REPORT FROM SDS-2

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R003100140010-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 20
• Document Creation Date: December 14, 2016
• Document Release Date: February 12, 2003
• Sequence Number: 10
• Publication Date: November 12, 1969
• Content Type: MF

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12 November 1969
STATINi
For your information.
FORM NO nd I REPLACES FORM 36-8 FEB T WHICH MAY BE USED.
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12 November 1969
MEMORANDUM FOR: Deputy Director for Support _
SUBJECT : Report From SDS-2
1. Attached herewith is the written report from the members of SDS-2.
2. We were charged with examining the question of whether or not
opportunities for inter-office assignments should be increased, and to formulate
a program by which such assignments could be made if the question was
resolved in the affirmative. Our report is responsive to these requirements.
3. We have a point to make regarding the format of the attached report.
To permit quick and ready appreciation of the course of action proposed by
SDS-2, we have prefaced the main portion of the report with a summary of
the conclusions reached and the outline of the program we recommend. The
main body of the report goes into complete detail.
4. As you directed at the completion of our oral briefing to you, a
variation on the program we recommend is attached as an annex to this report.
5. Pursuant to instructions from the moderator of the SDS series, we are
simultaneously distributing copies of this report to the Directors of the
Offices in the Support Services.
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The Deputy Director for Support in the written problem referred to SDS-2
and in his oral briefing to SDS-2 described the need to provide for a reservoir
of trained officers who could be selected for support generalist and managerial
assignments. A scheme of inter-Office assignments was suggested as a
means of developing such officers to the point at which they would possess some
generalist background knowledge plus additional expertise in a given field.
The needs which brought this problem to the fore are not only present
day needs. In the next five years up to 65% of officers GS-14 and above in the
Support Services could leave by way of retirement and natural attrition.
25X9 (This amounts to ) Clearly, some method of
planned development of managerial competence is suggested by these figures.
Some degree of inter-Office rotation is now taking place. Apart from the
rotation of Support Officers, whose rotation is controlled from a central point,
approximately 80 other members of the Support Services are on inter-Office
assignments. There is not, however, any central point that controls these
assignments or knows the identities of the employees involved; there is no
central knowledge of whether or not these employees are receiving broadening
experiences that would qualify them as talent for the reservoir cited by the
DDS. Obviously the degree of conscious purposefulness, in these cases, as
they pertain to development of human resources, can only be somewhat
suspect..
In order to provide a means for developing officers with managerial talent,
for keeping informed of their skills and identities, and for investing this
means with the element of conscious purposefulness, SDS-2 proposes the
following system:
A centrally-administered effort to identify, and consciously
and purposefully to plan and to monitor the development of officers
who possess potential for managerial assignments; to provide for
a continuing inventory of trained managerial talent; and to operate
complementary to the Offices in the Support Services.
The following report discusses the work of SDS-2 at length.
SECRET.
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IC I
REPORT
of
SDS-2
I Background
II Consideration of the problem
A. As referred to us.
B. General Considerations.
C. Planning Assumptions.
III . Statement of Objective
IV Program to attain objective
A. The Concept
B. The Mechanism and the Process
V Review of Program in relation. to present administrative
impediments and arrangements.
VI Recommendations
Tab A Characteristics of Managerial Talent
ANNEX - Variation on Program Recommended
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On 29 September 1969, the Deputy Director for Support convened in his
Conference Room a meeting with a group of representatives from each Office in
the Support Directorate. These representatives had been chosen to participate
in a working seminar to make a study of the proposition that opportunities for
inter-Office assignments should be increased in order to develop a reservoir
of personnel available for generalist support and managerial assignments, and
to develop a program that would effectuate such assignments. This being the
second group of officers to be charged with examining a problem of interest to
the DDS, the group was designated SDS-2 (Support Directorate Seminar No. 2).
The meeting with the Deputy Director for Support was for the purpose
of receiving directly from him the background events that led to the identification
of the subject, and his views of the problem.
The group met again on 1 October 1969, this time to receive briefings
on the structure, operations and problems of the various career services in the
Support Directorate. The briefings were conducted by representatives of those
services. Each briefer was able to report that his respective service had
careerists on assignments to other Offices.
On 5 October 1969 the group assembled here they spent 25X1
the week working on the problem.
On 23 October, the group presented an oral report to the Deputy Director
for Support.
The members of SDS-2, and the Offices which they represented, were
as follows:
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Communications
Medical Services
Personnel
Training
Logistics
Finance
O/DDS
Security
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II. CONSIDERATION OF THE PROBLEM
A. As referred to us
The following is the statement of problem formally referred to SDS-2 by
the Deputy Director for Support:
"Should opportunities for inter-Office assignments be
increased? A significant contribution can be made by a
group of our careerists addressing themselves to this
problem which was submitted by the Office of Personnel.
Indeed, the Support Directorate has a problem in finding
qualified officers even down to the GS-13 level for generalist-
type assignments. I want to see a positive approach to the
problem; that is, a Seminar Study which would result in the
development of a plan/program for inter-Office assignments.
I believe that an organized program of inter-Office assignments
might "break the ice" and provide a reservoir of officers with
some generalist background knowledge plus additional expertise
in a given field. "
SDS-2 was asked to consider several individual but closely related
problems. The principal question was "Should opportunities for inter-
Office assignments be increased?" During discussion with the Deputy
Director for Support, these subsidiary problems were identified: The
need to develop senior managers with broad experience in support
matters; the need to qualify greater numbers of officers for generalist
Support assignments, even down to the GS-13 level; and the need to
develop a capability to meet increasing demands despite reductions
in the number of Support positions, especially abroad.
SDS-2 considered the following propositions:
1. Experience is broadened not only by inter-Office assignments
within the Support Services but by exchanges with other components
of the Agency as well. This is demonstrated by the program of
rotation between the Office of Training and the Clandestine Service.
2. Large numbers of broadly experienced managers will be
needed to replace the up to 65% of personnel, GS-14 and above, of the
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Support Services who could be expected to retire by the end of
1975. This percentage amounts to From a population
in this grade range and is posed o andatory
retirements during the periodssible non-mandatory
retirements anC3sses due. to normal attrition.
3. A large scale program of inter-Office rotation may require
some modification to the present career service structure.
4. Inter-Office rotation within the Support Services is
already occurring to some degree. Apart from "S" or generalist
support officers on assignment throughout the Support Services,
there are, at the present time, approximately 80 officers serving
in positions assigned to career services other than their own.
While the "S" career service maintains a central record of
Support Officers on assignment, there is no such central inventory
maintained for these 80 officers. It is fair to say that there is no
central authority having any idea of who these officers are, what
they are doing, and whether or not their skills and careers are
being enhanced by their rotational assignments. It is quite obvious
that these 80 rotations are not part of any conscious and purposeful
design.
C. Planning Assumptions
After relating the over-all problem to the broad considerations
outlined above, SDS-2 arrived at the following planning assumptions:
1. No comprehensive program exists now for identifying
managerial talent and providing across-the-board experience designed
to meet the broad needs of the Support Services. To meet present
and impending requirements, such a program should be developed
as soon as possible.
2. Inter-Office assignments should be the product.of more
purposeful direction than exists in exchanges now taking place.
3. The developmental program should be designed to provide
for an expanded and continuing inventory of managerial talent as well
as generalist support officers.
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4. Planned rotation should initially be concerned only with
positions for which the Support Services are responsible; and
should involve modest numbers of officers, recognizing that as
the program proves its effectiveness and experience is gained the
plan may be expanded.
5. Centralized administration is necessary for an effective
program, and such central administration does not require
modification of the career service structure at this time.
III STATEMENT OF THE OBJECTIVE
Based on an examination of the problem and of the considerations bearing
on it, and mindful of the requirement to offer a program or plan by which the "ice"
might be "broken", SDS-2 concluded that it was necessary to defind an objective
in order to give direction to the further efforts of developing a program. The
following objective was consequently defined and served as our "compass
heading" for the remainder of our involvement with the problem:
OBJECTIVE
To formulate a plan of inter-Office rotation for the purpose of
developing within the Support Service a greater number of
officers whose managerial ability, general competence and
broad experience can be readily used to fill senior and middle
management positions for which the Support Services are
:responsible both domestically and abroad.
IV PROGRAM TO ATTAIN THE OBJECTIVE
1. The Concept
The program devised to attain the objective is based on the following
concept:
The concept of the program is that of a flexible, centrally-
administered effort to identify, and consciously and purposefully
to plan and to monitor the development of officers possessing
potential for middle-and senior-management positions in the
Support Services as well as for generalist support officer
assignments; to provide for an inventory of trained talent; and
to operate complementary to the efforts of the Offices of the
Support Services.
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The program should be flexible in order to permit the number of persons
in the developmental process to be increased or decreased according to pro-
jections of future needs and considerations of present inoperatives; it should be
centrally-administered in order to ensure a standard of operation and a single,
command-oriented thrust to the elements of consciousness and prupose that will
invest the effort; the program should be designed, among other things, to identify
officers who possess the abilities for the type assignments we have indicated; it
should require a central inventory for the identification of officers who have had
the various experiences necessary to make them worthy of consideration for
managerial and generalist assignments. Last, but not at all the least, the program
should be complementary to what the individual Offices (career services) of the
Support Services are concerned with, personnel-wise, in their own efforts.
Officers selected for developmental experiences will continue to remain in their
respective career services, will return to those services after developmental
experience and will be available for broader assignments in their respective
career services as well as being qualified for the central inventory or reservoir.
The central, inventory should (once the program has been "producing") contain
the names of officers who might be considered by the DDS for assignments; this
will increase his range of options in selecting officers for senior positions.
Likewise, the inventory can be used by the Heads of individual Offices whenever
they wish to consider a number of candidates for positions in their organizations.
2. The Mechanism and the Process
The mechanism that will constitute the apparatus for central
administration should consist of the following:
a. A board or panel of senior officers, appointed by the
DDS, for the review, selection and assignment of persons to
be given developmental experiences. This board or panel (the
formal designation to be made by the DDS) would function on an
ad hoc basis, as needed.
b. A project manager, for day-to-day operation of the
program. He should be appointed by the DDS, should be
sufficiently senior graded to permit meaningful dialogue with
Heads of Offices.
c. Criteria for identification of persons for developmental
experiences. The project manager could work out a set of
selection criteria with the Heads of Offices; the board or panel
would later give the final approval to the criteria. (SDS-2
developed a suggested set of criteria for the identification; this
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set is attached as Tab "A". SDS-2 understands, however, that
any criteria finally adopted would be the result of the efforts of
the project manager and Heads of Offices.)
d. An Inventory of Developmental Positions
These would be identified jointly the project manager and
Heads of Offices and should be those that:
(1)
Are in the GS-12 to GS-14 range, inclusive.
(2) Are line middle-management and staff planning positions
that do not require extensive technical or specialized
background.
(3)
Provide meaningful exposure to substantive aspects of
finance, logistics, personnel and "PPB" - type functions.
(While in no way denigrating other Support-type
functions, SDS-2 believed that the Support areas just
mentioned provide the most fruitful grounds for
training of managerial /generalist talent).
e. A Practical, "Working" Management/ Support Training Course
Although several good courses pertaining to management do
exist, they are essentially general in content - e.g., the "grid",
supervision, general management, SDS-2 recommends that the
Office of Training develop a course of instruction in day-to-day
problems, such as: field property accountings, planning-
programming, budgeting; personnel problems of CSGA controls,
personnel casualties and retirement processing; logistics support
of activities.
f. A Continuing Inventory of Officers Deemed (by the Board or
Panel) to be Qualified for Consideration for Support Generalist
or Managerial Assignments
This inventory, part of the central apparatus, would be
maintained by the project manager. It would include present support
generalists and those officers who will have gone through the
developmental process described in the next section of this report.
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The process by which the program would function may be illustrated
briefly by this schematic drawing:
PROCESS CHART
Offices Identify talent and recommend to board/panel
Board or Panel Reviews recommendations, files, and PSS
information
Discusses program with nominees
Formulates developmental plan
Identifies developmental positions
Assign to developmental situations
Monitors programs
Makes final evaluation
Includes in inventory
The individual steps are explained briefly as follows: The individual
Offices, using the criteria already agreed upon, identify and recommend talent
to the board or panel. SDS-2 recommends that each time the Offices are asked
to identify their talent for generalist/managerial assignments, they be required
to identify all such officers, not just a quota or a specified number. The board/
panel decision as to the number to be put into developmental experiences will
depend on top management's decision as to the tempo of the program at any one time.
The board/panel reviews the recommendation from the individual office,
examines the personnel file of the candidate, and also considers the information
and advice the Psychological Services Staff might be able to offer on the basis of
past tests and assessment.
Assuming the nominee is acceptable to this point, the program is then
discussed in an interview with the nominee. Since this is a voluntary program
the nominee should be given the opportunity to refuse participation. The interview
should stress the reason for the program and what it will mean to the Support
Services and to the candidate. He should be appraised of the fact that successful
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completion of the program does not imply any aspect of "elite corps"; he should
also be made to realize that while his failure in the program will not prejudice
his standing in his career service but that it will be made a matter of record.
He should also be made to realize that there will be no change to his career
service designation.
When a nominee is accepted and ready for developmental experiences, the
project manager analyzes the nominee's background and formulates a developmental
plan designed to fill in those areas where "gaps" of meaningful experience exist.
This plan could include assignment to developmental positions, to training or a
combination of both. Assignments to positions could be for short periods or for
a full tour. Short-term assignments might be of a multiple nature - e.g., short-
term assignments to several different positions and 'offices consecutively. Whether
or not such a plan should be approved by the board/panel and the nominee's
career service is a matter to be decided when the board/panel designs its own
modus operandi.
With the developmental plan approved, the project manager will identify
the type of developmental positions that will provide the experiences for the
nominee. Undoubtedly, the project manager will engage in negotiations with
the Heads of Offices on this point.
Actual assignment to developmental situations. We have used the word
"situations" here to mean training as well as actual working positions.
While the candidate is in a developmental situation, the project manager
should be required to monitor his progress. A continual follow-up will be as
necessary in drawing the individual officer into a conscious attitude of participation
in the program as it will be for the individual candidate to realize a continuing
interest on his behalf; hopefully, this will impart to the candidate the realization
that a large share of responsibility for success of the program rests with himself.
Upon completion of the developmental experience the project manager
should make a final evaluation of each individual case. He should review not
only the formal record (Fitness Report) of the candidate's performance but the
informal record as well. This latter would be derived from conversations with
the candidate's supervisors, training instructors, and with the candidate himself.
The Psychological Services Staff could conceivably be asked to provide its "reading"
of the performance record. From all this information, the project manager would
evaluate the candidate's performance and would evaluate the developmental plan
used in his individual case. The evaluation of the candidate would be made part
of his official record; the evaluation of the developmental plan would be used by
the project manager to make changes, if and as necessary, to the planning process.
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Once a candidate had passed successfully through the developmental
situations arranged for broadening his experiences, his name would be added
to the central inventory of officers who could be considered for assignments
to generalist support or managerial positions. The project manager would be
responsible for continuous updating of this inventory, constantly adding the
names of officers who underwent this developmental program and dropping
from it those officers who could no longer, for whatever reason, be considered
for generalist /managerial positions. The project manager should also
establish some means of ensuring that his office becomes a point of coordination
for all inter-Office exchanges not resulting from the proposed program;
this will guarantee his opportunity to be knowledgeable of developmental
training, that conceivably could take place by unplanned means.
V. REVIEW OF THE PROPOSED PROGRAM IN RELATION TO PRESENT
ADMINISTRATIVE IMPEDIMENTS AND ARRANGEMENTS
Any new or proposed program must "weight in" against present
administrative considerations that may impede or assist its full realization;
the program proposed here by SDS-2 is no exception. Our points as to why this
program is desirable have already been presented. There remains now the need
to examine the major administrative considerations that might tend to be
impediments to the program. Such examination does not imply that SDS-2 was
responsible for recommending changes in administrative arrangements that could
serve as impediments. We realized full well that our proposal' could not be
considered in a vacuum, so to speak; nor could we overlook the element of
command influence toward amelioration of these impediments if a decision
is made to proceed with the program. Our purpose was to highlight the fact
of their existence.
The various career services in the Support Services have, by and large,
been left to their own devices to provide for the development of their
personnel and for arranging for successions of personnel replacements
upwards. To a large degree this has resulted in something on the order
of vertical specialization (i.e., vertical within any one career service's
professional discipline.) The proposed program tends to challenge this
historical evolution, and at first blush this might appear to be a challenge
of a deleterious nature. The proposed system is, however, designed to
be complementary to the workings of the career services. It opens
another avenue for development of those officers identified as possessing
the talent for broader managerial responsibilities - for a broader
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development than would be possible within the confines of a single
career service; and it represents another source for evaluation of
the capabilities of officers selected. The proposed system, after
it has produced an inventory of talent, may be used by the Heads
of the career services as a passible source of talent for outstanding
requirements - at the least it will enable a Head to consider a wider
range of candidates for his forthcoming openings in managerial
positions.
The matter of releasing employees for rotational development and
accepting others will present a novel experience if not also a problem;
but not a problem that cannot be overcome. Rotations of personnel are
and have been occurring, trained individuals are released, new persons
are "broken in"; the fact that the proposed system injects elements of
consciousness and purposefulness for longer term objectives should not
make adjustments more difficult. In any event, the need to tie such
purposeful rotations to definite developmental plans is a new ingredient
and one which contributes to one belief that the program should be
operated initially on a modest scale until new experiences have
satisfactorily become routine practices.
B. Grade Authorizations
SDS-2 considered here a range of potential impediments such as
ceilings, CSGA, the constantly changing nature of work, headroom,
and the incompatability of grade structures among the various career
services. Some "branch chiefs" in some career services are GS-15,
in others GS-13. The work content of many positions changes even
though the titles might remain stylized; this suggests that the identification
of developmental positions should be supported by an analysis of job
content to ensure that such positions are what they are supposed to be.
By and large, these impediments are issues not so much to be resolved
as to be interpreted for this larger purpose; in fact we know that
approximately 80 inter-career service rotations are now a fact, and
these are exclusive of assignments of Support Officers.
The forthcoming 5% reduction over the next two Fiscal Years will
undoubtedly tend to intensify conceptions that these impediments are
problems that cannot be overcome. While the reduction will highlight
these impediments as the result of the need for career services to feel
the need to consolidate, yet the responsibility for future requirements
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call for more precise and purposeful developmental planning, not less.
The development of human resources must not be frustrated by an
over concern for the administrative niceties; if anything has to give,
it should be the latter, not the former.
C. Releasing Office Reluctance
We anticipate that there will be some initial reluctance for Offices
on the basis of a "brain drain, " to release to the developmental program
their better officers. In this regard we feel that the relatively few
persons from each component who will rotate should not materially
affect Office efficiency. We are inclined to believe that backup
expertise, latent perhaps, is available for most positions and any
loss of expertise will at best be temporary. In fact, the "back up"
experts might very well be the beneficiaries of new and more responsible
experiences. Conversely, if rotations are executed on a more or less
one-for-one basis, it would be reasonable to assume that the general
caliber of rotation will be high and will result in meaningful production
on the new assignment at an early date. We do not, however, wish to
imply that rotations will be on a one-for-one basis and hence cancel out.
D. Receiving Office Reluctance
Acceptance by the receiving office of the assignee for a meaningful
position providing broad experience is necessary to the over-all success
of the program. It is recognized that this acceptance must be earned
through the demonstrated ability of the assignees to perform at an
acceptable level. While some loss of productivity is always associated
with turn over in most positions, we believe that the high caliber of
personnel associated with the rotation program will soon establish a
reputation of acceptability. Assignees can be prepared for rotational
assignments through specialized training and orientation programs
permitting them to speed the transition process and reach a point of
reasonable productivity quickly in the new environment.
Special Point in Relation to "C" and "D" Above
Germane to these two topics and to the need to identify and inventory
developmental positions in the various career services is some consideration
of the present staffing of such positions. SDS-2 could perceive that some
developmental positions might be filled by persons who have had a narrow
development for the job they presently hold. To move such persons to
other positions within a career service might present assignment problems
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to the career service involved. The identification of this possible
problem area does not mean it is insurmountable; it is rather a situation
to be realized and to be resolved for the aims of the proposed program.
E. Effect on Employees
The plan will have several personal effects on officers not generally
or usually associated with inter-Office rotation. An officer out of sight
from his parent career service will, through management by the board
or panel and project manager and its feed-back to his career service, be
assured of competitive evaluation for promotion and assignment. Equally
important is to assure that failure by an officer on a rotational inter-Office
assignment, and which failure may cause his rejection from the system,
will not ruin his career with his career service. Frequent evaluation
of the officer through the ongoing Fitness Reports augmented by periodic
monitoring of progress (by project manager) of the man and the plan
itself should detect any flaws before they become aggravated. A
consequence of non-success, not for cause, in an inter-Office assignment
should permit an officer to return with undiminished honor to his career
service. In order to minimize the tendency to treat rotational assignments
as training only, we foresee usefulness in frequent communications among
the officer, the Office of assignment and the project manager on such
matters as the nature of the assignment.
It is to be anticipated that once the proposed program is in operation
and becomes well known, it will serve to promote a competitive spirit
among officers who aspire to generalist or managerial responsibilities.
Such a development has an obvious "fall out" to the advantage of the
Agency. Management should be alert, however, to disabuse any group
of the idea that selection for the developmental process implies an
"elite corps" of managers. While it will be true that "many are called
but few are chosen", it does not follow that those chosen are in any way to
be "elite" employees.
There will be no new budget-related costs as the result of the proposed
program. Only one employee is introduced in the scheme - the project
manager; and he can be appointed from the cadre of employees already
on the rolls. A slight new expense might be realized in developing the
training course recommended; but, again, this course can be developed
by present employees. As long as the proposed program is conducted
with the on-going personnel structure there should be no additional cost
factors to be considered.
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Based on all the considerations reviewed in this report, SDS-2
recommends that:
1. A project manager be appointed
2. A board or panel be appointed
3. A target date for establishment of the program be set
(This report has referred to the board or panel and to the project manager
in lower case letters so as purposely to indicate that SDS-2 did not presume
to give titles. Choice of titles should be a matter of choice for the Deputy
Director for Support.
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TAB A
CRITERIA FOR IDENTIFICATION OF MANAGERIAL TALENT
SDS-2 agreed that the following characteristics would solve to identify
persons with managerial talent for the proposed program:
Age Range 35/45
Language Aptitude
Analytical Abilities
Effective Communicator
Academic Degree
Identification by relevent/valid psycho testing
Potential growth identification by Career Service Heads
Ability to deal with people, organize and direct their efforts
Ability to cope with financial planning
Catalyst
Drive/energetic
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In order to provide the Deputy Director for Support with an option
to our recommended program, SDS-2 includes the following alternative
proposal.
As will be seen immediately, the alternative proposal is a variation
on the recommended proposal. The alternative does not provide for central
administration of the program, hence does not suggest a project manager or
a board/panel.
ALTERNATIVE PROPOSAL
1. Program administered by the career services
2. Coordination role by DDS Career Management Officer
3. Standards and mechanisms developed jointly by DDS-CMO
Career Services
4. Each office makes available certain developmental positions
for rotation
5. Periodic reporting of progress by the Career Services
6. DDS-CMO maintains inventory of qualified personnel
SECRET
Approved For Release 2003/05/05 : CIA-RDP84-00780R003100140010-4