COMMUNICATION WITH YOUNG EMPLOYEES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83B00823R000600260041-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: March 14, 2000
• Sequence Number: 41
• Publication Date: March 19, 1971
• Content Type: MF

Approved For Release 2000/09/02 : CIA-RDP83B00824R000600260041-9
MZMOANDUM FOR Deputy Director for Support
SUBJECT
Communi aeon With Young Employees
1. This memorandum is for your information and is in
to your request for ideas on ways for management to
ate with young employees. We submit the pedal efforts
e Office of Security with the thought that they may have
broader application.
2. Recognising the need for communication with our younger
employees, we established approximately two years ago a Long-
Range Planning Group. In order to avoid a senior management
concept, the Croup was established to consist of representatives
from our major office components who are on a mid-career bevel
(05-13 and 08-14). Tb. Group is chaired by the Deputy Director
of Security. One of the management problems to which this Group
immediately addressed itself was that cif communication with
younger employees.
3. Since some of the proposals of the
Group particularly affected our younger career
an Office of Security Management Advisory Group. In order to ensure
that the input of youth is received, membership in that Group is
restricted to employees who have been assigned be the Office of
Security for at least a year but who are net above grade CS-11. This
Group is also chaired by the Deputy Director of Security. It occa-
sionally meets with the Long-Range Planning Group. As a part of
each meeting, emphasis is placed on the identification of problems
within the Office of Security which require consideration.
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4. Since the establishmant a the groups identified above.
enhanced corrammication by the compilation and distribution
containing job descriptions of all professional poeitions
Office. These Job descriptions were prepared in an
tyle to communicate, particularly to our younger employees,
cope of functions and career opportunities within the Office of
Security.
S. As a means of communication from the employee to
our career management mechanism, we have asked our professional
employees to submit a form identifying the next three assignments
within the Office of Security for which they would desire considered
We cannot, of course, guarantee complete compliance with these
requests, but we can guarantee consideration of all requests when
assignments are made. Our employees are currently in the process
of communicating their assignment desire* to us. It is too early to
determine definitely the success of this program. However, early
indications are that our younger employees are enthusiastic about it.
6. The Long-Range Planning Group has proposed another
desirable means of across-the-board communication in the form of
a broad professional training program within the Office, whereby
branch level speakers would outline their functions, problems, and
contribution to the overall security effort of the Agency. We are
currently considering this program. However, it is doubtful that we
will be able to initiate it at thie time lbecause of its heavy drain on
professional manpower. if and when we will be able to launch such a
program, we feel it would meet a communication need which would
be beneficial.
7. The concept of our Long-kange Planning Group and our
1 Management Advisory Group has been well received. We
t it is somewhat unique in that both groups are chaired by a
Ulcer; hence, communication flows across a broad spectrum
formal basis without the need for detailed, time-consuming
reports. It is suggested that a similar concept on an Agency directorate
level would be beneficial in providing a broad base for communication.
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8. Taking this thought further, groups estabUshcd on
te level could provide communication within the dir c
terns of concern therein. Similarly, rnatters of broader
could be fed into the existing Agency Management
up. It would be difficult to say U such an elaborate
d produce significant results; however, it would
de conduits for corarmardcation across a broad seg
ncy.
25X1 A
OWikr
Director of Security
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