EXECUTIVE DEVELOPMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00896R000100300006-9
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: December 9, 2016
• Document Release Date: April 24, 2001
• Sequence Number: 6
• Publication Date: January 1, 1972
• Content Type: STUDY

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Proposal: High Level Organizat'
Letter dtd 13 Sep 71 to DCI
fr Chairman, CSC
Memo dtd 6 Jan 72 to ExDir-
Compt. fr D/Pers, subj:
Executive Development Plan
Memo dtd 14 Jan 72 to D/Pers
fr ExDir-Compt., subj:
Executive Development Plan
Memo dtd 7 Apr 72 to ExDir-
Compt. fr D/Pers, subj:
Executive Development
)ExDir-Compt. notation on
~7 Apr 72 memo above
Memo dtd 5 May 72 to ExDir-
Compt. fr D/Pers, subj:
Briefing Information on
Executive Development for the
Director's Annual Conference
Memo dtd 12 Jun 72 to D/Pers
fr ExDir-Compt., subj: Leader-
ship and Executive Development
Comment and/or Status
onal Commitment in Support of Executive Development within Each Federal Agency
Agency should establish Executive Manpower Resources Board of senior offi-
cials, chaired by principal assistant reporting regularly to agency head.
Agency is also to designate Executive Manpower Management Officer, normally
the principal official charged with personnel management.
Have the equivalent of EMRB in Deputies' Meeting and D/Pers with respon-
sibilities in line of EMMO.
EMRB functions can only be reflected in Deputies' Meeting if include execu-
tive development as regular agenda item. In coming weeks hope can develop
reporting system from D/Pers (EMMO) as to ways executive development is
taking place in Agency showing novel approaches, shortfalls, etc. for dis-
cussion in Deputies' Meeting.
Develop overall executive development plan; announce policy of organizational
support; and achieve spirit of proposal for EMRB by having Deputies' Meeting
review executive development and training suggestions and monitor implemen-
tation.
ExDir-Compt. acknowledged that he will take major active role.
Agency plan calls for ExDir-Compt, and Deputies to establish executive
development policy; approve systems for uniform administration throughout
Agency; and receive information for evaluation purposes.
Deputies' Meeting]
Believe identification of individuals for development program should be
handled on Directorate level with subsequent review of overall Agency program
by Deputies. fonsistent with earlier position on active involvement of
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Comment and/or Status
Letter dtd 15 Jun 72 to OMB
ExDir-Compt. has principal responsibility for executive development in
fr ExDir-Compt. (in response
Agency. Our EMRB is existing committee, consisting of ExDir-Compt. and
to 0MB Bulletin No. 72-12 to
Deputies. Executive development and other personnel items are periodi-
Heads of Executive Departments
cally put on the agenda, with D/Pers serving as EMMO present. These
and Establishments requesting
individuals oversee Agency's Career Services in reaching executive devel-
information on executive devel-
opment objectives.
opment resource plan, 24 May)
Proposal: Development Plans fo
Each Employee with High Managerial Potential and Each Incumbent Executive
Letter dtd 13 Sep 71 to DCI
Each agency should identify mid-managers with high potential and prepare
fr Chairman, CSC
for them and incumbent executives (GS-16 through GS-18) individual devel-
opment plans.
Memo dtd 6 Jan 72 to ExDir-
Well along in this regard through PMMP and Career Board actions. Super-
Compt. fr D/Pers, subj:
grades receive close attention of senior officials. Experience shows indi-
Executive Development Plan
vidual development plans are impractical.
Memo dtd 14 Jan 72 to D/Pers
Agree with disinclination to develop individual plans. Might be well to
fr ExDir-Compt., subj:
have Directorates, if not Offices, work up simple articulations of plans.
Executive Development Plan
Memo dtd 7 Apr 72 to ExDir-
In lieu of formal plans, suggest Career Service use of training and assign-
Compt. fr D/Pers, subj:
ment inventories (composites of individual needs). Suggested objective
Executive Development
obtainable by use of PMMP without having to formulate formalized career plans
ExDir-Compt. notation on
Comment in margin suggested ExDir-Compt. interest in Directorate-level
7 Apr 72 memo above
inventories.
Memo dtd 5 May to ExDir-
At Director's Annual Conference there was approval of disinclination to
Compt. fr D/Pers, subj:
develop individual career plans.
Briefing Information on
Executive Development for the
Director's Annual Conference
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 Source
Comment and/or Status
Proposal: Improved Mobility Pro
ram
Letter dtd 13 Sep 71 to DCI
Agency should increase organizational, occupational and geographical mobility
fr Chairman, CSC
programs as method of development and should establish rotational programs
within Agency.
Memo dtd 6 Jan 72 to ExDir-
Movement is a way of life in this Agency, and mechanisms exist to generate
Compt. fr D/Pers, subj:
and control it.
Executive Development Plan
Memo dtd 14 Jan 72 to D/Pers
Compartmentation and disciplinary differences cause little real rotation.
fr ExDir-Compt., subj:
Have made progress but should improve our approach.
Executive Development Plan
Memo dtd 7 Apr 72 to ExDir-
Currently reexamining.
Compt. fr D/Pers, subj:
Executive Development
Memo dtd 5 May 72 to ExDir-
To date Agency plan doesn't handle mobility problem, but Agency is obligated
Compt. fr D/Pers, subj:
to establish some kind of program to meet Guidelines and desires of Director.
Briefing Information on
Executive Development for the
Director's Annual Conference
Briefing paper on rotation for
Advocated detailed arrangements for increasing mobility within the Agency
inclusion on Agenda of Director'
and justified them in view of Director's interest and need to implement
Annual Conference dtd 5 May 72
Federal Guidelines on Executive Development.
Memo dtd 12 Jun 72 to D/Pers
Following Conference, ExDir-Compt. recommended working out specifics of
fr ExDir-Compt., subj: Mobility
briefing paper to extent feasible.
and Rotation of Employees
Proposal: More Effective Traini
g Resource Utilization
Letter dtd 13 Sep 71 to DCI
Agencies should review their use of opportunities for management training
fr Chairman, CSC
not only internally but also in other agencies.
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Comment and/or Status
Memo dtd 6 Jan 72 to ExDir-
Agency's record is good, including external programs of management and
Compt. fr D/Pers, subj:
executive development training.
Executive Development Plan
Memo dtd 14 Jan 72 to D/Pers
Less entranced by external programs for management training than need for
'
fr ExDir-Compt., subj:
. Have more to
more internal focus on leadership and management training
Executive Development Plan
do despite accomplishments in training field generally.
Memo dtd 7 Apr 72 to ExDir-
Emphasizing training responsive to individual needs in Career Service
Compt. fr D/Pers, subj:
inventories proposing more comprehensive training of mid-officers-with
Executive Development
executive potential. Recommended an applications series of discussions
or workshops covering wide range of managerial problems confronting Branch
Chiefs and Supergrades. Stated belief that most productive time for teach-
ing managerial skills is at the time officers will be called upon to
assume a Branch or Divisional responsibility.
ExDir-Compt. notation on
ExDir-Compt. indicated support of these views by checkmarks in margins
7 April 72 memo above
of 7 Apr 72 memo on executive development.
Memo dtd 5 May 72 to ExDir-
Repeated in less. detail comments made in 7 Apr 72 memo on executive
Compt. fr D/Pers, subj:
development.
Briefing Information on
Executive Development for the
Director's Annual Conferencq
Letter dtd 15 Jun 72 to 0MB
Agency's Office of Training is reviewing internal management courses to
fr ExDir-Compt. (in response
insure strong core program for executive development and to give new emphasis
to 0MB Bulletin No. 72-12 to
to managerial techniques. During past year implemented new course to improve
Heads of Executive Departments
executive skills of senior officers.
and Establishments requesting
information on executive devel-
opment resource plan, 24 May)
Proposal: Improved Development
Program Evaluation
Letter dtd 13 Sep 71 to DCI.
Agency should'review effectiveness of executive development program and
.fr Chairman, CSC
assure objectives are met.
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Comment and/or Status
Memo dtd 6 Jan 72 to ExDir-
Compt. fr D/Pers, subj:
Executive Development Plan
Memo dtd 14 Jan 72 to D/Pers
fr ExDir-Compt., subj:
Executive Development Plan
Memo dtd 7 Apr 72 to ExDir-
Compt. fr D/Pers, subj.:
Executive Development
Career Service mechanisms (training selection board, PMMP, Deputies' Meeting
and other activities) provide systems and procedures for continuing evalua-
tion.
Agree Agency has these vehicles, but wondering if they are working in devel-
opment of greater skills. Problem is one of developing the right kind of
standards and enforcement tools. Mentioned need for improving contribution
training makes.
Will consider reporting mechanisms for judging program effectiveness after
approval granted to methods for systematic personal development.
Other Issues Not Directly Related to Federal Guidelines
Memo dtd 12 Jun 72 to D/Pers
fr ExDir-Compt., subj: Leader-
ship and Executive Development
Need to move ahead on specific aspects of executive development program to
extent possible prior to 30 Sep 72 deadline for our next report to CSC.
PRA's were also discussed with the conclusion that the problem is a matter
of line management counseling and decision. Desire, however, performance
of Directorates to be followed and periodic reports made to ExDir-Compt.
RECAPITULATION: With the exception of the issues of increased mobility and an executive development
performance evaluation system, all issues have been resolved or are pending approval
in the current version of PMMP. Required report to CSC on 30 Sep 72 calls for a status
report on details of implementation, and it will be necessary to indicate at that time
prospective plans, since scheduling arrangements in PMMP call for completion of the
executive development phase by the end of April 1973. OP is considering a draft Agency
Notice on increased mobility for developmental and other purposes. We intend to incor-
porate a segment on PRA's in the development of an Annual Personnel Plan.
5
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II. PERSONNEL MOVEMENT AND MANAGEMENT PROGRAM (PMMP)
Memo dtd 5 May 72 to ExDir-
Compt. fr D/Pers, subj: PMMP
Memo dtd 6 Jun 72 to D/Pers
fr ExDir-Compt., subj: PMMP
Comment and/or Status
Submitted PMMP forms and instructions in order to implement within each
Career Service Federal Guidelines on Executive Development; trace personnel
flows, inclusive of promotional opportunities and promotional needs during
next four years; provide a critical assessment of emerging personnel prob-
lems within each of the Career Services; and obtain a staffing profile for
the ensuing Fiscal Year. PMMP has been modified to include improvements
resulting from experience gained in the initial use of the process in 1971.
The principal procedural change is a reduction of the planning period for
estimating personnel flows from ten years to four years.
After general discussion with Deputies at Director's Annual Conference,
believe we are ready to go ahead with this effort. Before circulating PMMP
in present form, would like discussion with you and staff on PMMP, to deter-
mine possibility of expanding concept to use as a personnel planning counter-
part to annual Program Call and budget.
PMMP aimed at Career Services' need to insure active participation of indi-
vidual Deputies if PMMP to succeed. Is there some way we can accomplish?
Also use PMMP for leadership selection and development; e.g., identify by
number at each grade level for leadership development, training, etc. Like-
wise, use it to facilitate rotation for leadership development.
PMMP forms quite appropriate for analyzing statistical pressures in Career
Services and Directorates and should include within expanded PMMP average
grade planning, separation and promotion rates, entrances-on-duty, QSI's,
acceptance in career status, PRA situations and problems, etc. in order to
crystallize plans and set goals for measurement during the year. Average
age trend by grade could be included with breakdown of steps taken in
recruiting and retirement counseling to compensate for adverse trends.
Could include statistical goals for younger officers at Grades GS-14 and
above in future.
Form 2 fareer Service Situation Repor7 calls for appropriate narrative
comments, but others should be highlighted; e.g., report on preparatory
6
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Comment and/or Status
steps taken in case of future ceiling reductions to encourage identifica-
tion of least effective employees for retirement, counseling, or selection-
out if necessary.
PMMP seems to be highly appropriate vehicle for implementing EEO Program
of goals and measurements.
Could PMMP be used as statistical report on use of vacancy notices and
results?
PMMP should be used as basis for planning and reporting on training; could
show numbers attending core courses, language courses (or waivers) and
skill courses; it would provide indication of training impact on Career
Service personnel and help insure integration of training with personnel
development generally.
In brief, PMMP is suggested as the vehicle for annual personnel planning,
not only for statistical aspects of personnel situation but for planning
and reporting progress on individual programs of major importance. Think
of PMMP primarily as a process requiring Career Services to analyze their
situations while giving the Agency level a vehicle to identify units who
are achieving goals or falling behind.
Memo for the Record dtd
D/Pers briefed ExDir-Compt. on PMMP and suggested its usage should be
31 Jul 72 fr C/PS/OP, subj:
limited to evaluation of personnel flows and individualized reviews of
l
31 July Meeting Attended by
-
personal developmental needs, with particular emphasis upon executive deve
D/Pers,
DD/S
ExDir-Compt
opment. D/Pers suggested ExDir-Compt's desire to instigate an annual.
t
,
.,
DD/Pers/P&C, and C/PS/OP
e
personnel planning exercise could better be accomplished by a separa
D/Pers indicated OP's
ect
s
thi
,
p
s re
evaluation and reporting system. In
willingness to examine basic personnel programs within each of the Career
Services in an effort to isolate what the Career Services are doing and to
detect successful approaches that could be utilized advantageously else-
where. D/Pers also proposed this be done preliminary to the identification
of personnel program objectives that could serve as Agency-wide guidelines
to the Career Services and be used by top management as bases for measuring
program effectiveness in the Career Services.
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Draft memo dtd 2 Aug -72 to
Comment and/or Status
ExDir-Compt. agreed to limit PMMP to the basic purposes expressed by D/Pers
but reaffirmed his interest in an annual personnel planning system. He
stressed that a document, called an Annual Personnel Plan, should be pre-
pared within the command channels and passed up to the Deputy Directors
for approval. He also indicated his interest in having the Agency-wide
aspects of these annual personnel planning efforts discussed in the Deputies'
Meeting. The ExDir-Compt. saw the role of the D/Pers as similar to D/PPB
in the sense that D/Pers would provide assistance and formats to the Career
Services and to senior officials in carrying out a program of annual per-
sonnel planning.
He evidenced his interest in proceeding with PMMP and indicated he would
reexamine the forms and instructional materials preliminary to starting the
process.
Highlights of ExDir-Compt draft memorandum are the following:
PMMP is responsive to Federal Guidelines on Executive Development
and is a refinement of original program that was approved by Deputies
for initiation in mid-1971.
Deputy Directors fr ExDir-
Compt., subj: Personnel Devel-
a.
opment Program (sent to D/Pers
3 Aug 72 for his review prior
to discussion in Deputies'
Meeting and formal release)
b.
c.
PMMP will be supplemented by an Annual Personnel Plan.
PMMP requires identification of executive turnover and officers who
might replace retirees holding executive positions (in some cases
effort should be confined to naming pool of retirees and pool of
potential replacements).
d. Larger block of GS-11 through GS-14+ officers will be identified for
rotation, training, and developmental attention.
e. Deputy Directors will personally involve themselves in this program,
and the overall results will be discussed in Deputies' Meeting.
In going through detailed procedures proposed by OP, ExDir-Compt. questioned
in all cases the identification of vacancies and potential replacements on
an individual basis.
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Memo dtd 30 Aug 72 to DDS
fr D/Pers, subj: Personnel
Development Program
Comment and/or Status
ExDir-Compt. agreed with oral suggestion made by D/Pers to remove Form 6,
Staffing Profile, in order to relate this documentation to other elements
in the agreed upon Annual Personnel Plan.
ExDir-Compt. also agreed several of the issues raised in his memorandum
dtd 6 Jun 72 to D/Pers on PMMP would be included in the future development
of formats to implement the proposed Annual Personnel Plan. (See paragraphs
three through seven in Comments above pertaining to ExDir-Compt. memo dtd
6 Jun 72 to D/Pers, subj: PMMP).
Revised PMMP forms to conform to ExDir-Compt's desire to identify executive
vacancies and candidates for executive development either by individual
positions and names or on a group basis, depending on what would be most
feasible at different grade levels within individual Career Services. In-
cluded a provision, at his suggestion, calling for the Career Services to
invite individual employees to express their personal interests in prospec-
tive developmental actions subject to their understanding that needs of the
Career Services would prevail. Also made explicit that some of the detailed
planning work involved in PMMP could be initially performed by the components
in Grandfather Career Services.
The scheduling arrangements in PMMP were liberalized for completion of the
executive development phase. Specific schedules for determining the personal
developmental needs of personnel in Grades GS-11 through GS-14+ were aban-
doned with the notation that such action should be taken, as much as possible
within the normal processes of career panels and boards, hopefully by 30 June
in most of the Career Services.
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