NEW EMPLOYEES: RECRUITMENT AND INTRODUCTION TO OFFICE OF IMAGERY ANALYSIS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84T00316R000100180033-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 15, 2016
• Document Release Date: October 16, 2003
• Sequence Number: 33
• Publication Date: January 19, 1977
• Content Type: PAPER

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NEW EMPLOYEES:
RECRUITMENT AND INTRODUCTION
TO
OFFICE OF IMAGERY ANALYSIS
Prepared For:
Director
Office of Imagery Analysis
Prepared By:
Management Advisory Group
Office of Imagery Analysis
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New Employees: Recruitment and Introduction to OIA
This paper presents the results of the MAG's study on the recruitment
process and the development of a favorable attitude by new employees. The
study covers the period of time between an individual's first contact with
the Agency and the completion of the PI course at Offutt.
The paper is divided into four parts:
(1) the interview
(2) communication
(3) training
(4) the MAG questionnaire
Interview
The interview is one of the first, opportunities the prospective
employee has to learn about what QIA does. It is also OIA's one chance
to form a first-hand opinion. of the prospective employee. Thus, the inter-
view is important for both OIA and the prospective employee as a forum to
exchange information and create impressions.
Branch chiefs sometimes find,it difficult to correlate test results
with half-hour interviews. An interviewer could be designated in each
y eN di.vi.sion. Also, it might be helpful for OIA or OTR to offer an effective
interviewing course to branch chiefs and division chiefs. Both of these
effectively evaluate the answers a_.~ ,_~ _. ~_. _......._ .,~.....,, ..., ~.._ ..".....
of the prospective employee.
X-D
From the interview and the information given to him, the prospective
pl.Qoyy,e~,e should receive as accurate an impress] on of this job as possible.
h V ncl sl Ted 2.hle /brochure des ,r_ibi ng OIA ]and its role in CIA
sue` -,k ? shou e given to the prospective employee
It is this information and
.
e ~,r\their general impression of OIA which determines whether or not the
pro-
spective employee decides to continue to pursue a career with OIA.
~ ~f
v
Th.e present policy of bringing the prospective employee up to OIA and
showing him film and a 11gh.t table is excellent. Hopefully it will be
continued. It was also felt that the prospective employee should be told
iv y hiselrigibility as soon after the interview as possible.
s A
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Communication
Communication between the prospective employee and/or the newly
hired employee and OIA is important. Some frustrations and anxieties
of the "new people" could be reduced by increased communication. At
the same time, this could generate and maintain a positive attitude in
the prospective or new employee.
The recommendations that follow primarily affect the OIA personnel
and administration officers. They should share the responsibility to
see to it that:
nd have parking reserved for their first visit.
3. New employees should be provided with a list of apartment
names that have short-term leases. OIA employees should be
canvassed to see who would be willing to have new employees
stay in their homes on a temporary basis.
4. A new PI should be told as soon as possible exactly when
he is going to Offutt.
5. OIA should have someone designated to be on call during
and after working hours to answer any questions that new
employees may have.
6. The Personnel Officer should arrange to have new employees
introduced throughout OIA. We suggest that the introduc-
tion be to small groups of no more than ten people.
Trainin Through Defense Sensor Interpretation and Application Course
Offutt
The new employees' introduction to OIA helps to determine their
attitude toward the job. In OIA the introductory period is somewhat
extended because a person is considered "new" until they complete Offutt.
Some observations and recommendations concerning this period are:
1. The initial introduction varies from branch to branch.
It usually consists of one person showing the new person
around. How well this is done and what the new employee
is told varies widely. Sometimes important information is
omitted through. oversight. A list of items on which the
new person should be informed could be drawn up as a guide
for the escort.
1. The OIA Personnel Officer communicates with new employees
prior to their arrival to assist them in making their
visits and move to Washington as uncomplicated as possible.
2. Prospective or new employee is given direction
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2 The new employee should spend some time (maybe half a day)
in every branch of each division in OIA. In this manner
he can meet other employees and acquire an overall per-
spective of the work in OIA.
3. Generally the new PI is given no work or projects until he
or she returns from Omaha. More frequently the new employee
is given keys to study. This is usually a waste of time
because a new PI does, not know what to study. Moreover, it
is extremely boring to study keys all day. New employees
should feel useful while they are learning. Here are some
suggestions how this might be done.
a. The new employee could be assigned to assist
someone with a project.
b.. An annotated film roll should be prepared on various
subjects to familiarize new employees with various subjects,
film formats, and equipment.
c. Simple projects which may not be the responsibility
of a given branch or division could be given to the new
employee to expose them to different subjects.
Questionnaire
The OIA MAG felt that a questionnaire to all PIs might answer some of
the questions that were raised concerning the training of OIA photo inter-
preters.
First, the general views expressed in the poll are presented. The
actual results 'of the questionnaire follow.
The majority of the PIs feel:
1. The Imagery Interpretor Specialist Course (Lowery) is
unnecessary.
2. In-house OIA training in one form or another would be
beneficial.
3. Attendance at Offutt should be continued. (Note. Response
to this varied widely from division to division.)
4. Attendance at just selected blocks at Offutt is not
neceslary (i.e., the entire course is preferable). However,
most people seemed to favor refresher courses--one or two
blocks--after having been away from a subject for some time.
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5. Numerical grades from the Offutt course should not become
a part of one's personnel file.
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For all PIs -- Please answer this questionnaire ASAP and return to
your MAG representative.
1. Type of Initial Training Preferred
A.
Lowery Basic PI School
(10-12 weeks)
1.
Within first few months
6%
2.
Not necessary
80%
3.
Other (specify)
14%
B. In-house OIA Training
1. Formal course immediately 12%
2. Part-time instruction (approximately 4 hrs. with a special-
ist in each field) with individual self study using annotated
film roll and key 51%
3. Not necessary 1.5.5%
4. Other (specify) 20.6%
C. Offutt - Entire Course
1. Present policy - ASAP 44%
2. After one year on the job experience 18.6%
3. After two years 0%
4. Not necessary 27%
5. Other (specify) 10%
D. Offutt - Block(s)
1. Send PIs just to block(s) pertaining to their job here 41%
2. Not applicable - They should go to entire course 50%
3. Other (specify) 8%
2. If OIA continues its present policy of sending people to Offutt, do
you think that your grade should
A. become a. part of your file. 35%
B. only state that you pass(failed the course with mention of.honor
graduates. 65%
Any additional comments or suggestions concerning early training:
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I
Lowery 1
7%
9%
0%
6%
6%
2
92%
72%
60%
86%
80%
3
0%
18%
40%
6%
14%
B
In-house 1
6%
33.3%
13%
0%
12%
2
60%
50%
53%
43%
51.7%
3
20%
0%
7%
31%
15.5%
4
13%
16.6%
27%
25%
20.6%
C
Offutt Entire 1
20%
40%
50%
71%
44%
2
26%
33%
0%
14%
18.6%
3
0%
0%
0%
0%
0%
4
53%
0%
43%
14%
27%
5
0%
26%
7%
0%
10%
D
Offutt Blocks 1
71%
42%
22%
21%
41%
2
26%
50%
56%
71%
50.9%
3
0%
7%
22%
7%
7.8%
2
Grade A
20%
21%
33%
62%
35%
B
80%
78%
67%
37.5%
65%
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MEMORANDUM FOR:
`(.tJ e. v c Lh.(,C.
5FOR7M5101 EDITIONSIOUS
Date 19 k) f97
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