OFFICE OF PERSONNEL FIVE YEAR PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00024R000100060027-5
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 16, 2016
• Document Release Date: July 5, 2005
• Sequence Number: 27
• Publication Date: October 25, 1983
• Content Type: STUDY

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1. The Agency has experienced an unusually low attrition rate in
comparison to other government agencies, but managers should anticipate
increases in personnel turnover. The Agency will be affected by the worsening
comparability of Federal pay and benefits compared to the private sector. The
prospect of foreign service is no longer as attractive to applicants as it
once was. The greater prevalence of two-income families is affecting the
selection of an employer and the ability to accept assignments that require a
change of location. Increasing portability of retirement and health benefits
may "unlock" employees who are now committed to Agency or Federal careers to
assure their benefits. The growth of Agency programs is creating an
increasing requirement for employees with engineering/technical/ADP skills who
function as specialists in an environment that still tends to encourage
"generalists" and who have alternative employment opportunities.
Assumptions:
2. The workload of the Office of Personnel is primarily affected by
change in the size of the total employee population that is served and by
changes in the annual level of EODs that is required for replacement and
strength augmentation. About three-fourths of the office relates to the first
factor and about one-fourth to the second.
3. The Federal career is perceived as being less attractive than it has
been in the past. Federal reductions have weakened the perception of job
security. Pay compression and pay lids seem a way of life. The costs of
benefits to the employee have risen and the value of benefits has been
reduced. Uncertainties abound as to what retirement benefits the employee can
expect when finally ready to retire.
4. The trend in Federal employee benefits is continually reducing the
"locked in" factor for Agency employees. Historically, retirement plans and
health benefits have not been portable and this has facilitated the retention
of the employee with five years or more service. The extension of Medicare,
Social Security, and Individual Retirement Plans to Federal employees will
increase the portability of key benefits and make it less of a sacrifice to
resign to enter the private sector.
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5. The increasing devaluation of the U.S. dollar and a spreading
adverse,* or even militant, attitude toward Americans will make it more
difficult to recruit for work overseas and to assign these employees already
on duty.
6. The growing prevalence of the two-income family will affect employee
assignment and even retention. The Agency already is seeing the impact on
overseas and domestic assignments. The retention of employees can be affected
by the reassignment of an "outside" spouse. Circumstances leading to the
resignation of an Agency employee may also-lead to the resignation of a spouse
who works for the Agency. (Double separations have been a recent phenomenon.)
7. The growth of dual Agency careers for Agency employees and their
spouses will present the Agency with increasing problems involving dual
assignments overseas, separated tours, or the preservation of the dormant
career of an accompanying spouse. In addition, the increased numbers of
qualified women in skilled Agency positions increases the likelihood of both
spouses having careers in the Agency.
8. Changing societal values will result in more changes in the values of
recently hired employees when compared to employees hired in past years.
Employees are more likely to question the desirability of assignments than
they were in past years. These questions involve not only career issues but
domestic circumstances. Family satisfaction with facilities and services is
now a much bigger issue in assignments involving relocations. As a result of
these changes, the Agency will be increasingly faced with meeting employee
demands for career satisfaction as well as family support in accomplishing
employee reassignments.
9. Technical-scientific skills will figure prominently in Agency
recruitment. Unfortunately, specialists will continue to have difficulty
competing with generalists for assignments and promotions. This affects
retention and consequently the outside perception of the Agency as a good
place to work. In view of the growing need for specialized skills in all job
markets, outside competition can be expected to be intense.
10. The continual easing of ethical and moral standards in our society
will require the Agency to spend relatively more resources to find qualified
applicants who meet our security and medical standards.
11. Promotion rates can be expected to drop precipitously. A slowdown in
the Agency's buildup, the new Federal emphasis on discouraging early
retirement, a discouraging environment for second careers, and growing
pressure to permit workers to work as long as they are capable will all have
the effect of raising the average retirement age for Agency employees. This
in turn, by reducing retirements, will reduce the promotion rate.
Disappointed employees may seek alternative employment. It is thus quite
possible that retirement rates may stay low while resignation rates rise.
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12. It will be necessary to upgrade or replace the PERSIGN and related
data base systems and to enlarge the field of data elements recorded on-line
and in electronic storage. Data support to components has burgeoned and will
continue to increase. Additional analytic methodologies will be required by
management to monitor hiring and promotion practices. Some R&D funding for
the development of such methodologies will be required. The current drive to
provide decentralized access (read-only) to the central data base will have
future budgetary implications and will affect the skills required of personnel
officers.
13. Acquire and retain a high-quality, representative (minority, women)
work force.
14. 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.
15. Review and upgrade the Agency's benefits package and inform employees
fully of their available benefits.
16. Keep Agency compensation competitive, including the upper grades.
17. Develop an improved performance awards system.
18. 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).
19. Initiate 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 satisfactions.
20. Develop and apply productivity measures where relevant.
21. Create incentives for managers to focus on and improve productivity.
The system now tends 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.
22. Design a program to respond to a crisis or a change of policy which
dictates a rapid buildup (surge capability) in some function whether it be
employment, operations, etc. The reserve program should be fostered, while
pursuing other options such as tracking the current occupations of our
retirees, using retirees on a part-time basis, and job-sharing.
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23. Increase the portion of the OP budget for non-personnel items, such
as ADP support, office equipment, applicant travel, advertising, and R&D into
new methodologies.
24. Increase the employees resources of the central office of Personnel,
in proportion to the manpower increases in the rest of the Agency, as well as
increasing the number of personnel officers assigned to the components roughly
in proportion to the increase in Agency size. Create an Office of Personnel
development complement, in addition to the strength level required for central
functions, to accommodate the necessary training of new officers.
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Office of Personnel Five Year Plan
FROM6
EXTENSION
NO.
s
DATE
26 October 1983
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
Attached is a copy of an Offic
of Personnel Five Year Plan that
2.
PA&E has modified and distilled
from previous OP planning efforts.
It has been developed for suhnissio
3.
to the DDA, along with concomitent
FY 1984 objectives for OP. It is
=.'
requested that your proposed
4.
objectives, along with projected
dates for completion milestones,
be provided to PA&E by COB 2 Nov.
5.
.
1983. Please provide a brief
description of the FY 1984 objec-
tives proposed for your area, under
6.
the general guidance of the OP
Five Year Plan. We will then con-
solidate an OP package for the
7.
DDA's use in monitoring our
FY 1984 progress.
8.
PA&E will be available to
respond to any questions you might
have, regarding our MBO exercise,
9.
at the OP/PMC on 27 Oct. 1983.
10.
11.
12.
0
13.
14.
15.
STAT
STAT
FORM ~1 USE PREVIOUS
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