PERSONNEL MANAGEMENT AND DEVELOPMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00896R000100300018-6
• Release Decision: RIFPUB
• Original Classification: C
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: April 27, 2001
• Sequence Number: 18
• Publication Date: October 6, 1972
• Content Type: MF

Approved For Release 2Qa1/0 896R00010P
6 October 1972
MEMORANDUM FOR t Deputy Director for Support
,`Director of Training-/
lt~ce~tkrs ~~~
1 DDS 2
SUBJECT s Personnel Management and Development
REFERENCE : Memo to DD/S from DTR dtd 19 Sep 72, Subj:
Training Phase of the PMMP
1. 1 fully share your happiness with referent memorandum on
the "Use of Training in Pe r s onnel Management and Development" and
the "Organizational Support of Training. 11 I concur fully that, what-
ever the fine ideas in the first, the exercise will be fairly fruitless
unless we actually arrange that something is done to carry them out.
Frankly, I put my greatest hopes for the latter in the "annual per-
sonnel plan" that the Director of Personnel is mw generating. With
that plan, I would hope to engage the main command line in decisions
about personnel plans and particularly include the training as part of
those decisions. In that way, they will be the subject of conscious
decision-making by the leadership on a periodic basis, and we will
have a common system of reviewing what is actually being done.
2. The above said, may I offer a few particular comments:
a. Page 1. I believe you mean Personnel Development
Program, rather than PMMP.
b. Page 1. You request the "career service" to develop
the career training profile or model for the functional special-
ists. I confess some unease at the use of the term or concept
"career service," as I believe that in many cases it jumps the
command line and operates laterally from the Office of Per-
sannel into the working level. I would much rather see the
responsibility for these profiles placed upon the Deputy Directors,
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who in turn could go to the appropriate subdivisions in their
own organization (in many cases synonymous with the current
"career service"). This would more clearly involve the com-
mend line in this effort and increase their feeling of responsi-
bility through participation.
c. Page Z -- Foreign Language Training. You suggest a
career goal of speaking or reading at least two foreign languages
at the intermediate level or better. I would think it quite appro-
priate to try to use this vehicle to set a somewhat more refined
goal, more or less as follows:
Speaking and reading at least one world language at the
intermediate level or better, and speaking and reading
(with some exceptions) at least one "restricted" language
at the intermediate level or better at some point during the
career (not necessarily sustaining it after the assignment
which required it). As your Language Development report
indicated, we are not too badly fixed an the world languages,
but we are not at all in a satisfactory state with respect to
the restricted languages. If we are setting career goals,
let us see if we can establish one of learning (and possibly
later forgetting) at least one restricted language during a
career and one of maintaining fluency in at least one world
language.
d. The section on foreign language training does not refer
to the Language Control Register, nor to the testing program.
To stress both these tools, I think this general description should
make reference to them.
e. With respect to the Midcareer Course, described in
Appendix B, do we not really mean to suggest that officers who
have not previously taken the supervision course should do so
as the first week, rather than the Managerial Grid? For the
midcareer officer, I would think the former might really be
more to the point than the latter.
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f. In paragraph A of the "Organizational Support of Train-
ing? memorandum, I presume you will change the specifics of
the "management training" you refer to there. These cited are
not "management training, It however valuable some of them may
be.
g. I accept your point of the used for some pure manage-
ment courses. I particularly welcome your suggestion for a
"branch chief" course and suggest that the best way to get a
real reaction to this is to come up with some specifics as to what
it might involve, following which we can circulate it to the Depu-
ties. I would think in great part it might be drawn from the
"Supervision and Management Course" in your Core Program.
h. Paragraph B -- The point about the need for identifica-
tion and selection of potential executives I think should be pretty
well in hand if we can implement the Personnel Development
Program now being circulated to the Deputies.
I. Paragraph C -- Your comments about sanctions are
certainly valid. At the same time, I think we need something
more than exhortation to managers. I would hope this will
develop from the PDP and the APP, even as post-mortem in-
formation. Nonetheless, the possible publication of a rule that
any first-line supervisor must take a management course does
have certain logic.
J. Paragraph D -- The training model or profile for each
career makes a great deal of sense and would quite appropriately
be generated by OTR training officers with the appropriate Board
of Visitors member as a point of support. With respect to gen-
erally .upgrading attention to training as an instrument of person-
nel development, again I would hope the APP will generate some
command level decision at the Office/Division and Directorate
level on this subject. (You will note I prefer this again to the
':carer service, " although the latter can certainly contribute
to the command decision involved.)
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k. Paragraph E - - With respect to training requirements,
obviously the APP should provide the kind of advance planning
in numerical and even individual assignment terms, which is
needed. We will have to follow it to make sure it does, however.
W E G
W. E. Colby
Executive Director-Comptroller
cc: Director of Personnel
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