SURVEY BY THE OFFICE OF TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP55-00001A000100150019-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 2
• Document Creation Date: December 9, 2016
• Document Release Date: August 16, 2000
• Sequence Number: 19
• Publication Date: November 13, 1951
• Content Type: MEMO

T RD FORM NO. 64 ? 1
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Of/ice Memorandum ? UNITED STATES GOVERNMENT
TO Special Assistant to the Deputy
Director/Administration
FROM Assistant Director (Personnel)
SUBJECT: Survey by the Office of Training
DATE: 13 November l5?51
1. This is in reply to your memorandum of 6-November 1951,
requesting (1) comment and recommendations on the proposed admini-
strative officer program, and (2) a report on training activities
developed and conducted by the Personnel Office.
2. I am in complete agreement that we should have competent
individuals qualified to perform at the administrative officer level
available when requirements for personnel in this category arise.
The proposal advanced by the Office of Training seems to include the
assumption that such persons should be recruited from outside the
Agency. I do not share this viewpoint. There are few categories
which lend themselves so well to the process of in-service promotion
as this class of personnel. In general, internal personnel selection
and advancement is likely to result in obtaining better qualified
administrative officers. The skills qualifications which distinguish
good administrative officers from ineffective ones are not readily
detected in the recruitment process. A more reliable method is the
selection of those Agency employees whose performance in subordinate
echelons of administrative, staff or other types of work earmarks
them as potentially successful administrative officers. Usually,
service in the Agency should be regarded as a prerequisite to place-
ment in these positions, since training alone, regardless of amount
or kind, offers an inadequate substitute for the know-how acquired
through day-to-day performance in specified fields. It is my opinion
t,
that in the future most of the operating components of the Agency will
mance recommends them for assignments as full-fledged administrative
3. In order to have persons ready to take over as administrative
officers, when new positions are created, or to serve as replacements
when positions are vacated, I concur in the plan to establish an
estimate of requirements. This step is a necessary prelude to develop-
ing a specific training program. In line with my recommendation that
future administrative officers be named through intra-Agency assign-
ment, I do not think that there will be any general need to expand
T/O's to accommodate individuals being trained.
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. The development and administration of a formal training
program should await a determination of future requirements, and an
appraisal of the need to improve the proficiency of currently
assigned administrative officers. If a special training effort is
initiated, the Personnel Office will cooperate with the Office of
Training in any way that may be desired, including, the detailing of
members of the staff to lecture upon subject matter related to their
responsibilities, and the preparation of pertinent instructional
or informational materials. In addition, it is believed that
temporary rotating assigsvnents throughout the Personnel Office, as
well as throughout other staff and service offices, would comprise
an effective element of the over-all program.
5. The second part of the survey conducted by the Office of
Training requests information regarding training activities conducted
outside that organization. The outline accomparlyin thislmemorandu
summarizes such training programs handled by the
E. TRTJBEE DAVISOIN,
Attachment
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SECURl1Y WORMA1i6