INTER-DIRECTORATE ROTATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000600070026-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: April 8, 2002
• Sequence Number: 26
• Publication Date: March 11, 1971
• Content Type: MF

Approuer R~ease 2002/05/09 CIA,f2IP2-04r1~57F0006OU070026-5 LL ! .
.MEMORANDUM FOR:' Executive Director-Comptroller
~: SU& ECG' Inter-Directorate Rotation
have been available to present senior managers. lnlorma;cion VIJULL
?.,.4e%r1_ with ?naraicular attention to the movement of employees at grades
2 We have examined the pattern of rotation over a three-month
it offers recommendations for your approval.
of the subject in the Deputies' Meeting of Go Uctooer 17 #v. yL. ~,a~ae+N?-
I 1 ?
r,;,.- -4--Rn+n.iin-nwhich was formed in accordance with discussion
1 This memorandum reports the findings of the Committee on
,includes the following with respect to rotation.
a. As of 31 January 1971, 16Z employees ac u0-1G ALLU
----lof the Agency total of
This is approximately F
. those grades. Grade distribution of the 16Z was:
GS-12 --
26
. GS-14 --
42
GS-13
25
GS-15 --
45
Supergraaea,
It is noteworthy that 87 (53%) are in grades GS-14 and 15.
Distribution of the 162 by Directorate to which assigned was:
DCI Area 44? DDI -- 10 DDS&T
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DDP -.. 40 DDS -- 61
I'' or details, see Tabs A through E.
c. Distribution by Career Service
. DCI Area -- 3 DDI -- 45,
DDDP -- 63 DDS -- 30.
or details see Tab F.
i'~ ^ r-, r--r I r 1'd'll,',fddlll", And
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.assignment in 183 cases (162 plus another 21 in the same grade',
d. We analyzed the apparent reasons for the rotational
,levels which were in effect in 1970), using categories. and
,definitions, and with results,. as follows:
for which the Directorate has no
available candidate, e.g., Linguist.
Definition
Development of the assignee a major
objective.
(2) Special Skills Rotation to fill a specialized position
(5) Other
Assignments which a Service regularly
fills in another Directorate, e. g. , OTR
Instructors, IG Officers.
91
(Incl. 39 OTR)
Assignment of a surplus officer to
another Directorate, usually with the
hope that the change will become
permanent.
Exceptional assignments not meeting
the above criteria.
25X9A2
e. As a significant developmental activity, though not considered
.a rotational assignment, we noted that 19 non-R officers in grades
GS-12 through 14 have attended the DD/S&T five-month Career
Developmental Course: 10 from DD/I; 5 from DD/S; and 4 from DD/P.
3. With respect to developmental experience among supergrades,
we noted the following:
DD/S officer's serving in,.DD/S positions 'overseas. . For, details
v^e served in
a. of~urrent supergrades, 4
assignments in more than one Directorate. is does not include
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b. '131 supergrades~ have attended senior programs 25X9A2
of external training, as follows;
Service War Colleges ` ;:"I;' .33
Industrial College of the Armed Forces. 15
National War College 34
Imperial Defense College 3
Advanced Management Program - Harvard. 16
Senior Seminar 16
Other Senior-level University Programs 10
Federal Executive Institute
4. The foregoing does not tell us how much rotation is necessary or
desirable, but it reflects that a good deal of movement is taking place at the
right levels. We are of the opinion that the volume of inter-Directorate
movement probably is adequate, but that too much of it occurs on an ad hoe,
basis, for a variety of administrative and personal reasons other than
developmental. There is .a significant developmental dividend but it tends
to be a by-product of the process rather than a result of forethought and
planning. What appears to be needed to strengthen and lend perspective to
the rotational process is action along the following lines:
a. To encourage employees to make known their interest
in acquiring experience in other parts of the organization.
b. To monitor inter-Directorate rotation which occurs in
the normal course of business, to ensure that career develop-
filling positions.
c. To identify and arrange the assignment of selected
individuals to positions which are designated as lending
themselves to cross-Directorate staffing for developmental
purposes.
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meat interests are given the widest possible consideration in
manager ent., Perhaps the best known example is the Field, Reassignmen
make a. systematic effort, by use of a form or similar document, to
record individual assignment preferences and consider them in career
procedures whereby its members are evaluated, actions are effected, and
the views and circumstances of individuals are taken into account. A few
5. We believe the first of these objectives can beast be achieved
by action within the Career Services. Each Service has channels and
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Questioi;n ii.re (Form 202), which is used by most personnel assigned
overseas and by OTR personnel assigned The Office of ,25X1A6A
Communications uses a somewhat different and shorter form of FRQ
(Form 928). A Headquarters Reassignment Questionnaire (Form 2896),
developed originally for use by the Clandestine Service at Headquarters,
is used to a limited extent by the CS and by the Support Career Service.
A similar HRQ (Form 2906), developed by the Office of Finance, is used
by OF. and by the Office of Elint on an annual basis. FMSAC uses a
Career Enhancement Profile (Form 3225), a new procedure started in 1970.
OCT has a relatively new, internally developed form, the Employee Biennial
Assignment Review, which is the most comprehensive, all-purpose form/
procedure we have observed to date. The Office of Medical Services uses
an internally developed letter which has the same purposes as the foregoing.
(Copies of forms attached at Tab H.) Other components or Career Services
use less formalized means. We would not propose that another standard
form be devised, nor that an existing form be prescribed for use uniformly
throughout the Agency to elicit individual interest in rotation. We believe
it important, however, that each Career Service be required to determine
individual assignment preferences from time to time, and to include con-
sideration of rotation in planning the career development of its members,
particularly those at OS-12 and above.
6. The second objective should be the continuing responsibility, of
senior Directorate representatives who have full access to information about
people and positions in their respective areas. We can think of no more
,appropriate group than the present Committee, composed as it is of
Directorate Executive Officers and a senior member of the Office of Personnel.
Such a group should consult as necessary to maintain current awareness of
rotational assignments in effect or contemplated, and to exchange "vacancy
notice" information and identify candidates. They should keep their respective
Deputy Directors informed; and should make a joint evaluation at least
semi-annually, with a report to the Executive Director, of the volume and
purposes of rotational assignments in force at GS-12 and above.
7. The third is the key objective with respect to achieving a basic
number of rotational assignments for planned developmental purposes.
believe this could be achieved by:
a. Designating in each of the four Directorates, at grades
afford significant developmental experience.
GS-12 through GS-15, one position at each level which could
be filled by a qualified officer from elsewhere and which would
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We
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b. Exchange of "vacancy notice" information among the
25X1 A9A-
Executive Officers (the present Committee) concerning these,
to the Executive Director and Deputy Directors.
appropriateness of assignments thus effected, with reports
members and negotiation of rotational assignments, with
concurrence of Deputy Directors concerned.
d. Periodic evaluation by the Committee of the
c. Identification of promising candidates by Committee
positions as they become available for staffipg.
In view of the foregoing, we offer the following recommendations:
a. That you ask Heads of Career Services to make sure,
through whatever means they consider appropriate, that employees
have an opportunity 'to express assignment preferences, and that
rotational possibilities are considered in planning the career
development of promising professionals, particularly at GS-12
and above.
b. That you authorize the use in each of the four Directorates
of positions at grade levels GS-12 through GS-15 (total of sixteen
positions), to be filled through inter-Directorate rotation.
c. That the Committee on Inter-Directorate Rotation be
continued for a trial period of a year, and authorized to carry
out 'the functions outlined in paragraphs 6 and 7 above.
Executive Officer to the
Deputy Director for Support
25X1A9A
Chief, DDT Administrative Staff
25X1A9A
Deputy Director of Personnel
for Recruitment and Placement
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25X1A9A
.Executive Officer, Directorate of
Science and Technology 25X1A9A
Chief, Clandestine Service
,,Personnel Staff
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SUBJECT: lute r-Directorate Rotation
The recommendations in paragraph $ are approved.
Whit',3
L. K. White
Executive Director-Comptroller
Distribution:
Original - Return to D/Pers
25X1A9A
1 ExDir-Compt
3-DD/
1 - DD/I
1.DD/
1 - DD/'
1 - OP,
1 Stayback
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