AGENDA FOR CAREER SERVICE COMMITTEE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00017A000300100005-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 18
• Document Creation Date: December 9, 2016
• Document Release Date: June 22, 2001
• Sequence Number: 5
• Publication Date: April 11, 1952
• Content Type: AG

4111
CONFIDENTIAL
SECRET
Seourity Information
11 April 1952
MUM
FOlt
CAREER SERVICE COMMITTEE
22ad Meeting Frid 11 AprilM1A1222221_:_tom 1.15a2iih_PfuildiAlg
1. Consideration of minutes of the ast meeting on 7 April 1952. (attached)
2. Consideration of memorandmm to Career Service Committee from Worklig
Group on Career enefits? dated 10 April 1952. (attached)
3. Consideration of memorandum to Career Service Committee from Horking
Group on Personnel Development Program, dated 11 April 1952. (attached)
4. Consideration of memorandum lo Career Service Committee from Working
Group on Trainees, dated 10 /evil 1952. (attached)
5. It is recommended that the following papers be available at the meeting
a. Progress Report, Committev to DCIV dated 22 January 1952.
b. Memormdum, DCI to Commitee re adjustments to Program, dated 7 Whech.
c. Special Strength Report to Mr. Hedden, as of 7 March 1952.
d. Final Report, Rotation, elated 30 January 1952.
e. Final Report, Career Beneeits, dated 21 February 1952.
f. Final Report, Trainees, dated 28 March 1952.
6. The Chairmen of the Working Croups on Career Benefits, Traineee, Rotatioa
and Personnel Develo c-at Pregram pill be present at the meeting. The
Working Group on Rotatica ii1 present, at the meeting, its reply to
the memorandum from the Chairnan of the C mmittee, dated 8 April 1952.
CONADENTIAL
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MEMORANDUM
? 6q9eklr''n'' 17A0003001000
ecurity Informati
11 April 1952
TO s Chairmans Career Service Committee
VIM s
Chaira Working Group on PERSONNEL DEVE PHUT * OGRAM
SUBJECT 8 Adjustment Career Se ce Program
REFERENCEs !our Memoeandam of 8 Apri1.1952s Seme Subject
,-10)
1. Reference directed that the Working Group on Personnel velopment
Program ma cart changea to material it has submitted to you on th
Career Service Program,
20 Tab A i &etsthe requiremsnto set by p r graph 30 a of Reference
and is ferniahed in the form of CIA Regulation? Removers for the reason
stated in paragra 4 %.lows it is recomme d that Tab be accept d
instead of Tab Ao
30 Tab C is furnished a the recommended Personnel Evaluation Report,
As directed by paragrePh 3. co of References this recommended form retains
the simplicity of the original but eliminates the requirement that t
person evaluated ee the sue=rvisorga evaluation and comments, The
Working Group considered but rejected as unduly cenbersome the proposed
t eform inatrament comprising a Personnel Evaluatio Report not shown to
the emplo and a Career elopi uide th t is shoun him,
40 bBis recomme ded in lieu fTbAbec uses
Par graph 30a0 of Reference requires a dikectiv appointing
the CIA Career Service Board as constituted in your Tb Oen
This "Tab On is in fact lo since out of dates having been
p. supplanted by T D of my report of 5 Marc to you, This
to.date version represents the coMbined product
uorking ep and the Working Group o Rotation and MO
coordinated with all working groups. It is embodied in Tab
B of this memorandums but ot in Tab A,
Tab B (paragraph 1. A. (2) fe) asai to the CIA Career
Service Board the function of reviewing personnel valuation
report on ADge and DA iie rather. than H eting s a rating
board' as require by Reference, This proviai n f Tab
is recommended because it is felt that "retingo is strictly
g llee functio and the.sup Boos t a boards must este
the persons he supervises. On the o er hands it is felt
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that if the CIA Career Service Board reviews the evaluation
reports it may find much of value that will help it solve
both policy and specific problems in the career program,
There is the further point that the Personnel Evaluation
Report is not a 'rating" form as my working group underst .d
that term since it does not compare the person rated with
other persons.
c. It is believed that the membership (of the Office Career
Service Boards) as proposed in Tab B is more flexible -than
that proposed in paragraph 3. a. of Reference and at the
same time permits the function of appropriate review of
personnel evaluation reports,
d, The justification for one member on the office Board below
the Staff or Division Chief level is not seen was unanimously
rejected and such a member is therefore not included in Tab B.
e. Tab B does not include on the office Board a member from
another Office, There is nothing to prevent calling in an
official from another Office When rotation or other proble
involving two or more offices are being considered. But it
is felt not worth the cost to have an extra Office member
sit regularly with each Office Board. Uniformity of practice
could probably-be better assured by effective liaison between
? the Secretari t of the CIA Career Service o rd with each of
the Office Board
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Sedartity Information
CIA REGULATION Number
Date
CIA CAREER SERVICE BOARDS
CIA CAREER SERVICE BOARD
Ao The CIA Career Service Board is established with the following
membership and functions:
(1)
Membership: ao Deputy Director, CIA, or alternate
bo Deputy Director, Plans, or alternate
c, Deputy Director, Administration, or alternate
d, Director .of Training
eo Assistant Director, Personnel
Secretariat (Career Development Staff:
Personnel Office)
(2) Functions: a, Develops policy governing the Career Service
Program for submission to the Director of
Central Intelligence and serves as his
advisor on all matters concerning the
Program,.
b, Advises and reviews the functioning of,
Ei.fficji Career Service Boards?
c, Reviews the functioning of the Career Service
Program including:
1) Approving, on a continuing basis, selection
standards employed in the training and
rotation programs,
2) Acting as final board of appeal and adjudi-
cation in Urrareer Service matters
involvingefficg Career Service Boards,
Agency Off ces or comparable units and
individuals?
do Acts as the rating board for all Assistant
Directors and Deputy Assistant Directors.
CONFIDENTIAL Tab A
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2, fo-FFICE7 CAREER SERVICE BOARDS
Aa The Deputy Director, Plans, Deputy Director, Intelligence, and
Deputy Director, Administration, shall establish such Office Career
Service Boards as they require within their respective organizations?
These boards shall have the following membership and functions:
(1) Membership: ao Assistant Director or Deputy Assistant Director
(or Office Head)
.b0 Staff or Division Chiefs (as appointed by
Assistant Director or Office Head)
co One officer below the level of Staff or '
Division Chief
do One officer from another Office (non?voting
member
Secretariat (as appointed by Assistant
Director or Office Head)
(2) Functions: ao Serve as advisor to the Assistant Director or
Office Head and act for him on all matters
pertaining to the Career Service Programa ,
b, Approve or disapprove selection for initial
participation in the Career Service Programa
co Direct within the Offices the application and
functioning of the Career Service Program,
d, Act as rating board for personnel up to and
including staff and division chiefs* (The
staff or division chief member should be
rotated as appropriate when the board is
rating other staff or division chiefs)0
ea Make available on a regular basis to CIA
Career Service Board the Office Board proceed..
ings? actions and membership list?
CONFIDENTIAL Tab A
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L CIA CAREER SERVICE BOWED D
A. The CIA Career Service Board is established -with the following
membership and functions:
(1) Membership: a, Deputy Director of Central Intelligence,
Chairman
b, Deputy Director/Plans
c, Deputy Director/Intelligence
d, Deputy Director/Administration
e. Assistant Director (Personnel) . Non.voting
f, Director of Training - Non-voting
g, Executive Secretary . Non.voting
Any member may designate an alternate as circumstances require,
At least three Deputy Directors shall be personally-present
for approval of any non-procedural CIA Career Service Board
decision.
(2) Functions: a, Develops policy governing the Career Service
.Program for submission to the DCI, and serves
as his advisor on all matters concerning the
Program,
b, Advises, and reviews the functioning of, Office
Career Service Boards,
c, Reviews the functioning of the Career Service
Program, including:
1) Acting as final board of appeal and adjudi.
cation in ill-Eareer Service matters
involving Office Career Service Boards,
Agency Offices or comparable units, and
individuals,
2) Approving, on a continuing basis, selection
standards employed in the training and
rotation programa, and taking final action
on requests for waiver of these standards.
3) Allocating Rotation Loan Slots to Office
Career Service Boards*
CONFIDENTIAL Tab B
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4) Approving or rejecting Office Career
Service Board selection and rotation
recommendations?
5) Making final decision on rotation appoint-
ments, quarter1y0
6) Levying requirements on Office Career
Service Boards for rotatees to prepare
them to fill key Agency positions?
do Appoints supporting groups or Boards for
handling specialized functions, such as
Hazardeus Duty, Honor Awards, Selection for
Service Schools, ,etc., as appropriate, drawing
on Agency personnel as necessary?
eo Prepares, and submits annually to the DCI? a
summary of the operation of the CIA Career
Service Program,
fo Reviews personnel evaluation reports prepared
on Assistant Directors and Deputy Assistant
Directors.
2, SECRETARIAT OF THE CIA CAREER SERVICE BOARD
A. The Secretariat of the CIA Career Service Board is established with
the following membership and functions:
(1) Memberships: The Career Service Staff of the Office of
Personnel will serve as Secretariat to the
CIA Career Service Board, and the Chief,
Career Service Staff will serve as its Execu-
tive Secretary?
(The Assistant Director (Personnel) will
provide, as feasible, personnel and facilities
required by the Secretariato)
(2) Functions: ao Recommends to the CIA Career Service Board
mays and means of improving the CIA Career
Service Program,
b., Performs all secretariat and administrative
functione for the CIA Career Service Board.
These include, but are not limited to;
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1) Maintaining master files concerned with
Career Service matters on a current basis
for the CIA Career Service Board,
2) Submitting unresolved inter.Office Board
problems to the CIA Career Service Board
for decision,
3) Assisting Office Career Service Boards in
formulating rotation recommendations,
4) Transmitting recommendations to the CIA
Career Service Board for consideration,
and verifying personnel data submitted with
these recommendations,
5) Issuing circular announcements to Office
Career Service Boards listing approved
rotation nominations, (The list will con-
tain full data on the individual plus the
rotation appointment recommendation of the
sponsoring Hoard.)
6) Coordinating with the office of Training all
training arrangements and needs respecting
the CIA Career Service Program,
3. AFFICgT CAREER SERVICE BOARDS
A0 The Deputy Director, Plans, Deputy Directors Intelligences and Deputy
Director, Administration shall establish such Office Career Service
Boards as they require ):thin their respective organizations, These
Boards shall have the following membership and functions:
(1) Membership: a, Assistant Director or Deputy Assistant Director
(or Office Head)
be Two or more Staff or Division Chiefs, or corn
parable high.level officials (as appointed by
Assistant Director or Office Head)
Secretariat . Won-voting (as appointed by
Assistant Director or Office Head) to
perform staff support for the Board*
(2) Functions: a,. Serves as advisor to the Assistant Director or
Office Head, and acts for him on all matters
pertaining to the Career Service Program,
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b, Selects or rejects applicants for initial
participation in the Development Program and
forwards to CIA Career Service Board for review.
c, Directs within the Office the application and
functioning of the Career Service Program,
including but not limited to:
1) Executing relevant decisions of the CIA
Career Service Board,
2) Sponsoring, developing, and executing an
intra-Office rotation system, and reporting
on it periodically to the CIA Career Service
Board via its Secretariat,
3) Participating in the development and execu.
tion of approved extra-Office rotation
systems,
4) Submitting rotation recommendations to the
Secretariat of the CIA Career Service Board
for extra-Office appointment,
5) Reviewing circular announcement of rotation
recommendations and negotiating with other
Office Career Service Boards to effect
agreement on rotation appointments,
6) Reporting concurrence or rejection of
rotation appointments to the Secretariat
of the CIA Career Service Board,
7) Interviewing, if necessary, prospective
rotatees,
8) Submitting a semi.annual Personnel Evaluation
Report to the sponsoring Office on each rota-
tion appointee from another Office,
9) Recommending cancellation or continuance of
rotation appointments,
10) Ensuring that the rotatees detailed by their
Office to another are not overlooked for
warranted promotion,
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11) Ensuring that jobs of rotatees received
by their Office are productive and
commensurate with the purpose of the
appointments,
12) Selecting Office employees for training
and making the necessary arrangqients with
the Office of Training,
d, Appoints supporting groups or Boards as
appropriate for handling specialised functions,
sudh'as Promotion, Assignment, etc'', drawing
on its Office personnel as necessary?
so. Review personnel evaluation reports prepared
on all personnel of its Office except Assistant
Directors and Deputy Assistant Directors,
f, Make available on a:regular basis to CIA
Career Service Board the office Board proceed-
ings, actions and membership list,
CONFIDENTIAL Tab B
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eeeleveey neorileselon
n70,4 ayz 1et44W SUPERVISOR
ehat reeezee 'n-te cEyloyee?s performance cn present j
19
b wept noticeably goed
12. On shat aspect of performance should the employee concentra
Ampro
effort for se1f-
13. Ara there other duties which better suit the employee s qualificati
appropriate reassignment, if possible.)
? it
02 CRecoTmand
7_10 In mhat specifie ways, other than enumerated above, can the Agency make better use o2
employe , taking into account the interests of the Agency as real as those of theegkee?
1 . What training do you recommend for the employee?
If e.1orees perf.rmance during report period has been unsatisfactory, there is atteehe-
copy of reekorandum to the employee notifying him of his uesatiefactory performaec
27. This rs el Evaluation R port has been discussed with the employee. Additional
emeeeeee including comment an Items 79 8 9p are shoen belays der Item 190
e2,te
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'LAX'S 0
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18.
hr
vs reviewed the above report.
Comments, if any 9 are shown in Item 19.)
U0i14 0
19.
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STAFF OR DIVISION
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50 PERIOD COVERED .BY REPORT
From To
6, TYPE OF REPORT
a Initial
277Reassignment of
Items/ throsla 10 will be completed by EMPLOYEE
7. List yourior.duties in approximate order of importances with a brief description oI
eadh0 Omitminor duties.
ELD
7.2? ELDs SPECIFY STATION
r..rem.a.l.sorgmotar=se,..,
a Special
a Annual
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17Reassignment of Supervisor
8 List courses of instruction completed during report period?
Name of Course Locat _Lmth of Course
Date ComaEM____
you primarily interested?
If different from your present 3b explain your qual4fications (aptitudes knowledges
skill )0
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S urity Information
10 April 1952
MEMORANDUM FOR: Chairman, Career Service Committee
FROM t Chairman, Working Group on Career Benefits
SUBJECT 8 Adjustments to Career Service Program
1. In response to your memorandum of 8 April 1952, this Working
Group has carefully considered the specific points raised in paragraph
30e. It was noted that the request which was received from the DCI
dicates that adjustments to the Career Service Program are to be made
as a result of the Progress Report submitted by the Career Service Com-
mittee on 22 .January 1952. It is our assumption, therefore, that the
Final Report of this Working Group submitted on 21 February 1952 was
not the basis on which the adjustments were requested. That Final Re=
port attempted to formulate an integrated program of career benefits
and contains many background references necessary to a full compre-
hension of the program. At best, Tab E of the Progress Report of
22 January 1952 which Tab was entitled "Career Benefits Desired by
CIA", is only a summary and an indication of types of benefits cm-
cerning which this Working Group intended to make full recommendations
In its Final Report.
2. Prior to final adoption of the adjustments requested, it is -
urgently recommended that full consideration be given to the contents
of the Final Report of this Working Group.
3. In response to the request contained in your memorandum, it
is believed that the Final Report, as previously submitted, can be used
as a basis for adjustment as set forth below.
a. It is stated that additional pay for hazardous duty
should not be included as part of the career service benefits.
Tab C of the Final Report contains the full recommendation on
this subject and to comply with the request need only be de.
leted. However, it is our firm belief that the recommendations
contained therein should be considered by the appropriate ele-
ments of the Agency looking toward adoption at the earliest
possible time. Considerable study was devoted to this subject
at the specific request of the Career Service Committee and it
is hoped the effort will have served a purpose.
b. It was indicated that the meritorious awards system
should be limited to Class 1 (Clerical and Administrative) and
Class 2 (Specialists). The meritorious awards program as con-
tained in Tab D of the Final Report of this Working Group need
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be changed only at paragraph 1.A0 to reflect application to
Classes 1 and 2 in order to meet the requested adjustments*
Aside from the basic question of whether or not CIA career
employees should be broken down into three categories, it is
our recommendation that Class 3 (Professionals) should not
be denied the opportunity to participate in the CIA awards
program* We believe that the fundamental principles under-
lying the desirability of such a program applicable to special-
ists and clerical and administrative personnel are equally ap-
plicable, if not more so, to professionals. Further, it is
our belief that particularly in CIA where professional per-
sonnel for the great part are forced into a role of anonymity
insofar as brother professionals are concerned, including the
public, there should be an internal system of awards to recog-
nize outstanding achievement or professional attainment. We
are not aware of any awards program in the Government which
denies participation to "professionals" or "officers". For
example, in the military, the standards established for the
awarding of honor medals make no distinction between officer
and enlisted personnel.
c* The remaining points on which adjustments were re-
quested pertain to items which would require legislative action*
Specifically, it was indicated that the following items be eli-
minated at this time because of legislative difficultiess
(1) Compensation to dependents of personnel en-
gaged in hazardous duty who are themselves exposed to
hazard
(2) death gratuities to dependents of CIA per
sonnel whose death occurs overseas4
The Working Group in considering all of those benefits which
would require legislativ action attempted to recognize the
difficulties which would be attendant upon attempting to secure
legislation at this time. Particularly with reference to the
items that were suggested to be eliminated, our Working Group
has made no recommendation that legislation be secured at this
time or during this session of Cmgress. We did state "it is
recommended that continuing attettion be given to those items
of the program of career benefitr which will require legislation
to secure their attainment"0 nut recommendation recognized
the difficulties surrounding legiAative matters and left the
matter of timing to those appropriately concerned. Our recom-
mendation further intended to convey the fact that these bene-
fits are desirable for CIA employaes and should be considered a
part of a long-range program to develop service in CIA as a true
Career Service*
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d. It is stated that legislative requests will be difficult
enough if limited to subparagraphs f0 g. and h. in Tab E which
refers to the following items:
(1) f. refers to pay, within-grade raises and grade
promotions for personnel who are detained involuntarily
by foreign governments. It is pointed out in Tab H of
our Final Report that the Department of Defense is spon-
soring a similar bill to meet its needs. It VAS recom-
mended therein that, in an appropriate manner, CIA support
such bill. That action would eliminate the requirement
of CIA having to introduce in the Congress special legis,
Utica in its behalf.
(2) g0 refers to a more liberal retirement system
and h0 refers to an appropriate and adequate leave system
for overseas employees. With respect to these items, this
Working Group made no specific recommendations other than
that set forth in 3.0. above.
4. Paragraph 1 of your memorandum requested that the adjustments
required by the DCI should be incorporated in an appropriate redraft
of our Final Report. In view of the above statements with respect to
appropriate deletions, it is believed that this memorandum will ade-
quately respond to your request.
IST:aiatimM
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CONFIDENTIAL
10 April 1952
=ORA= FORE Chairman, Career Service Committee
FROUR Chairma% Uorking Group an Trainees
SUIWCTs Adjustments to Career Service Program
REFERENCEs Chairmans, Career Service Committee()
Memorandum to Chairman of Working
Groupe() dated 8 April 19529 same
subject
Attached are comments of the Working Group
Trainees on the ref renced memorandum,
Attachmento 1
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Dootainen No. 0
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10 April 1952
WORKING GROUP ON TRAINEES
The Working Group on Trainees feels that the elimination of the
statement Of policy-mill indicate that the program does not have even
the formal support of the DCI. Furthermore such elimination deprives
the program of a basic policy from which directives and procedures may
be derived. An undertaking of this scope and merit must be so defined
as to ensure the harmonious implementation of the program without mis-
interpretation.
The proposal formally to divide employees into the three classes
(clerical and administrative, specialist, professional) is, we feel,
unsound. This is an artificial division; it mould cause serious ad-
ministrative difficulty; and would certainly have an adverse effect
on the morale of the Agency. There are multiple categories, each of
which mould require a separate program.
The Working Group on Trainees feels that the other required changes
do not affect its recommendations for initial selection and training of
professionals. It is fairly obvious that technical employees should not
be hired if they are not technically proficient. The present orientation
program is sufficient for their indoctrination.
0 .
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