office of Logistics, to the Central
Processing Branch, Office of Personnel.
4. A revised organization chart for the Office of Personnel and a list of
"key personnel" are provided in Attachments 2 and 3. No immediate changes in space
assignments are planned. However, at the earliest opportunity the Deputy Director
of Personnel for Recruitment and Placement will be relocated to the Headquarters
Building.
--
Attachments
Director of Personnel
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General Areas of Responsibility
Director of Personnel
Attachment 1
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26-114e?A fq46
Executive direction
Program planning and pOlicy matters
Disapprovals and controversies
Significant precedent, sensitive, or urgent cases
SG, SPS, and Executive pay matters
Head of the Personnel Career Service
Chairs Personnel Advisory Board, Personnel Evaluation Board, and CIA
Retirement Board regularly; chairs other Boards on special occasions
Executive Officer
Control of "correspondence" flow, directing incoming paper to appropriate
element with additional information or guidance when pertinent
Control and monitoring of activity and project records, reporting, dead-
lines
Congressional and VIP cases and correspondence
Substantive and editorial review of all external and higher echelon
correspondence
Agency-sponsored personnel legislation; review of non-Agency personnel
legislative proposals
Personal staff assistant to the Director of Personnel regarding matters
requiring his personal attention
Relaying instructions from or on behalf of the Director of Personnel
Supervision of Administrative Staff
Acts for Director of Personnel in absence of Director of Personnel and his
principal Deputy
Deputy Director for Operations
Records and control functions: recordkeeping, ADP applications, monitoring,
details in and out (excluding 'White House, NSC, etc.)
Employment references and credit checks
Military personnel administration
Military and civilian reserve matters
Selective Service matters
Contract personnel, staff agents, allowances
Benefits and Services: counseling, employee relations and welfare, insur-
ance and medical claims, employee emergencies, casualty planning,
retirement, Central Processing service for travelers, honor and merit
awards, suggestion awards, public service awards, fund drives, etc.
Monitors routine operations of Special Activities Staff.
Chairs Honor and Merit Awards Board, GEHA, and Suggestion Awards Committee
regularly
Chairs Personnel Career Service Bgard
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Attachment 1
Deputy Director of Personnel for Planning and Research
Requirements forecasting
Long range planning
Miscellaneous studies
Instruction and briefing
Regulatory materials (Agency and internal OP)
Secretariat for Personnel Advisory Board
Position Management and Compensation
Deputy Director of Personnel for Recruitment and Placement
Field recruitment
Washington Recruitment Office
Cooperative work-study programs
External (including "retiree") placement
Internal placement, including initial assignment, reassignments,
promotions, Fitness Reports, Quality Step Increases, etc.
Applicant processing and correspondence
Marriage to alien cases
Clerical Assignment, including Interim Assignment Section
Administrative Staff
Career Management Officer for Personnel Career Service
Personnel Officer for Office of Personnel
Budget and Finance
Logistics: procurement, space, parking, etc.
Records administration and forms management
Training Officer for Office of Personnel
Security Officer for Office of Personnel
Top Secret Control
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?
Special Activities
Staff
ANIZA fi N
h
I--
Director of Personnel
Dep. Dir. of Pers.
?
?
Executive Officer
nistrative
Staff
[Deputy for Recruitment
and Placement
F-r-ri,itment Div.
Field Recruit. Br.
;';ash. Recruit. Off.
Ext. Placement Br.
SA for Coop. Programs
Placement Division
Prof. & Tech. Pl. Br.
Clerical Assgmt. Br. *
CTP Br.
Correspondence Br.
: es LAS
Deputy for Operations
Benefits & Services Div.
Benefits & Counseling Br.
Retirement Br.
CIA Retirement Staff
Insurance Br.
Central Processing Br.
Incentive Awards Br.
EAA Credit Union
Mobilization and Military
Personnel Division
Army, Navy, Marine Br.
Air Force Br.
Reserve Br.
Contract Personnel
Division
Records and
Control Division
Trans. & Records Br.
Stat. Rept. Br.
Qual. Anal. Br.
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Deputy for
Plannina'and Research
Plans and
Review Staff
Position Mgmt and
Compensation Div.
Intelligence &
1 Support Br.
Clandestine Services
. Br.
Figure 7
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Appendix E
SOURCE REFERENCES
1. The discussion is taken from three main sources: Agency
Tables of Organization, 1946-50, Records Center (S); "CIA
History," Part II, Chapter X, Historical Staff files (S); inter-
views with individuals involved in the early history of placement
activities.
2. Historical Statement for the Personnel Office, 24 Jun 52,
p. 4. Historical Staff files. S.
3. Ibid.
4. Interviews, Messrs.
5. Study on Personnel Recruitment Division,
May 51. Personnel Archives, Records Center. S.
6. Interviews with
7. Interview with CIA History
1953-1956, p. 63 ff. , draft. Historical Staff files. S.
8. Ibid., p. 33, and interviews with
9. Report (5, above).
10. Memo from AD/Pers to C/PDO, C/PDC, 13 Dec 51, concerning
the placement program. OP Archives, Records Center. S.
11. Ibid.
12. Memo from DDA to all Assistant Directors, sub: Placement
Follow-up Program, no date but included in Annual Report of
Office of Personnel, 1951. Records Center. S.
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13.
14.
1952 Historical Statement (2, above), p. 5.
Annual Reports, Office of Personnel, 1951-53. Records
Center. S.
?
15.
Ibid.
16.
Changes of names in organization for this period are generally
correct, but dates are approximate and were established by the
writers through several interviews (listed as sources), T/O's,
Annual Reports, and 7, above).
25X1A
25X1A
17.
(7, above), p. 63. This draft by contains
a good discussion of Career Service beginnings and early
developments.
25X1A
18.
Progress Report, Placement Branch, in Office of Personnel
Progress Report 1954. Records Center. S.
19.
Ibid.
25X1A
20.
(7, above), pp. 64-70.
21.
Ibid.
22.
PUD Annual Report, FY 55, in Office of Personnel Annual
Report, FY 55, Jul 55, Tab D. Records Center. S.
23.
POD Annual Report FY 58 in Office of Personnel Annual Report,
FY 58. Records Center. S.
24.
POD Annual Report, FY 59, in OP Annual Report, FY 59,
Jul 59. Records Center. S.
?
25.
POD Annual Report for FY 60, Jul 60. Records Center. S.
26.
POD Annual Report for FY 61, Jul 61. Records Center. S.
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27. Memo from to DDS, 24 Dec 61, sub:
Recruitment and Selection of Staff Employees: An appraisal.
Recruitment Division files. S.
28. Ibid.
29. Ibid.
30. Annual Report of Office of Personnel FY 63, Jul 63. Records
Center. S.
31. POD Annual Report, FY 63, Jul 63. OP Archives, Records
Center. S.
32. Annual Report of Placement Division, FY 63, Jul 63. Records
Center. S.
33. POD Annual Report FY 65, Jul 65. Records Center. S.
34. FY 64, 65 Annual Reports. Records Center. S.
35. Annual Report, DD/Pers/R&P, FY 66, Jul 66. OP Archives,
Records Center. S.
36. FY 67 Annual Report, DD/Pers/R&P, Jul 67. OP Archives,
Records Center. S.
37. Ibid.
25X1A 38. 5 Aug 66, sub: Reorganization of Placement
Division. OP files. S.
?
39. ASB Procedures Handbook. Placement Division files. C.
40. FY 68 Annual Report, Placement Division, Jul 68. In
Placement Division files. S.
25X1A 41. (38, above).
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42. FY 70 Annual Report, Staff Personnel Division, Jul 70.
SPD files. S.
43. FY 71 Annual Report, SPD, Jul 71. SPD files. S.
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,)
CONFIDENTIAL
(When filled in)
RECRUITMEMI GUIDE
!Position Description: POSITION INVOLVES PROCESSING OF
FINANCIAL TRANSACTIONS; RESPONSIBILITY FOR THE AUDIT OF .
SUPPORTING DOCUMENTATION, CODING AND RECORDING OF TRANSACTIONS
IN THE GENERAL AND SUBSIDIARY LEDGERS MAINTAINED BY THE AGENCY;
VERIFICATION OF APPROVING AUTHORITIES AND ABILITY TO ESTABLISH
THE PROPRIETY OF THE TRANSACTION WITHIN,REGOLATORY MATERIAL.
Specifications:
Education:
V.
iagozt-gtxx
GSF-5 HIGH SCHOOL GRADUATE AND 24 SEMESTER
HOURS IN ACCOUNTING AND RELATED SUBJECTS.
GSF.-7 DEGREE FROM RECOGNIZED SCHOOL OR
COLLEGE W/24 SEM. HRS. IN ACCOUNTING AND RELATED
Guide
No. .
18-1
Date
9-69
0
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SUBJECTS z
Experience: GSF-5 -- NONE
-???? NONE, IF EDUCATION REQUIREMENT IS MET
LANGUAGE: NONE
Salary Range cisf- _ 5/4 Age Range
?
21 -
8Q:X MALE PREF Marital Status NI OR S
Spec. Clearances NO PATB Lff'5
Type of Employment
Location
STAFF-
WASHINGTON, D.C.
'7)
Trans Paid HHE Moved yEs
Physical: Dept. Gen. Duty x
Additional Information:
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
: CONFIDENTIAL ?
(When filled in)
RECRUITMENT GUIDE
iPosition Description:
(v Incumbent transmits and receives Morse Code;
lperates radio-teletype and landline.teletype
-;
. ?
-1 No.
i? 12-1 ?
3 Date
`i20 Jan 71
including all duties pertaining to tape-relay; tunes and
performs minor maintenance on transmitters, receivers,'
and associated equipment;.performs cryptographic
'duties.
-Specifications:
Education: High School dipJ,oma or. equivalent (GED)
. with background in math and electronics theory.
Language: Any Foreign Language desirable.
173
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.Experience: Must have one or two .years of recent
experience as military or. commercial:radio-telegraph 1{t=9
operator at 'speeds of lO 'GPM or better in sending and
receiving,. , MUst.haVe a good understanding.-.(kba.sic radio;
theory and possess a reasonable technical aptitude. Must. n
touch-type at speeds of 30 WPM or better and ,must be able
I receive Morse Code while opyixi on a typewriter.
Salary Range0S.,...Q7 $8982 eInge
Sex .Male Marital Status Single or *Married e.)
Cr:5'
C*1
Spec Clearances Yes PATB N/A
Type of Employment Staff
1. Location .Primarily overseas
Trans Paid Yes HHE Moved
? 041 ?
Yes
Physical:. Dept. . Gen. Duty XX
. Additional Information:
il ? *Not more than two children. Wife must be 2.0years .;
. .
Old by the 'completion of OC.Training.which takes approxi-i- r )
- 4
. faat-ely- 6 Months from EOD.:-..-: . ? : '.. . ?,.)
. 0? .?. .. .
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. . . .. - ? . . .
.,----,
. . Employee accompanied-by.farn- ily'will work primarily. I. rri)
.? .
'-overseas. He must be willing to.:do shift work which
1 0
.4incrudes weekend duty, and holidays. .*Applicants are.
I
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radio theory, arid basic al ebia during the Headquarters
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
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(When filled in)
Guide
No.
12-
SPECIAL SKILLS: Schooling in general radio theory 1
operation or equivalent practical experience. ConsiderableDate
commercial or amateur experience can be counted as
.;
equivalent. Must have send and receive experience with 20 Jan 7.
Morse.Code over sustained periods of time at speeds of
!
Fl
f-
16 GPM or better.
TECHNICAL QUALIFICATIONS FOR OC
CT/R, GS-07
Basic, skill of 16 GPM in sendiiig and receiving:
Receive CW on(typewriter. (This will disqualify most
Army and USMC tactical operators as they are usually
taught to receive copying with a pencil.) The Radio
Operator with the most acceptable levels of competence
are usually found in the following order: Coast Guard
Radiomen; Navy Radiomen who have attended Class "A"
school; Air Force, Army, or Marine Corps Radio
operators who have worked with higher echelon CW
circuits; Some Morse Code Intercept Operators who have
had extensiVe two-way CW circuit experienc.e. and radio
theory training are acceptable. Air Force.Co.-ntrol Towei.
operators and other operators who used strictly voice
radio are of no interest.
Morse Code is still used aboard ships and the Nay
and Coast Guard Radiomen exposed to this duty can
usually send as well as receive CW.. The military man
who only worked in a Communications center may have
used CW on occasion, but he probably handled largely
volume teletype traffic and therefore has 'retained a very
limited CW skill.
The Agency employs CW largely as a back-up systen-
tci other more Sophisticated equipment. We use it when C,)
Our radio-teletype malfunction. CW is known as a o
."Manual" system and is slow. It is, however, highly ..t
reliable even when atmospheric disturbances are present
The applicant should be informed that his 'primary duties ?
will NOT be operating CW circuits, but that the capa-
bility must be there. He should also be informed that the 0
0
CT/R position requires a willingness to serve anywhere, 0
anytime, and that he can usually expect to serve approxi-
0
mately 90% of his career overseas. Also, that he will
?-be tested during his pre-employment interviews in CW
sending oaid receiving, math (positive and negative num-
Approvedtor
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Approved For Release 2000/04/18 : CIA-RDP81-00,314R000600020003-6
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CONFIDENTIAL
(When filled in)
,
The CT/R will have formal schooling of approxi
mately 23 weeks ,starting one week after he enters on
duty. At the end of his schooling he will receive an
overseas assignment.
Basic Communications Technician/Radio Course
Guide
No.?
Date
? Jan 7
Objective: To prepare students to assume the duties o
Communications Technician/Radio.
Prerequisites: Familiarity with the basic fundamentals I
I
of radio gained either through experience !--1
.or schooling.. Ability to copy Internationral
Morse Code on a typewriter at a speed of
not less than 16 groups per minute.
Ability to toucli type at a minimum rate f 0
30 words per minute.
Enrollment: Maximum - 40 students. 0
Duration: Twenty-three weeks. t-r1
The 6ourse'covers International Morse Code;
Staff and Special CW and Medium-Speed pr:dc'edures; Staft a
Special Radio Equipments; Basic The,ory; Radio Equipment
CMaintenance and Antennas; Manual and Machine Crypto-
graphic Systems; Teletype Equipment; Radio Teletype 1
Equipment; Point-to-point and tape relay teletype pro-
cedures; resuscitation; Emergency Destruction; and
. fire-fighting.
? The final four weeks consist of comprehensive
exercises designed to simulate actual operating
conditions. -
RECOMMENDED READING
MATHEMATICS- MADE SIMPLE, by Sperling & Stuart,.
Publisher--Doubleday & Co., Garden City, New York
ELEMENTS OF RADIO, by Marcus andMarcus,
Publisher--Prentice-Hall, Inc., Englewopd Cliffs, N. J.
This book is the exact book that we use in the
Basic Communications Technician/Radio Course. It
reaches basic radio theory. There are a variety of
inexpense paperback texts o'n the market. Most all are
designed for the individual having only a cursory knowl-
edge.of electronics.
4 'Please recommend to all prospective CT/R
ApprovgagletleastellitiObiNk1tVtikill1D1Webffli1400biddOitOn-gover
to cover. CONFIDENTIAL
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Approved For Release 2000!04/18 : CIA-RDP81-00314R000600020003-6 ?
CONFIDENTIAL
(When filled in)
RECRUITMENT GUIDE
Date
Position wt
De scripion: WORK ENTAILS THE ANALYSIS OF DATA !
(AND PREPARATION OF REPORTS ON FOREIGN DEVICES, EQUIPMENT AND 9-69
YSTEMS. INDIVIDUAL WILL BE CONCERNED WITH FOREIGN SCIENTIFIC
'TJ
..D TECHNICAL RESEARCH AND DEVELOPMENT, CHARACTERISTICS AND C.)
PERFORMANCE CAPABILITIES IN SELECTED AREAS OF FUNDAMENTAL AND W
APPLIED SCIENCES. ',---1
0
.1--i
?..,
Appro
Specifications:
Education: UNDERGRADUATE AND .GRADUATE DEGREES IN ENGINEER-
ING, THE PHYSICAL AND LIFE SCIENCES AND SYSTEMS ANALYSIS
Language: NA
Experience: NA
Salary Range GS/GSE 7-13 Age Range 21 -39
Sex NA Marital Status NA
apec., Clearances YES PATB YES
Typ of Employment REGULAR
Location HFADOUARTERS
Trans Paid yEs FINE Moved Yrs
Physical: Dept. Gen. Duty
Additional Information:
. CONFIDENTIAL
d For Release 2000/041le dIR-kriciAlbi14R000600020003-6
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Approved For Release 20704/18 : CIA-RDP81-00314R000600020003-6
? CONFIDENTIAL
(When filled in)
RECRUITMENT GUIDE
(Position Description: PSS PSYCHOLOGISTS ENGAGE IN WIDE
VARIETY OF SERVICES AS OUTLINED IN THE ATTACHED FUNCTIONAL STATE-,--9-69
Guide
No.
11-1
Date
MENT WHICH, CAN SERVE AS A BASIS FOR DISCUSSION WITH PROSPECTS.
(A SUGGESTION FOR ESTABLISHING A CONTEXT IS TO MENTION THE OSS
PROGRAM AND THE BOOK WRITTEN ABOUT IT, "ASSESSMENT OF MAN.")
: CAREER DIRECTION MAY EMPHASIZE EITHER RESEARCH OR "DEALING WITH
' PEOPLE SERVICES, OR A COMBINATION OR BOTH.
Specifications:
. Education: PH. D. OR EQUIVALENT IN FIELDS OF' PSYCHOLOGY AS
CLINICAL, COUNSELING, INDUSTRIAL, SOCIAL, PERSONNEL, VOCATIONAL
GUL.
4.6'4"6v- ? NONE REQUIRED.
Experience: CIV, OR MIL, EXP OF A SERVICE OR RESEARCH .
NATURE IN A CLINICAL, INDUSTRIAL, COUNSELING, SCHOOL SETTING;
MANAGEMENT/PERSONNEL CONSULTANT EXPERIENCE IS ESPECIALLY RELEVANT.
0/S EXPERIENCE IS AN ASSET. RESEARCH-ORIENTED CANDIDATES SHOULD
HAVE A SOLID-BACKGROUND IN RESEARCH METHODOLOGY;-FAMIOARITY
WITH COMPUTERS AND SYSTEMS ANALYSIS HELPFUL. ALL 'CANDIDATES
SHOULD BEI EFFEeTIVE WRITERS AND COMMUNICATORS, WITH SKILL AT
(-N TRANSLATING PSY CONCEPTS AND/OR RESEARCH FINDINGS INTO LAYMANIS
LANLUAGE.
Salary Range Age Range OPEN
Approv
Sex MALE Marital Status tvloR-
Spec Clearances
Type of Employment
_NONE
STAFF
PATB
YES
Location HEADQUARTERS AND 0/S POSSIBLE
Trans Paid YES HHE Moved YES
Physical: Dept. Gen. Duty
Additional Information: SHOULD BE PRESENTABLE, POISED,
ARTICULATE, AND ABLE TO DEAL EFFECTIVELY WITH A WIDE VARIETY OF
CONSUMERS.
P35 WILL SEND PSYCHOLOGIST TO INTERVIEW LIKELY CANDIDATES IN
FIELD.
.NORMAL y0100 GRADE IS, GS-13
a-
CONFIDENTIAL
d For Release 2000/0114nd CJAD-RDP5140314R000600020003-6
-69-
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Approved For Release 2000/04/18 : CIA-RDP81-00,314R000600020003-6
[
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.CONFIDENTIAL No.
(When filled in)
FUNCTIONAL STATEMENT OF PSYCHOLOGICAL SERVICES STAFF
RESPONSIBLE FOR PROVIDING PS? SUPPORT, (ADVISORY,
CONSULTATIVE, AND RESEARCH SERVICES) ON AGENCY-WIDE BASIS.
IN BROAD AREA OF PERSONNEL MANAGEMENT SERVICES ARE ORIENTED
t
Date
r, ?
TOWARD SELECTION, PLACEMENT, TRAINING, VOCATIONAL ADJUSTMENTS,
CAREER DEVELOPMENT, .AND PERSONNEL AND SYSTEMS .RESEARCH. INCLUDED
ARE CONDUCTING PROF AND CLERICAL TESTING PROGRAMS FOR APP AND
EMPLOYEES AT HQS; CONDUCTING FIELD TESTING PROGRAM FOR PROF
APPLICANTS; CONDUCTING OF PSY ASSESSMENTS AT HOS AND ELSEWHERE
. OF EMPLOYEES AND AGENT PERSONNEL BOTH U. S. CITIZENS AND
FOREIGN NATIONALS; CONDUCTING INDIRECT ASSESSMENTS OF AGENTS
AND AGENT CANDIDATES; CAREER COUNSELING AS REQUESTED; AND
!
CONDUCTING PS? RESEARCH PROGRAM; MAINTAINS AOP CAPABILITY IN
SUPPORT OF RESEARCH AND PROCESSING OF TEST RESULTS. PROV..IDES
PS? SUPPORT TO FOREIGN SERVICES INCLUDING GROUP TESTING, PS?
ASSESSMENT, SUPPORT, ASST AND GUIDANCE IN ESTABLISHMENT OF
PSY.,SELECTION AND ASSESSMENT AND RESEARCH PROGRAMS. PROVIDES
PS? SKILLS AND TECHNIQUES IN DIRECT SUPPORT OF.AN ASSISTANCE
TO OP PROJECTS AND TR PROGRAMS.
CONFIDENTIAL
-70- Approved For Release 2000/04/g ? gifrppaiymip000600020003-6
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
CONFIDENTIAL
(When filled in)
RECRUITMENT GUIDE
APosition Description: ANALYSES FOR CLASSIFYING AND
.( CATALOGING MAPS, ATLASES, GUIDEBOOKS, AND RELATED PUBLICATIONS,
MATERIALS ANALYZED ARE LARGELY IN FOREIGN LANGUAGES AND IN A
GROUP OF SPECIAL SUBJECT FIELDS. INCUMBENT MUST UTILIZE KNOW-
LEDGE OF FOREIGN LANGUAGES, SOURCE MATERIALS SUCH AS ALTASES
AND GAZETTEERS, AND RESEARCH TECHNIQUES TO DETERMINE EXACT
GEOGRAPHIC AREA, SUBJECTS, PUBLISHER AND OTHER PERTINENT DATA
FOR NOTATION. EACH ITEM MUST BE DESCRIBED AS A PHYSICAL AND
INTELLECTUAL ENTITY SO THAT IT CAN BE LOCATED BY SUBJECT OR
GEOGRAPHIC AREA. FOLLOWING 4 TRAINING PEIZIOD SUPERVISION IS
MINIMAL AS WORK IS REVIEWED FOR STANDARDIZATION ONLY.
Specifications:
Education:
Language:
Experience:
,
A.B. MINIMUM, WITH MAJOR IN GEOGRAPHY, LIBRARY,
Guidc
No.
61-4
Date
SCIENCE, OR LANGUAGES.
MAY VARY. ROMANCE OR OTHER USEFUL.
C's
Salary Range _Gs-7/9 Age Range OPEN
Sex NA Marital Status NA
:Spec'. Clearances No PATB
lyPe of Employment
Location
STAFF
YE
WASHINGTON, D.C.
Trans Paid
YES
HHE Moved
YES
Physical: Dept. x Gen. Duty
Additional Information:
CONFIDENTIAL
Approv4l For Release 2000/04h8g(C1k1RbP18$ 314R000600020003-6
- 7 1 -
0
110
NV I V?
1
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
CONFIDENTIAL
(When fi.11cd in)
RECRUITMENT GUIDE
Po s ta.on De scripti on : 0
_UANTITATIVE AND QUALITATIVE
-a
) ECONOMIC ANALYSIS AND THE PRODUCTION OF INTELLIGENCE ON
Q-6C)
COMMUNIST COUNTRIES AND ON SELECTED COUNTRIES OF THE rREE .
VORLD. . ANALYSIS OF ALL SECTORS OF THE ECONOMIES INDIvIDUALLY
AS WELL AS ON AN AGOREGATIVE OASIS TO SHOW THE RELATIONSHIP OF
ECONOMIC POLICY AI.ID ECONOMIC PLANNING TO 1HF rERroRmANul DrCHE I- I
ECONOMY. DUTIES INCLUDE THE EVALUATION AND ANALYsfs Or DATA,
PREPARATION OF LoNG AND SHORT RANGE ANALYTICAL REPORTS, FORMU-
LATION OF COLLECTION AND INroRmATIo.N REQUAXLMENTS, PARTICIPATINC, e,
IN BRIEFINGS AND DEBRIEFINGS AND SUBSTANTIVE COORDINATION WITH
OTHER INTELLIGENCE COMPONENTS.
Guide
, .N0
Data71
Specifi.cations:
Education: BA;
DEGOLE ACCEP1ABLE IN RELATED DISCIPLINES, INTERNATIONAL RELA-
TIONs, BUSINESS ADMINISTRATION OR AREA STUDIES.
n g (11. g : SUFFICIENT COMPETENCE IN A FOREIGN LANGUAGE TO
DO RESEARCH HELPFUL POT NOT ESSENTIAL, WILL TO LEARN A
NEW LANGUAGE.
EXpePlenCe.,
OR MA; DR PHD7RCONOMICS. UNDERGRADUATE
PREFERABLY
Salary Range 7/1 /1 p, Ran cy u 3 rj
Sex 11 OR 17
_ . Marital Stat 1.1 S OR 1-4
LJ)CC. C e -t.ue J CC.= sYrs PA T B YEN
Ty pc oi 1: 3 n -210:13;1 0; It REGULAR
Lc.(n.A5.on;IE.Ar,,,uAkTEr;s
. _ _
Taut Pa s FINE Moved Ycs
p Can.? Duty
Ad d 5.1-. i 0 na ' In fo-,,-,n1,-,..t:i.on.,. 2:-..r1r):::3-11;ATE D ACT I T U DE AND PE.; 1 r E .
t ? TO i 1,7NDUC, .1 III 7E7\ E1'L -4 I - (f1-17. 11 1. ThVEIL Y GI: NE R A L ECONOMIC DI; c ommOD I
1 REIFILARC.11) . COP I OF Au. TkArqscR i TO1- DES I RED . POS 1 fl DN ON DoLE NOT
1 CA R R Y A DRAFT D E. l' E. IM,I E N 1 ; H EVE. V L 1,,* , I 111.1 I LI ENIc u: r.; r 1 MOULT I Or; ID
DoEkLOONED .
-72-
App oved For Release 2000/6411470014RDP81-00314R000600020003-6
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-73-
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
CONFIDENTIAL
(When filled in)
RECRUITMENT GUIDE
!Position Description: CONDUCTS APPLIED GEOGRAPHIC
c
RESEARCH IN4UPPORT OF POLICY FORMULATION, ESTIMATES, OPERATIONS
PLANNING, AND CURRENT INTELLIGENCE REPORTING. WORK IS INTER-
RELATED WITH INTELLIGENCE RESEARCH IN OTHER DISCIPLINES E.G.,
EGON, PHYS SCIENCES. INCUMBENT WORKS WITH MINIMAL SUPERVISION,
APPLYING HIS PROFESSIONAL KNOWLEDGE AND METHODOLOGICAL SKILL
TO SPECIFIC QUESTIONS AND PROBLEMS. RESULTS INCLUDE TOPICAL
(E.G., TERRAIN, POPULATION DISTRIBUTION) AND REGIONAL ASSESS-
MENTS, AND MAY APPEAR AS REPORTS, MEMORANDA, OR ORAL BRIEFINGS
DEPENDING UPON THE REQUIREMENT OF THE CONSUMER.
Approved
Specifications:
Education:
Language:
Experience:
GENERALLY, MA OR
BETTER IN GEOGRAPHY; STRONG OR
EXPERIENCED BA's ACCEPTABLE.
SOME KNOWLEDGE OF A FOREIGN LANGUAGE PERTINENT
TO AREA OF SPECIALIZATION.
NONE.
Salary Range GS - 7/12
Age Range
Sex NA Marital Status NA
OPEN
Spec. Clearances PATB
'TSrpe of Employment
Location
YES
STAFF
WAS_HINGTON, D.C.
Trans Paid No
Physical: Dept.
HUE Moved
Additional Information:
No
Gen. Duty
CONFIDENTIAL
For Release 2000/04/10apAilipp$1-99A14R000600020003-6
No.
61-1.
Date
9-69
FA
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
CONFIDENTIAL
(When filled in)
6.2-1
RECRUITMENT GUIDE
Date
'Position Description:
FOREIGN AFFAIRS ANALYST AND RE-
r
f SEARCHER SCREENS INCOMING INTELL FROM ALL AVAILABLE SOURCES ON 9-69
AREA OF RESPONSIBILITY. WRITES ARTICLES FOR INCLUSION IN REGU-
LAR & SPECIAL OCI PUBLICATIONS SETTING FORTH THE ESSENTIALS OF
DEVELOPMENTS IN A GIVEN AREA & THE IMPACT or THESE DEVELOPMENTS.
PREPARES WRITTEN & ORAL BRIEFINGS. MAINTAINS LIAISON AND CO- 11
ORDINATION AT THE AREA SPECIALIST LEVEL WITH OTHER orricEs AND
AGENCIES CONCERNED. WEEKEND AND NIGHI WORK MAY BC REUIRED
PERIODICALLY.
I 3
Specifications: Lf1
Education: MA oR PFD IN ONE OF THE SOCIAL SC ENC, H STORY,
?_
POLITICAL SCIENCE OR INTERNATIONAL RELATIONS WITH CONCENIRATION
ON A SPECIFIC GEOGRAPHIC AREA or THE WORLD OTHER THAN THE U.S. 1,1
L2,-1,nguage:
READ NG KNOWLEDGE OF THE LANGUAGE or THE AREA IS
HELPFUL OUT NOT ESSENTIAL. (-)
Experience: F
-XPERIENCE RELATED TO FOREIGN AFFAIRS ANALYSIS,
E.G. JOURNALISM, TEACHING or SOCIAL SCIENCES IS DESIRABLE.
4
Salary Range Gs - 9/12 Age Range 21 -
Sex 11 F Marital Status M -'s
Spec. Clearances YES PATB YES
Tye of. Employment STAFF
Location HEADQUARTERS
Trans Paid No FINE iloved No
(,)
Physical: Dept. Gen. Duty x
0
F\)
Additional Information:
-74-
Approvec For Release 2000/04/
CONFIDENTIAL
p;6IA-63DP814GJ314R000600020003-6
0
0
0
0
0
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
25X1C
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
CONFIDENTIAL (When filled in)
41-12
RECRUITMENT GUIDE
Date.
Position Description: Mate/:ilLsTlelin9Lc?..gi_st..,_ I
?
This position requires. a crei7i.-e?d knowledge of solid i 8-70
state materials and the electronic physics of solid mat-
erials, including semi-conductor electronic materials cf.)
and photographic materials. The encumbent of this posil
tion must have the ability to apply this knowledge to nove
product development. He Must be able to communicate i,
clearly and succinctly both orally and in writing. The '
: position requires encumbent to perfor,m TIDY travel (cant)
Specifications:
Education: M.S. level required in Physics with
Electronics minor
Language: Some German and French reading ability
desirable.
Experience: Should have had experience as an engi-
neer in a, developmental laboratory or with. a product
development -group. Experience in direct dealings with
the customer would be most desirable. Desirable, but
not mandatory, would be the.experience of actual manage.,
' ment of a techniCaL group of employees.
SalarY Range GS-11 12 Age Range 25 - 35 ?
Sex Male Marital Status N/A
Spec. Clearances Q and SI PATB N/A
Type of Employment Contract !a
,rr)
?
Location 'Washington, D. C.:
Trans Paid- Yes HUE Moved Yes
Physical: Dept. Gen. Duty XXX
Additional Information:
both domestic and to a lesser degree, overseas.
' ?
nr.?
?? CONFIDENTIAL
Appr ved For Release 2000/0)4W8e: C151RDP1381?01614R000600020003-6 ?
-76-
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
25X1C
Next 1 Page(s) In Document Exempt
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Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
t.;ONFIDLNTIAL
(When filled in)
? RECRUITMENT GUIDE
Position Description : OPERATES CARD PUNCH, PAPER TAPE
I PUNCH, AND RELATED VER1F7T7ra MACHINES TO TRANSCRIBE DATA FROM
ARIOUS TYPES OF SOURCE DOCUMENTS INTO PUNCHED CARDS AND TAPES
OR INPUT TO DATA PROCESSING SYSTEMS.
Specifications:
Education: H .S.. GRAD-PLUS COURSES IN CARD PUNCHING AND
TYPING
Language: NA
Experience : w
..ORU REQUIRING SPEED, ACCURACY, AND ATTENTION
: TO DETAIL. SIX MONTHS EXPERIENCE WITH IBM 029 AND 059
MACHINES DESIRABLE.
Salary Range CS 04/06 Age Range
Sex Marital Status ANY
?
Spec. Clearances YES PAr.i1B No
18 - 35
;Type of Employment
?Location HQ S. AREA
STAFF
Trans Paid YES HHE Moved YES
Physical: Dept. Gen. Duty. x
'Additional Information:
CONFTDENTTAL
? Page 1 of i Pages
Approved For Release 2000/04/18 : CIA-RDP81-00314R000600020003-6
85-7
Date
9-69
c)
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1-6
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