IMPLEMENTATION OF DDCI MEMORANDUM ON UNIFORM PROMOTION SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92-00455R000300090030-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: February 8, 2002
• Sequence Number: 30
• Publication Date: April 25, 1978
• Content Type: MF

Approved For
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5 APR J /8
MEMORANDUM FOR: Deputy Director for Administration
Director, National Foreign Assessment Center
Deputy Director for Operations
Deputy Director for Science and Technology
Chairman, Executive Career Service Board
FROM : F. W. M. Janney
Director of Personnel
SUBJECT . Implementation of DDCI Memorandum on
Uniform Promotion System
REFERENCE : DDCI memo dtd 7 Apr 78, subj:
Uniform Promotion System
1. In response to referent memorandum, it will be necessary for
you to take the following actions:
a. Establish promotion plan targets.-This has__already been.
done_b =the- Directorate- ?of t erations.: OP has- circulated- promotion.
projections to the other Directorates for your use in establishing. the
targets. If you anticipate problems because we are already so far into
FY 1978, please inform me. You may need to establish an internal
mechanism to monitor and allocate promotions among your subgroups.
b. Apply the "three per cent rule" on the basis of:
(1)'ranking and (2) evaluative determination of the employee's value
and potential. Employees not evaluated within the lower two "descriptor"
groups should not be subject to identification as falling under the
"three per cent rule."
c. With respect to employees identified under the "three
per cent rule," establish an independent review panel to "review each
case on its individual merits and present its findings to the head of
the career service." In addition, notify me of the names of members
of the panel as soon as they have been designated.
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d. Develop and publish additional promotion. criteria by
15 May. The need here is to specify the key factors that affect
selection for promotion. Among these is comparative ranking. The
basis for ranking should be made specific. For example, if .
"effectiveness," "personality," and "potential" are key consider-
ations, how is each evaluated and what are the weights, if any,
assigned to factors and sub-factors? You should pay special attention
to any subgroups that use vague and/or unspecified bases for ranking
employees. In addition, you may wish to specify skill and knowledge
levels required. If you anticipate problems meeting the. deadlines,
notify me of your action plan and proposed schedule.
e. Change board and panel procedures, as needed, to
incorporate the new inviolability of the rankings and recommendations
for promotion. Where boards and panels have not previously had
responsibility for making promotion recommendations, they now have
that responsibility. You may wish to reconsider the composition of
the boards and panels accordingly, especially if comprised of relatively
junior employees.
f. Prepare a revised schedule for fitness reports, comparative
evaluation, and promotion lists. As this schedule is to be standard for
the Agency, the action belongs to the Office of Personnel in consultation
with you.
,and-employees early notification of changes in procedures and of promotion
targets. The Office of Personnel will prepare the necessary changes -
in the Regulations.
2. Under separate memorandum of 13 April, the DDCI instructed
you to initiate planning and to undertake actions leading to the
establishment by 15 May 1978 of a Senior Secretarial Panel at the
Career Service level. Our guidance for this is being prepared
separately.
comprehensive revision-. This does not obviate a need '1;0 provide ':
revised-:..you may wish . to- assemble_-the changes- and. then, put out, a.:
g. Revise the personnel handbook of your Career Service as
needed. _As some other personnel policies are also being reviewed-
F. W. M. Janney
Att
Reference
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DDA 78-1251/1
10 April 1978
MEMORANDUM FOR: Director of Personnel
FROM: John F. Blake
Deputy Director for Administration
Fred:
1. I am commencing to be somewhat concerned, as I am sure you
are also, with the various tasks that are emanating from our
Personnel review with the DDCI. In order to track all of these
matters, I suggest you give consideration to pulling together a
one-time report establishing target dates for the accomplishment
of these tasks.
2. Using notes, the following individual
tasks are identified:
A.2.
A. 3.
A.4,
B.
C. You owe Carlucci analytical comments on the various
PDP's he will discuss with the Deputy Directors.
D. I-fere I believe you should have a conversation with
Sayre Stevens and fill him in on the facts.
E. The preliminary report on fitness reports is due on
12 April.
3. In addition to the above tasks you have to develop and send
forward for approval proposed statements of responsibility for your
new "Monitoring Unit." Also, the promotion regulation will have to be
redone considerably. II has to be amended to get into it the
three-year probationary period.
4. If we don't develop a schedule with proposed dates to accomplish
all of these tasks, I fear we will be nickeled and.dimed to death. Please
let me have your projected schedule as
CJohn F. Blake
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Personnel Issues:
A. Agency promotion system: An Agency no ce, to be signed by the
DDCI, will be issued to all employees. The following points will
be included:
P
1. All Directorates will use the Panel system for all
promotions. The Panel decisions will be final and
any disagreement by a Deputy Director will be resolved
by the Director.
Minimum promotion target numbers by grade will be
.J 3 .
;/4.
published for each Directorate.
A standard Agency pr9~MnOV orl schedule fAr each grade
will b~ pub)ished. Tcscam/ ]', d .d Onr~,fLst~f
ued ~m
The 3% selection-out exercise will be
ur
p
s
aggressively. To that end, a Directorate Panel
will review each case and make absolute deter-
mination ~/
for each individual. ca srro7 ,aer T, ~,
'in addi ti on, ge era~1
c y promotion guidelines
to
within Components which could be filled by a candidate from another
Directorate. These jobs would be career-enhancing for the individual
chosen as well as necessary positions within the Directorate. Then,
each Directorate will propose candidates for career-enhancing assign-
ments. The Office of Personnel will match individual credentials
with job descriptions and select the nominees. A first year goal of
~f1) n w 44-;...... ...21 1 L.
system.
B. Cross-Directorate rotations:
I will require each Directorate to identify specific jobs
early next week. The system should eliminatereal or
perceived inequities in promotion decisions and move
the Agency towards a more uniform personnel management
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C. Personnel Development Plan:
I have reviewed the FY 78 PDP. I have asked the DDA to
prepare a notice which says that I approve the Plan and expect
it to be used throughout the Directorates. No names of individuals
on the PDP list will be published. I have thought a great deal
about that and decided that it promotes morale problems among
employees and reduces flexibility for the manaaprc M,4n%, ,;f +k-
I I II? na t.e cn 15 posse D1 i 1 ty 1 will go over a Di rectorate
POP with the Deputy and point out problem areas. In addition, one
person from Office of Personnel will monitor' the use of the Plan
in the Training Selection Boards, career development assignments
and supergra"de promotion recommendations. Thus, it will become'
an integral part of employee development.
Specialist and Super Analysts slots:
I have looked at an NFAC breakout of non-su
It appears at first glance that approximatel
y
fall into this category. Their distribution is
To get a better understanding of the scope of th
have asked Office of Personnel to analyze the G
positions in NFAC and DDS&T (adding SPS slots)
e
.
Then, Fred Janney will talk with those two"-14G groups and o ov r
specific recommendations.
- ~G~ze G zS -is S ~9~
speciAgency Performance Evaluation Form?
the positions. They can then determine the problem area and me
1'0 Ad
..The recent Agency task force nn fit
ne
.
t
.en a we use that
report as the starting point for determining the utility of the < L, "T
ss reports has produced
a report due to us by 12 April I recomm d -1-6
~
F. Retired Annuitants:
I have reviewed the Agency regulations on the hiring of retired
civilian anti-y government employees. I am satisfied that the
90% limit on the combination of, annuity and salary is fair. (This
90% is of the current salary at the grade and step in effect at the
--time of retirement).` Also a 20 March 1978 Agency notice defines in
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yi'sory GS-15's
f all GS-15's
kewed, however.
problem, I
-14 and above
determine what
lots are locat
d
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rather stri terms the criteria and procedures for hiring
annuitants. Finally, I reviewed the November 1977 semi-annual
Agency report and it indicates a conservative use of annuitants.
There has been a reduction from 239 (March 77) to 203 (Oct 77).
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