REVIEW OF THE 1976 OPINION SURVEY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83T00573R000600060020-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: December 20, 2001
• Sequence Number: 20
• Publication Date: November 29, 1977
• Content Type: MF

Approved For Releas 002/01/11 kIP83T00573R0006G 60020-1
MEMORANDUM TO: Acting Deputy Director for Administration
FROM Directorate of Administration,
Management Advisory Group (ADMAG)
SUBJECT Review of the 1976 Opinion Survey
1. At your request the members of ADMAG have reviewed
with members of their respective career sub-groups the 1976
Agency-wide opinion survey. This was done to check both the
validity of the analysis of the survey as it pertains to the
DDA and to see if there have been any changes in the fifteen
plus months since the original survey. Emphasis was placed on
those areas of the analysis in which you had expressed concern.
In some cases this review amounted to a complete re-survey, in
others an informal poll on trends and problems was involved.
As you instructed individual office management advisory groups
were instrumentally involved in this review.
2. JOB SATISFACTION: The original analysis indicated
that lower graded employees (5-8) and new employees did not
seem to like the work they were doing as well as others
responding. This review did not find that to be a problem.
Job satisfaction remains very high in the DDA. Negative
replies by lower graded employees in this area seem to be
attributed more to a spillover from the areas of job recognition
and the chances for promotion which are addressed separately.
3. JOB LEVELS: Mid-level employees (12-13) and those with
advanced degrees believed that higher level employees were
doing too much lower level work. This review looked at this
comment in two ways. First,, with shrinking personnel levels
and increased workloads plus outside involvement such as over-
sight, FOIA, Privacy Act, etc, and shortened deadlines there
is a tendency (and necessity) for everyone to pitch-in to the
fullest to get the job done. A second possibility for negative
replies in this area is a tendency for outstanding workers to
retain some of the job skills and functions which were
instrumental in promoting them to higher levels after they
have reached that level. In neither case did the re-survey
find that this area was a significant problem, but perhaps it
is just a fact of life and will not change.
Approved For Release 2002/0 1/1 0~ I'd DP83T00573R0006006900kJ
25X1A
 SECRET
Approved For Releas,2002/01/11 : CIA-RDP83T00573R000f060020-1
4. CAREER MANAGEMENT: The re-survey indicated that in
at least two components that it was felt across the board that
the Career Service was not fulfilling its career management
responsibilities. New employees, those who lack college degrees,
and females expressed less satisfaction with career management.
However, we also found that most negative answers in this area
were also tied in with those on career counseling and develop-
ment, promotion possibilities and opportunities for advancement.
The people responding negatively in these areas are often in
limited career tracks or feel that they do not have a well
defined career development path. They can not see much chance
for promotion, increased job responsibility, or career advance-
ment without a major change in either the structure of the
organization (such as regrading all jobs upward to an absurd
level) or in their personal skills inventory (e.g. that elusive
college degree). This type of general dissatisfaction is
endemic in all organizations and is probably less of a problem
here than in the Government as a whole. While not a solution,
there is a way to minimize'this dissatisfaction. Career
counselors do tend to talk with those who have unlimited
potential and are in flexible career tracks. However, many
respondents felt that the counselor cannot or was not able
to help the employee - nothing definitive results from
sessions. Increased communication is required to more fully
explain organizational realities, advancement and development
possibilities and the facts of life regarding changing from
inflexible to flexible career tracks to employees in these areas.
5. DDA DEVELOPMENTAL PROFILES: Less than half of the
personnel originally surveyed were aware of DDA Developmental
Profiles. Although the situation has improved significantly
this review found a correlation between negative replies in
this area and those in the areas of familiarity with Fitness
Report ratings, sub-groups and promotion rankings systems and
criteria, and knowledge of the grievance and EEO systems. All
organizations have a tendency to publish policy papers or system
explanations, assume that all personnel read them, and file them
away. Of those employees who EOD later, many never do get the
word. Recent revisions in Agency policies have resulted in re-
publishing many of these papers and have greatly reduced this
"information gap". The situation would be further improved by
establishing comprehensive, unclassfied EOD books at the
office or even division level for all newly assigned employees
to read upon entry. There is no institutional answer to this
kind of problem. A greater awareness on the part of supervisors
and managers that all employees joining their offices do not
have the same experience and knowledge of Agency policies and
systems will help.
Approved For Release 2002/01/13E j DP83T00573R000600060020-1
 Approved For Release4002/01/11: CI'~1 3T00573R00060W60020-1
6. oCaREER COUNSELING AND DEVELOPMENT: In addition
to those negative replies in paragraph 4 the original survey
noted that erployees in the areas located outside the Head-
quarters building were less satisfied with career counseling
and development. This review did find that there is a general
feeling that the Agency would be more efficient and in general
terms "better" if all offices were located in the Headquarters
compound. They also appreciate that this is a virtual
impossibility. The solution again as in paras 4 and S is to
increase communications between counselors and/or supervisors
and employees even to the point of locating counselors in the
outlying buildings or insuring that a scheduled substantive
counseling session be held with each employee at least annually.
7. VACANCY NOTICES: The original analysis noted a general
reluctance to reply to vacancy notices on the grounds that it
could be detrimental to one's career advancement. This review
found this to be a very minimal impression and nothing to
corroborate it on the part of supervisors. There was a feeling
that the good jobs were never published and that in many cases
a person had already been pre-selected even though a notice was
issued. The notices are a relatively new phenomenon and over
time the employee's perceptions should change. However, manage-
ment should insure that the notices are treated more honestly
and are given timely, systematic distribution throughout the
Directorate.
8. TRAINING: Nearly half of the female employees
replied to the original survey that they were not able to
utilize their training when they returned to their jobs. The
re-survey indicated that there was a definite feeling among
the lower and some mid-level grades in some career groups that
the opportunity to utilize training is still quite limited.
However, almost all employees felt that training was a benefit
which could help future career development. Clerical employees
especially appreciated the opportunity to learn new or enhance
old skills or to become familiar with other aspects of the
Organization and Directorate. Most employees surveyed felt
that whereas training was beneficial, promotion panels had
not gone so far as to consider certain courses mandatory for
promotion. This lack of rigidity was looked upon favorably.
9. FITNESS REPORTS AND PROMOTION PANELS: The analysis
of the original survey indicated that many employees were
unfamiliar with Fitness Report rating and promotion criteria.
This apparently is still the case. The re-survey continues to
indicate a lack or understanding of the criteria used for
writing FR's. The question of communications has been addressed
in para 5. This review determined that in general the Fitness
Report is a very good vehicle for evaluating performance and
that the evaluation panel system results in a fairer system for
Approved For Release 2002/01/113 CIA-RDP83T00573R000600060020-1
 Approved For Release O2/01/ 11 CIA-RDP83T00573R0006Q 60020-1
promotions. Many did feel the raters could better tie panel
criteria into the Fitness Report and expressed a desire that
the Report become more of a cooperative effort between employee.
and rating officer.
10. EQUAL OPPORTUNITY: The original survey found that
most employees felt that females were treated worse than other
employees. This review could find little evidencexof this
in the case of female professionals. Any problem in this area
was generally related to the clerical track and was not a
discriminatory situation. Most employees felt that women
have equal opportunity in the Agency with regard to benefits
and employment. However, many of the respondents felt that
they would"get into trouble" if they were to file a discrimin-
ation complaint.
11. QSI'S: The analysis of the original survey noted a
feeling that the QSI was not used enough for employee recognition.
This review found the Directorate employees feel that the QSI
is used less in the DDA than in the other Directorates. It was
felt that it should be used more to recognize performance above
and beyond the expected for particular effort rather than in
lieu of a promotion for long-term performance. In other words,*
management is not making proper use of the QSI as a means of
recognition. There should also be more publicity for all
,awards including the QSI.
12. GRIEVANCE SYSTEM: The original survey indicated a
general lack of familiarity with the grievance system. This
review found this to be less of a problem than the original
survey might have implied. Most individuals, while unfamiliar
with the mechanics of the grievance system, did know where
the information could be obtained, if it was ever needed. How-
ever, there were some significant gaps which could indicate
that the DDA grievance system procedures should be republished.
13. MORALE: The specific areas discussed above do not
adequately explain the morale problem that exists in the Agency.
The general topics discussed at the end of the original
analysis are those that continue to affect the morale more so
than systematic procedures. This review found the morale of
Directorate personnel lower than it was in 1976. Some was
due to external pressures; continued bad press, exposures of
classified material, increased outside scrutiny, and the rapid
and continual turn-over of top Agency management. More of this
may have been due to sympathy for employees in other Directorates
due to lack of interpersonal communication, lack of promotions,
reorganization, PMCD,exercises, or surplus exercises. If we
are now entering a time of executive stability it is felt that
morale will become stronger. The Agency will never, however,
return to the old feeling of an exclusive club, doing its job
in a far better fashion than any other Government office. The
feeling of intense pride that was so much a part of the old
Agency can not be regenerated in a more public Agency, subject
to t pp df6tReWade 2002AIf11y: G 13DP TE905T 20Afl?0R0BflQ204 rm of a
 T
0 vIII
Approved For Releasq.Z002/01/11: CIA-RDP83TOO573R0006QW60020-1
Government office. However, the general feeling is that we
will learn to live with this, and continue to place pride in
our performance and ability to respond to requirements in a
positive manner.
Approved For Release 2002/01/115: CIA-RDP83T00573R000600060020-1
 Approved For Release 2002/01/11: CIA-RDP83T00573R000600060020-1
Approved For Release 2002/01/11: CIA-RDP83T00573R000600060020-1