INTRODUCTORY REMARKS HUMAN RESOURCE MODERNIZATION AND COMPENSATION TASK FORCE SEMINAR ON CHANGE, 0900 HRS, 10 JUNE 1987

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89B00224R000602150001-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 22, 2016
• Document Release Date: August 8, 2011
• Sequence Number: 1
• Publication Date: June 3, 1987
• Content Type: LETTER

Sanitized Copy Approved for Release 2011/08/08: CIA-RDP89B00224R000602150001-2
DDC1 Executive Staff
Central Intelligence Agency
Washington, D.C. 20505
3 June 1987
SUBJECT: Introductory Remarks
Human Resource Modernization and
Compensation Task Force Seminar
on Change, 0900 hrs, 10 June 1987
This is the same text you used at the
last session. As you will recall, you had
about 2' minutes to prepare last time and
ad-libbed from this text (very effectively,
according to your audience). Unfortunately,
there is no record of your actual remarks,
but I hope you will find this draft an
acceptable starting point again.
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ADCI Opening Remarks
at the
Human Resource Modernization
and Compensation Task Force Seminar
0900 hours, Wednesday, 29 April 1987
CIA Auditorium
This program today is about change. Human nature usually has
problems dealing with change. We get comfortable with the familiar
and anything else seems disruptive. This natural reaction is one of
the reasons we do not manage change well. Even when we know it is
needed--even when we know it is inevitable--we procrastinate until
it is upon us and it becomes even more difficult to deal with
because we wait so long. We do better than most bureaucracies. The
ability to change, to renew, to be dynamic is what has enabled us to
sustain the vitality we have had for forty years. We seem to do
better at responding to change in the external environment.than we
do at changing within. Organizational change is hard for any
institution and for us as individuals. As managers, we have an
added responsibility. In addition to any of our own qualms, we have
an obligation to plan for, manage, and ease the uneasiness of those
who count on us to be in charge.
The change we are talking about today is a bread and butter
issue--pay and benefits for our people. This Agency is unique; we
have known that since it's birth. We have a multi-talented work
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force, we are recognized for our work ethic and integrity, and we
are given some of the toughest jobs in town. But today we face
unprecedented challenges--in continuing to recruit the high quality
talent we need; in dealing with traditional collection requirements
while accepting new tasking in areas unheard of ten years ago; in
working under conditions overseas which bear little resemblance to
the good old days of the 1950's and 1960's; and in developing new
strategies for tough problems like international terrorism.
More than ever before, we have to preserve our uniqueness if we
are to meet these challenges. Part of preserving that uniqueness is
insuring that the package of pay and benefits we offer our employees
recognizes that they are different from the average public servant.
The General Schedule, government leave policy and other benefits
were developed long before there was a CIA. When the Central
Intelligence Agency was chartered in 1947, we adopted some of these
standard government systems, and we developed some of our own, like
CIARDS and Rank in Person. Times have changed. People have
changed. Our business has become more complex. It's time we looked
again at the fundamental issue we faced when our forbearers built
this organization from scratch: What is the best way to attract,
retain and reward our people?
We do not know the answer to that question yet, but we are
working on it and we are going to shape our future, not let it roll
over us.
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Today you will be hearing about what has been done so far and
about some of the strategies which have proven effective in helping
large organizations deal with change. I think it is fair to say
that we have decided some change is necessary. It would be
premature to say that the change is fully defined.
is going to bring you up to date on the work done so
far by the Human Resources Modernization and Compensation Task
Force. Last week this group spent four days taking stock of
their first six months and developing a preliminary design for our
consideration. A lot of good work has been done with considerable
input from the employees of this organization. The contribution of
employees, including all levels of management, is essential to
defining and implementing whatever changes we ultimately decide to
make. We want change that has the understanding and commitment of
the people it will affect.
Following Ed's remarks,) will talk about the
phenomenon of change and what steps we can take to ease the
transition from the old to the new. Your job today is to listen,
question, challenge and then go back and think about what you can
contribute both in terms of your own ideas and of how you can help
your employees accept and participate in our future.
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