AGENDA FOR EXECUTIVE COMMITTEE MEETING, 22 JUNE 1981

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000400050007-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 13
• Document Creation Date: December 14, 2016
• Document Release Date: July 25, 2003
• Sequence Number: 7
• Publication Date: June 15, 1981
• Content Type: MF

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EXCOM 81-9023 P -08'7.5 oZ
FROM . Robert M. Gates
Director, DCI/DDCI Executive Staff
SUBJECT : Agenda for Executive Committee Meeting,
22 June 1981
1. The Executive Committee will meet on Monday, 22 June 1981,
at 10:45 A.M. in the DCI Conference Room for a second session on
the recruitment system.
2. The DDCVs guidance for structuring this session was out-
lined in paragraph 9 of the minutes of the 29 April meeting
(EXCOM 81-9010, 5 May 1981). Attachment 1 contains the requested
issue paper from the Office of Personnel.. Recommendations begin
on page 5. Attachment 2 responds to the DDCI's request for an
explanation of the utility of the Professional Applicant Test
Battery. As additional background for this follow-up session,
you have already been provided copies of the DDA Management Staff's
paper and excerpts from the IG's report on the recruitment
system (EXCOM 81-9011, 1 May 1981).
3. The 18 June Executive Committee session has been rescheduled
for Thursday, 2 July, at 9:15 A.M.
C
Attachment 1: Office of Personnel Paper
2: OMS Paper on the PAT-B
UNCLASSIFIED WHEN SEPARATED FROM
ATTACHMENTS
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FOLLOW-UP ON EXECUTIVE COMMITTEE RECPJITMENT SESSION
HELD 29 APRIL 1981
1. INTRODUCTION
On the 29th of April, the Executive Committee was briefed on the
recruitment and processing system for applicants. Recent changes in the
recruitment environment and in the required recruitment levels had
surfaced the need for changes in the system. To a very large extent,
these needed changes have been made. The follow-up meeting will focus on
the additions to the system that will be necessary to meet the increase in
Agency strength for FY 81 through FY 83 plus normal attrition of 7%.
Recruitment and processing, like all systems, must be subject to
periodic fine tuning to maintain maximum effectiveness against the changing
needs of the service. The Office of Personnel and other Agency elements
involved in recruitment and processing recogni:e this principle. Efforts
to adjust and improve existing systems will be fundamental to the operation
of these systems.
Some recommerda _e-_-z for additional major changes warrant study and,
if implemented, ultimately might further improve the system-in the long term.
In the s: _rt term, t:-_U_ the worst possible time to make any dramatic changes
which e,. en teporar -:ht interrupt or lessen the candidate flow.
The recruitment : _i_:_ate has changed dramatically since the mid-70's.
Attitudes toward C a d CIA employment in the academic world and other
target irrreasingly favorable. We can take advantage of this
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improved climate to create and maintain the capabilities necessary to meet
our manpower needs as they ebb and flow from year to year. This will
require broadening our contact base and capitalizing on the referral
services of those academicians and others who appear willing to help us.
It will also require a combined effort. It will require continuing
manpower and other resource commitments from the career services. We need
career service involvement in identifying candidate sources, in providing
substantive expertise and experience to the screening and interview processes
and, above all, in final selection. In other words, I believe the proper
role for the Office of Personnel/Recruitment and Placement is to develop
and maintain the recruitment mechanism and to generate and screen candidates.
The actual selection of candidates to put into final process should continue
to be primarily the function of career service representatives--on rotation
or loan to OP (e.g., the CTS), or working hand-in-glove with us.
2. MEETING RECRUITMENT REQUIREMENTS
To meet our recruitment needs in this and the next two fiscal years,
it will be necessary to increase the number of applicants in-process at
one time and focus on hi processing pipeline as our day-by-day goal.
With a sustained flow of applicants in the pipeline and an average of one
hire for ever= two ai,_ __cants in-process, we will meet our increased
ceiling levels. A prc_e -ion of our recruitment activity is as follows:
FY Ceiling I_: ease Sustained Applicant
Pipeline Level
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These projected levels are based on an average medical and security clearance
time of eleven (11) weeks. If this time can be reduced, there also can be
a corresponding decrease in the number of applicants in-process at any one
time. If clearance time increases, larger in-process levels will be needed.
We plan to monitor these levels closely and make appropriate adjustments
as necessary. We can produce the required number of applicants only if
the proper level of resources--people and money--is made available.
Attachment A lists the staffing requirements for Personnel, Security and the
Medical Offices to handle the current and increased recruiting and applicant
processing workload. Attachment B describes the related costs for
increases in advertising and travel funds.
In addition, we propose to take the following steps:
a. We plan to increase the use of middle-level managers
throughout the Agency to assist in the recruitment and selection
effort and to identify and contact potential recruitment sources.
We will develop an orientation program for component representatives
and Minority Employment Coordinators to inform them of all current
Agency requirements, recruitment guides, security requirements,
recruiting technicues and processing procedures.
b. We will suggest the use of a component fponsor,IAiho would
be a working-level officer, somewhat new to the Agency, available
to prop: ide assurance of continued Agency interest to the professional
and tecr:.icai a l-cant during the clearance phase. The component
sr ns:r cool address questions on the working environment and general
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duties for the applicant and thereby provide an additional link of
encouragement to the applicant. Sponsors will be provided with a
list of "Dols" and "Don'ts" to avoid potential problems with the applicant
on such issues as salary, travel expenses, or processing.
c. While we are seeking candidates for about
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pations, it is essential that the recruitment system clearly focus on
the Agency's priority requirements. We propose that a temporary
committee be established to monitor recruitment goals, identify
projected shifts in occupational needs, determine priority require-
ments, validate ceiling and budget controls with requirements and to
make resources available as required. It is suggested the committee
be comprised of the Associate Deputy Directors with the Director of
Personnel serving as both Chairman and the E Career Service Representative.
The committee would meet bi-monthly or as needed and be supported by
representatives from Recruitment and Placement and the Comptroller's
Office.
d. We plan to augment our Washington Recruitment Office and
to re-activate of auxiliary field recruiters.
3. NEW INITIATIVES IN MINORITY RECRUIThIENT
We plan to establish minority recruitment targets for the recruiters
based on the skills a^_d the minority population in their territories. To
assist them in their efforts, minority officers from agency components
will be encouraged I.C. accompany recruiters to campuses in order to support
them an' share their experiences in the Agency with prospective applicants.
Advertisi-, in campus minority publications will continue. Promotional
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literature on "Minority Employment with CIA" will be developed for
distribution to minority associations, such as the "Society for Black
Engineers." The Agency's Office of Equal Employment Opportunity as well
as the Directorate Minority Employment Coordinators (MEC's) will continue
to search out new sources for minority employment recruitment.
We would encourage the Directorates to set recruiting targets based on
occupational needs for their Minority Employment Coordinators since these
officers visit numerous minority campuses each year.
We plan to improve the review procedure for minority applications in
order to expedite the decision-making process. We would expect to cut the
review time in half to equate to the more efficient non-minority cases. We
have asked the Directorate Minority Employment Coordinators to consider a
revision that would permit the review of minority applications through the
regular file system. The Minority Coordinators would review the applications
rejected at the end of the review to ensure the reasons for rejection are
non-discriminatory.
We would encourage that the appropriate Directorate MEC contact each
minority applying for a professional or technical position as soon as he or
she is put in-process in order to encourage the applicant to continue his
or her interest in employment.
4. LND.ATIC`; -
_-.p roval of and OI.1S for temporary ceiling increase or
authorization to exceed ceiling limitations during this augmentation period.
rc al of fu _ding at the enhanced level for advertisement, invitee
travel, zd investigative travel.
A from organizational managers :
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a. To provide middle managers for recruitment orientation,
TDY availability and travel funds to augment our field recruitment
effort.
b. Willingness to set organizational recruitment targets for
minority representatives.
The establishment of a temporary senior-level committee to monitor
recruitment and processing levels and determine recruitment priorities.
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In order to accommodate the current recruiting and processing workload
as well as the projected hiring increases, the following additional staff
positions are required:
Office of Personnel:
Processing Assistants
- 7
Processing Officers
- 4
Review Unit Officers
- 5
Recruiters
- 3
Typists
- 7
Clerks
- 4
Xerox Operator
- 1
Eighteen of the required personnel are already on-board and we are
adding others as the workload dictates. Nineteen of the 31 positions
indicated above are needed on a permanent basis if undue delays are to be
avoided in the processing of applicants by the Office of Personnel. The other
twelve positions, however, are of a temporary nature and can be relinquished
once our FY 83 hiring goals are met.
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ATTACHMENT B
Advertising - The OP advertising budget for FY 81 was $50,000.
Component advertising funds and the additional funds later allocated to OP
have increased the figure to $336,000. An additional $45,000 has been
earmarked for advertising but to date has not been transferred to OP. In
order to attract the larger number of applicants we will be seeking, OP
has requested $350,000 in FY 82 and $438,000 in FY 83 for advertisement. In
addition, for efficiency of operation, OP should have budget and expenditure
control for both managing the advertising program and payment of related bills.
Invitee Travel - Increasing the processing pipeline will result in
significant increases in invitee Travel expenses. OP needs an additional
$533,000 in FY 81 for a total of $1,273,000. FY 82 expenses will total
$1,656,000 and $2,003,000 will be required in FY 83.
OP and OS Travel Expenses - Recruiter travel and related miscellaneous
expenses have been increased from $160,000 to $180,000 for FY 81. To
achieve requested ceiling levels for FY 82 and FY 83, allocations of $208,000
and $220,000, respectively, are required. OS will require an additional
annual allocation of $150,000 in travel funds.
Audio-Video Equip ent - We require the equipment necessary for our
recruiters to use the 35 slide/audio cassette presentation which has been
developed by the Office of Public Affairs to describe the Agency's missions
and functions. We pr:--pose to purchase six units at a cost of $3,600 for testing
at selected field offices and, if this effort is successful, purchase six
more units to cover the remaining field offices. The IG and the more recent
DDA on recruiting also recommended the use of such devices in
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recruitment. Currently, OP funds are not available to purchase the units,
however, we plan to buy the equipment as soon as funds are available.
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