FMSAC Career Enhancement Program

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00452R000100020008-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: November 11, 2016
• Document Release Date: August 13, 1998
• Sequence Number: 8
• Publication Date: September 11, 1969
• Content Type: MF

Approved Fdr lRelease x,999/09/27 CIA-RDP91-00452R000100020008-9
4..R M 4 .t .icy Iwo M + M f.,. .
11 September 1969
MEMORANDUM FOR: Chief, Systems Divison
Chief, Signal Analysis Divison
Chief, Trajectory Analysis Divison
Acting Chief, Activities Interpretation
Division
SUBJECT : FMSAC Career Enhancement-Program
1. This memorandum constitutes a preliminary report
on progress toward the development of a FMSAC Career En-
hancement program. It reflects some basic impressions
obtained as a result of the three group discussions and
numerous individual interviews with FMSAC personnel. The
concept of a career enhancement program will probably jell
as a more formal approach to training of FMSAC personnel
in terms of both short and long term goals. Even the idea
of transfers between divisions seems- to be shaping up more
as a training device than anything else. Your comments
and suggestions would be appreciated.
2. The consensus gathered from the interviews is that
a formal program is of considerable value. There appears
to be universal understanding that any program is incapable
of giving everyone exactly what he or she would desire and
is probably incapable of providing everything that FMSAC
needs no matter how good our intentions a?e. There was
a significant concern -- almost to the extent of being a
plea -- that FMSAC not let such a program lapse. It is
felt that this is a good beginning on the part. of FMSAC
to the legitimate. interests of FMSAC personnel in career
development. There was strong sentiment expressed in the
neod for job satisfaction and challenge, and most analysts
interviewed felt that plenty of,-challenge and room for
growth existed within FMSAC. However, I was reminded of
the obvious by many that such challenge may not continue to
exist forever within one particular component or job within
FM SAC .
Approved. For Relea 7~ RDP91-00452R000100020008-9
 Approved F INRelease 1999/09/27: CIA-RDP91-0 4 2R000100020008'-9
3. There was some reluctance on the part of some
of the better analysts to believe that their supervisors
would really cooperate, in that it seemed to them that
the supervisors would tend to consider that there is
more sacrifice to his component at least in the short
term, than he would be willing to tolerate. I attempted
to discourage that feeling as I believe the Division
Chiefs unanimously support the career enhancement program
concepts and recognize that short term sacrifices have to
be made. At least one-half of the personnel: interviewed
indicated no desire toward development as an all around
superanalyst. That is, the majority of those interviewed,
expressed strong interest in becoming somewhat competent
in complementary areas, but wanted to become recognized
as experts in a particular area.
4. The biggest single problem that we as managers
seem to have in FMSAC was characterized as apathy toward
training plans, job orientation, and associated matters.
There was strong feeling expressed that our training plans
had been hit or miss, that there had been insufficient job
orientation early in an analyst's career, and that there
was little effort made on the part of the managers to en-
sure that opportunities for training, transfers within
the Organization, etc., were made known. This general
category of subjects gave rise to the very strong expression
of concern that we not let this career enhancement program
.lapse. Those interviewed universally recognized that FMSAC
is not in business to train people, but also felt that FMSAC
must fill the requirement for ensuring itself that its an-
alyt-ic strength is unsurpassed.
5. There had been discussions within the Career Service
Panel on the problem of employee evaluation in cases where
transfers had been made. Based on the group discussions and
interviews, it'seems that evaluation is best held to be the
responsibility of the current supervisor whether the employee
is in a training situation or not. Certainly previous
supervisor's opinions should be considered, but current
supervisors must accept the responsibility for employee eval-
uation.
Approved, For Releas
; , . P91-00452R000100020008-9
MAW=
 Approved F elease 1999/09/27: CIA-RDP91-064 2R000100020008
-3-
6. There was close to universal opinion that most '
FMSAC analysts need either training in computer technology
to some extent, or need some on-the-job training in the ap-
plication of computer technology.
7. The-idea of placing selected FMSAC employees in 'a
training or learning situation within various U.S. missile
and space companies or facilities, was mentioned by several
employees. The idea was much the same as that expressed by
the Director of FMSAC relative to Poseidon and Minute Man
Programs. Obviously the idea had been picked up by many
.in'the group after the initial exposure of the concept by
at one of the group discussions.
8. On-the-job training within FMSAC seems to require a
bit more formalizing. While there are some senior analysts
within FMSAC who are looked upon as good teachers, it was
felt-that the exposure most often was not organized, well-
directed toward specific goals, consistent, nor of sufficient
duration. There was considerable discussion of what we know
in FMSAC versus how we try to, transfer a bit of that knowledge
to the newer and younger analysts. There was considerable
concern expressed that we were not being really as effective
in this area as we are capable of being.
25X1 A9a
Deputy Director
:Foreign Missile & Space Analysis Center
Approved For.Rele
3g "M YA) J2
DP91-00452R000100020008-9