PROJECTED NEEDS OF AGENCY MANPOWER GOALS - 1990S AND BEYOND

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00024R000300120001-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 10
• Document Creation Date: December 16, 2016
• Document Release Date: June 27, 2005
• Sequence Number: 1
• Publication Date: April 25, 1984
• Content Type: MF

Approved F Release 2005/07/12: CIA-RDP86-00 93 00
25 April 1984
MMRANDUM FOR: Deputy Director for Policy, Analysis,
and Evaluations
STAT FROM: ie ces and
Planning Staff
SUBJFX : Projected Needs of Agency Manpower
Goals--1990s and Beyond
REFERENCE: Memo fr C/CMS/DDA to D/Pers, dtd 20 Apr 84,
Same Subject
1. It is perhaps an oversimplification to indicate that most skilled
employees who voluntarily leave the Agency prior to retirement are
dissatisfied with either their pay and benefits, or their sense of job
satisfaction. Therefore, it is logical that the Agency undertake programs to
improve the intangible elements of job satisfaction as well as pay and
benefits. Such things as recognition and self-image, a sense of
accomplishment, the number of constraints on creativity or resources, peer
respect, and the satisfaction of understudying respected professionals are all
related to job satisfaction.
2. If the Agency is to remain competitive in the 1990s, there will
obviously have to be an assertive recruitment program which seeks out the
talented candidates needed to fill our positions. This program will have to
be multifaceted, with graduated work tours and benefits that are tailored to
Agency manpower skill requirements. The Agency will also have to keep
compensation competitive, including the upper grades, and continually review
and adjust the employee benefits package--and inform employees fully of their
available benefits. There are additional actions which the Agency could take
which could prove to be very effective in attracting and retaining skilled
employees. Some of these additional actions include:
a. Develop personnel management systems which reflect the current
trend toward a greater degree of mobility in and out of the Agency and
recognize the need for both career and short-term employees to meet personnel
staffing levels.
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SUBJECT: Projected Needs of Agency Manpower
Goals--1990s and Beyond
b. Improve the performance rewards system.
c. Develop a special corps of cross-trained managers who can manage
Agency specialists in production, collection, and administration, or
functional specialists (such as personnel managers cross-trained in personnel
administration, data base management, planning, and quantitative analysis).
d. Continue actions to recapture and preserve the Agency's very
special environment that stresses teamwork, accomplishment, worth, and
organizational vitality. It demands much and receives much from employees in
return for an employer that is aware of the unique problems faced by its
employees, makes an extra effort on their behalf, and enhances job
satisfaction.
e. Develop and apply productivity measures where relevant.
f. Create incentives for managers to focus on and improve
productivity. The system now is often perceived to work against the manager
who does more with less. If the unit is smaller, it may work against the
grade allocated for the manager's position. Conversely, the manager who is
expanding the unit may receive a higher grade allocation.
3. In addition to specific programs directed toward hiring and retaining
properly skilled employees, it is critical that the Agency be able to project
shortages and overages by skill, which can be used to devise retraining and
recruiting strategies. One such projection technique that has been used
successfully by IBM involves the use of "transition matrices" to forecast
'skill imbalances to help management formulate retaining and recruitment
strategies. The matrices access an organization's employee data files that
contain current and historical information concerning employee positions and
skills. From this data, "transition matrices" are constructed. These
historical transition rates are modified to emphasize growing trends and
future requirements, and used to iteratively project skill distributions one
year at a time. Projected skills that are over or under the targeted levels
are then balanced by appropriate retraining or recruiting strategies. This
technique, called a MARKCIV Process Model, is now used by the office of
Personnel for analyzing age and grade changes and could be adapted to skill
projections within a realistic time frame. Since a skill imbalance is
projected only if the demand for a skill is not within the upper and lower
bounds of the supply for that skill, some future imbalances may not be
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 Approved For ase 2005/07/12 : CIA-RDP86-00024R00 300120001-4
SUBJECT: Projected Needs of Agency Manpower
Goals--1990s and Beyond
predicted. This method is, therefore, conservative in determining skill
imbalances, with only the larger imbalances detected; short-term or small
imbalances may not be projected with this method. Fbr these reasons, this
analysis should be used in conjunction with conventional personnel management
techniques to achieve an effective human resource planning strategy.
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00300120001-4.
STAT
ROUTING AND RECORD SHEET
TO: (Officer'.
building)
C/P&PS-.
4.
vrrrt..rK s
INITIALS
-ATE
24 April 1984
-COMMENTS lNumber. each
to whom. Draw a line across column offer each comment.)
Please provide your response--to
me.by 1630:hours,.,25 April,.
FORM - 610 USEDPREVIO~5 GPO : 1983 0 - 411-632
C/SIS
C/HRPS
C/P14 D
C/ID
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STA
STA
ROUTING AND RECORD' SHEET
L_s L_ r ce of Personnel
Tv-. ,vrr-ce~ag
building)
DD/?A&E.
number, and
OFFICER'S -COMMENTS (Nurnher Poch commen:to show from. whom
INITIALS o
whom.. Dro'.+ a line across col-mm?aft-_r.each. comment.)
DDA/CNO requests.. for,%he
DDA.- recommendations for
y improving the . Agency'. s cornpeti tive;
position in iccruitina,training
.,.and=retaining employees in the
1990'x_
(''= Please provide: comments and
recommendations :n6. latethan
' 1200 on 2 peril Call if: I
can- help. r,`
 FSUBJECT: (Optioro;)
STAT [-F-R-6,~
.3
STAT
Projectea Neeas of Agency Manpower Goals--1S O and Beyond
.7C18-HQS
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R[CZNED? I FORWARDED
USG PP,`-VbJUS
G?O 1983-0 411-332.
0 Apr? l 1984
OffICER'S CO+~. NTS lNumbt eocit comment to show from Nnom
INIT1AL5 o line ocross column otter oath Comm-int.).
 STAT
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20 Apr ! 1931
MEMORANDUM FOR: Director of Communications
Director of Data Processing
Director of Finance
Director of Information Services
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training and Education
C/Career Management Staf=/DDA
STAT
SUBJECT: Projected Needs of Agency Manpower Goals--
1990s and Beyond
1. An Agency Steering Group chaired by the Executive
Director is looking at ways CIA can continue to attract, train,
motivate, and retain sufficient numbers of nigh-quality.
employees to fill our projected needs in t,e 1990s and beyond.
2. The Associate Deputy Director for Administration
has requested that each Directorate Subgroup =review the -
attached and submit recommendations regarding actions and
programs we could undertake to improve our co :petitive
position in our manpower goals for the future. Your comments
and recommendations should be forwarded to us by COB
27 April 1984. If r scions, please contact
the undersigned on
Attachment:
As Stated
STAT
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Cords 2nd Actions The lest and I oft crucial area c%^_: c_ ns the people wYe will need in the fu-
ture. (u)
The Mxiipo; er Coal To ensure that CIA can C time to - _ raet, train, moiivate, and ietain
SoMIC ent numbers of high-quaht`! ?m doy es to fill our pro. eeta-J ne-edi in
the 1990s and beyond. (C)
Background and the i rob_?m
We have, held a competit e position in. the US job market for most of our
history, largely because of the inherent attraction and mystique of a career
in intelligence with the nation's most ei_te practitioner. As a result, we have
maintained an unusually cuali`ied work force, and our selection process is
designed to keep it that ;;ay_ (u)
There is, however, a gro~.-~ la perception in the
public and private sectors
that the supply of high-caliber talent in this country, particularly in
language and area studies and in sona_- technical fields, is not keeping pace
with the demand. In addition to r _e inadequacies in our educational system
outlined by a federal carn-nission in 1.933, census projections indicate that.
the population in the prime ages (20 to 24 and 25 to 29) will de-
cline for the rest of this century- The number of attractive errmloyers
outside of Government continues to swell through out our increasingly _
service-oriented economy. At the same tulle, the benefits of government
employment are decreasing even as business and industry are increasing
inducements and perks to attract the brightest young people. The bidding
is already intense and is likely to become even r: tore so. (u)
There is little reason, then, to feel complacent about our ability to attract
and hold sufficient numbers of ~i to d veo;.It'v l" over the long
er terra. NIOrL:Olt,i,
a larger work force of pedestrian talent simply will not do thejob that must
be done in the 1990s. (it is dcub'=ui in any event t hat we :vile grow much
beyond our requested pe_sonnel strength for F`( 1985.) We face growing
demands for rapid, current, in-depth responses to an ever expanding set of
questions in an increasingly hostile acid technologically advanced operating
environment. The quality of our :Tior : force will be central to our ability to
maintain the standard of excellence that policyrnakers have come to expect
from us over the years. (c)
The actions we have taken over the past two years on,such key issues as
new recruitment and techinia yes and improved compensation and
benefit programs reflect needed p.=efnent on manpower-issues. The
prospect of Congressional action -in .1935 tc reduce der l civilian
retire~r ent benefits-ar_ e lem: nt In the attractiveness of a career In
government--increases t o urgency. of preparing now to ensure that our
future position will be competitive_ (c)
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?
0
Actions Needed it the Short Term
We must assess the difficulties we may face in maintaining the appropriate
level and mix of skulls and experience we will ret Lire over the long terns,
and we must devise ways to over coma; or met around the problems we
foresee. First, however, we need a lure- clearly de ined framework within
which to address the prospects for employee rem uitment, motivation,
-training, and retention and the implications of those prospects for incentive
programs now under consideration. We must project bow the A lgency's mix
of requisite skills may change over the next 10 to 15 years as the
Directorates cope in earnest with the computer environ:rment and the
technological and substantive challenges that are forecast for the 19900.
We also must develop a more accurate apprecia tion of the size and
character of the pool of relevant tale n_ we will have to draw on during that
period. Finally, we must assess the limits--iega'_ and reasonable-of our
t:< iate 7 Ti - ability to compere for quality
applicant's and to retain and motivate our most productive employees over
the long haul. Within this framework, which should be in place by the end
of 1934, we will be able to implement an innovative, Agency-wide strategy
to satisfy our personnel needs in the 1990s. (c)
To create and maintain momentum to deal ;with this crucial issue, the
Executive Director will chair a Steering Group on Personnel that will
consist of the Associate Deputy Directors and representatives fro in the
independent offices, as appropriate. The Steering Group will look to the
Director of Personnel to develop studies for its review by the end of 1984-
011:
? The mix of 'dills needed by the Directorates over the next, 10 to 15 years.
The size and character of the relevant pool of talent in the United States
available to us during the same period.
? Recommendations regarding actions and programs we could undertake
to improve our competitive position during that period, and a description
of the legal and practical limits we face in implementing such programs
and actions. (c)
It is too early to predict the specific strategy that will result from this pry
cess. In the course of preparing this Addendum, a number of suggestions to
improve our competitive position in the job market v: ere received froth the
Directorates. In the short term, for example, we could experiment with
pilot programs in such areas as scholarships for prorr..i ing students or
employees and tuition forgiveness arrangements.fer:ljotn in'return for:
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future service conunizm2ritss. We will. o- cc_.se, ~.ti?ant to ensure that our
people: receive pay and benciits equal to or better than those of other
government agencies. We In wish `o ._. '_-:-- more use of experts employed
elsewhere to help uS SC1Vc particular ~,_cbems-ether through contract or
loan arran,ement.s. We must use, our e v real and in-house training
pro 'rains not only to develop advanced ski+ s but also to expand the career
opportunities of the participants. And .. e need to learn to CIO a better
selling job on the advantages and sat sf?ctio11S of working for the Agency.
(C)
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