PROFILE OF THE MI CAREER SUB-GROUP

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00024R000200230001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 16, 2016
• Document Release Date: July 25, 2005
• Sequence Number: 1
• Publication Date: December 21, 1984
• Content Type: MF

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21 December 1984
MEMORANDUM FOR: Deputy Director of Information Services
Human Resources Planning Staff
SUBJECT: Profile of the MI Career Sub-Group
1. This paper provides a profile of the MI career sub-group and examines
the career paths of MI employees. The review finds the MI sub-group to be
astonishingly similar to the Agency in many respects but quite different from
the Agency in other respects. There also appears to be considerable
opportunity for lowwer-grade employees to advance within the office,
Methodology:
2. Several descriptive aspects of the MI career sub-group are necessary
to develop a profile. Among those examined in this study are age and grade
distribution, ratio of male to female employees, subcategory mix, grade by
sex, occupational groups by sex, and various retirement projections data.
Many of these factors are also given for the overall Agency for direct
comparison.. Additional frequency tables are also provided which examine
separation reasons and reassignments. All data used in the descriptive
statistics and attached charts is as of 30 August 1984 unless noted elsewhere.
3. It is assumed that the most likely career paths that MI employees may
follow are generally those experienced in the recent past. In our look at
career paths we compared the occupational codes of those onboard on
30 September 1983 with those whose codes were different as of 30 August 1984.
Although this "snapshot" approach is somewhat simplistic, it does,
nonetheless, allow us to gain some insight into the general trends in internal
assignments. From this we developed a flow chart which depicts the career
paths these MI employees have followed.
Sex and Retirement Eligibles:
4. In many respects the MI career sub-group is very similar to the Agency
as a whole. For example, there is almost an identical ratio of male-to-female
employees (59 percent vs. 41 percent) as the the Agency. This is also the
case with regard to the percentage of employees currently eligible for
retirement which stands at approximately 7 percent.
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SUBJECT: Profile of the MI Career Sub-Group
and apparently advance based on on-the-job experi.encE and performance. The
dominant pattern observed is one where an Into Control Clerk moves to a
position as an Info Control Assistant as a technical employee and then a
Records Admin Officer. Based on the experience of the period examined it may
be assumed that the MI career sub-group overall needs may be adequately filled
by relatively unskilled lower-grade employees who car, acquire those specific
skills necessary to perform the functions of higher-level positions. Those
positions such as I0-Classification, Intel Analyst, or Management Analysts may
require either direct hire from the outside or transfers into the office from
other components.
MM Promotion Model:
10. A promotion model recently developed has been adapted for the MI
career sub-group and may be used to show the effects that various alternative
promotion policies may have. A policy which promoter: 50 percent of MI
employees who meet the average time-in-grade of those MI employees actually
promoted in FY 1984 has been incorporated in the model as an example. The
model then tracks at six-month intervals the available headroom, the number of
employees eligible for promotion, and the number actually promoted for a
period of five years.
11. Several assumptions made in the model are based on the best available
data. For example, the separation rate and hiring rate for each grade are
based on actual FY 1984 experience for MI. Each of these factors as well as
any anticipated ceiling increases may be changed in the model to meet your
requirements. The attached sample charts illustrate the effects of continuing
a promotion policy as that outlined above. Using this strategy, we find at
Time 0 (beginning of FY 1985) that available headroom far exceeds the number
of employees eligible up to about GS-13. At GS-13 and above headroom begins
to tighten. After following this policy for five years, we find a slightly
less available headroom at nearly all grades; but headroom still exceeds the
number who meet the specific time-in-grade criteria chosen again up to about
GS-]L3. The promotion model provides a "what-if" capability that allows us to
examine the long-term effects that any given policy will likely have.
Conclusion:
12. The purpose of this review was to provide a good basis and starting
point for simulation modeling on behalf of the MI career sub-group. It serves
to pull together a variety of descriptive statistics which have been compared
to the Agency as a whole for perspective. Overall, the sub-group is madeup of
a higher proportion of younger, lower-grade, less-educated employees who have
opportunity to acquire the necessary skills and advance without any apparent
barriers of subcategory or formal college education. Our efforts to examine
career paths can obviously be expanded once the information and approach are
agreed upon.
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SUBJECT: Profile of the MI Career Sub-Group
Age & Grade Di.stri.buti.on:
5. There are also many areas where there exists large differences in the
makeup of the MI sub-group when compared with the Agency profile. The MI
sub-group has a considerably higher percentage of employees under the age of
30 than the Agency as a whole. Approx.ir tely one-tr,ird of all Ml employees
are in their twenties. As might be expected, the grade of an employee tends
to increase as age increases. Thus in line with a younger population the
grade distribution is considerably lower than the Agency average. For
example, in MI there are no employees under the age of 30 who are above a
GS-09. The MI sub-group percentage of employees up to GS-09 is considerably
higher than the Agency, and conversely at every grade above GS-09 the Mi
sub-group has a lower percentage.
Subcategory by Age Group:
6. The MI career sub-group has a very even spread among the three
subcategories with 34 percent clerical, 30 percent technical, and 36 percent
officer. While these subcategory labels may not necessarily be considered in
determining career progression, there is a direct correlation between
subcategory code and age. Nearly 70 percent of clerical employees are under
the age of 35. This compares with only 12 percent of officers under 35.
While technical employees are spread a little more evenly, 58 percent are
under 35 following a similar pattern as clericals.
Separations:
7. Retirement is the leading reason for separation and accounts for a
little over 57 percent of all MI separations. This compares with
approximately 37 percent for the Agency as a whole. Over the last several
years only a few individuals have left for financial, advancement, or career
change. Although not overly significant, there were two employees fired
during FY 1984, three were fired in FY 1983, but not during FY 1980-82.
Trend in Reassignments:
8. The MI career sub-group has experienced a net outflow of employees due
to reassignments with the Agency.
I These losses together with separations from the Agency put
additional emphasis on the need for additional hires from the outside.
Career Paths:
9. While some of the officer positions are usually filled with employees
who are already officers, there is a great deal of movement and flexibility
afforded aspiring clerical and technical employees. In general, the study
reveals the vast majority of these employees have only a high school education
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