MEETING TO DISCUSS PROJECTIONS OF MANPOWER NEEDS RETENTION AND AVAILABILITY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B00457R000500010011-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 68
• Document Creation Date: December 21, 2016
• Document Release Date: January 23, 2009
• Sequence Number: 11
• Publication Date: June 12, 1984
• Content Type: MEMO

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ceotrc of Intelligence Agency
Wo:nin-vton, C IC. 2(11505
12 June 1984
NOTE FOR: Director of Personnel
The DCI's memorandum to us of 7 June
regarding the erosion of benefits ties in
directly with the strategy that will be the
ultimate result of the attached exercise. You
are the logical choice to honcho development
of that strategy. Agree?
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Centro Intelligence Agency
Washington, O.C. 20505
12 June 1984
Executive Director
NOTE FOR: ADDA
The DCA's memorandum entitled "Personnel
Issues Related to Erosion of Benefits for the
Federal Service," dated 7 June, charges me,
Clair George, and Bob Magee with developing for
the new Congress the strongest possible case to
protect CIA's equities.
The strategy which will result from the
attached exercise ties in directly with satisfying
the DCI's charge.
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ItRIO
JUN 1984
MEMORANDUM FOR: Members, Steering Group on Personnel
FROM:
SUBJECT :
REFERENCE:
Meeting to Discuss Projections of Manpower
Needs, Retention, and Availability
My memorandum to you dated 14 May 1984,
Same Subject
1. Attached are reports from three of you regarding the
current mix of skills in your directorates, your projections of
skills needed in the outyears, and your experience with and
projections concerning attrition. The DO's report is still in
preparation and should be available by 15 June. I will forward
it to you as soon as possible. Also attached is a thoughtful
memorandum from Jim McDonald regarding the demographic, st_udv
discussed in paragraph 3 of the referenced memorandum.
2. Agenda for Next Meeting: I have scheduled a Steering
Group meeting for 20 June, 1430-1530 hours, in Room 6E13, to
discuss the attachments and the next steps to be taken with
respect to an Agency manpower projection study and demographic
study. At issue will be:
a. assignment of responsibility for collating your
reports and drawing conclusions from them regarding
projections of the mix of skills needed by the Agency in
the outyears;
b. assignment of responsibility for completion of a
demographic study as proposed in Jim McDonald's memorandum:
c. assignment of responsibility for the development of
a strategy based on "a" and "b" above designed to improve
our ability in the future to recruit, train, motivate, and
retain the employees we will need to do our job effectively;
and
d. decisions regarding early but realistic due dates
for the inter-related actions outlined in "a-c" above.
Downgrade to CONFIDENTIAL when
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- ADDA Watts
- ADDI Watts
- ADDO Watts
- ADDS&T Watts
- D/Pers Watts
- ExDir Watts
ER Watts
PS (Steering Group on Personnel) w/atts
(11 June 1984)
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0 8 JUN 1984
DD/A 84-1479/1
MEMORANDUM FOR: Executive Director
FROM: James H. McDonald
Associate Deputy Director for Administration
SUBJECT: Projections of Manpower Needs, Retention
and Availability
REFERENCE: Menlo frm Ex Dir to Members, Steering Group
on Personnel, dtd 14 May 84, Same Subject
Attached are the responses of the DDA Offices providing the
following requested information:
- mix of skills now available and shortfalls
in hard to get categories
mix of skills. that will be needed in.the late
experience with attrition
1980's and early 1990's?
ALL SECRET
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OC- 0S"%/ - '? -,-/
MEMORANDUM FOR: Chief, Career Management Staff, DDA
FROM:
SUBJECT:
REFERENCE:
William F. Donnelly
Projected Needs of Agency Manpower Goals -
1990's and Beyond
DDA/CMS Memo dated 18 May 1984,
Same Subject
I. Current Mix of Skills:
OC now has twelve (12) broad skill groups. These range from
clerical/generalist through the various technical specialties.
While OC will share in the difficulties encountered by the Agency
in recruiting and retaining qualified secretaries, administrative
officers, telephone operators, etc.i this report will focus on
II. Shortfalls/Hard to Get Categories:
FACT - There now exists an extraordinary demand for
information handling/telecommunications experts in the private
sector.
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MEMORANDUM FOR:
FROM:
SUBJECT:
REFERENCE:
ODP-84-85'6
8 JUN 1984
Chief, Career Management Staff, DA
Director of Data Processing
Projected Needs o A y Work Force Goals -
1990's and Beyond
Multiple Addressee Memo from C/CMS/D.A,
dtd 18 May 84, Subj: Projected Needs of Agency
Manpower Goals - 1990's and Beyond (ODP 84-746)
1. This memorandum is our response to your memo,
referenced above, in which you requested certain information
concerning Agency manpower goals.
2. As an opening comment, you may wish to refer to this
in, terms of "Work Force" rather than "Manpower" goals. This
will avoid possible misinterpretations and unintended
connotations with respect to Agency female employees.
3. ODP's mix of skills can best be summarized for your
purposes as "computer professionals" vice "programmers." A
simplified categorization of our skills mix is shown below:
Computer Professionals (by major category)
- Project Managers
- System Analysts
- System Software Specialists
- Hardware Specialists
- Programmers
- Operations Specialists
Basically, good people in all of these categories are hard to
obtain-,, Skilled Project Managers are particularly hard to find.
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Subject: Projected Needy Agency Work Force Goals - 1990's
and Beyond.
4. We've lost good people for a variety of reasons,
income differentials being the primary explanation. The basic
reality here is that a continuation of restricted salary,
retirement, and other benefits will eventually do us in.
It won't happen all of a sudden, but it will become obvious
"all of a sudden" on some unspecified day within this decade.
We currently have a lot to offer the high-technology pro-
fessional, the Agency mystique in particular. However, at some
X percent of income differential, even the most dedicated will
at least seriously consider the option of moving on. Some will
leave the Agency for good, but many of the best will simply
trade in a blue badge for a green badge. We simply cannot.
afford to lose sign ficant number of our really good people
in such a way.
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MEMORANDUM FOR: Chief, Career Management Staff, DDA
Assistant Director tor career Management/OF
SUBJECT: Projected Needs of Agency Manpower Goals--1990s and Beyond
The following information which pertains to both the current and projected
needs of the office of Finance is submitted for your consideration.
Current and Projected Requirements
An accounting background will, of course, continue to be
required by Office of Finance careerists. Technological
advances which are sure to take place over the next few
years dictate that future MF careerists be better trained
in systems technology and that they also possess the
requisite telecommunications skills which will be required
to do their job. As a short-term solution to our most
pressing systems requirements, the office of Finance has
managed to acquire the mix of skills necessary to deal
with priority projects by obtaining ODP careerists on
rotational tours. The careerists obtained on this basis
interact with OF careerists on a regular basis to fulfill
OF systems requirements. As evidenced by our ongoing
recruitment effort, colleges today are concentrating
heavily on merging accounting and data processing skills.
Individuals that take the initiative on combining these very
marketable commodities should be targeted for err loyment in
the timefrane for which we are projecting our personnel
requirements.
Attrition Experience
In recent years the office of Finance has experienced difficulty
in holding on to careerists trained in the systems area. Our
lack of being competitive with private industry re pay and
benefits seems to be the main reason for the personnel losses we
have experienced.
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 MEMORANDUM FOR: Chief, Career Management Staff, DA
Director of Information Services
SUBJECT: Projected Needs of Agency Manpower Goals-
1990s and Beyond
5 JUN 1984
REFERENCE: Your multiple addressee memorandum dated 18 May 1984,
same subject
1. The mission of the Office of Information Services is to plan and
manage the Agency's records program, respond to public requests for
information under the Freedom of Information and Privacy Acts, implement
Executive Order 12356-concerning national, security classification and
declassification, and manage the Agency's regulatory system. Therefore,
the mix of skills of our personnel, including MI careerists assigned to
components throughout the Agency, is concentrated heavily in the
information management area.
a. Two staffs provide direct support to the Director of
Information Services for management and planning and for the
development, assignment, and training of MI careerists. The
occupational categories include:
PLANNING OFFICER BUDGET AND FINANCE OFFICER
INFO CONTROL OFFICER, EX TRAINING OFFICER
PERSONNEL OFFICER ADMIN ASSISTANT
INFO CONTROL ASSISTANT
SECRETARY-
b. The Information and Privacy Division (IPD) controls the
processing of all requests for information submitted to the Agency
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under the FOIA, PA, and mandatory classification review provisions of
E.O. 12356. The occupational categories include:
INFO CONTROL OFFICER INFO CONTROL CLERK
INFO CONTROL ASST. CLERK TYPIST
SECRETARY
I n order to carry out its responsibilities effectively, I PD must have
information control officers with broad and indepth Agency experience
preferably in a substantive area. Moreover, they must be able to
exercise consistently sound judgment in handling FOIA, PA, and
mandatory review requests from the public. The consequences of less
than truly professional performance could be public disfavor and
Congressional censure. Highly motivated, experienced officers are
not easily attracted to this difficult and sometimes frustrating work
required of the Agency by law and Executive order.
c. The Information Management Resources Division (IRMD) directs
the Agency's records management program which provides controls over
the creation, maintenance, use, and disposition of all Agency records
whether in paper or other form. This includes machine-readable
records that require some computer and systems familiarity. IRMD
also develops standards, procedures, and techniques to improve
information handling and control. The occupational categories
include:
INFO MANAGEMENT ANALYST COMPUTER ASSISTANT
COMP SYS ANAL-PROG INFO CONTROL ASST.
ARCHIVES TECHNICIAN INFO CONTROL CLERK
SECRETARY
CLERK TYPIST
The success of the Information Resources Management Division depends
on the. experience, abilities, and. performance of its information .
management analysts. 'These individuals are expected to work with and
provide expert guidance to the operating components throughout the
Agency on the entire range of records and information management
matters. Although IRMD presently is adequately staffed, there is an
insufficient number of fully trained professionals to staff both IRMD
and the senior component records management positions, much less to
afford career enhancing assignments to other functions within OIS.
d. The Classification Review Division (CRD) is responsible for
classification review of permanent record materials over which the
Agency.has classification jurisdiction. It also reviews manuscripts
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submitted to the Agency for classification approval and develops
guidelines for the systematic review of CIA material 30 years old or
older. The occupational categories include:
IO--CLASSIFICATION SECRETARY
DATA TRANSCRIBER
Like IPD, the Classification Review Division needs officers with a
wide range of Agency experience who are mature, can devote
concentrated effort to reviewing classified documents, and can make
professional judgments regarding their continued classification,
downgrading, or declassification. OIS usually looks to officers who
are nearing the end of their careers, but are still highly motivated,
to fill the IO-Classification positions in CRD. Individuals with
such qualifications are never in over supply.
e. The Regulations Control Division (RCD) manages the Agency's
regulatory system. It directs the processing, coordination, and
publication of Agency regulatory issuances. It also is responsible
for maintaining editorial standards, ensuring that time limits for
completing the regulatory process are adhered to, and preparing
coordinated regulatory proposals for approval by appropriate Agency
authority. The occupational categories include:
INFO MANAGEMENT ANALYST
SECRETARY-
CLERK TYPIST
The Regulations Control Division needs experienced officers in its
Info Management Analyst positions who have good oral as well as
writing and editing skills. They also must have a good understanding
of the organizational structure of the Agency and be able to work
effectively with initiators and coordinators of regulatory
issuances. The continued availability of individuals.with the
requisite writing and editorial skills is critical to maintaining the
high standards RCD has maintained in the past.
f. MI careerists in positions throughout the Agency serve as
component records management officers and registry personnel. They
are responsible for managing the information their components receive
and disseminate. The occupational categories include:
INFO CONTROL OFFICER, FOIA
RECORDS ADMIN OFFICER
INFO CONTROL SPEC
INTEL ANALYST-GEN
RECORDS SUPERVISOR
COMPUTER OPERATOR
RECORDS ASSISTANT
INFO CONTROL OFFICER
RECORDS ANALYST
PUBLICATIONS OFFICER
MICROGRAPHICS SPEC
INFO CONTROL CLERK.
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INFO CONTROL ASST. ADMIN ASST.
LIBRARY ASST. RECORDS CLERK
MI CROPHOTOGRAPHER
We need to staff the important records management positions in the
components with experienced and dedicated personnel. It is essential
for long-term development that they be trained and broadened through
rotational assignments within and outside OIS. Individuals with the
necessary potential , academic background, or experience are hard to
find and retain. This reduces the depth and flexibility of career
service decisions regarding assignments and training.
2. By the late 1980s and early 1990s almost all of our MI Career
Sub-Group personnel should be capable of using the computer and word
processing equipment in their daily work. Case officers in IPD and CRD,
for example, will be recording their decisions and judgments directly
into automated systems. Moreover, all their memorandums, letters, and
other correspondence will be composed on word processing equipment.
Likewise, editors in RCD will do their editorial processing directly on
the machine and will use the automated system to track a regulatory
proposal' s progress through coordination and publication. Information
management analysts in IRMD must be bright, skilled in conceptual
thinking, and lead the way in developing new records and information
handling systems using electronic media. Indeed, they must be the
experts in establishing requirements for automated information control
systems. Personnel serving as component records management officers or
working in registries (to be called Information Services Centers) will be
the users of these electronic records accounting systems. Their ability
to use these systems effectively will determine the degree of success in
performing their major duties. Personnel with the skills needed for all
of the OIS information management functions will not be easy to find or
retain. We likely will be relying more and more on retirees for IPD and
CRD, especially on those who have or can quickly acquire computer or word
processing skills. Personnel with editorial abilities will be in short
supply and we must increase our efforts to train promising young
careerists in writing and editing. For the records and information
management function we will need to recruit individuals with
state-of-the-art, computer-based library science and archival training in
order to maintain our current high standards of performance. We also
must be seriously concerned with maintaining the skill levels and general
abilities of employees performing information control assistant, clerk,
or technician duties. They not only must be able to operate in a highly
technical, complex environment but also understand what they are doing,
why they are doing it, and their own relationship to the mission of the
Agency. Minimum SET scores must be high enough to ensure good
entry-level qualifications, and indepth interviews should be conducted
before employment to better determine general interest and motivation.
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3. Attrition Within the MI Career Sub-Group has occurred mainly
among the lower graded employees serving in component registries. Loss
comes about mainly because of lack of headroom at the GS-07, -08, and -09
levels. For those who have acquired special on-the-job skills, such as
computer or word processing skills, opportunities in other components or
outside the Agency are hard to resist. Moreover, the demands of working
in Rosslyn or other areas outside the Headquarters Building, plus unusual
hours in certain registry and records management jobs, make retention of
valuable employees more difficult. Loss of key employees disrupts
continuity and requires the career service to train and retrain beginning
at the lowest entry levels. It is a constant struggle that is bound to
have a detrimental affect on our overall level of performance. Moreover,
as a relatively small career service our lack of headroom at the higher
grades also will be a factor in the future. While we have adequate
headroom to promote middle graded employees to the GS-13 level, there are
limited opportunities for advancement to the position of branch chief or
division Chief at grades GS-14 and -15. We may well be seeing attrition
among our brightest professional employees if this problem cannot be
resolved within a few years.
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VVIYA 1uLLY 11L1L
MEMORANDUM FOR: Chief, Career Management Staff, DDA
FROM: Daniel C. King
Director of Logistics
SUBJECT Projected Needs of Agency Manpower Goals -
1990's and Beyond
REFERENCE: Your Memo dated 18 May 1984, Same Subject
1. The Office of Logistics' work force consists of over
45 different occupational categories in the General Schedule
professional/technical disciplines and over 30 in the Wage
Grade series spanning such diverse fields as real estate,
construction, procurement, contracting, transportation, supply,
warehousing, printing and photography, and operations and
maintenance. Shortages currently exist in the electrical
(power distribution) and mechanical engineering disciplines,
and in the Contracting Officer area.
2. Skills in the above professions will still be required
in the late 1980's and beyond. However, with advances in the
state of the art technology in computer, laser, and
communications systems, and new automated electronic office
space,.other types of skills may also be required; i.e.,
Facilities Engineers, Architects, Real Estate Officers, Data
Base Managers, Video Program/Project Directors, Film Editors
and Video Narrators. There will also be more of a need for
Quality Control/Assurance Specialists.
a. Individuals in the Engineering professions will
have to be skilled in the use of the computer as a
primary tool for such activities as computer assisted
design, construction management, facilities operation,
planning and utilization of management information
systems. Electrical Engineers specializing in power
distribution will need a more extensive electronics,
background in order to cope with the electronic interface
components of sophisticated electrical systems and
electrical distribution equipment In a more technically
sophisticated operational environment, technologists,
whose role is somewhere between that of a technician and
that of a professionally-degreed engineer, will provide an
intermediate level of highly technical design and hands-on
applications skills. Such skills will require four-year
Bachelor of Technology Degrees in Electrical, Mechanical,
Civil, and Architectural Engineering.
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SUBJECT: Projected Needs of Agency Manpower Goals - 1990's
and beyond
b. Within the other categories, no drastic changes in
the mix of skills is anticipated. Undoubtedly, computer
literacy will-be a necessity, but it is felt this will
come naturally as younger people move into the work force
with academically-acquired ADP skills.
3. The area that has been most affected by attrition has
been in the Engineering field. Electrical Engineering students
appear to be avoiding the perceived mundane, lesser paying and
less glamorous power distribution career track for the
substantially higher paying and outstandingly high tech,
high-glamour electronics engineering industry which is riding
the cutting edge of state of the art technology. Mechanical
Engineers also tend to be moving in the direction of high tech
glamour industries with emphasis on research and development,
systems design, and production engineering with lesser
interests in facilities engineering applications.
A. A number of Electrical and Mechanical Engineers
have left due to some disenchantment with the area of
facilities engineering, the desire to enter the
engineering analysis field, the need to become involved'in
Research and Development Engineering, and the desire to
earii more salary than the Agency.is presently able to
pay. Some have left the facilities engineering
environment to seek technical engineering application in
Area Division functions, and several have
entered the planning and programming functions of large
DDS&T. Programs.
b. The effect upon the engineer losing Directorate is
a significant shortfall because the rate of new
engineering hires in this Office, for example, has not
been able to stay ahead of the attrition rate
CONFIDENTIAL
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MEMORANDUM FOR: Chief, Career Management Staff, DDA
FROM:
SUBJECT:
Executive Officer, OHS
Projected Needs of Agency Manpower Goals -
1990's and Beyond
REFERENCES: DDA/CMS Memos dtd 20 Apr 84 and 18 May 84,
Same Subject
The following represents the Office of Medical Services response
to the information requested in your memorandum of 18 May 1984:
1. The Office of Medical Services has the following skills
available: physician, psychiatrist, psychologist, medical
services officer, nurse, exercise psychologist, computer
programmer, systems administrative assistant, and clerical
personnel. An anticipated shortfall will exist for physicians,
psychologists, medical services officers and nurses through
FY 1990. These shortfalls will be due to anticipated
retirements of OMS personnel.
2. There will be an increase of automation with the
resulting need for more word processing skills throughout OMS.
These automation skills will be needed by all our personnel,
i.e. physicians, nurses, clerks, etc., in order to handle
access to records and processing requirements.. The paperless
office, that is being talked about now, will be an actuality.
There will-be a continuing need to have qualified physicians,
psychologists, medical services officers and nurses during the
1980-1990 years. A new skill will be required
to provide a medical diagnostic program tor
3. OHS' attrition has been mainly in two areas: (1) clerical
attrition due to personnel moving to higher graded positions
within the Agency and (2) attrition of physicians, MSO's and
nurses due to retirement. On a few rare occasions, persons
have been terminated for the best interest of the Agency.
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The effects of attrition on individual offices is
minimized in OMS because of an active cross training
program and a dedicated group of employees.
If our skill shortages are met over the projected time
frame there will be little or no effect from attrition.
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ADMINISTRATIVE-INTERNAL USE ONLY
5 June 1984
MEMORANDUM FOR: Chief, Career Management Staff, DDA
Chief, Personnel & Career Management Staff, OP
Projected Needs of Agency Manpower Goals -
1980's and Beyond
REFERENCE: Multiple Addressee Memorandum,, dated
18 May 1984, Same Subject
1. In response to reference memorandum the following
information is provided regarding future manpower goals for the
Office of Personnel and MP Career Sub-group:
a) The vast majority of professional employees in the
MP Sub-group are personnel generalists. There presently are a
few specialists whose backgrounds are in computer systems
application, employee benefits, recruitment and position
classification.
Personnel generalists are officers who have come
to the Agency with personnel or administrative experience (most
with college degrees) and some others who were recruited
directly from college. The group also includes those who have
advanced to professional levels from the ranks of the Agency's
clerical and technical work force.
In the past few years the Sub-group has attempted
to hire from external sources individuals with backgrounds in
operations research, mathematics, computer science, etc. to
staff a growing number of positions associated with
quantitative analysis and the application of computer systems
to personnel problem solving. To a lesser extent there has
been some external hiring of experienced compensation and
position management specialists. In the most recent past those
hired as other than personnel generalists were brought in with
the idea that they could either remain as a "specialist" or
later pursue generalist responsiblities.
There have been few shortfalls in recruiting and
hiring against the mix of skills that have been targeted in the
past. Through limited external hiring and training of.on duty
employees the MP Sub-group has managed to meet past staffing
needs.
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b) It has become evident, however, that for the
future the MP Sub-group will have to look to additional'
dditional sources
to meet challenges presented by a need for greater
professionalism as well as changes in the emphasis in
accomplishment of personnel goals.
Our major need for future years is for highly
qualified candidates for Office of Personnel sponsorship for
the Career Training Program. We will need a minimum of five
candidates each year. for the forseeable future. Candidates
will have acquired high GPAs in their college work in any one
of a variety of majors with emphasis on business
administration, personnel administration, public administration
and psychology. Ideally, the candidate will have earned a
masters degree and will have two or more years of related work
experience.
Another critical need will be for individuals with
backgrounds in computer science, mathematics, operations
research and quantitative analytical skills. These individuals
will be needed for continued anticipated growth in the areas of
human resource planning, information analysis and systems
applications. in addition, these skills will take on added
significance as generalist personnel officers will be called
upon to directly access personnel data bases in the component
work environment.
Although not precisely defined at this time the MP
Sub-group will likely need to recruit on a limited basis
experienced individuals who have backgrounds in employee
benefit systems. In order for the'Agency to be competitive
with. other employers there will be a need to ensure that
benefits we offer employees. combine the best of what is
statutorily allowable with innovative approaches toward
enhancing and administering the programs.
c) R cenh1v overall attrition for the MP Sub-group
has been between Non-professional attrition has been
just under~~ wh1 e professional attrition is slightly in
(Non-professional attrition is mentioned only
because curing the period the majority of professional
vacancies have been filled via advancement from the clerical
and t
h
i
ec
n
cal ranks.) Projected attrition for, FY 1984 is
overall with professional levels estimated at land
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Professional attrition in the MP Sub-group has
been and remains lower than Agency attrition and has been
almost solely the result of retirement. The MP service in the
long run would suffer no adverse impact from a continuation of
past and current attrition rates.
2. The MP Sub-group is confident that it can meet its future
staffing requirements through the attraction of qualified
applicants as described in paragraph lb. above.
ADMINISTRATIVE-INTERNAL USE ONLY
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6 JUN! 11924
MEMORANDUM FOR: Chief, Career Management Staff, DDA
FROM:
SUBJECT:
REFERENCE:
Director of Security
Projected Needs of A ency Manpower Goals -
1990'-s and Beyond
CMS Memo dtd 18 May 1984, same subj.
1. The Office of Security has reviewed reference and
submits the following comments concerning the questions
contained in reference.
2. In order to accomplish its function, the office of
Security utilizes a number of skills. These include: Security
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5. We currently have 25X1
on duty. There are now in process, 25X1
though given past experience the majority of these will be lost
to the private sector or other Agency components. of
Security's Information Systems Security Group has 25X1
Information ms Security officer slots with an on- u y
strength of eWhile the majority of those positions are 25X1
filled by security generalists, there is a growing need for
computer specialists to contend with the growth of information
handling systems. There are currentl on 25X1
board and 1 in process. Although we are curren-t-Ly u to
strenath for 25X1
25X1
6. If the authorized personnel ceiling continues to
increase during the next few years and into the early 1990's a
commensurate increase in applicant processing actions and in
employee security activity will be necessary. Accelerated use
of information handling systems, both domestically and
overseas, will require significantly increased security
involvement to ensure the security integrity of these systems.
Additional resources, both personnel and funds, will be
required to keep pace with the rapid advancements in this
technology. Recruitment of qualified personnel from outside
the Agency as )fell as development of expertise from within will
be essential.
7. Emphasis on efficiency and cost reduction will
dictate that the, generalist security officer continue to be the
cornerstone of the security program. The typical security
officer will be expected to handle personnel security
processing, security education, physical security, operational
security, and overseas security assignments. Consequently, the
Security generalist will continue to constitute the majority of
professional strength. However, given the proliferation of
technology in the work place, management must create truly
innovative measures to contend with recruitment, retention and
integration into the Office structure of engineers, computer
scientists and specialists such as polygraph examiners.
8. The attrition rate for OS professional employees has
remained relatively constant over the last two years.
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The reasons tor the attrition nc-Luae
retirements, resignations and reassignments outside the Career
Service. Those resigning do so for a number of reasons
including moves to more financially lucrative positions in the
private sector, unwillingness to relocate, or personal
reasons. This loss of manpower will continue to affect the
efficiency and capabilities of the Office. Inability to retain
qualified EE's, computer scientists, and polygraph officers
will seriously affect the Office's ability to perform its
function as the Agency becomes more and more reliant upon
computers and advanced technology. However, of equal concern
is the loss of Security generalists who are the mainstay of the
Office of Security. As the Agency grows, so will the need for
investigators and security support personnel.
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OTE 84 -110 3
4 June 1984
MEMORANDUM FOR: Chief, Career Management Staff, DA
FROM:
SUBJECT:
REFERENCE:
Deputy Director of Training and Education
Office of Training and Education's Manpower
Skills and Goals
Memo for D/OTE from C/CMS/DA, dtd 18 May 1984,
Subj: Projected Needs of Agency Manpower Goals
1990s and Beyond
1. The mix o f skills now assigned to the Off ice is listed
in paragraph 2. Please note that about one-third of the
instructors in OTF are-on rotational assignment. The skill
categories are
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 VV11. 1Li..' 1 LF
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SUBJECT: Office of Training any' Education's Manpower Skills
and Goals
skills in information science. Appropriately qualified language
instructors will be increasingly hard to find. We believe the
mix as listed in paragraph 2 will remain valid for the
foreseeable future. Computer-based training and its related
technology will have significant impact on the training work
place from 1986 onward.
5. Attrition has not been a significant problem in OTE.
Departures have been for traditional reasons such as increased
pay, retirement, or resignation for personal reasons.
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24 May 1984
Executive Director
FROM Richard J. Kerr
Associate Deputy Director for Intelligence
SUBJECT Projection of Manpower Needs, Retention, and
Availability
REFERENCE Your Memorandum to Steering Group on Personnel,
dated 14 May 1984
The Mix of Skills in the DI
The Personnel On Duty
In broad categories the mix of skills of the personnel now
in the DI break out as follows:
Analysts
Analysts Support
Managers
Administrative
Other
The specific expertise of these individuals is indicated in
the computer printouts attached at Annex.
Hard-to-Get-Categories
The Directorate has been pressing a recruitment drive in
recent months aimed at finding well-qualified applicants in
virtually every major field. A study by the DI Planning and
Management Staff last December identified the following as
expecially hard-to-get categories:
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The DI does not anticipate any major change in the mix of
V skills required in the late 1980s and early 1990s, but the
buildup of ADP support we have been carrying out in recent years
will continue. We will need additional ADP-skilled r nnel to
work on the greatly increasing flow of data 25X1
25X1
SECRET
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The DI move up the technology ladder in terms of information
processing will have an impact on our recruiting as we will have
to compete for an increasingly scarce resource of young experts
also in great demand in the private sector. We know that t
size of the age group from which we hire most of our people 25X1
is expected to shrink by about 20 percent in the next 1 25X1
ars -- from 43 million to less than 35 million.
DI Attrition
The DI has experienced a substantial increase in the rate of
attrition over the past year or so.
The Statistics
o Fr FY 1979 through FY 1982 DI net attrition averaged
percent per year.*
o In FY 1983 DI attrition increased to upercent.
o In the first half of FY 198.4 attrition rose further to
an annualized rate of
o In the DI professional category the rate has increased
steadily:
FY 81
FY 82
FY 83
FY 84 Irate for first half of
fiscal year annualized)
The DI professional rate had not previously been over
percent since 1980. At that time special "early out" provisions
may have resulted in a considerable number of retirements. The
following table provides additional detail:
In deriving the DI rate the Office of Personnel includes
calculations which take account of both separations from the
Agency (retirements, resignations, etc.) and transfers between
the DI and other Agency components. EOD inputs are not-factored
in.
-2-
SECRET
25X1
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Until now the effect of attrition on the efficiency and
productivity of the Directorate has not been great. There has
probably been some improvement insofar as certain individuals who
felt highly uncomfortable with the reorganization have left. If
attrition should continue at the current rate for an extended
period, however, we believe it would have a deleterious impact on 25X1
the Directorate. The departure of experienced officers, in
particular, could be harmful in an organization which already has
many new and inexperienced hands, and which will be getting many
more newcomers over the next several years as we build toward the
target positions by 1987.
Attachments:
As stated
-5-
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 S F. C R F T
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DDS$T-408-84
4
MEMORANDUM FOR: Executive Director
FROM:
James V. Hirsch
Associate Deputy Director for Science and
Technology
SUBJECT: Projections of Manpower Needs, Retention
and Availability
REFERENCE: Your memo, Same Subject, dtd 14 May 1984
1. In many respects, the work of DST offices is geared to
the future--e.g., plans now on the drawing board will come into
being in the 1990s. Therefore, our offices are sensitized to
the need for particular occupational skills in the future, some
of which are currently in their work forces, but others which
will be new requirements..
The mix of skills now available
extensive,
3. In the 1990s, many of the same skills as are now
present in this Directorate will still be required. Probably
the. largest growth will be in the computer science discipline
will be needed. We will
also, s be looking for individuals with expertise in
25X1
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25X1
25X1
25X1
25X1
S E C R E T
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SUBJECT: Projections of Manpower Needs, Retention
and Availability
4. All the DST offices fear that CIA, in particular, and
the Government, in general, will be in a poor competitive
position to attract the hard-to-get skills of the future.
Looking at current attrition, the main reasons people leave
other than for retirement are for higher salaries and better
benefits. Other factors are also mentioned, such as
disillusionment with the bureaucracy, TDY "burnout" in some
offices such as OSO, and lack of interest in living and working
overseas. Any office benefits from an infusion of new blood,
but a loss of. expertise also affects the momentum of developing
projects.
5. In order to meet the challenges of the 1990s, this
Directorate will concentrate on developing training programs to
retrain current employees in the technologies of the future and
to provide for the career development of all of its employees.
To this end we want to emphasize non-managerial career paths
such as the Senior Scientist and Engineer Program and a new.
Senior Analyst Program. As an Agency, we need to take a look
at our managerial structure and come up with a design which
encourages creativity and risk taking and rewards individuals
for work performed. The benefits offered, as compared to those
of private industry, should also be enhanced, if we are to have
any luck in hiring the hard-to-get categories of the future.
6. Attached are the individual offerings from each of the
DS$T offices which address the above issues in greater detail.
We applaud the effort being made to plan ahead. The 1'fe and
vitality of this Agency in the future depenor it.
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Attachment:
As Stated
2
S E C R E T
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I
MEtfORANDUM FOR THE RECORD 24 May 1984
FROM: Deputy Chief, Daily Reporting Division
SUBJECT: Projection of DRD Manpower Needs
REFERENCE: 14 May Memo, Executive Director, CIA
FBIS editorial ranks have suffered high attrition rates for a number
of years, primarily because of overseas assignments and the inherent
difficulties imposed by constant relocation every two years. Political
instabilities and terrorism, combined with lack of meaningful financial
incentives, may also have contributed to the growing disinclination to
foreign postings. Dual career marriages will become the norm and
professional couples will continue to avoid assignments abroad. As
modern technology revolutionizes the way FBIS does business, new demands
will require a mix of skills combining English-language dexterity with
computer literacy; editors will have to be far more knowledgeable about
satellite transmissions, technical innovations in the telecommunications
fields, and worldwide source coverage capabilities. They will be placed
under increasingly severe time pressures as community analysts and
policymakers require near real time access to media information.
Substantively, there will be greater emphasis on selecting complex
information in economic, scientific and technical fields from a greater
variety of media sources and data banks. The term "editor" will not
adequately describe this "media specialist" of the future. Outstanding
editors of the 1990's will possess technical knowledge in a broad range
of specialiti lont! with strong word within skills; they will need to
be experts in Competition for these
skills will be fierce.
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NDIOR~NDUM FOR THE RECORD 24 May 1984
FROM: Chief, Monitoring Operations Division
SUBJECT: Radiotechnical skills mix, shortfalls, projections for late 80's, 90's
REFER'-NCE: 14 May 84 Memo, Executive Director, CIA
1. The skills mix for Monitoring Operations Division personnel in Hqs and
in staff positions overseas presently includes:
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24 May 1984
MEMORANDUM FOR: Personnel Officer, DDS?T
Chief, Personnel Section, ODE
SUBJECT: Projections of Manpower Needs, Retention and
Availability
REFERENCE: Memo for Members, Steering Group on Personnel;
Fr ExDir; Same Subject; dtd 14 May 84
Paragraph two of reference requests information regarding the
mix of skills currently available, the mix of skills that will be
needed in the out years (1990's) and our recent experience with
attrition. ODEE's input to this requirement is attached. If
further information is needed, please call.
Attachments: As stated
CONFIDENTIAL
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THE MIX OF SKILLS EACH NOW HAS AVAILABLE, AND AN INDICATION OF
SHORTFALLS IN HARD TO GET CATEGORIES..
The current mix of occupational skills in ODE is as follows:
Shortfall Areas:
CONFIDENTIAL
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THE EXPERIENCE THAT EACH HAS HAD IN RECENT YEARS WITH ATTRITION, THE
REASONS FOR IT, THE EFFECTS OF IT ON THE INDIVIDUAL OFFICE, AND
PROJECTIONS REGARDING ITS EXPECTED EFFECT ON EFFICIENCY AND
PRODUCTIVITY IN-THE FUTURE
retirement while left to join private industry, assumably tor 25X1
a higher salary. While we are pleased with this low rate, any loss
for reasons other than retirement has a negative impact on ongoing
programs and requires us to direct additional resources on hiring
and training a replacement. We anticipate that this rate will
increase in future years as the gap between government and industry
salaries and benefits widens.
CONFIDENTIAL
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2 9 MAY 1984
MEMORANDUM FOR: Chief, DDS&T Personnel
xecu i.ve Otticer,
Office of Research and Development
Subject Projections of Manpower Needs,
Retention, and Availability
Reference ER 84-2196, dated 14 May 1984,
Same Subject
1. Th.e Office of Research and Development currently has
employees on board. Approximately comprise our
technical officer cadre who hold advanced degrees in the
following specialties:
Physical Science
Electrical Engineering
Mechanical Engineering
Computer Science
Mathematics/Statistics
Social Science
Liberal Arts
Current shortfalls occur in such hard-to-get categories as
engineering, computer science
, and applied physics.
2.. The mix of skills expected to be needed in the late
1980's and early 1990's include those mentioned in
paragraph one with likely shortfalls in the first four
categories. In addition, new skill e ht include
While it
is z icu t to predict which areas of expertise will be most
popular, we expect that computer science and engineering will
continue to be at the top of the hard-to-get category list. We
also expect that clerical skills will be in short supply.
3. Attrition rates in ORD have been high in recent years.
ORD is constantly upgrading and updating our mix of skills.
Attrition for this reason is desirable. In many cases, ORD is
the entry level office, and our employees rotate to other
offices in the Directorate when projects have been completed.
25X1
1bA11
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Subject: Projection of Manpower Needs, Retention and
Availability
4.. Unwanted attrition is usually due to our inability to.
compete with the private sector in the areas of salary and
benefits. We.expect that these two factors will have an ever
increasing impact upon our capabilities in the future. We
foresee a dire need to establish even more special pay
incentives for certain hard-to-get categories. Any changes to
our current retirement policies will undoubtedly have a major
impact on our ability to retain and attract the quality talent
required to maintain our current capabilities.
ORDPERS-l01
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S E C- R E T
PRESENT OCCUPATIONAL MIX
OSO
Listed below are the major occupational categories used by
OSO at present. These are the ones listed in our OP
Recruitment Guide. The remaining occupations constitute a
small segment of our population and would be of minor impact in
this study. Obviously, a continued strong need for language
skills exists within the
category.
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24 May 1984
MEMORANDUM FOR: Chief, Personnel Branch, OSO
Chief, Ground Systems Group, OSO
SUBJECT: Your Memo, same subject, dtd 18 May 84
1. The skills which we expect to be in short supply in
both the immediate future and the out years include:
Electronic Engineers
Software Engineers
2. In addition to being in the short-supply category, we
expect a subset of the above skill mix to be in even shorter
supply; i.e., those individuals with the requisite skills who
are willing to perform unaccomDanied TDY's
25X1
25X1
4. With respect to attrition we expect a growth in the
current rate of on the order bf~per cent in the engineering 25X1
and scientific categories based on the growing differential
between public and private sector salaries in these fields, as
well as the proposed lessening of benefits, an uncertain
retirement program, and continuations of the congressionally,
mandated pay cap. The problem of TDY " burn out" will also
continue to plague us. In addition, we have had in the past
and contin tally unsuitable working 25X1
conditions While this condition can
be expected to improve with the projected new space in the
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SUBJECT : Manpower :feeds
out years, if the past is any indication of the future, we can
expect, through a combination of program expansion and the
requirement for additional equipment and processing space, to
end up not that much better than before.
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23 May 1984
MEMORANDUM FOR: Chief, Personnel Branch/OSO
Chief, Technical Collection Group/OSO
SUBJECT: Manpower Needs
REFERENCE: Your Memorandum dated 18 May 1984, same subject
We have polled our four Divisions regarding their projected
manpower needs, retention and availability of personnel. Their
comments are attached. If I can add anything further, please
Atts: a/s
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2 3 MAY 1984
MEMORANDUM FOR: Program Evaluation Officer, TCG, OSO
25X1
FROM:
Deputy Chief, Systems Procurement Division, TCG, OSO
SUBJECT: Manpower Needs of SPD
REFERENCE: Memorandum from C/Personnel Branch, OSO,
dated 4 May 1984
1. Using the OSO Wang run for the staffing complement as of
4 May 1984, SPD ha positions with people on board. These 25X1
on board skills an needs in 1990 are in icated below. The
attrition column assumes retirement by 1990 of all eligible to
retire:
TOTAL 84 84 ON RETIRE TOTAL 1990
POSITIONS BOARD BY 1990 NEEDS
25X1
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23 May 84
NOTE FOR:
VIA:
FROM:
SUBJECT:
Chief, Technical Collection Group, OSO
Program Evaluation Officer, TCG
Chief, Processing Support Division,-TCG/OSO
Manpower Needs
Per the request from Chief/Personnel Branch/OSO, our views on
the items in paragraph 2 of the EXDIR memorandum are as follows:
a. Hard to Find: Qualified digital engineers and systems
programmers. By qualified, we mean that in addition to the
appropriate degree (BS or MS in EE or Computer Science) the
individual have 3-5 years' experience with systems or hard-
ware development.
b. Attrition: One resignation has occurred, a senior tele-
communications engineer who had qualified and been promoted
to GS-15 in the DDS&T Senior Scientist and Engineering pro-
gram. The individual left for an immediate salary increase
and the potential for more income via stock options, etc.,
and a desire to relocate out of the D.C. area.
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21 May 1984
SQBJE P: Manpower Needs
FROM: DC/APD/TCG
Since our Division is relatively small, the skill and experience
level of the engineers will be at the journeyman level.
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OG-028-84
24 May 1984
MEMORANDUM FOR: Chief, Personnel Branch, SS/OSO
Chief, Operations Group, OSO
SUBJECT: Manpower Needs
REFERENCE: Memo for -OG fm C/PB/SS/OSO, dtd 18 May 1984,
Same Subject
1. The Operations Group principle manpower shortcoming is
in hiring and retaining skilled technical personnel (primarily
electrical engineers).
2. The lengthy hiring-in process discourages new hires.
The graduating engineer, many with or about to start a family,
would starve before our personnel bureaucratic process_~s to
a conclusion. Consequently, we lose those new hires.
3. Engineers that do wait it out and work for us for a few
years find that industrial pay and benefits outstrips government
pay and benefits. Consequently, we have difficulty retaining
engineers with racting and operational experience--a criti-
cal shortage.
4. Our most attractive features are the work which is on
the leading edge of technology, travel, and patriotism. These
features alone have not supplied us with a sufficient number of
capable engineers. Moreover, as the U.S. economy improves, our
competitive position with industry will diminish, heightening
retention concerns. Given precedent and current circumstances,
it is doubtful that improvement will occur unless:
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SUBJECT: Manpower Needs
a. The lengthy hire-in process is shortened;
b. The dual technical/managerial track in S&T is used
more frequently, and
c. Erosion of government
benefits is stemmed.
OSO/Ot
Distribution:
Orig. - Addressee
.1 - OG Chrono
1 - OG Pers File
(23MAY84)
OG-028-84
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NPIC/USG/OSS-012/84
25 May 1983
MEMORANDUM FOR: Deputy Chief, Personnel Division, SG/NPIC.
Executive officer, operations Support Group, NPIC
SUBJECT : Projections of Manpower Needs, Retention, and Availability
REFERENCE : Memorandum for Members, Steering Group on Personnel, Subject
as above, dated 14 May 1984
The following information is provided for-inclusion in the NPIC response
to the referenced memo.
SECRET
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SUBJECT: Projections of Manpower Needs, Retention, and Availability
2. We anticipate a need for the same basic skills mix in the out years,
with added emphasis on word processing and computer processing capabilities
3. Following are some comments made by managers concerning attrition:
a. Between 1990 and 1994 there is a possibility of several
retirement
b.. Computer programmers and systems analysts are highly attracted to
private industry because of pay structure and benefits. Some feel there
is less challenge and rewards within the Agency that would compare to what
contractors offer.
c. Young electronic engineers, specialists, and technicians leave to
accept better positions (salary and fringe benefits) within industry.
25X1
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r
SUBJECT: Projections of Manpower Needs, Retention, and Availability
d. Personnel gain experience in advanced state-of-the-art
25X1
and 25X1
o
then transfer to higher paying positions within Agency or resign
work in private industry. The effects are both good and bad: good
because of personal career enhancement and the Agency benefits from this
expertise; and bad because of degradation in the continuity of long-term
projects. Expected effect of attrition on efficiency and productivity in
the future will be minimal if the current recruitment effort is continued
and the Agency processing procedures and timeliness continue to improve.
e. Attrition at times has been a serious factor in the secretarial,
clerical, and document control categories where the turnover in personnel
can be attributed to more attractive career opportunities involving
advancement, job satisfaction, location, and better working conditions.
Some of this attrition is absorbed through improvements in automated
processing systems.
25X1
Distribution:
Original - Addressee
2 - NPIC/OSG/OSS
SECRET
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_ .._.,... ..... 1 v,' V V L-JFV I LISt: ON 0'
NPIC/IEG:061-84
i % 4 'JlIW 19 3
M1 M)RANDUM FIR: Margaret Scott, SG/PD
Chief, Imagery Exploitation Group
SUBJECT ; Projections of Manpower Needs, Retention and Availability
REFFFiF'NC.E : Memorandum from Executive Director, Dated 14 May 1984,
Same Subject'
The following information is provided as requested in the reference
regarding IEG's projection of manpower needs, retention and availability;
2 -- IFS and PEG do not have any shortfalls in meeting the manpower require- _
ments for the skill categories listed above. This is due primarily to the
recruitment and training r ram developed by IEG. This is especially
true for the skill series: emphasis placed on the 25X1
selection of quality applicants who have well-developed potential to
succeed. They are then provided with training programs designed and
provided by IBG personnel to help them to become proficient in their skill
as quickly as possible. We will continue to use this method through the
next ten years to meet our professional manpower requirements. We believe
our program will successfully meet our needs during this period of rapidly
rising technical commitments.
3 - IEG has long been -a re
ADNfjll4lS'i*FiAT'~'%/L--IN'I'i.".I-it%ll1t. USE (.)1%11.Y
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25X1
25X1
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"%wIvIIIVl6 3 ii/ATWE-JNIT1-11 AL USE ONLY
SUBJECT: Projections of Manpower Needs, Retention and Availability
program will encourage personnel to extend the average analyst availa-
bility time from 5-7 years to something in the 10-15 year range before
they move into management positions or change careers.
Distribution;
Original - Addressee
1 - NPIC/IEG
1 - NPIC/IEG/ORD
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srcr
LT
24 May 1984
Personnel Division, Support Group, IMPIC
Deputy Director, Development Programs Group, NPIC
SUBJECT : Projection of Manpower Needs, Retention and Availability
The following information on DPG skills and future projections is prcvided
per your request.
Current Skill Mix
Future Emphasis and Unique Applications
Advances in technology %;il brine about chances in rpemire-mr-rits for
scientific personnel for DPG.
25X1
25X1
Project Attrition/Availability Factors
Attrition in these categories is expected to be about the same we
experience today the highest rate in the Project Management Engineer
category (estimatr percent per year). Tiie big problem will be getting 25X1
qualified people in -e first place. Those we lose by attrition generally go
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 Approved For Release 2009/01/23: CIA-RDP85B00457R000500010011-5
SUBJECT : Projection of Vanpower Needs, Retention and Availability
to private industry for higher pay and benefits packages. The industry
demands far people in these skill categories is going up dramatically, and
thus our ability to compete for entry-level personnel is diminished. If this
trend continues, and we expect it will,-it will have an adverse impact on our
mission unless the salary level we can offer-is competitive and the government
benefits situation stabilizes and is not perceived to be eroding as a result
of constant Administration or Congressional proposals and actio s.
25X1
Distribution:
Original - Addressee
1 - NPIC/DPG/DD
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' ..~.. 'a its 1111!1 54-1429/1
FROM: James H. McDonald
Associate Deputy Director for Administration
SUBJECT: Agency Demographic Study
REFERENCE: Memorandum for Members, Steering Group on Personnel from
Executive Director, dtd 14 May 84, Subject: Projections
of Manpower Needs, Retention, and Availability (ER 84-2196)
1. I have met with the Director of Personnel, Deputy Director of
Training and Education and representatives of the Center for the Study of
Intel i o .n - . (CST) and reviewed the demographic work accomplished by
in September 1983. The work she did gives us a few clues 25X1
as w?; o anw a makes up the Agency personnel complement, past and present.
However, much more must be done in the way of research and data gathering
to provide a more comprehensive data base.
2. I have attached a copy o survey with covering
descriptions of how she went about the stu y, problems encountered, some
analysis, and a proposal for continuing the research. Also attached are
sample questionnaires proposed by and Jim Hirsch, the ADDS'T 25X1
As can be quickly seen from a review of the -data collected by 2bA1
verv few answex-~ are readily available to the questions posed by Jim irsc
and herself. Further, no information external to the Agency was 25X1
3. The DDA proposes to assign an Agency officer and/or an independent
contractor to CSI in the Office of Training and Education with instructions to
first:
a. In conjunction with the Director of. Personnel, compile and
condense into a usable report whatever demographic information pertinent
to our needs may be obtained from studies already conducted outside the
Agency in government and private industry. This should reveal something
about the pool of talent that will be available in the out years.
b. Survey the studies already conducted within the Agency to
determine whether they, too, can yield demographic information pertinent
to our requirements. This should reveal something about what we now
know, and what we need to know regarding the skills the Agency must
acquire in the out years.
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4. Once Ave have a handle on facts Ave can get off the shelf and have
identified the wheels that do not need reinventing, Ave can proceed with
further work on an Agency demographic study. The key to getting something
of value from this endeavor is to pick the most crucial questions to ask and
to go after answers to those questions, rather than attempt to pursue every
possible line of inquiry and wind up with reams of data that are of general
interest but of little specific utility. A primary product should be a
simple document with basic demographic data that will become a standard
reference for planning in such areas as recruitment and training. To this
end, CSI should be tasked to generate a list of the most crucial questions/data
for approval of the Steering Group. It is also my understanding that MESA/DI
has two demographers assigned to it. It would be beneficial if one or more of
these individuals could be made available to CSI on a consultant basis to
assist in organizing the survey form and structure.
Attachments:
A. Survey
B. Snlple Questionnaire
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