INTERVIEWS REGARDING PERSONNEL MANAGEMENT IN DIA (Classified)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000900090007-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: November 17, 2016
• Document Release Date: June 2, 1999
• Sequence Number: 7
• Publication Date: July 13, 1973
• Content Type: MFR

FOIAb3d
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13 July 1973
MEMORANDUM FOR THE RECORD
SUBJECT: Interviews Regarding Personnel Management in DIA
1. The interview with Commander- began with the Commander FOIAb3d
tracing the hi.,tory of the DIA task force assigned responsibility for de-
veloping a career management program for civilian intelligence per-
sonnel in DOD.* The task force received its charter from DOD Directive
5010.10 dated 9 August 1972 (copy available), which is based upon the
Presidential Memo of 15 November 1971 re the organization and management
of the U.S. Foreign.Intelligence Community. Directive 5010.10 contains
the policy statements outlining the objectives and responsibilities which
governed the work of the task force.
2. The thrust of the recommended program (copy available) is to
enable DOD to transfer civilian. intelligence personnel across component lines.
Ultimately, DOD hopes to align civilian intelligence slots in all branches
so that barriers to mobility are brought down. Ideally, once a person
reaches a certain level, he is assumed to have an analytical capability
wnd transference to positions of. similar responsibility throughout DOD.
3. To carry out the recommendations of the task force, a Deputy
Director for Personnel, Career Development and Training was created
(Tab A). Defense Intelligence Agency Regulation 23-1 dated 26 October
1972, (Tab B) outlines the Intelligence Career Development Program (ICDP)
for bott civilian and military personnel in DOD. The emphasis of this
program is on the development of careers for civilian personnel, which
from 1966 to the time the study was begun were subordinated to develop-
ment of careers for the military. Following discussion with Commander
FOIAb3d he introduced me to Mr. of the Directorate for FOIAb3d
Personnel, Career Development and Training. Initial questions put to
FOIAb3d Mr.~ included the following: how are promotions and assignments
handled in DIA, and is personnel management set upon a centralized or
FOIAb3d decentralized basis? Mr. - immediate response was that DIA is still
in the. process of implementing ICDP, but ultimately the system will
FOIAb3d "Task Force comprised of two DIA intelligence officers, Colonel _
FOIAb3d and Commander a representative from the DIA Comptroller's
Office;. and +i. representative from the DIA Personnel Office.
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function with panels to oversee promotions and assig nments cf most
of the civilian personnel in various grade and functional groups.
/t . The panels will consider promotions on a group basis for
personnel in the GS-?l2 to lit group and on an individual basis for
personnel to Grade GS-15 and above. Functional groups are rather
broad; for example, there are panels for. all personnel grouped under
the "analyst" category, which includes those responsible for collection
as well as the production of intelligence, and there are panels for all
scientific and technical personnel, such as physicists, microbiologists
and others. Promotions below the GS?-? level are a function of i.ndi?-
vidual skill and talent and will be the responsibility of the managers
or supervisors directly concerned.
5. Entry level trainees must receive two rotational assignments
during the first two years they are in DIA and will be evaluated at six
month intervals. Assignments during the first two years may vary from
six months to eighteen months with training interspersed periodically.
The purpose of the two year assignment is to allow management to watch
for problems, counsel the employee and, when necessary, take steps to
"select him out''. After the two year entry level of rotational assign-
ments, the DIA Personnel Office assigns the employee to a component
which is then responsible for him. Until he reaches the
mid-level threshold,.prornotions and assignments are made within the
component. At this threshold, the employee becomes the responsibility
of a DOD wide panel responsible for the promotion and assignment of
civilian intelligence personnel within a given functional area.
6. i raised the issue of "fiefd'oms" or barriers to mobility.
FOIAb3d Mr. - acknowledged that the "Crown Princes" were a very real problem-
one that they readily acknowledge and are doing com;::thing about. (The
FOIAb3d uirector, DIA, has given cor_1.eler. ible author _ty to the
DD/P,CD&T to see that mobility is maintained). The rotational program
for junior officers helps at lower professional levels. In the GS-12
to lk grade groups and others beyound that, assignments are made as
vacancies occur.
7. Although a detailed procedural explanation of how the assi.gn
FOIAb3d went system works was not elicited, Mr. explained that data on
job requirements are fed into their manpower inventory whenever a
vacancy occurs, and matched with personnel who seemingly have the tickets.
A list of qualified people is given to a panel, and it conducts inter-
views of prospects and,thereafter, either selects a person to fill the
job or selects two or three applicants from which the supervisor may
choose the one he wants. The method of selection is the supervisor's
option. As a followup to this selection process, the panel will meet
face to face with those not selected and tell them, specifically why
they were not selected and what they might do to improve the possibility
of their selection next time. To fill a vacancy without using the
selection process, the manager concerned must write a very. strong
justification and submit it for approval.
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FOIAb3d 8. Mr. M said there is a heavy emphasis on training in DIA,
not only at the entry and junior professional levels, but also further
FOIAb3d along. One problem area identified by Mr. ~ is the difficulty of
training specialists for managerial jobs and then transferring them out
of substantive work into management positions. The problem centers in
the specialist's narrow expertise and the resultant lack of his accept-
ance by his subordinates, as well as his own feelings about giving up
his "profession." Part of the problem relates to the restriction against
promotion of analysts, specialists or others, beyond Grade GS-14 without
assigning them managerial responsibility. The opinion was expressed
that employees wanting the higher grades should understand that managerial
work comes with them. DIA has no illusions about the difficulties they
are likely to encounter, but is going ahead in the hope that high level.
professional talent can be moved into the managerial sphere. It intends
to spell out implementing procedures in a personal. procedures manual.
,FOIAb3d
9. Mr. _ promised to send copies of the DOD=ride Civilian
Career Programs for Intelligence Career. Personnel and the Procedures
Manual when they become available, perhaps in August.
Plans Staff
Office of Personnel
Atts
Tabs A & R.
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