SUGGESTED COMMENTS TO IG SURVEY OF THE OFFICE OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000300020041-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: May 20, 2002
• Sequence Number: 41
• Content Type: REPORT

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SUGGESTED COMMENTS TO IG SURVEY
OF THE OFFICE OF PERSONNEL
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Recommendation #2, Pam A-15:
"That the Director of Personnel assume custody and
responsibility for all Official Personnel Records
on contract employees."
I support this recommendation and will move for its
implementation. There are factors, however, that must be
resolved in order to do so. We currently have approximately
contract employee active files. These include full-time
permanent, part-time and intermittent and at present requires
It is estimated that wthis amount
of space would be required to accommodate the necessary re-
design of the files, provide for dividers and incorporation
of the additional documents - i.e., PHS - that would have to
be included. Furthermore, we would need the services of two
full-time file clerks to get the files established and to
provide for day-to-day maintenance.
Page A-17, paragraph 31 - Support to Clandestine Activities:
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Recommendation #6, D-7
"That the Director of Personnel find means as soon as
possible of conveying to component managers a more
accurate view of the capabilities and achievements of
RAD's outplacement assistance program."
I support this recommendation and view the follow-
ing as ways to effect accomplishment:
a.. Include appropriate information on the official
bulletin boards under the category "Did you know."
b. Prepare an article having to do with this subject
for the DDA publication "The Exchange."
c. Consider the issuance of a Headquarters notice.
d. Have C/RAD contact the various Career Services
and offer a briefing to their staffs concerning the
services of RAD.
e. Ensure that OP officials in addressing various
groups include comments regarding outplacement activities.
It should be recognized that while the outplacement
activity is not working at an all out rate at this point, a
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major push in this direction would most certainly strap the
present work force.
Page 15, paragraph 27 - Outplacement:
"Outplacement is a key element among those services
designed to reduce the uncertainties, income interrup-
tions, and other financial and emotional disturbances
associated with leaving Agency employment. It is useful
as a service for retirees, but could have greater value
as a means of encouraging and expediting the departure
of those employees who are no longer needed by the Agency
because of manning reductions, less than complete suita-
bility for available positions, irreparable stagnation
in place, or combinations of these factors."
I cannot agree that outplacement as such would or
could serve much of a role in encouraging and expediting the
departure of employees no longer needed by the Agency. I
suspect there is little in the way of a substitute for manage-
ment making strong decisive decisions and in telling surplus
or unneeded personnel that they are not carrying their share
or that their particular skills are no longer required.
Persons so alerted will then get busy on what outplacement
has to offer. It must be remembered that outplacement's
success depends, to a great degree, on the economy and the
external job market. There is certainly no assurance that
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a healthful climate in this area would always coincide with
planned reductions.
Page D-5, lla:
"The capabilities of the counselors to find job possi-
bilities outside the Washington area is very limited
at present, according to C/RAD. We believe this might
be improved by making more use of our rather broad
professional representation throughout the United States
and Europe - DCD and Recruitment contacts in academia
and industry, as well as the many office-level associa-
tions with research and consulting firms represented
by OER, OSI and ORD."
Job leads outside the Washington area are indeed
difficult to develop, particularly within the framework of
the present staff. Nevertheless, I am of the opinion that a
major policy decision plus considerable push would be neces-
sary to get Agency components to use their operational and
business contacts to assist the outplacement function, and
I am not sure the questionable results would support the
probable drawbacks.
Page 16, paragraph 29:
"We found disturbing remarks by Office of Personnel
officials suggesting that the function of outplacement
might be the first effort cut if Office resources are
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The above was not intended to reflect a lack of
support or interest in the outplacement activity but rather
an acceptance of the facts of life. The Office of Personnel
has a number of statutory functions it must provide, and if
further reductions in resources are required, we must look
to those for elimination that are nice to have but not manda-
tory. You are assured that as long as we can continue this
function, we will do so in a manner that will ensure its
meaningful use.
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