OFFICE OF PERSONNEL - 1982

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00024R000100010013-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 16, 2016
• Document Release Date: July 19, 2005
• Sequence Number: 13
• Publication Date: January 21, 1982
• Content Type: MF

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Approved Release 2005/08/03: CIA-RDP86-OO~R000100010013-5~
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i~iI~IORPuvDUb~i FOR: Director of Central Intelligence
THROUGH: Deputy Director of Central Intelligence
Executive Director of Central Intelligence
FROM: James N. Glerum
Director of Personnel
SUB,.TECT: ~ Office of Personnel - 1982
In response to your. request, the principal objectives for the Office
of Personnel in 1982 are:
I. Recruitment
With the additional resources made available for recruitment and
processing, we believe we can meet the Agency's needs for new
employees to offset attrition and reach new ceiling levels.
However, our general confidence is not without. some specific
concerns.
A. Clerical
Clerical requirements are particularly heavy. (Current need
is 0 More thanapplicants are in process, but that
number must be increase substantially to offset the nozmal
loss through security, medical and self-cancellations. We
are expanding our clerical recruitment efforts outside of
the ta~ashington area and plan broader advertising.
B. Career Trainees
For reasons difficult to deternine, we are not producing
qualified candidates in the numbers past experience would
lead us to e,cpect from given levels of effort. Increased
recruitment activity has produced an average of 100 candidates
per month, but the 900 loss rate in screening, selection
and processing for this highly select group will preclude
our meeting 1982 goals without extra effort. During the
next six months we will conduct a concentrated nation-wide
program supported by a $75,000 - $100,000 advertising
campaign. The DDO will au~ ent this with a parallel
program utilizing part-time annuitants.
Approved For Release $A~5/98/'p3:: CIA-RDP86-00024R0001000h 0013-5
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Approved Release 2005/08/03: CIA-RDP86-OO~R000100010013-5
C, A~,plicant Processing
To maintain our security, medical and quality standards,
the Agency's processing system is unavoidably time-consuming.
Because of testing, evaluations, selection and investigating
requirements, four to ten months may elapse between initial
contact with an applicant and entry on duty. To avoid losing
good candidates and to ensure that needed replacement or
additional talents are added to the Agency's workforce as
quickly as possible, we are constantly looking for ways
to make i~rtprovements in the processing system. These
improvements may stem from changes in the system or from
application of additional resources where and when needed.
j~torking closely with the Offices of Medical Services and
Security we are making additional system modifications
designed to accelerate the selection and decision mechanisms
and~~reduce applicant processing time -- particularly for
Career Trainees. However, it is clear that both the Offices
of Security and Medical Services require additional resources
to avoid processing delays. The Office of Security needs
additional polygraph operators and the Office of b4edical
Services needs funds to develop and implement a system for
computerized read-out of psychological test results.
Acquisition of these additional capabilities could reduce
processing time by one to two months.
There also is a need to develop a better relationship among
recruitment requirements, authorized ceiling, and long-range
occupational staffing. Staffing authorizations often are
victims of organizational inertia and lag far behind the
dynamic process of shifting intelligence emphases. As a
result, the use of the current staffing structure as a
basis for levying recruitment requirements can be invalid
since it often is reflective of past rather than future
needs, j'1e are working this problem tiaith the Directorates
and the Comptroller.
II. Agency Pay Study .
Phase I, the Overseas Comparability Study, has been completed by our
consultants a*~d should be ready for DCI transmittal to the Congress before .
1 February. Phase II, the broader study of the Agency's entire pay structure
and system, will then begin. This study and the management decisions that
will flow from it have exciting and dramatic implications for the manner
in which the Agency grades and pays its employees. Our primary objective
is to develop a new compensation system which will be more appropriate to
the unique nature and needs of an intelligence service and which will
facilitate use of the DCI's special authorities to solve special problems.
At the same dine we hope to deal with a number of specific requirements
such as attraction and retention of highly technical skills and a more
effective mea.^s of recognizing and rewarding clerical performance.
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N. Enhanced Employee Benefits and Allowances
The Intelligence Authorization Act of 1982 contains provisions which
significantly expand DCI authorities in the area of employee benefits and
allowances. This becomes important at a time when it may become increasingly
difficult to attract and retain highly qualified personnel for overseas
service. Acts of terrorism, the taking of hostages, normal disruptions
of overseas moves, the high cost of living in many foreign areas, and health
hazards all combine to dissuade current employees and applicants from '
seeking foreign assignment. It will be our objective in 1982 to~improve
the benefits and allowances offered to Agency employees in order to assist
our recruitment effort, improve employee morale and to contribute to a
reduction in turnover.
/s/ Jamey Ad. ~ler~~
Distribution:
~'ig - Addressee
1 - DDCI
1 - ExDir
1-ER
I - DD/SP
1 - DD/R~,P
I - DD/PA~,E
I - C/SAS
1 - D/Pers Chrono
1 - JNG Chrono
1 - DCI Subject
D/Pers/JNGlerum:rj (22 Jan 82)
Approved For Release 2005/08/03: CIA-RDP86-000248000100010013-5