DDA PERSONNEL ROTATION PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000600070001-2
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: April 8, 2002
• Sequence Number: 1
• Publication Date: May 14, 1976
• Content Type: MF

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F;" ~,Y 197E
MEMC}RA~~dDUM FQR: Deguty Director fvr Administration
F. W. M. Janney
Director of Personnel
SUBJPCT ~~~. Personnel Rotation Prr~gram
~.. This is in response to your memorandum of 4 May 19?76
concerning the DBA Personnel Rotation Pragrsm.
2. Pa3.icy:
a~. ate do not cavil with the basic aim of
developing and strengthening employee experience in the
broadest possibl+~ areas of administration -- notwithstanding
the need for those dedicated individuals who spend a career
ar a goad portion thereof in a highly specialized field.
b. We believe the draft proposal far a Directorate
rotations.l pragxsm should be approached with caution. It
kill net necessarily enhance the productivity of the vaxious
Directorate offices, and we have to balance the impact an
an individual office of s. detailee who lacks the knowledge
and. skills of the particular discipline involved. The
Directorate of Adaninistratian is not as close a confederacy
as the ~lperatians and Intelligence Directorates. Rotation
could posy prcablems that do na~t exist in other areas of
the Agency.
3. ~l_ i~i~ailit~:
The proposal calls fvr nominations in grades GS-14
through CS-15. I argued at the recent Office Heads' Conference,
and I still believe, that initially the Directorate would be
better served by the identification of GS-13/14 level employees
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and comparable positions andJor responsibilities. If that
proves feasible, we could always mono on to higher grar3ed
employees, but it is my impression that the "end product"
we are striving for is five or more years in the future.
~ That assumption certainly would mean selection n-,y~ at the
G~-3.3/14 level., At the prevent time I believe that ~S-la/16
level jabs in this office require the expertise ~a knowledge
~TATINTL that has Veen acquired h ursuing a career in person..el
management er se. Mr. is certainly an
exception, ut he was not puked for assignment on the
~ basis of being only a highly qualif3.ad individual in the
broad. sense. He had +experience and an educational backgroun~
in modeling, mathematical computations and projections that
were sorely needed by this office at that time, Also, Mr.
~TATINTL ~ had a predisposition to personnel management rased on
rote-rest, self-study and formal educational courses.
4. Position identification and selection Process:
Again., this Office would prefer to identify positions
at the ~-l"5/l4 level. Y also suggest that the timing in the
propcasa3, may be a little too rapid. If, for instance, the
proposed paper at the GS-1S/lb level is bought, we have the
pr+~blem cif what to do with the GS-l5/1~ who is in a parti+~ulax
position which may be identified for rotation assignment,
That sane individual may not be the one who would. be selected
for rotation to another ~irectora.te office; therefore, a
reassignment date,, which is stated in the proposal as "usually
within a six-month period,, may not be feasible.
S. 33ura.tion:
.~ two-year tour and a letter of undexstanding
appear tt~ be appropriate. Ta be away from the subgroup for
a longer period would not, in most instances, be in the best
interests of the empl?yee or the subgroup. Also, as an integral
part of the Personnel Development F~rogram, there may be some
who, instead of returning to the subgroup, would be given
further career development for GS-l5, -l6 and.-l7 positions.
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&< ~m~, lo~ee Counseling.:
The goals set Earth in the proposed draft appear
tQ he canes that should be acc+aptabl.e to all. if the program
is to wmr~C, it is essential that all concerned assure the
employee that under no circumstances will such. rcatation,
if performance is as expected, retard his promotion vppor-
tuniti+~s< ~Te may wish. to consider also whether an employee
should be forced into this program if he feels strongly
that it is not his. "eup of tea."
7 < .~-nnouncements
ate agree that all qualified employees .should be
considered by some appropriate mechanism within the subgroup.
8. Positions:
ire would agree that one position is sufficient for
the pilot running of this proposal and that t~MS would appear
to be appropriately exempted.
9. In summary, I suggest a very careful approach to
this program and. believe that, initially, it~plementation
should 1a+~ at the GS-13/14 level rather than at the GS-15/lf~
level.
F. W. M. Janney
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Adse
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STATINTL OD/Pers:FWMJanney: :bkf (14 May 76)
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