PERSONNEL DEVELOPMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800220001-3
• Release Decision: RIFPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: September 13, 2000
• Sequence Number: 1
• Publication Date: January 3, 1973
• Content Type: MF

Approved For Relea~P CIA_RDP8 -00571,
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3 JAN -1973
MEMORANDUM FOR:. Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and, Technology
Deputy Director for Support
SUBJECT : Personnel Development Program
1, From our discussions in the Annual Conference last May and
the November Deputies Meeting, we are ready to proceed with the
implementation of an expanded Personnel Development Program (PDP)
:at-the career service, directorate and Agency levels. -
2.. Implementation of the Agency's PDP w 1.1 .m,l?'?r occur at the
1kr.ectorate, level. Specific personnel development programs within the
directorates can be tailored to special needs. On the broader Agency
level, however:
a. , In addition to general program guidance, you
are asked to personally promote the Agency's increased
emphasis upon personnel development by meeting with
each of your Career Service and Office Heads every six
,months to review in detail their implementation c,E the
directorate's P:UP.
b. The Executive Director will meet separately with
each Deputy Director annually to review the directorate's
implementation of the Agency PDP, to include consideration
of the individuals selected for executive development and
their development plans (for GS-15-arid-above expected
vacancies) and the directorate's overall plans for training,
developmental assignments and other work experience both
within and without an employee's component or career service.
c. The Agency Executive Management Resources Board
(EMRB), in regular Deputies Meetings, will review the overall
status of the Agency PDP and make appropriate recommendations
to the Director and approve the annual and other reports to the
Civil Service Commission for submission to the Director.
him
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3. The several Career Service Heads, boards and panels under
your supervision will be the principal action units for carrying out personnel
development in the Agency. The CSC has been advised of our decision to
rely primarily upon career service processes and systems in complying,
with Federal Guidelines.
4. Although effective operation of an Agency PDP can best be
accomplished by concentrating on tla.e_ needs and problems of the
.directorates and career services, there are a number of overriding
Agency-.interests. These can be met only if all organizational units
systematically pursue certain identifiable purposes, approaches and
criteria.
a. Executive development and rotation are major
concerns of the Executive Branch, evidenced in a letter to
the Director from the Chairman, Civil Service Commission
and by concerted efforts of CSC and OMB to implement the
Government-wide ED program. .
b. The Federal Guidelines on Executive Development
have been issued for application throughout the Federal
service. Although detailed items contained in each of the
five major Guidelines are designed for flexibility in
implementation, compliance with most of their content is
expected by all agencies, including CIA. Accordingly,
these Guidelines constitute the principal bases for
adm.ni-4-n,-;'g a PDP iii this Agency. (They are shown in
_Tab A, along with suggestions for internal implementation. )
In response to a CSC reporting requirement, a general
statement of Agency policies and processes for implementing
an ED program, pursuant to the Guidelines, was forwarded
;last spring to the Commission. (A digest of the main features
of the Agency's PDP, as reported at that time, is contained
in Tab B. )
.71 - c. Personnel development, while keying upon leadership
selection and development, encompasses much more than
;.these aspects. The Agency has._a_, broad stake- in maintaining
professionalism at all levels during the next several years.
A high-quality level can best be obtained by. the systematic
improvement of all officers who are destined to advance in
some measure, even though many may not possess executive
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potential. Changing programs, technologies, operational.
techniques and functional priorities will create additional
pressures for doing a better job of personnel development.
In thitt respect, there is a close correlation between the
welfare of the individual and the needs of the Agency. The
Director referred to this relationship when he commented
on the interrelationship of employee motivation and
increased productivity.
d. Perhaps the most important reason for stressing
personnel development within the Agency is the belief,
prevalent among many Agency personnel that a system for
personnel or career development either. does not exist or
is ineffectual. This complaint has been repeated in attitudinal
surveys, in Midcareer and other training courses and in other
communication outlets. It is essential to convince our
employees, by organized and visible efforts throughout the
Agency, that personnel development is an abiding interest of
the Agency's managers.
5. In the interests of administrative flexibility, standard forms,
reports and timetables will not be required (except as imposed from
outside the Agency, e. g. , the annual report to the CSC). It is important,
however, that offices and career services share experiences and successes
yvath,.ech, other in seeking to achieve Agency objectives and to meet their
.,own ne.ods. For this reason, I have asked the Director of Personnel to
serve as a.foca.l point of assistance to you and the offices and career service:
tinder your jurisdiction, make available forms for possible use and arrange
with you appropriate schedules (to reflect your panel review schedules) for
Agency level (e.g., Executive Director) review and action.
6. As previously discussed, initial emphasis will be given to
...exe.c.utive development; and the developmental criteria and approaches in
Tab Arlargely pertain to this subject. The suggestions in Tab A 'also apply
to the larger issue of systematic development of able professional officers
.at all levels. In some career services, the need to do more in this broader
area may be as compelling as taking action to develop leadership. I therefore
request you to discuss ways and means with your Career Service and Office
Heads, of using Tab A as a basis for generally improving personnel development
pro
rams a
li
bl
t
g
pp
ca
e
o qualified professionals. I appreciate the rate of
progress in this whole field will depend upon timing and staffing considerations
and will vary among the career services.
W. E. Colby Y-
Executive Director-Comptroller
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SUBJECT: Personnel Development Program
-Attachments:
Tab A - Federal Guidelines ED
Tab B - Digest ED Policy Statement
Tab C - Employee Gap Sheet
Tab D - Exec Roster & Requirements List
Distribution:
0-DD/l
1 - Each Addressee
1 - ExDir-Compt
1 -ER
1 - D/Pers
Y- C/Plans Staff/OP
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