PERSONNEL MOVEMENT AND MANAGEMENT PROGRAM (PMMP)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R005000070011-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 44
• Document Creation Date: December 19, 2016
• Document Release Date: September 26, 2006
• Sequence Number: 11
• Content Type: REGULATION

Approv q 0912 1 RD784-00780R 0000070011-0
PERSONNEL MOVEMENT AND MANAGEMENT PROGRAM (PMMP)
Purposes of PMMP
Improve succession and leadership planning by estimating turnover in senior positions
and identifying and developing prospective candidates.
Stimulate the systematic personal development of individuals in the Grades GS-11
through GS-14, in accordance with management's assessment of personal needs.
Increase the participation of Deputy Directors in the process of executive and per-
sonal development.
Conform to requirements of the Federal Guidelines for Executive Development by esti-
mating turnover in executive positions; identifying and developing potential replace-
ments; increasing their versatility by exposure to different kinds of experiences;
and effectively utilizing training resources for personal development.
Improve annual personnel planning within each career service by estimating probable
separations and determining appropriate levels of EOD`s, reassignments and promotions.
EYES ONLY Executive
Candidates Roster
(EXEC) and Executive
Developmental Train-
ing and Assignment
Inventory
Process of Executive Development
Procedures Suggested Scheduling
Each career service to complete re- By mid-September 1972.
view of positions GS-15 through
GS-17 expected to become vacant
during FY 1973-1976 and identify
candidates GS-13 and above as poten-
tial replacements (ordinarily two or
more prospects). Each career service
to evaluate critical and atypical
requirements of positions expected
to become vacant during FY 1973-1976.
Each career service to evaluate per- By mid-October 1972.
sonal developmental needs of each
EXEC candidate, taking into consider-
ation (1) the special requirements
of the position or positions con-
cerned and (2) the desired developmental
improvements or experiences specifically
applicable to the individual concerned.
Each career service to forward EXEC By mid-October 1972.
Roster and EXEC Executive Develop-
mental Inventory to Deputy Director
concerned.
ADMIUISTP aTIVE ? I TE 6$AL USE ONLY
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 Approved For R4 2!M3IU9T28 " tIA-R
Products
Each Deputy Director to review
material with Heads of Career
Services.
Suggested Scheduling
By mid-November 1972.
Each Deputy to forward Directorate By early December
Executive Development program to 1972.
ExDir-Compt.
ExDir-Comet to meet separately with By latter December
each Deputy on his Executive Devel- 1972.
opment program.
ExDir-Compt to meet with Deputies as By latter January
members of EMRB in discussion of 1973.
Agency Executive Development program.
Process for Determining Personal Developmental Needs of
Personnel in Grades GS-11 through GS-1
Estimated Upward
Movement in Grades
GS-11 through GS-14;
Assignment Inventory
for Development of
Personnel GS-11
through GS-14; and
Training Inventory
for Development of
Personnel GS-11
through GS-14.
Each career service to complete re- By mid-November 1972.
view of turnover and cumulative pro-
motional possibilities in Grades
GS-11 through GS-14 during FY 1973-
1976. Each career service to re-
view the promotional readiness of
each individual careerist in Grades
GS-11 through GS-14 to advance one
or more times during FY 1973-1976.
Each career service to compile in-
formation on promotional headroom
available and promotional headroom
needed in Grades GS-11 through
GS-14 on PMMP Form 3.
Each career service to determine By mid-November 1972.
specific prospective assignments,
rotations, details, orientations and
other kinds of job experiences with-
in or without the career service
that would be helpful, important or
essential in preparing each indivi-
dual having the inclination and the.
potential for development. In
specifying individual developmental
actions, each career service to con-
centrate not only on the requirements
of probable future assignments for
the individual affected, but also
individual experience gaps. Each
,1
Annrnyizrl C~ INTERNAL USE OHL7nng
 Approved Fo
Products
UfikRH:'CI
,Suggested Scheduling
Each career service to identify and By mid-November 1972.
stipulate specific training experi-
ences, both within and without
career service for each individual
with the inclination and potential
for development. Each career ser-
vice to summarize information on
PIMP Form 5.
Procedures
career service to summarize infor-
mation on PMMP Form 4.
Each career service to forward By end-November 1972.
narrative report on overall find-
ings, problems and planned correc-
tive actions, resulting from this
process.
Process for Annually Projecting Probable Turnover
and Optimal EOD's, Reassignments and Promotions for Ensuing Fiscal Year
Staffing Profile (GS, Each career service to estimate By mid-November 1972.
wage board and mili- separations (all causes) for wage
tary personnel) board, military and all grades of
GS personnel; adjust for any ceil-
ing increases or decreases in the
fiscal year, by grade; and determine
by grade the number of new personnel
that will be brought into the career
service, either by reassignment or from
outside the Agency to maintain on-
duty-strength at ceiling. (Each
career service to project reassign-
ments out as well as Agency separa-
tions in estimating its total turn-
over by grade.)
Taking into account expected EOD's By mid-November 1972.
and reassignments-in by grade
versus separations and reassignments-
out by grade, each career service to
plan the probable number of promo-
tions to each grade.
Each career service to forward to By end-November 1972.
the Deputy Director a narrative
report summarizing results obtained
in preparing the FY 1973 Staffing
Profile.
3
AnnrnvPd F A MU111/ ? T`.I IN E k7 EnWnn, i n
 Approved
J1 26.:
#ff ' Lo
PMMP Form 1;
Date
Career Service
Executive Candidates Roster (EXEC)
(Expected Vacancies in GS-17 through GS-15 Positions
During FY 1973-1976 and Candidates for Development)
EXPEGTED VACANCIES
POSSIBLE CANDIDATES 1
ESTIMATED
ESTIMATED
DATE OF
DATE OF
DVANCEMENT POTENTIAL
(CHECK ONE)
YEAR OF
VACANCY 1
MONTH OF
VACANCY
GRADE A
NAME OF INCUMBENT
AND POSITION TITLE
NAME OF CANDIDATE
AND POSITION TITLE
LAST
PROMOTION
MANDATOR
RETIREMEN
1
GRADE
2
GRADES
OVER 2
GRADES
rp
SHE
 Approved FcAD Q
7 0 Ld70011-0
1 Show first all expected vacancies during FY 1973 in GS-17 through GS-15 jobs resulting from employee separa-
tions (in descending grade order); then present information in same way for years FY 1974-FY 1976.
Two or more candidates will be identified when desirable for each position from among employees GS-13 and
above. Prospects may be designated from outside the career service. The same employee may appear as a candi-
date for more than one vacancy expected to occur during FY 1973-FY 1976. (The testing, coaching, observing and
developing of such employees should take into account the requirements of the position or positions for which
they have been designated as prospective replacements.)
If a prospective candidate is scheduled to retire within two years from the date he would incumber the expected
vacancy or is being considered to fill a vacancy for a period of two or less years, attach to this table an
explanation why he is a candidate (e.g., level of qualifications or future utilization and development). Like=
wise, attach a similar explanation in the event an employee outside the career service is designated as a
prospective replacement.
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 !11-0
Career Service
EXECUTIVE DEVELOPMENT TRAINING AND ASSIGNMENT INVENTORY
PMMP Form 2
Date
Name of
i
t
Substantive, Managerial and Professional
Job Assignments, Experiences and Orientations
Training (within Career Service, OTR, External,
College, etc.) and other Developmental Actions
da
e
Executive Cand
To Be Developed
Action(s) and Purpose(s)
When
Action(s) and Purpose(s)
When
 Approved
PMMP Form, 3
Date
W1JNIS
I&
1OO1i co
b070011-0
Career Service
Estimated Upper Movement in Grades GS-11 through GS-14-
Fiscal Years FY 1973 -. FY 1976
FY 1973
FY 1974
FY 1975
FY 1976
(1)
(2)
(3)
(1)
(2)
(3)
(1)
(2)
(3)
(1)
(2)
(3)
EST.
PROMO-
EST.
PROMO-
EST.
PROMO-
EST.
PROMO-
PROMO-
TION
NUMBER
PROMO-
TION
NUMBER
PROMO-
TION
NUMBER
PROMO-
TION
NUMBER
GRADE
TION
HEADROOM
COL (2)
TION
HEADROOM
COL (2)
TION
HEADROOM
COL (2)
TION
HEADROOM
COL (2)
HEADROOM
NEEDED
IS OVER!
HEADROOM
NEEDED
Is OVER/
HEADROOM
NEEDED
IS OVER
HEADROOM
NEEDED
IS OVER
WITHIN
WITHIN
UNDER
WITHIN
WITHIN
UNDER
WITHIN
WITHIN
UNDER
WITHIN
WITHIN
UNDER
GRADE
GRADE
COL (1)
GRADE
GRADE
COL (1)
GRADE
GRADE
COL (1)
GRADE
GRADE
COL (1)
GS-1!4
GS-13
GS-12
GS-11
Explanations:
Estimated promotion headroom within each grade in FY 1973 consists of (1) current estimated CSGA spaces (plus or minus)
in'that grade and (2) cumulative turnover in that grade during the balance of FY 1973 (i.e., estimated turnover within
the grade plus the total of estimated turnover in all grades above that grade). Promotion headroom in FY 197)4-FY 1976
consists of cumulative turnover in each grade as defined in (2) above. Although estimated promotion headroom is largely
a function of turnover, it should be recalled that an excess of reassignments-out in relation to reassignments-in at a
given grade level will increase promotion headroom, and vice versa. Accordingly, an adjustment should be made as appli-
cable in the estimated promotion headroom at each grade (a plus figure if RO's exceed RI's and a minus figure if RI's
exceed RO's).
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PMMP Form 3
Explanations (Cont.)
The estimated annual promotion headroom needed within a career service in each grade is the total number of career-
ists expected to become ready for promotion to that grade within a given year. Promotion headroom needed each year
within a given grade is determined by the career board or panel evaluating the potential, developmental needs and
promotional readiness of each individual careerist in the grade below and totaling those determined to be ready
for promotion. The number ready for promotion to a given grade is a qualitative judgment of the career board with-
out regard to the level of past promotions or the estimated capacity of the career service to make promotions to
that grade. The career board or panel may take into account the time-in-grade each careerist has already served
and whether he is expected to move up on a fast track time-in-grade, an average track time-in-grade, a slow track
time-in-grade, or not at all. Prior to plotting the promotability of each individual careerist one or more times
during the next four years, the career board or panel could establish separate TIG norms for fast, average and slow
tracks and decide what standards, criteria, documentation and review procedures it will follow in looking at the
promotional readiness of each careerist.
In estimating the volume of promotion headroom needed within each grade for each Fiscal Year, consideration should
be given to the number of new employees who will probably be entered-on-duty during FY 1973-FY 1976 and thereafter
promoted one or more times to the Grades GS-11 and above.
(NOTE: Separate forms are used in planning and implementing the Personnel Movement and Management Program for
filling future vacancies in positions above GS-15 during the next four years and for identifying personnel GS-13
and above who are qualified prospects for future assignment to such positions and interim executive development.)
1~ 17
DMJNIS h A Ti V - RITEf"ILL USE ONE
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 Approved F1`bkJWNISl$A$I6' Q T LOL S OO3 070011-0
PMMP Form )4
Date
Career Service
Assignment Inventory for Development of Personnel GS-11 through GS-14
(Excludes Executive Developmental Assignments)
NAME
GRADE
COMPONENT
SPECIFIC ASSIGNMENTS) OR
EXPERIENCES AND LOCATION
(IF APPLICABLE)
NATURE AND PURPOSE
OF DEVELOPMENTAL ACTION(S)
DATE(S) OF
ASSIGNMENT A/
LEVEL OF
PRIORITY B1
 Approved For Re ease 6 MMROMOYR107001 1 -0
PMMP Form 4
1 Could encompass brief or long periods: series of briefings, details of several months, orientations of a few
weeks, two-year tours, etc.
1 Indicate the level of priority for each entry using these symbols:
A. Essential for personal development
B. Important for personal development
C. Helpful for personal development
NOTE: This Inventory is confined to developmental assignment needs, as perceived by a career service. It is not
to be construed as an all inclusive list of assignments to be given to individual employees, either upon their
request or upon the initiation of their career service or component.
Annrovedk8hQJ 4UMR /2S - J I .Ai-0 Rf I0070011-0
 PIMP Form 5
Date
C er Service
a
re
Training Inventory for Development and Enhancement of Personnel GS-11 through GS-14
(Excludes Executive Developmental Training)
ApprovAB r SH T II ~
OMPONEN
EXPLAIN NATURE OF TRAINING (IF NOT APPARENT)
(CONSIDER TRAINING INSIDE CAREER SERVICE, OTR, OUTSIDE AGENCY, ETC.)
nMIMICTRATIVF - I TFRMAI U i W"
DATE(S) I LEVEL OF
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CIA-R P84-007808005000070011-0
A1~ dil iff E - INTEIINAI USE ONL i PMMP Form 5
1 Indicate level of priority for each proposed action:
A. Essential for personal development
B. Important for personal development
C. Helpful-for personal development
NOTE: This Inventory is confined to developmental training needs, as perceived by a career service. It is not
to be construed as an all inclusive list of training to be given to individual employees, either upon their
request or upon the initiation of their career service or component.
ADMINISTRATIVE - INTERNAL USE ONLY
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IVE
1o11-0
PMMP Form 6
Date
Career Serv .ee
FY 1973 Staffing Profile
(Volume of Estimated Personnel Movement in All Staff Personnel Categories)
;
ITEM
S GRADES
SPS
WAGE
OTAL
S-1
S-1
GS-1
S-1
S-1
S-1
S-12
S-11
S-1
S-0
S-0
S-0
GS-0
S-0
S-0
GS-03
EP&PL
BOARD
MIL.
1 . PRESENT ON-DUTY-STRENGTH AND E
IMAT
D OD
AT
OREP
RT
F FY
1973
WITH
CEIL
ING A
D
JUS
ENT
-
A. ESTIMATED ODS IN MOST
RECENT MONTH FOLLOWING
30 JUNE 1972
B. ODS ADJUSTED FOR CEILING
CHANGES DURING BALANCE FY 73
(BY GRADE)
SEPARATIONS
REASSIGNMENTS OUT
OTHER (LWOP, CONVERSIONS ETC.)
PROMOTIONS
To GRADE
FROM GRADE
NET
PERSONNEL GAINS
EOD's
REASSIGNMENTS IN
OTHER (LWOP, ETC.)
IV. ESTIMATED ON-DUTY-STRENGTH AT
D OF
Y 19
71
PROJECTED ODS 30 JUNE 1973
(LINE 18 ADJUSTED FOR TOTALS
AND NET CHANGES IN 11 AND
~II)
# MR at
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 Approved For Release 2006/09
19 MAY 1972
NOTE TO: Mr. Coffey
SUBJECT : PMMP (Personnel Movement and Management Program)
1. All Career Services of the Support Directorate including the "S"
Career Service have completed the following steps in assessing their professional
(GS-09 - GS-14) requirements for the 70's:
a. Estimated headroom for upward movement created by
resignations, separations, retirements (both voluntary and
mandatory), and w" predicted requirements for input into
the Career Service.
b. Determined number of professionals who have the
potential and are ready for advancement during the 70's.
Reviewed records to determine what officers would be
promoted and the frequency of their promotions during the
next ten years.
c. Matched projected headroom available over the next
ten years against number of professionals ready for promotion
and analyzed problems.
2. The analysis made by each component as noted in the last step 1. c
is summarized in the attachment. No further action has been taken on the PMMP
since the Fall of 1971 because of personnel reductions and average grade
restrictions.
ercfat,#
is m auto _ 1;
 Limited Input to Maintain
Proper Mix of Careerists -
Identify Careerists for Early
Retirement or Separation
Identification of Clericals & Blue
Collar Workers for Professional Status
Movement of Personnel between XX
Directorate Offices in Support
Directorate
1972-76 - GS-12 to 14 1972 -76 -all GS-14 through
1976-80 - GS-13 to 15 grades except GS-17
GS-13
1976-80 - all
grades
Input by way of 20 professionals
individual Dir-
ectorate
rather than
direct hire
GS-1l through GS-13 Middle and Medical
Lower Grades Service Off.
GS-12 through
GS-16
Per year -
2 electronic eng.
2 interrogation
officers with
language
10 - 12 investigators
Professionals at
GS-07 level during
next 3 years 6 to 10
per year. After 3
years average 12
to 15 annually
Young & mid
level officers
with instructor
experience (5
per year)
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SENDER WILL CHECK 6LASSIF~ICATION TOP AND BOTTOM
UNCLASSIFIED CONFIDENTIAL SECRET
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
I
DD /S
2
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
Executive Director-Comptroller
14 Jun 72
UNCLASSIFIED CONFIDENTIAL
SECRET
FORM NO. ~~77 Use previous editions (40)
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M n '1 ?a 11ron ~ t
6 June 1972
MEMORANDUM FOR: Director of Personnel
THROUGH : Deputy Director for Support
SUBJECT : Personnel Movement and Management
Program (PMMP)
REFERENCE : Memo to ExDir from D/Pers dtd 5 May 72,
Same Subject
1. Following the general discussion with the Deputies on per-
sonnel at the Director's Annual Conference, I believe we are ready
to go ahead with refinement of our efforts in this field. As you point
out, this relies upon the use of the PMMP. Before circulating the
PMMP in the form attached hereto, I would like to have a discussion
with you and your staff on the PMMP, in which we might probe a bit
into whether it could be expanded in concept to become a counterpart
in personnel planning to the annual program and budget in the financial
field. There are a number of ways in which it might be expanded or
altered to help this process.
2. The PMMP is aimed at the career services. In some cases
these coincide with the directorates, but in others they do not. Do
we have a way in which we can be sure that the Deputies are clearly
seized of command responsibility with respect to their personnel,
even though these may be divided into different career services? I
believe it is essential to ensure the full participation of the individual
Deputies in a command sense if the PMMP is to succeed in its purpose.
3. The forms attached to the PMMP calling for statistical analysis
are quite appropriate to analyze some of the statistical pressures faced
by the different career services and directorates. However, average -
grade planning, separation and promotion rates and entrances on duty
(beginner and lateral) could be included within an expanded PMMP? as
well as such matters as the use of QSI's, acceptance into career status,
etc.
. ~r19?cai;~n
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These could crystalize plans and set goals against which implementa-
tion could be measured periodically during the year.
4. The PMMP could also provide the basis for planning for leader-
ship selection and development. In other words, the career services
could identify by number, although not by name, candidates at each
grade level for special leadership development, training assignments,
etc. Similarly, it could show the number of individuals the career
service proposes to rotate for leadership development to other types of
assignment and receive from other career services for leadership
development.
5. Form 2 calls for narrative comments on various problems,
certainly appropriate. I think that certain others might be highlighted,
however. For example, I think a specific report on preparatory steps
being taken in the career service against the day of substantial ceiling
reductions would be an appropriate item to encourage the identification
of the least productive employees in the service for counseling, early
retirement, or even movement out if this should become essential.
6. The average age trend of the career service (and by grade)
could also be included, with a breakdown of what steps are taken in
terms of recruitment at younger levels and retirement counsel at older
levels to compensate for any adverse trends identified. This could in-
clude some indication of the proportion of younger officers at grades
GS-14 and above and statistical goals for this category in the future.
It could also include a presentation of the PRA situation and any prob-
lems posed.
7. The PMMP would seem a highly appropriate vehicle through
which to implement our EEO program of goals and measurement of
progress.
8. Could the PMMP also be a vehicle for a statistical report on
the degree to which vacancy notices were issued (over past years) and,
secondly, the degree to which they resulted in accessions from outside
the immediate office concerned? This could show us the degree to
which different offices and career services are implementing this device.
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9. The PMMP also, I think, should be the basis for the career
services to plan for and report on training. This could bring out the
numbers attending the so-called "core" courses, those attending the
language courses (or obtaining waivers), and those attending skills
courses -- either basic skills general to the Agency or special skills
appropriate to the directorate, office, or job. This would give us
some reflection of the impact of training upon the total career service
complement and carry along the idea of ensuring the best possible
integration of training with personnel development generally.
10. In perhaps simpler words, what I am suggesting is that the
PMMP be the vehicle for an annual planning not only of some of the
overall statistical aspects of our personnel situation but also for plan-
ning and reporting progress or lack thereof on some of the individual
personnel programs of major importance. I think of it as less a report
by the career services to the Agency level than an exercise which re-
quires each of the career services to analyze its own situation and at
the same time give the Agency level a vehicle to identify units which
are achieving particular goals or falling particularly behind. This is
what I think we might discuss with your staff.
DD/S Distribution:
Orig - D/Pers
1 - DD/S Subject
W. E. Colby
Executive Director- Comptroller
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V
ADMINISTRATIVE - INTERNAL USE ONLY D D I S
F I L E .?~
DD/S 72-1908
12 MAY 197
MEMORANIUJM FOR: Executive Director-Comptroller
Bill:
The attached gives me a number of problems
which I've not taken time to sort out since I understand you are looking
for the paper. The problems include:
(a) I do not believe the request should go
to Career Service Heads except through and with the agreement
of the Deputy concerned
(b) The memo, revised per (a) above, should
be signed by the Executive Director not the Director of
Personnel
(or re both (a) and (b) discuss at a
Deputies Meeting)
(c) Three weeks is an unreasonably short
t0tdaod) John W. Coff al
john W. Coffey
Deputy Director
for Support
ADMINISTRATIVE - INTERNAL USE ONLY
deadline
(d) I don't recognize "Executive Committee"
and believe Career Services would have difficulty with this
The tone of ft questiosmaire seems
inferentially-ct ided.
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DD/S:JWC:llc (11 May 1972)
Distribution:
O - Addressee w/O att
1 - DD/S Chrono - w/s, att
1 - DD/S Subject - w/cc att
I - ER w/cc att
Att: DD/S 721847 Memo for ExDir-Compt frm D/Pers dtd 5 May 72 subj:
Career Service Activities
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STAT
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 Approved FoAMIMATfff CMjEh ArVMO NLT700 9=0-...._
5 MAY 1g79
REF RE E Iftmo dtd 7 Apr 72 to ExDir fr D/uers, subj - Executive
Development
1+ RA i FORM Ixecutive Director-C_om ro
SUB t'T - Career Service Activities
1. In R e f e r e n t N a m o r a n d u m I st s t e el t h a t we could advan-
tageously s u p p l e m e n t the l exercise with a one-time questioznoairee
asking the career services a series of questions about their activi-
ties and preferred approaches to problem. your expressed need for
reports on the ways leadership is being developed in the Agency
could be met Uzch more readily it we were to gather certain Informa-
tion from all of the career services. The kinds of background in: or-
mation sought in the attached ctionnaire also tie in quite closely
with the personnel issues listed in the agenda of the Director's
Annual Conference in May and with various other topics that you have
raised with me in maaaora a and oral discussions. As I pondered some
of the issues in the agenda of the Conference, it became Increasingly
apparent that more inforration is needed about the daily management
of our people within the career services as an aid to problem-solving
by top manage ant .
vat ions, administrative flexibilities, and conditions of employment.
service structures and meths, novel personnel approaches and inno-
development, but also with employee management, c mmaanieations, career
2. The informational survey would deal not only with employee
3. Since much of the Information sought in the questionnaire
is not available in statistical form or currently reported up the
line, the replies and subsequent analysis should be helpful to the
Deputy Directors. The data should assist thus in reviewing career
activities within their areas, and an Agency story of the infor-
mation should be of interest to them in acting upon matters of common
concern within the Executive Committee. I an aware that the career
service replies will have to be, collated in a way that an Agency
sumrmrf can be prepared, without improperly disclosing information
of concern only to a particular Directorate.
ADMINISTRATIVE INTERNAL _US~ ONLY
 Approved -For Release 2006109126: CIA-RDP84-00780R005000070011-0
ADMLNISTRATIVE - INTERNAL USE ONLI
4. If y o u &Vres with this proposal, I suggest you advise the
Deputies in the Dir ector' as Ann m-l Confesssaresss of your interest in the
per. In view of the iv its on the age, I believe a general
c ement of its basic purpose and advantages would be sufficient.
F,illowing your concurrence, X plan to release the attached question-
naire for completion within 30 silts.
fs/Harry B. Fisher
Harry B. Fisher
Director of Personnel
Approved:
W. F. Colby Date
Executive Director-Comptrol r
ADMINISTRATIVE -INTERNAL USE ONLY
 Approved 'For i s Rg,
CIA- - 8
W4
MEMORANDUM' FOR: Head of the Career Service
SUBJECT : Career Service Questionnaire
LT0011-0
1. To increase the personnel effectiveness of the Agency, current
and emerging problems within the career services'should be inventoried,
career management methods should be examined, and programs for personnel
development and utilization should be given additional impetus.
2. The Executive Director-Comptroller and the Executive Committee
(comprised of the Deputy Directors among others) have already spent con-
siderable time in discussing ways of improving personnel management in
CIA. Past meetings of the Executive Committee plus others forthcoming
reflect its conviction that (a) personnel management is necessarily a
decentralized process and (b) daily personnel actions undertaken within
the Directorates, career services and components should conform to over-
all personnel policies, approaches and guidances established by the
Director, Executive Director-Comptroller and the Executive Committee,
acting in their capacity as the executive managers of the Agency.
3.. Personnel issues currently confronting these officials include
employee productivity, leadership, mobility, young professionals, employee
attitudes, communications and greater responsiveness to personal needs
by management. The interrelationships of these topics must be carefully
evaluated, and most of these subjects have ramifications that need to be
identified and considered.
4. It is apparent that recommendations for improving Agency person-
nel programs and processes must not only command the support but also
the active involvement of the Executive Committee and other top officials.
Active involvement -- meaning approval of major actions having Agency-
wide significance and monitoring of results -- is contingent upon an in-
creased awareness of career service activities and problems. Moreover,
feedback to the Executive Committee on the implementation of the actions
they approve is likewise needed to insure that desired personnel objec-
tives and goals are uniformly pursued. For these reasons the Executive
Director-Comptroller has asked me to canvass each of.the career services
on certain aspects of their personnel programs. The items of interest
are contained in the attached Questionnaire.
N Pia P~~t76 C~-R~~UJLNLOOO
AnnrnyRd
 Approved'ForA 1
a
kiwi CMA1NCI
LY0011-0
5. I want to stress the point that the Questionnaire is designed
to be a source of information, rather than an attempt to press for iden-
tical actions within each career service. It may prove desirable, how-
ever, to compile and distribute a summary of preferred approaches and
innovations used by individual career services that could be tried as
applicable in other areas.
6. It is requested that your responses be straightforward and
sufficiently detailed to reflect any special attributes of your career
service that have a significant bearing on your particular approach to
career management.
7. Please advise if my office (Chief, Plans Staff can be
of any assistance to your career management officer, pe officer,
or other official whom you may designate to do the detailed work in sTAT
preparing a reply for your consideration. Your response is requested
within three weeks from the time this memorandum is received.
Harry B. Fisher
Director of Personnel
AnnrnvAdl FA IILCPTRflc PF . FIi t NM74IRQ0 NIoY0011-0
 Approved For Release 2006/09/26: CIA-RDP84-0078OR00500007001 1 -0
ADMINISTRATIVE Ott .IAL USE ONLY
CAREER SERVICE QUESTIONNAIRE
1. How does the career service identify its more promising officers?
What principal criteria are used?
2. How d.oes the career service identif,)r marginal performers? Are
formal ranking procedures used?
How may an employee express his preference for future assignments
or training? What is done for young officers who, during the first
year or two of employment express a wish for a different assignment
more compatible with personal interests'and skills?
l+. How does the career service enable its junior and, mid-level officers
to participate in decision-making or other management activities?
5. Do you have a preferred. set of developmental experiences--assignments
and, training--that you arrange for young professionals during their
first three or more years? Is there a formal rotational program?
6. Do you have a preferred, set of developmental experiences--assignments
and, training--that you arrange for officers through the junior and..
middle ranks to the executive level?
7. Are Headquarters assignments usually decided, well in advance of the
time the incumbents are scheduled.to leave, or are they more often
than not decided. as vacancies arise? If the latter, d.o you have a
formal or semi-formal system for making such assignments?
8. What professional jobs in the career service were filled. by individuals
of another career service during the past three years? Please list the
number and, types of jobs involved, and. the main reasons why the assign-
ments were made.
9. How does the career service inform employees of personnel decisions,
e.g., promotions, assignments? Who informs individuals who are judged
to lack potential to advance further in grade or responsibility?
10. Do career service procedures dealing with personnel assignments differ
for occupational groups?
11. What has the career service done about the training and. development of
low-graded. and. unskilled. employees? STAT
12. Beyond those outlined in does the career service have
specific standards or cr recommending Quality Step Increases?
If so, please describe.
ADMINI,l1 'RAT'IVK - I2T RNAlr USE' ONL
AnnrnvPrl' For RPIPA.sP 2006/flit/7R = (CIA-RfPR4-nn7R(1Rnnc;nnff7nn11__n -
 ApprovedFor Release 2006/09/26: CIA-RDP84-0078OR005000070011-0
ADMINISTRATIVE- - IT?TERNNAL USE. ONLY
13. Does the career service provide career counseling for each employee?
If so, how?
14. What jobs were filled, by women during the past two years that heretofore
were filled only by men? What is being done to open new job areas to
women?
15. Do career boards initiate or review recommendations for QSI's and.
Honor Awards? Do you have reward. systems other than QSI's, Honor
Awards, and. promotions?
16. Do you have written statements of the qualifying experiences and skills
needed. for advancement from journeyman to senior positions?
17. How far into the future are personnel input requirements estimates
projected?
18. What procedures have you established to "weed. out" poor employees
during the one-year trial and three-year career conditional periods?
19. How do you identify and. develop clerical and technical personnel who
appear to have capabilities of becoming professional careerists?
20. What is done to determine the retirement intentions or interests of
employees eligible for retirement?
 pved For Release 2006/09/26: CIA-RDP84-0078OR00500
DD/S
ROOM NO. BUILDING
7D-18 Hqs.
FORM NO
I FEB 55 241
REPLACES FORM 36-8
WHICH MAY BE USED.
 Approved For Release 2006/09/26: CIA-RDP84-0078OR00500007001 1 -0
Approved For Release 2006/09/26: CIA-RDP84-0078OR00500007001 1 -0
 Approved 'FoA
U
& 0:L1(70011-0
MEMORANDUM FOR: Executive Director-Comptroller
REFERENCE . Memo dtd 7 Apr 72 to ExDir fr D/Pers, subj: Executive
Development
1. In Referent Memorandum I suggested that we could advan-
tageously supplement the PMMP exercise with a one-time questionnaire
asking the career services a series of questions about their activi-
ties and preferred approaches to problems. Your expressed need for
reports on the ways leadership is being developed in the Agency
could be met much more readily if we were to gather certain informa-
tion from all of the career services. The kinds of background infor-
mation sought in the attached questionnaire also tie in quite closely
with the personnel issues listed in the agenda of the Director's
Annual Conference in May and with various other topics that you have
raised with me in memoranda and oral discussions. As I pondered some
of the issues in the agenda of the Conference, it became increasingly
apparent that more information is needed about the daily management
of our people within the career services as an aid to problem-solving
by top management.
2. The informational survey would deal not only with employee
development, but also with employee management, communications, career
service structures and methods, novel personnel approaches and inno-
vations, administrative flexibilities, and conditions of employment.
3. Since much of the information sought in the questionnaire
is not available in statistical form or currently reported up the
line, the replies and subsequent analysis should be helpful to the
Deputy Directors. The data should assist them in reviewing career
activities within their areas, and an Agency summary of the infor-
mation should be of interest to them in acting upon matters of common
concern within the Executive Committee. I am aware that the career
service replies will have to be collated in a way that an Agency
summary can be prepared, without improperly disclosing information
of concern only to a particular Directorate.
Annroved For ON
, r b C1A16 64h~im5 )O11-0
 Approved ^Fl lSE6 *" C04 '-RJ R 0 70011-0
4. If you agree with this proposal, I suggest you advise the
Deputies in the Director's Annual Conference of your interest in the
survey. In view of the many items on the agenda, I believe a general
announcement of its basic purpose and advantages would be sufficient.
Following your concurrence, I plan to release the attached question-
naire for completion within 30 days.
Harry B. Fisher
Director of Personnel
Approved:
W. E. Colby
Executive Director-Comptroller
Distribution:
0 - Return to D/Pers
1 - ExDir-Compt
;, - DDS
2 - D/Pers
2 - OP/PS (1 w/h)
1 - ER
 Approved For Release 2006/09/26: Cl*RDP84-00780R005000070011-0
Approved For Release 2006/09/26: CIA-R?P84-0078OR005000070011-0
 Approved For. Release 2006/09/26: CIA-RDP84-00780R005000070011-0
Director of Personnel
5E56HQ
Comptroller 7E12 HQ reduced the original Executive
Executive Director- You will note that we have
Development study to a briefing
paper for your use to stimulate
discussion at the conference.
Since we have not had an
opportunity to brief you on PMMP,
I have also included a paper which
briefly describes the Program and
identifies certain modifications
incorporated. Although latter
paper prepared for your approval,
you may well want to defer such
action until we have opportunity
to brief you fully.
OD/Pers/HBFisher:dpm (4 May 72)
Harry B. Fisher
 Approved F~~R~ele 20~~~E 126 INTERHAI U~~~Y00070011-0
QW;
5 NIA Y 1972
FOR z Executive Directeeotro
Briefing Znformstion on Emotive Developmeea
for the Director's Annul. Conference
1. In accordance with your re>queest, I have prepared a
of the salient points covered in the earlier au ai.sb sion
of an executive deevelopmnt proposal. I also included in the
Briefing Sheet as comments relative to the importaa of
quality leadership In appreciation of the fact that leadership
is listed as a topic of discussion in the Conference Agenda.
2. As noted in the AgeW"s Executive Deveel nt Plan,
primary reliance should be placed on the Personnel Mbvement
and Rent Process ('9W) as modified to simplify its
provisions and to sharpen the ocus on emerging problems in
the career services (attached? , Becaxwe f the significance
attaching to this material, I think it would be appropriate to
acquaint the Deputy Directors with the essential changes that
have been made in the P1 Program since their original en-
dorsement.
/s/Harry B.. Fisher
Distribution;
Original and I - Addressee
1 - ER
- DDS
2 - D/Pers
2 -- OP/PS (i v/h)
OP/ /PS
(3 May 72)
 Approved. For Jmi%
~IA-~E~
/WRALFUEO
BRIEFING PAPER ON LEADERSHIP AND EXECUTIVE DEVELOPMENT
The Need To Improve the Executive Developmental Process
-- For over two decades, businessmen, psychologists, educators and Federal
administrators have given special attention to ways of improving the
quality of organizational leadership. In some businesses executive
selection and development have become the first priority of management.
-- Many approaches and innovations have been tried. Today, it is generally
acknowledged that executive development in the Federal Government has
had limited success. This comment also generally applies to industry.
-- Although no simple set of leadership predictors or single method of
developing leaders has yet emerged from all of the agonizing, theorizing
and experimenting that has occurred over these past years, the search
goes on. Emphases are changing, however. For example, previous concen-
tration on lists of executive traits (some have exceeded 200) has given
ground to the growing realization that successful executives are unalike
and do different things, requiring different attributes and experiences.
Moreover, rapidly changing technology and cultural values pose new dimen-
sions and challenges, importantly affecting the selection and development
of leaders. The current development of leaders and potential leaders
should include exposures to the human and informational sciences as well
as to traditional management functions, e.g., directing, budgeting and
controlling.
-- The growing importance and urgency attaching to executive development are
attributable to a number of reasons:
-- One is the growing complexity of the leadership "role. Effective lead-
ership is primarily the maintenance by the executive of a successful
relationship between himself and his subordinates. It is a relation-
ship in which the head sets the program objectives and priorities and
"provides the proper climate for challenging work; and it is a rela-
tionship in which his subordinates understand the objectives, find satis-
faction in achieving them, do the work and make at least some of the
decisions. In this sense, I am sure you will agree that CIA, as most
. -'~`?other organizations, has a way to go.
-- Another reason for seeking to improve the quality of leadership is
the dilemma that organizations face in managing the conflict between
the need for leaders to specialize during their careers but be know-
ledgeable of several fields when they become managers. It is apparent
that officers picked for leadership usually owe their selection to
individual prowess in ascending a rather narrowly prescribed vertical,
1functional ladder. It is equally apparent, however, that preparation
o f an i nr7i tri d al for exec l-i ve res
onsibi l i I y r+AYI best. be A(-T1'1 PT ied by
p
within his purview as a leader. The need for career broadening of
Annrclved " I ' IM&. JUTf&9AJooi o &Yo7oo11-o
 Aporoved.For 4URA CIA
candidates with leadership potential helps to explain persistent
efforts to use mobility and rotation as principal methods of execu-
tive development.,
-- A third reason is a growing awareness that organizations can no longer
rely on the old adage "cream rises to the top" as the basis for
selecting leaders. Almost automatically, a hierarchial system will
produce enough people to fill executive vacancies, but experience has
shown the process'of choosing a quality or superior leader is a time-
consuming exercise, entailing the observation of several candidates
under stress, in a variety of developmental situations.
-- Mature organizations facing an accelerated large turnover of executives
within a few years are especially affected by problems of leadership
quality and continuity; e.g., China. Even if no vacuum in the top lead-
ership is expected, the continuing departure of other senior officers
throughout the organization can have many disruptive effects unless
systematic plans are made for their replacement.
-- No list of reasons for effective executive development would be complete
without mentioning the dominant tone -- good or bad -- that leaders set
throughout an organization. Their attitudes, effectiveness, style,
openness and work habits largely determine the general mood and work
approach of others. Optimum leadership effectiveness is a key to optimum
organizational effectiveness.
Federal Program for Executive Development
-- The President, CSC and 0MB have declared executive development to be a
major goal in improving the quality and responsiveness of the Federal
Service.
to approve the developmental programs of individual agencies and to later
evaluate their effectiveness.
be prescriptive, objectives of the Guidelines are to be observed, with
approved adaptations, by all agencies. Timetables for implementation
have been prescribed; and the CSC has been given responsibility
-- Five Guidelines have been enunciated for the establishment of an executive
development program throughout the Government. Although not intended to
-- The previously distributed paper on executive development contains a basic
approach for the Agency to implement a program compatible with the Guide-
lines. The following are comments on the applicability of that paper
to the Guidelines:
-- High level of organizational commitment: The Agency plan calls for
the Executive Director-Comptroller and the Executive Committee to
establish the policy for executive development, approve systems for
uniform administration throughout the Agency; and receive information
on results of the program for evaluation purposes.
Annrn vPri FAIRAM RA ? E r , -A ~ L JAW'tl E O 70011-0
 00070011-0
-- Development Plans: The Agency plan agrees with the Guidelines that
executive development must be tailored to individual needs, and it
embraces the concept of developing executive incumbents (supergrades)
and mid-managers with high potential (GS-13 and above). It also
agrees,that the number of officers to be developed must be related
to the amount of expected turnover in executive positions. The Agency
plan, however, offers a system of individualized planning and a com-
pilation of their identifiable developmental needs into training and
assignment inventories, rather than advocating the formulation of
individual career plans. Previous Agency experience with this approach
suggests that they are often unrealistic or incapable of implementation.
-- Mobility Program: To date, the Agency plan does not deal with this
difficult problem. The Agency is obligated, however, to establish
some kind of mobility program to meet the Guidelines and the desires
of the Director. The significance of this issue has occasioned its
presence on the agenda as a separate item.
-- Training Resource Utilization: This Guideline emphasizes the impor-
tance of relating training facilities to developmental objectives and
individualized plans. The Agency plan calls for the increased manage-
ment training of mid-managers with high potential in a course featuring
discussion and application of a wide range of management theories and
techniques; e.g., human relations, information sciences and traditional
management functions. OTR is undergoing an intensive re-examination
of training and development, including the use of training core programs
and validation of training effectiveness.
-- Program Evaluation: An action plan will be nrenared later.
development depends upon the establishment of a system and structure for
projecting executive turnover-and developing a suitable number of candi-
dates with high potential. The Agency plan recognizes the essentiality
of process, as well as appropriate policies, by advocating the continued
use, after modification, of the Personnel Movement and Management Program
(P?1MP).
-- Throughout the Guidelines runs the central theme that effective executive
-- As endorsed last year by the Executive Committee, PMMP serves purposes
other than executive development. For example, it traces future turnover,
and it provides for career boards to look at each careerist in terms of
his advancement potential in future years. Evaluation of the promotional
readiness of individuals in Grades GS-13 and above is an important element,
however, in identifying mid-officers with high potential -- clearly a
prerequisite to individualized developmental planning.
-- The Office of Personnel simplified the PMMP process after its first
running to meet various suggestions of the career services and to better
achieve its intended purposes. The following are the main changes pro-
posed by the Office of Personnel preliminary to using this mechanism in
implementing an executive development program in the Agency.
ADMINISTRATIVE -
 OVA
4011-0
-- Within each career service, project the amount of turnover in Grades
GS-11 and above and the promotional readiness of each careerist GS-11
and above to advance one or more grades during the next three years,
instead of during'a ten-year period as was formerly required.
-- Provide better guidances to-the career services concerning the items
of coverage in their annual Career Service Situation Reports, rela-
tive to the most pressing problems expected within the next three
years.
-- As of 30 September, the Agency is obligated to report to the CSC on
several aspects of executive development. Preparation of this report,
presupposes that the Agency will have accomplished by that date inter
alia, the identification of mid-managers with high potential, the prepara-
tion of individual programs for those so identified, and the establish-
ment of mobility assignments (job rotations, task force assignments,
details, interchanges, etc.). Meeting these objectives within the time
allotted is a formidable task. It requires implementation of the Agency
plan, including PMMP, throughout the Agency at the earliest opportunity
and the establishment of career service inventories of developmental
training and assignment experiences identified for individual careerists.
Review of the plan and the modified PMMP (copies are available) are
necessary first steps in meeting the prescribed timetable.
Annrnvarl Fnr Rb'I~ icC p 7t t ,? in a T AI USE ONLY
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