UNIVERSITY OF WISCONSIN RECRUITING TRIP

• Document Type: FOIA
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 02176730
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: July 13, 2023
• Document Release Date: August 18, 2022
• Case Number: F-2021-00970
• Publication Date: June 4, 1951

gTANDARD FORM NO. 64
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Neiro smut II Il s
-Office Memorandum
UNITED STATES GOVERNMENT
TO : Director of Training
FROM : William J. Morgan
SUBJECT: University of Wisconsin Recruiting Trip
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=; � orms for college graduates.
c. A twenty-minute test of verbal intelligence which has
a. A one page biographic data sheet which contained space
for military and intelligence training and experience, overseas
ta residence, and language skills.
T1 1.- to b. A one-half hour test of logical reasoning which has norms
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Li :I p041 for college graduates.
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0 or-1 I- � d. A "Written Interview Questionnaire" which contains questions
ntended to elicit work preferences, job attitudes, patriotic zeal,
motivations, etc.
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, .....
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gk tzi t. .4 A CONEIVErfiAL
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DATE: 4 June 1951
1, while on a recruiting trip to the University
of Minnesota, tried out an experiment which proved highly successful.
After he had done the preliminary screening of applicants at the Univer-
sity and had given them the Otis Group Intelligence Test, he phoned the
OSI representatives, for whom he was recruiting, and informed them that
he had good candidates picked out. These OSI representatives went
out to Minnesota, conducted the final interviews, and signed up the
students then and there without wasting time getting them to Washington --
and thus taking no chances on losing them, suggested, and
you approved, an analogous program to take care of the 0 TR trainee
candidates and possible 0/TR staff applicants whom had lined
up at the University of Wisconsin.
2. I arrived at noon, Wednesday, May 16th. had pre-
ceeded me and he had made all schedule arrangements for interviews and
testing. Unfortunately, some fifteen 0/TR trainee candidates had already
been lost to us because they had signed up with other agencies and
companies, stated that the best trainee candidates were no
longer available.
3. We began interviewing on Wednesday afternoon; tested Wednesday
night; interviewed all day Thursday; tested Thursday night; and inter-
viewed again all day Friday. Generally, a half hour was allotted in in-
terviewing. Most of the students had been briefed previously and sold on
CIA by so that the interview time was devoted to substantive
questioning about the candidates rather than to inspirational remarks
about CIA by the interviewer.
4. The testing schedule included:
(b)(3)
(b)(3)
(b)(3)
(b)(3)
(b)(3)
(b)(3)
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5. On the bases of class standing and test scores (and extreme
specialization of interest and skills) it was obvious that, in spite of
high character and personality attributes, very few of the candidates were
suitable for 0/TR trainee slots. However, quite a few of them were
suitable for other Agency positions. A summary of my rating of the
candidates in terms of CIA jobs is given in Table I.
Table I
No. of Candidates Rating
2 Superior
16 Excellent
8 Satisfactory
8 Mediocre
5 Poor
Total 39
6. Candidates who received Superior, Excellent, and
ratings were recommended for CIA jobs; those who received
Poor ratings were not recommended. Table II is a summary
for which the candidates were recommended.
Satisfactory
Mediocre and
of the CIA units
Table II
No. of Candidates Units for which Recommended
5
9
3
7
1
0/TR
0/80 and/or 0/PC
TRD
Administration & Services
(e.g. - Security, Personnel)
Other CIA units
Total 25
Twenty-six candidates received ratings of either Superior, Excellent,
or Satisfactory, but one candidate who received a Satisfactory rating
was not interested at this time for a job in CIA which explains the total
of twenty-five rather than twenty-six. Table II is a summary of only the
primary CIA unit recommendations. Thirteen candidates were recommended
for two or more CIA units. Of the five men recommended for 0/TR� it is
likely that two are better suited for TRD assignments. Of the twenty-five
men, five were recommended for GS-5 slots; ten for GS-718; five for GS-9's
and five for GS-11's.
7. In spite of the fact that the trip was not lucrative
specific 0/TR interests, I believe that it will pay dividends
whole. As the result of observations made by me on this trin
like to make a number of suggestions. I believe that
able to expand and improve on these ideas:
Abit.sh 1014 i I Aki
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in terms of
for CIA as a
I should
would be
1AL
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a. In order for CIA to get top-notch students from colleges
and universities it is necessary to embark on a highly ag-
gressive recruiting campaign. We need more who are (b)(3)
intimately familiar with higher institutions of learning
so that the best men can be readily spotted with the help
of college authorities. Once spotted they must be sold a
CIA bill e goods as so effectively did at the (b)(3)
University of Wisconsin. Your idea of having at least one
man as a CIA spotter at each college needs to be implemented
on a large scale. Such spotters need to be men, preferably,
with military and intelligence experience. If they do not
have intelligence experience we could set up a brief indoc-
trination and training course for them, possibly by having
them called to active duty as officers for a couple of weeks.
Moreover, the training and indoctrination program, even for
men who have had intelligence experience, should include a
wide familiarization with present CIA needs. In my awn case,
I found myself favoring TRD, 0/50, 0/PC in my judgements simply
because I am more familiar with those units.
b. Before these men are contracted for, the CIA spotterts
judgement should be confirmed by an independentinterView, by a
CIA employee working in one of the operational or administra-
tive units, depending, of course, on the job assignments
under consideration. I believe that I could be of assistance
in designing a standardized yet comprehensive interview pro-
cedure which would make it possible for an inexperienced
interviewer to cover the necessary ground quickly.
c. Before the final decision for employment is reached, the
candidate should be tested*. Whenever possible, the testing
should be done before the final interview is given. If that is
not possible, then the testing should be carried out while the
interview is in process. In the spring of 1950 I wrote out a
proposal for training mobile testing teams which would cover
the country working hand in glove with the personnel recruiters.
I still think it is a good idea. Three such small teams could
be of tremendous assistance to CIA in getting high calibred
personnel. Until such time as these teams are activated, I
would be glad, within the time available to me, to direct a
project of setting up relevant testing kits which some personnel
recruiters could be trained to give and score.
*On the Wisconsin trip I found that a graduate student in languages fell
below the twentieth percentile in both the logical reasoning and the
verbal intelligence tests, and yet he was about to receive a Fullbright
Fellowship.
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d. Lastly, when the decision is made that an applicant
should be hired by CIA, then immediate action should be
taken to place that person on our payroll if (a) he is
likely to be lost to us through delay in getting him cleared,
or (b) if he would suffer financially by waiting for clearance.
Men and women who are about to be graduated from college are
generally hard pressed financially. Many of the men at
Wisconsin told me that in spite of their desire to join CIA,
they might find it necessary to accept other employment (often
signing definite commitments) because of the delay in clearance.
In the case of college graduates, I think it would be advisable
to make it SOP to give them an UTG/A slot unless they them-
selves want a delay in employment to finish their studies or
tidy up their personal affairs.
(MirIVO ((AL
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