LEADERSHIP AND EXECUTIVE DEVELOPMENT, PMMP AND PERSONNEL PRODUCTIVITY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800180048-7
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 12
• Document Creation Date: December 9, 2016
• Document Release Date: April 24, 2001
• Sequence Number: 48
• Content Type: MISC

USE ONLY
Apftp faPM"1%3n~8,2701M4L8-TRODUCTIVITY
Previous Recommendation(s)
I. Para. 2, ExDir-Compt Memo dto
briefing paper per effort to
Action(s) Yet to be Taken
Suggested Due Date(s)
13 June 72, sub : Leadership and Executive Develo ent -- Develop specifics in ED
integrate overall process in PMMP.
ED briefing paper calls for the 4ollowing:
ExDir-Compt and Deputy
Directors (as designated
members of EMRB) to estab-
lish ED policy, approve
systems for uniform admini-
stration, and receive in-
formation on results.
B. In lieu of formalized indi-
vidual career plans, estab-
lish Agency system for
individualized planning of
the developmental needs of
executive incumbents (GS-16
and above). Identify per-
sonnel (GS-13 and above)
with high potential for
executive positions.
i -~
~A. Deputies have already discussed ED paper. Later
on, they should review results of actions sugges-
ted elsewhere in this paper.
B. Using the PMMP process, each career service
identify turnover during next four years in
executive positions. Each career service should
define special qualifications needed for effec-
tive performance in each executive position. It
should identify a suitable number of promising
replacements (2 or more) and ascertain specific
developmental needs of such individuals. (Those
identified in Grades GS-13 and GS-14 should have
the judged potential to advance two or more
grades and employees in Grades GS-15 and GS-16
should have the potential to advance one or more
grades.)
Each career service combine proposed executive
developmental actions into an Executive Training
Inventory and an Executive Developmental Assign-
ment Inventory. These Inventories should be kept
separately from Developmental Assignment and
Training Inventories applicable to other person-
nel in the career service.
ADMINISTRATIVE - INTERNAL USE ONLY
B. Mid-Sept. 1972. (May not
allow time for evaluation
of data before 30 Sept.,
the due date of next report
to CSC. However, feel any
earlier deadline would not
be realistic.)
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Previous Recommendation(s) I -Ac ?o )
C. Establish mobility programs
pursuant to third Federal
ED Guideline. "Since much
development is accomplished
best on the job, depart-
ments and bureaus should
have organizational occu-
pational mobility programs
to support their executive
development programs . . . .
To gain the benefits of
mobility there must be a
systematic approach based
on individual development
plans."
C. OP Memo dtd 5 May 72, Mobility and Rotation,
recommended actions to meet Federal Guideline and
Director's wish to achieve increased mobility of
executives and employees across Directorate lines
h
when in Agency's interest. Actions to be taken
1. Encourage rotation of professionals within or
outside career service by requiring each
career service to prepare a rotation plan, fo
attachment to Career Service Situation Report,
required by PMMP; submit to DD concerned.
2. To facilitate systematic arrangement of
desired rotational training and assignments,
instruct each career service to prepare a
model or guide of kinds of desired job and
training experiences that generalist and
technical officers should generally receive at
junior, mid and senior levels.
3. Direct each Career Service Head to annually
review actual movement of individual career-
ists versus the rotation plan and report on
results to DD concerned.
ADMINISTRATIVE - INTERNAL USE ONLY
IA'-RDP82-U051 800180048-7
Suggested Due Date(s)
1. Mid-Sept. 1972 or ASAP
thereafter for indivi-
duals GS-13 and above
selected for executive
development during 1972
or 1973. End of Nov.
1972 for other employ-
ees identified for some
form of rotation in
FY 1972 or FY 1973.
2. End of Nov. 1972.
3. Submit initial report
in April 1973.
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t1on~s)RYDPtt to0 be 7Taken
Suggested Due Date(s)
D. Provide increased exposure
of individuals with judged
potential for executive
positions to a situational
management training work-
shop on human relations,
information sciences,
traditional management
functions, etc. This con-
cept focuses on the manage-
ment training of employees
in the Grades GS-13 and
GS-14 at the time they are
being groomed for possible
movement into senior and
executive positions.
E. Conduct ED program evalua-
tion.
4. Authorize each Career Service Head to seek
assistance of D/Pers when necessary to work
out rotation plans cutting across career
service lines including wa.iveer by D/Pers of
ceiling and slotting requirements, up to one
year, in order to achieve rotational action.
5. Authorize each Career Service Head with con-
currence of DD concerned to obtain employee
outside career service when needed to fill
priority requirement. Permit appeal of cases
unresolved by Deputies concerned to ExDir-
Compt, with D/Pers findings and recommenda-
tions. This proposal applies to profes-
sionals of all grades but is a desirable means
of effecting needed rotation of executives or
officers being developed for future executive
positions
D. Action contingent upon development of an inten-
sive management applications course, recommended
in ED proposaj as a device for executive develop-
ment.
E. Defer until accepted elements of ED and PNMP pro-
grams as outlined herein are implemented within
career services and results forwarded.
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4. Anytime after announce-
ment of program.
5. Ditto
D. To be decided later.
E. To be decided later.
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Previous Recommendai B (%jed Fo
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Suggested Due Date(s)
II. Para. 3, ExDir-Com t Memo d t
d 13 Je 72 sub': Leadership and Executive Develo m
nt -- Particularly desire ways
of achieving senior officer
Deputies attention to the problem of identifying i
ndividuals for development
ro ranmi ig, including in a
review the nominations of t l
save responsibilities and assignments, rotations and
e Deputies and thereaft
t
rains ng. is to se ratel
er
o review overall program
n Deputies' Meeting.
A. Although PMMP proposal con-
. Arrange for Deputies to annually review and dis-
A. Early Nov. 1972.
templates the. transmission
cuss with each Career Service Head the following:
of Career Service Situation
l Reports to the Deputies and
ED proposal envisages peri-
odic reviews by the EMRB
relative to ED progress,
i1 personal participation by
the Deputies in the selec-
tion and development of
individuals was not pro-
vided for in either pro-
posal.
1. Estimated turnover in executive positions;
individuals selected as prospective replace-
ments; and planned developmental actions for
such individuals, as contained in the Career
Service Executive Training and Assignment
Inventories. (See Para. IB above.)
2. Career Service Rotation Plan for executive
incumbents and individuals selected for execu-
tive development.
3. Discussion of general development, rotation
and assignment plans within career service for
professional personnel slated for development
in positions below executive level (important
to long-range executive development.
B. Arrange for each Deputy to submit Directorate
B. Dec. 1972.
executive development plan (individual training,
assignment and rotation proposals) for discussion
with ExDir-Compt.
4
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Suggested Due Date(s)
C. In accordance with Para. 1C5 above, each Deputy
C. As cases arise.
should participate in the negotiation of indivi-
dual requests for the movement across Directorate
lines of executive incumbents and employees
judged to have executive potential.
III. Para 2 ExDir-Com t Memo d t
d 6 Je 72, sub : PNMP -- PMMP is aimed at career se
rvices. It is essential to
ensure full participation i
f Deputies in command sense if PMMP is to succeed in
its purpose.
See Para. II above for dis-
A. See Para. II for discussion of suggested actions
A&B. Career Service Dates
cussion of involvement by
by Deputies in ED aspects of PMMP.
Deputies in PMMP as it re-
Mid-Sept. 1972 -- comple-
lates to ED.
tion of ED portion of PNMP
B. The Career Service Situa-
B. Although the PMMP process is adaptable to ED re-
survey.
tion Report (CSR) is de-
quirements, it is principally used to establish a
Mid-Oct. 1972 -- forward
signed to be a critical
profile of personnel flows in the coming fiscal
results to Deputy concerned
assessment by each Career
year; estimate future turnover in Grades GS-11
including ED Training and
Service Head of major per-
and above during a four-year period; determine
Assignment Inventories and
sonnel issues and problems,
promotional headroom needed in each of the Grades
Roster of Names of employ-
as disclosed in the PMMP
GS-11 and above during the same time span; and
ees GS-13 and above
survey. Addressees of
identify the personal developmental needs of all
selected for executive
these reports are the
professional careerists with the capacity to
development.
Deputy Directors concerned
develop one or more grades (as judged by each
End of Oct. 1972 -- finish
who should not only study
career service in an individualized review of the
PMMP survey (in Grades GS-11
the written report but
strengths and weaknesses of their careerists).
and above).
discuss them afterwards
Para. IB suggests a due date of mid-Sept. for
End of Nov. 1972 -- prepare
with the Career Service
completion of ED portion of PMMP effort. Two
and forward CSR to Deputy
Heads. The PMMP process,
more months should be given the career services
Director concerned.
as originally endorsed by
to handle rest of PMMP job and prepare Career
the Deputies in their
Service Situation Report for submission and dis-
A&B. Deputy Dates
Executive Committee meeting,
cussion with Deputy concerned.
also provides for a
Early Nov. 1972 -- review
Directorate wide CSR to be
ED plans of each Career
prepared by each Deputy and
Service Head with him.
forwarded to the ExDir-Compt
Beginning Dec. 1972 --
for a discussion with him.
forward Directorate ED plan
The PIMP plan likewise calls
to ExDir-Compt.
5
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Suggested Due Date(s)
for the Deputies and the
Between mid and end of
ExDir-Compt to meet on the
Dec. 1972 -- meet with
Agency-wide personnel
ExDir-Compt and other
policy and program impli-
Deputies as EMRB in a dis-
cations of the Directorate
cussion of Agency-wide ED
CSR's. (D/Pers to assist
plan.
in this agenda item.)
End Dec. 1972 -- prepare
Directorate CSR and forward
to ExDir-Compt.
Jan. 1973 -- meet with
ExDir-Compt on Agency-wide
implications of Directorate
CSR's.
IV. Paras. 3 and 10, ExDir-Com
Memo dtd 6 Je 72, sub': PMMP -- Forms attached to
FMMP analyze some statistical
pressures faced by career s
rvices and Directorates. However, average grade la
ni separation and promotion
rates, entrance-on-duty, us
of QSI's, acceptance into career service etc. coul
be included. PMMP may be the
vehicle for an annual plann
-ng of personnel programs of major importance.
A. Staffing Profile, PMMP Form
A. Action could be taken to include average grade
3, calls for the projection
limits within the Staffing Profile of PMMP, in
of planned promotions to
addition to the proposed insertion of expected
each grade; estimated num-
ceiling changes. We went through this kind of
ber of separations in each
exercise when faced with a possible percentage
grade; reassignments in and
reduction in average grade. If and when the
out of each grade; and
Agency is required to meet a specific average
EOD's in each grade. The
- grade reduction, the Staffing Profile of the PMMP
latter will provide the
parameters for deciding how
is a proper vehicle. Acceptance in career status
and use of QySI's (along with several other per-
many applicants should be
sonnel actions) could be included as appendices
brought in (by types and
to the Career Service Situation Reports, but the
occupational categories, as
do not relate per se to the PMMP system.
shown in the Advanced
Staffing Plan). The Staf-
fing Profile is an impor-
tant planning tool, because
it interrelates probable
6
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inputs, outputs and promo-
tions and thus provides a
blueprint of possible mana-
gerial choices that can be
made in response to expec-
ted personnel flows into,
within and out of a career
service. Without such a
guide, personnel decisions
are apt to be more fragmen-
tary and unrelated.
As modified, PMMP is a means
B. We should try to sort out the essential elements
B. Aug.- Nov., 1972.
of systematically taking
of an integrated, quality personnel action and
certain actions throughout
review system; strengthen existing structures and
the Agency (projecting turn-
processes in the light of current emphases and
over; identifying develop-
needs; and create new approaches to fill obser-
mental needs; accomplishing
vable gaps in-personnel planning and program
succession planning; and
evaluation. It was for this reason that PMMP and
examining the probable
ED were added to existing personnel mechanisms
interactional effects and
and arrangements such as the career services, the
constraints of EOD's, inter-
IG's activities, program allocation of human
nal assignments, promotions,
resources, classification and salary determina-
ceiling increases or de-
tions, employee qualification reviews, ceiling
creases, and separations).
It also
rovides a
hi
l
and average grade controls, and management
p
ve
c
e
improvement programs.
for divulging basic plans
and developments in these
Two aspects of personnel management need a more
areas to the Deputies so l
systematic Agency review: differing :~xuonnel
that they can consider
programs and methods 1_n use within the Wareer
STATINTL
career service approaches
services and a better measure of personnel utili-
from a Directorate stand-
zation. As a start towards achievement of the
point and monitor results
latter, the Office of Personnel and personnel
against proposed plans.
officers in the components should jointly develop
the information requested in the attached Personnel
Utilization Survey (Professional and Clerical),
7
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Previous Recommendationts) r on(
Other systems than PMMP
must be used, however, to
ensure a quality personnel
management program through-
out the Agency and realize
the desired objective of
having each career service
plan and analyze its per-
sonnel programs of major
importance. PMMP will con-
tribute to but not guarantee
success in accomplishing the
1 following: motivating the
work force; fully and pro-
ductively utilizing people;
realizing major management
improvements and savings;
and uniformly following, in
the career services and
Directorates, those ap-
proaches to personnel
management that are desired
by senior officials, such
as counseling, employee
evaluations, employee recog-
nition, QSI and honor award
administration, and super-
visory guidance. Nor will
PMMP provide a system for
determining whether or not
established personnel poli-
cies, processes and systems
are being adequately carried
out throughout the Agency.
Although we could refine future surveys in the
light of experience gained, responses to the
attachment should contribute to the broader
Agency effort to increase productivity, especi-
ally with regard to the Director's expressed con-
cern about the interrelationship between moti-
vation of personnel and their productivity (noted
in ExDir-Compt Memo dtd 12 Je 72, subj: Evalu-
ation and Productivity).
It would be helpful also to elicit basic infor-
mation about career service activities and pro-
gram effectiveness. The Career Service Ques-
tionnaire, previously developed by OP, should be
used by the OP staff and component personnel
officers in building up a basic data base on
personnel programs in the career services. This
information should then be analyzed by OP pre-
liminary to appropriate discussions of basic
problems and preferred approaches with the
Deputies and the ExDir-Compt.
There are a number of elements concerning per-
sonnel program effectiveness that could be con-
sidered in future deliberations regarding the
problem of personnel productivity raised by the
ExDir-Compt in his memo to the IG dtd 13 Je 72 on
Evaluation and Productivity. They include the
following:
1. Possible personnel changes other than increases
that would help achieve priority goals and
objectives in program call.
2. Possible organizational realignments of per-
sonnel that would help achieve priorities.
ADMINISTRATIVE - INTERNAL USE ONLY
Suggested Due Date(s)
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Suggested Due Date(s)
The Career Service Situation
3. Possible savings in personal services and
Report in PMMP is an attempt
their disadvantages.
to isolate major problems
4.. Recurring peak production and lag periods;
and concerns arising from
effects upon morale; and ways of solving
the systematic reviews
serious ones.
called for in PMMP. Addi-
5. Possible utilization of a different mix of
tional reporting items could
clericals and professionals or a different
be added to it, but efforts
level of professional skills, to improve
to improve the quality of
morale while still getting the job done pro-
personnel management should
perly.
entail uniform actions. as
6. Possible means of greater involvement of young
well as reportings. Such
and middle officers in the decision-making
actions should be encouraged
process including less layering and less pre-
throughout the Agency by the
emption by more senior officers of tasks
provision of appropriate
assigned to more junior officers.
systems that contain pro-
7. Ways of improving the standards and methods of
cedural steps,. guidances,
employee recognition; e.g., QSI's and honor
criteria and evaluation
awards.
methods.
8. Feasibility of establishing standards of
expected performance within each branch or
division at junior, mid and senior levels
(e.g., technical requirements, level of pro-
ficiency, time frames) and submitting these to
individual employees in memos of understanding
9. Examination of future skills mix needed, re-
tooling implications for present staff and
kinds of applicants currently required to meet
anticipated future needs (with right combina-
tion of skills and Agency experience).
10. Adaptability and "batting average" of career
services in allowing transfers of persons who
are needed elsewhere for priority tasks or who
want to transfer to a suitable job.
11. Adaptability and "batting average" of career
services and components in moving people
around to meet changing work loads or prior-
ities.
9
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Suggested Due Date(s)
12. Evidences of poor morale and reasons.
V. Para. 4 ExDir-Compt Memo di
d 6 Je 72, sub : PMMP -- PMW could also provide the
basis for planning for leader-
ship selection and develo m
nt.
See Para. II above.
See Para. II above.
See Para. II above.
VI. Para. 5, ExDir-Compt Memo
td 6 Je 72, sub': PMMP -- Form 2 of PMMP CSR calls
for comment on appropriate
items. Others could be hi
hli hted? e.g., a specific report on preparatory step
in career service against the
day of ceiling reductions
o identify people for counselin early retirement or
movement out of essential.
None
This suggestion could be accommodated as an
appendix to the CSR. It is believed preferable,
however, to gather this information in the pro-
posed OP/Personnel officer review of career
service activities.
VII. Para. 6, ExDir-Com t Memo
dtd 6 Je 72, sub : PMMP -- Average age trend (by grac
e) could be included with break-
down of steps taken in re
ruitment at younger levels, retirement counseling., st
tistical goals for young officer
in Grades GS-1 and above
PRA situation, and problems.
None
Over a year ago OP did considerable work in age
and grade analysis. The results showed few evi-
dences of serious future problems. Although the
statistical and evaluative work is time consuming
OP should look at the picture again within the
next year, preferably after we have the benefit
of the results of PMMP and the OP/Personnel
Officer review of career service activities.
VIII. Para. 7, ExDir-Compt Memo
dtd 6 Je 72, sub': PNMP -- PMMP would seem a highly
appropriate vehicle to imple-
ment our EEO pro gran of g
oals and measurement of progress. Para. 3, ExDir-Com
t Memo to EEOO dtd 12 Je 72,
sub : Equal Employment
)pportunity Program -- Have suggested consolidation of
EEO lanni with overall per-
sonnel planning in annual
PMMP exercise. Appreciate EEOO and D/Pers working t
ether to integrate EEO program.
10
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 Previous Recommendat6ved F
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Suggested Due Date(s)
None
Para. IV asserts PMMP is a key but not the only
system for establishing an overall personnel
planning process. It seems preferable to work
towards the integration of personnel planning and
EEO planning by supplementing daily contacts with
discussions in the career service activities
review.
rr Para. 8 ExDir-Compt Memo d
;d 6 Je 72, sub'; PMMP -- Could PMMP be vehicle for
tatistical report on the degree
to which vacancy notices we
-.e issued and degree of success?
None
This item could be included in career service
activities review applicable to those Offices in
which it is used. Will further consider VN's.
X. Para. ExDir-Compt Memo dt
6 Je 72 subj? PI?vIP -?- PMMP should be basis for ca
reer services to plan for and
report on training core cou
ses, language courses or waivers and skills courses
Would give some reflection o
best integration of training
and development.
None
This suggestion could be accommodated as an
appendix to the CSR. It is believed preferable,
however, to gather this information in the pro-
posed OP/Personnel Officer review of career
service activities.
Routing Sheet ExDir-Compt C
mment on D/Pers Memo dtd 3 Jul 72 sub': Review of
ersonal Rank Assignments --
This is the sort of action
would hope to see integrated into an overall PMMP.
This could be done, but it would be better to
make an annual review separately with the inten-
tion of reviewing the results with the Deputy
concerned and a summary of the Agency results
with the ExDir-Compt.
11
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 ^ UNCLASSIFIED
INTERNAL
^ C'"FIDEt1TIAL
^ SECRET
ROUTING AND RECORD SHEET
SUBJECT: (optional)
FROM:
EXTENSION
NO.
onnel
of P
t
Di
or
ers
rec
6825
DATE
5 E 56 Headquarters
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to ::ho n Draw a line across column after each comment.)
Deputy Director for
Support
To facilitate the discus-
1
2.
Executive Director-
.
ion 70u requested with me and my
Comptroller
ta_ : . i f24P, Executive Develop-
cent... ;tnd other batters related to
3'
over-_411. personnel planning, I am
brining the attached. It seeks
o
ments
i
t
t
b
o your c
m
ve
e respons
o
4
on V.ese subjects, as contained in
he zollowing Memorandums
and
72
Leadershi
dtd
0 J
N
,
p
e
3
ero
5
Executive Development
Memo dtd 9 Je 72, F? 2.T
Evaluation and
Ye =) dtd 12 Je 72
6
,
Productivity
Memo dtd 12 Je 72, Equal Employ-
ortunity Program
cent O
pp
Routing Sheet Comment re inte-
tzration of PRA's and P22tP dtd
72
3 Jul
8'
y
2. The attachment summarizes
reactions to your basic comments
rent Memorandums in
f
itai
th
R
9.
e
e
n
e
he :following manner: previous
proposals, suggested actions to be
et dates
ested tar
and s
ak
10
g
en.
ugg
for completion.
3, In thinking about future
h
ave been
ctions to be taken, I
11
guided by your desire to increase
he awareness and participation of
he Deputy Directors in major per-
12
sonnel actions. The paper also
seeks to identify the various per-
13.
so nel sub-systems of action and
review which in conjunction with
M?P would provide the bases for an
14.
integrated personnel planning pro-
gram, complementary to program and
fiscal budgeting.
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^ UNCLASSIFIED
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