CAREER MANAGEMENT OF CIA EMPLOYEES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000300060076-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 19, 2016
• Document Release Date: December 4, 2006
• Sequence Number: 76
• Publication Date: November 8, 1976
• Content Type: MF

Approved For Release 2006/12/04: CIA-RDP82-003578000300060076-3
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Approved For Release 2006/12/04: CIA-RDP82-003578000300060076-3
 Approved?For, Release .200611.2104 : CIA-RDP82-00357R000300060076-3
S No`; ,976
MEMORANDUM FOR: Director of Central Intelligence
INFO . Deputy Director of Central Intelligence
Director of Equal Employment Opportunity
FROM
airman, s O Advisory Panel
SUBJECT : Career Management of CIA Employees
1. From 27 through 29 October 1976, the DCI's EEO Advisory Panel
held a conferencel to discuss career
management policies and procedures ot CIA.
2. Each Deputy Director identified two Career Management Officers
to make a presentation to the Panel discussing primarily career manage-
ment within their respective Directorates. The "E" Career Service was
represented by
3. Our evaluation of the three day conference reflects that the
principal problems confronting the Agency in its search to provide
equal employment opportunity to all its employees continue to be:
a. the paucity of blacks and women at the upper grade
levels; and
b. inequalities in the grade distribution based on sex
and race differences among employees in all job categories.
4.. Because the Panel finds disparity in the administration of
career management, and because this disparity leads to inequities, and
because there is a seeming lack of accountability, we therefore
recommend:
Establishment of centralized policy and procedures for
uniform administration of career management within the Ac end.
a. Charge the Director of Personnel with the responsibility
to promulgate and publish a single policy and set of
procedures for the career management of all Agency
employees.
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b. Charge the Director of EEO with the responsibility
to insure representation of minority interests on
all evaluation and promotion panels.
c. Standardize the mechanics and implementation of
promotion cycle schedules --
(1) to enhance employee morale, and
(2) to assure all employees equal and concurrent
opportunity for promotion.
5. Because the majority of Career Management Officers admit to
the invalidity of the Fitness Report, and because this admission
constitutes evidence of abuse, and because there is a lack of uniformity
in application of values, and because the Fitness Report is an integral
tool in the promotion process, we therefore recommend:
Establishment of a Task Force to study alternatives for
the fitness report system in order to find a more accurate
means of evaluating personnel performance. (Task assigned
to the EEO Panel by the DDCI. )
6. Because there is a lack of knowledge on the part of individual
employees as to their development track and as to available opportunities,
and because there is an absence of planning on the part of management in
terms of development, and because there is no tool by which to audit the
career management process, and because there is a need for a more accurate
projection on the part of training, we therefore recommend:
Establishment of an audit system of Agency career
mana_ement. Develop a cadre of specifically trained
management specialists, representative of the Agency
population, to review the implementation of career
management policies and procedures.
7. Because there is a lack of career counseling for all employees,
and because there is a need for the realization of the program of full
uti l i tzati on of skills and training (FUST), we therefore recommend:
Establishment of a biannual career enhancement profile.
This profile should be developed by each employee every do
years and indicate training desired and position to which
he/she aspires. The supervisor will assist in the prepara-
tion of this profile, adding his comments, and/or recoT-
mending alternate courses of action, such as training.
This profile will then go to the officer in the Directorate
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who is assigned as the employee's counselor; i.e. , the CM0.
This officer will discuss with the employee his future and
will insure these considerations are incorporated in the
employee's subsequent assignments. The profile can also be
used by the personnel audit group as a check to see if the
employee is being properly counseled, evaluated and promoted.
The profile form should be administered by the CMO.
8. Because there is a perceived inequity on the part of employees
as to the distribution and communication of vacancies, and because it
has been admitted that the knowledge of vacancies in most cases is
disseminated only when the informal channels fail to produce a candidate,
and because there is a need for an atmosphere of open competition, and
because the regulations do provide that vacancies will be circulated,
we therefore recommend:
Creation of a central repository for vacancy notices
to which all personnel may have access_at. any time. The
program will be computer-supported; the data base will be
on-line with a simplified interactive and free text query
capability. It will be maintained and updated [)y the
Office of Personnel with remote access/terminals in
various locations around the Headquarters Building and
the local Washington area Agency locations. All vacancies,
without regard to job type or grade level, will be stored.
Follow-on development of the file may include the storage
of career paths and employee-related information. If the
data base is extended to include all aspects related to
career development possibilities (in addition to vacancies),
not only will we be able to retrieve an up-to-date and
complete listing of all vacancies at any time, but we
will also be able to match between interest/qualifications/
experience/potential candidates. Managers will also find
the file useful in solving staffing problems, training
requirements, etc.
9. The Panel is prepared to discuss the above in detail at your
earliest convenience.
Approved For Release 2006/12/04: CIA-RDP82-00357R000300060076-3
 Approved For Release 2006/12/04: CIA-RDP82-00357R000300060076-3
Approved For Release 2006/12/04: CIA-RDP82-00357R000300060076-3