REPORT OF THE COMMITTEE ON PROFESSIONAL MANPOWER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-03571A000200030005-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 84
• Document Creation Date: December 12, 2016
• Document Release Date: January 4, 2002
• Sequence Number: 5
• Publication Date: March 1, 1968
• Content Type: REPORT

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Secret
Report of The Committee
on
Professional Manpower
Secret
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WARNING
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Code, as amended.
Its transmission or revelation of its contents to or re-
ceipt by an unauthorized person is prohibited by law.
GROUP 1
Excluded from automatic
downgrading and
decIar iflcalion
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MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT: Report of the Committee on
Professional Manpower
1. The ad hoc Committee on Professional Manpower,
established by your memorandum to the Deputy Directors
dated 13 December 1967, submits the attached report for
your consideration. The report includes a statement of
findings, a discussion of the factors leading to these
findings, and a series of recommendations. The Committee
believes that implementation of these recommendations
would facilitate the Agency's acquisition and retention
of high quality professional personnel.
2. A major conclusion of the Committee is that the
Agency has been obtaining a high quality of junior
professionals who are well suited to its requirements.
Indeed.,the critical question is how the Agency can manage
this youn : talent effectivel.y_. and provide the, kind of job
-ha enge, early responsibility and advancement opportunity
required to assure ~taQn.
_ John Richardson
Chairman
Committee on Professional Manpower
Attachment:
Report of the Committee on
Professional Manpower
GROUP I
Excluded from automatic
downgrading and
declassification
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REPORT OF
THE COMMITTEE ON PROFESSIONAL MANPOWER
March 1968
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Page
INTRODUCTION . . . . . . . . . . . . . . . . . . . . 1
Objective . . . . . . . . . . . . . . . . . 1
Membership . . . . . . . . . . . . . . . . . . 1
Scope of the Study . . . . . . . . . . . . . . 1
Techniques of the Study. . . . . . . . . . . . 2
FINDINGS . . . . . . . . . . . . . . . . . . . . . . 3
General . . . . . . . . . . . . . . . . . . . . 3
Position and Selection Standards . . . . . . . 3
Recruitment . . . . . . . . . . . . . . . . . . 4
Sources of Junior Professional Manpower. . . . 6
Performance and Potential of Junior
Professionals . . . . . . . . . . . . . . . . 6
Career Management and Development. . . . . . . 8
Attrition . . . . . . . . . . . . . . . . . . . 8
RECOMMENDATIONS . . . . . . . . . . . . . . . . . . 10
1. Personnel Career Management. . . . . . . . 10
2. Professional Applicant Test Battery. . . . 10
3. Employment Incentives. . . . . . . . . . . 10
4. Information Feedback to Field Recruiters . 10
5. Direct Personnel Recruitment Programs. . . 11
6. Relationship Between Employee Educational
Background and Job Performance and
Potential . . . . . . . . . . . . . . . . 11
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Page
7. Midcareer Executive Development
Program . . . . . . . . . . . . . . . . 11
8. Identification and Development
of "Comers" . . . . . . . . . . . . . . . 11
9. Promotion from Sub-Professional Ranks . . . 12
10. Personnel Congestion at Senior Levels in
the Clandestine Services. . . . . . . . . 12
11. Centralized Personnel Management in the
Clandestine Services. . . . . . . . . 12
12. Accumulation and Analysis of Attrition
Data. . . . . . . . . . . . . . . . . 12
DISCUSSION . . . . . . . . . . . . . . . . . . . . . 13
General . . . . . . . . . . . . . . . . . . . . 13
Position and Selection Standards. . . . . . . . 13
Recruitment . . . . . . . . . . . . . . . . . . 15
Sources of Junior Professional Manpower . . . . 17
Performance and Potential of Junior
Professionals . . . . . . . . . . . . . . . . 19
Career Management and Development . . . . . . . 21
. . . . . . 24
A. Charter -- Committee on Professional Manpower
B. Monograph -- "The Succession Problem in CIA"
C. Survey Questionnaire -- "Professional Employee
Rating Form"
D. Table -- Supervisors' Opinions Concerning
Comparative Quality of FY 1963-67 and
pre-1963 Junior Professionals
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TABS (Continued)
E. Table -- Over-all Performance Ratings of
FY 1963-67 Junior Officers
F. Table -- Percentage of Junior Professional
Employees Estimated to have Senior
Officer Potential
G. Table -- Estimated Over-all Potential of Junior
Professional Officers
H. Memorandum -- "Factors in Student Achievement"
I. Memorandum -- "Characteristics of New Foreign
Service Officers"
J. Memorandum -- "Relations Between Co.llege_..Quality
and Rated Potential and Performance"
K. Memorandum -- "Recruitment of Quality Professional
Personnel"
L. Memorandum -u-"Role of the Female Professional
in the DD/I"'
M. List -- Relative Ranking of 36 Top-Rated Engindering
and Scientific Graduate Schools
N. Sample -- A&E Professional Applicant Testing-Report
0. Sample -- Personnel Recruitment Requisition
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Objective: To examine the quality of recent input of
professional officer personnel in relationship to near-
and long-range manpower needs.
Membership: The Committee was composed of a senior
representative from each Directorate: John Richardson,
Director of Trainin Chairman of the Committee, repre-
25X1A senting the DD/S; Special Advisor to the
De ut Director for Intelligence, representing the DD/I7
25X1A Chief, Central Cover Staff, representing
the DD P; an Donald F. Chamberlain, Director of the
Office of ntelligence, representing the
DD/S&T, iWWAiChief, Plans and Review Staff, Office
of Personnel, consulted closely with the Committee through-
out this study. The Committee wishes to express special
appreciation to who acted as our Executive
Secretary, drew up the basic Committee report draft, and
shepherded the report from its beginnings to its final form.
Scope of the Study: The Committee was-directed to review
"sources of new o ficer personnel, qualitative standards
applied in their selection, whether these standards are
adequate and are being maintained at suitable levels, the
measures taken to provide for the continuing development
of professional officer personnel, and whether action is
needed to improve the Agency's competitive position with
respect to attracting and retaining highly qualified
personnel." (Tab A)
The recent input group chosen for this study were those
employees who entered on duty in professional positions during
Fiscal Years 1963 to 1967, inclusive, principally in grades
,.GS-07 through 12. In the case of the DD/S&T the grade range
was extended to GS-14 because of the comparatively few junior
officers hired by that Directors e.
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Techniques of the Study: The Committee obtained a number
of recent studies w ich were pertinent to this effort;
compiled, distributed, and analyzed the results of a survey
questionnaire (Tab C) which was completed by-more than
Agency supervisors on approximately professional
officers falling within the group under study; received
briefings by selected Agency representatives; retrieved
selected data from the Agency's records system; reviewed
files of personnel in the study group who have since
separated from the Agency; acquired certain data from the
State Department on its'junior Foreign Service Officers
Corps; and obtained the opinions of supervisors throughout
the Agency.
Each Directorate produced a separate contribution to
this study. Our Committee report is a collation of the data
and findings contained in the individual Directorate reports,
copies of which are held by the Committee and are available
for your review.
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General
1. The malor conclusion resulting from this study is
that the Agency, with few exceptions, has been able to hire
the quantity and quality of junior professional officers
needed to accomplish its mission. Their on-the-job
performance and estimated potential appear to preclude both
a near- and long-range succession problem.
2. -Instead, the critical personnel question is whether
the Agency will be able to manage this talent effectively
and to assure long-term tenure and experience by Oroviding
training, adequate job challenge, responsibility, and career
advancement opportunities, for professional officers at all
levels, including junior professionals.
Position and Selection Standards
1. Position standards.in the Agency have been
maintained at consistently high levels. These standards
normally are developed by supervisors who oversee the
positions described. In many instances, position standards
have been raised as a result of professional growth within
the Agency, or of scientific and technological developments
which affect Agency activities.
2. Selection standards appear to have been maintained
at a high level, at least in the sense that recent junior
professional appointees, as a group, have received very
favorable performance ratings from their supervisors.
3. Generally, the Agency has allowed positions to
remain unfilled rather than lower selection standards, but
there are exceptions, In the Office of Computer Services,
selection standards have been relaxed because of the Agency's
inability to compete with private industry and other employers
for the services of trained computer technicians. Instead,
less qualified people have been selected and an in-house
training program established to bring recruits up to job
standards.
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4. Within the DD/I, four offices report an inability
to get sufficient numbers of the kind and qualit of people
desired -- the Central Reference Service;
Office of Current Inte i.gence; an
Office of Economic Research. There are also indications
that women are being hire increasingly because sufficient
qualified men have not been available to the Directorate,
5. Diverse manpower requirements make meaningless any
stereotyped concept of "the" junior professional candidate.
Even in the generalist category, upon which both DD /P and
.DD I depend heavily, the variables of native intelligence,
personality characteristics, educational background, level
of maturity, breadth of experience, and other intangibles
are too complex to be reduced to simple patterns.
6. All Directorates appear to have the kind of
personnel input and development needed to provide the man-
agers and executives of the future.
7. The Agency's Professional Applicant Test Battery
(PATB), designed to measure intelligence, personality,
attitudes, interests, background characteristics and other
factors, is administered to all Career Trainee candidates.
The CS-now Proposes to administer the PATE to all candidates
for professional positions. For the other Directorates, e
PATB is administered to applicants for professional positions
on a selected basis, either as a result of stipulation in a
recruitment requisition (Ta.b 0) or at the discretion of the
field recruiter.
STATSPEC
8. The nature of the relationships between scores on
Agency Professional Testing and job-performance measures ha's
.not been fulLy explored Experience with the Career Training
Program suggests strongly that there is a useful correlation
The Assessment and Evaluation Staff of the Office of Medical
Services currently is conducting an in-depth study of this
subject.
1. The Agency's competitive position with regard to the
recruitment of professional personnel remains generally
,,satisfactory, except in certain specialized categories --
communications engineers, graduate economists, computer
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technicians, and experienced personnel for some very
senior DD/S&T positions -- where industrial competition
is stiff.
2. While we have no basis for evaluating its future
significance for the Agency, we have noted concern among
supervisors and recruiters about recruiting difficulties
created by the war in Vietnam and other factors.
3. Other government agencies and departments have
matched or surpassed some of the employee benefits which
once were considered exclusively the Agency's -- e.g.,
pre-employment travel authorization, insurance benefits,
sponsorship of academic studies. The impact on our
recruitment effort does not seem serious,--except possibly in
the DD/I.
4. Agency field recruiters frequently deplore the lack
of feedback with regard to the reasons why their candidates
were or were not hired. Despite guidance received in the
form of recruitment requisitions (Tab 0), weekly status
reports from the Office of Personnel, annual conferences,
and exposure to substantive personnel from Headquarters who
participate with them in field recruitment, the recruiters
apparently are at a disadvantage in not having firsthand
experience with the jobs for which they are recruiting, or
with the kinds of people that supervisors regard as successful
within the Agency environment.
5. Most of the Agency's recruitment effort is conducted
by the Office of Personnel, but a number of operating
components, notably the DD/S&T, certain offices of the DD/I,
and the Office of Security, engage in their own recruitment
programs. (Tab K) On campus, field recruiters typically
deal with placement or administrative officials, while
direct recruitment seeks to work through particular teaching
departments or faculty members. The latter approach makes
possible the recruitment of specially qualified and experi-
enced personnel who may not have manifested to the placement
office any interest in Agency employment.
6. Field recruiters and supervisors frequently cite
the lengthy waiting period before firm job offers can be made
as a serious impediment to the employment of large numbers of
highly promising prospects.
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Sources of Junior Professional Manpower
1. The importance of the four principal sources of
junior professional personnel -- direct hire, internal
Agency transfer, the Career Training Program, and promotion
from sub-professional ranks -- varies by Directorate, by
individual office, and by specific function. Promotion
from sub-professional categories generally appears least
satisfactory.
2. The Cooperative Education Program has produced a
number of communications engineers for the Agency and
although it is small -- only about a dozen prospective
careerists are presently enrolled -- the program looks
promising for meeting the Agency's needs for certain
technically-trained personnel.
3. The Agency has not had sufficient experience with
the Summer Intern Program to judge its effectiveness
Performance and Potential of Junior Professionals
1. Of 313 Agency supervisors who were surveyed,
245 -- more than 86% of those who expressed an opinion --
believe the FY 1963-67 group of junior professionals is
equal, or superior, in quality to the group which entered
on duty prior to 1963. The 14% which Judged the FY 1963-67
o inferior .in quality was limited to two Directorates --
DD/T and DD/P. In DD/S and DD S&T, every supervisor who
expressed an opinion believed the FY 1963-67 group to be
either egual'or superior. (Tab D) In addition, the Heads
of all Career Services in the DD/S were unanimous in
believing that the FY 1963-67 group is superior.
2. More than half of all junior officers evaluated
in this study were rated "Strong" or better. (Tab E These
independent ratings, which were not shown to the o icers
being evaluated, closely approximated fitness report ratings.
3. The performance median for junior officers evaluated
in this study is "Strong" in DD/I, DD/S, and DD/S&T. In the
Clandestine Services, it is between "Strong" and "Proficient".
The Committee noted the very small percentage of CS officers
who were rated "Outstanding" on over-all performance as well
as the lower median point on performance ratings. We believe
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that the assigned ratings reflect a more conservative
evaluation by CS supervisors of junior officers in the
early stages of their careers.
4. Growth potential for this group of junior officers
was judged excellent. In DD I, whose supervisors' judgments
were least optimistic, i was estimated a better an two
,out olive have the potential to attain GS-15 rank, one of
six supergrade rank In DD/S&T, whose supervisors were most
optimistic, it was estimated that three out of four have the
potential to reach GS-15 level, and two of five to achieve
supergrade rank. DD /S supervisors estimated that two out of
three have the potential to attain GS-15 rank, better than
one in four supergrade rank. In the Clan estine Services, it
was estimated that three in five have the potential to reach
GS-15, and better than one in five to achieve supergrade level
Tab F)
5. Su ervisors estimated that more than 65% of this group
of junior professionals have "Above Average- po en ,.ia in
o terms of job performance and contribution to tfi_e__7gencv a or
(Tab G)
6. Preliminary results of a study by the Assessment
and Evaluation Staff of the Office of Medical Services indicate
a correlation between graduation from certain quality-rated
undergraduate colleges, approximately 100 in number, and
estimated potential of the junior officers evaluated in this
study. DD/S&T data was not part of this study. (Tab J)
7. In the DD/S&T, however, a correlation, emerged from a
study of the relationship between attendance at 36 top-
ranking graduate engineering and scientific schools and
subsequent performance in the DD/S&T. One-third of all new
employees (GS-07/14) entering the DD/S&T during FY 1963-67
held graduate degrees. Half of the graduate degree holders
attended one or more of the top-ranked schools (Tab M); half
attended unranked graduate schools. An analysis of supervisor
ratings reveals that those officers who attended the top-ranked
graduate engineering and scientific schools received distinctly
superior performance evaluations compared with those who attended
other graduate schools.
8. In the DD/I, among 285 junior professional officers
hired directly from university campuses, the incidence of
"Outstanding" performance ratings was twice as high for
graduate degree holders as for bachelor degree holders- This
confirms the finding of an earlier DD/I study in November 1967.
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Career Management and Development
1. Generally, individual career planning is not
practiced in the Agency. Even the five-year career
plans that were a conceptual aspect of the Midcareer
Executive Development Program have not been implemented,
except possibly within the DD /I. The Midcareer Course
has come to be looked upon by supervisors as a battery
recharging experience for large numbers of middle-level
officers. Operating components do make an effort to
nominate suitable candidates for the Course and, in that
sense, engage in some qualitative screening of middle-
level officers.
2. The identification and development of junior
professional "comers" is left largely to offices and
divisions in all Directorates. DD/I has established a
centralized system for monitoring "comers" and the CS is
exploring the possibility of moving in the same direction.
3. In the Clandestine Services, limited promotion
headroom has led to the loss of highly promising junior
or midcareer level officers who believe they still have the
time and talent to develop a full career elsewhere.
4. Although professional officers within the Clandestine
Services form a single Career Service, the traditional practice
by which staffs and divisions tend to confine professional
officers to assignments in specific geographic or functional
areas has obstructed the capability of the CS to place, on a
global basis, the best qualified man in a given job at a given
time. In particular, this practice has impeded the orderly
rotation and broadening experience of junior professional
officers which should be a part of the career development
process. Efforts presently are undekway in the Clandestine
Services to introduce a more centralized management system
without, however, disrupting the effectiveness which individual
divisions and staffs have achieved within the limits of their
independent resources.
5. Junior officers within the DD/S&T appear to face
serious disadvantages and limited career prospects in trying
to compete with the very large number of still youthful senior
officers in the Directorate who possess advanced technical
training and business or industrial experience.
Attrition
1. The over-all separation rate of the junior officers
entered on during FY 1963-67 is approximately 28%. The
separation rates by Directorate are:
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DD/ I
DD/P
DD/S
DD/S&T
35%
20%
14.4%
35%
2. Total figures can be misleading, however, as
certain categories of personnel have higher separation rates
than others. In the DD/P, for example, almost two-thirds of
,the separations consisted of junior officers in the Records
Inte ration Division. In the D D/1, the separation rato for
junior male professionals was 29%, but for women offi rs it
was 50/O. Retirement, of course, is not ir o+ a factor -------- of ~--~~ N~-in attrition
among junior officers.
3. Accurate information on the reasons for voluntary
separations is difficult to obtain, partly because many of
those leaving are guarded in their statements, and partly
because the Agency's records system is so designed that over-
simplification results from what typically is a complex
situation involving a multiplicity of factors.
4. The voluntary separation rate in DD/S&T can be ascribed
in considerable degree to a lack of continuing technical
challenge and to limited fields for application of technical
skills, Compounding this picture is a comparatively greater
interest on the part of DD/S&T officers in being scientists,
especially in 'research and development, than intelligence
officers.
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RECOMMENDATIONS
The Committee recommends:
1. Personnel Career Management: that the four
Directorates review and report o the Director of Central
Intelligence on the primary career management problems of
their Career Services, together with reasonable solutions.
(Ref. page 3.) '
2. Professional Applicant Test Battery: that the
PATB, or its equivalent, be administered o all future
junior professionals as part of the selection process.
In addition to assisting in selection and placement, it
would provide an objective vindication of potential which is
an important consideration in identifying "comers". PATB
results would further provide a uniform data base to help
evaluate the quality of Agency professional officer input.
(Ref. page 4. )
The DD/S&T feels that the use of the PATB should not
become mandatory for all junior engineers and scientists until
its usefulness with regard to these categories of personnel
has been investigated more thoroughly. This Directorate
believes that the PATB as presently constituted is applicable
primarily to the Career Training Program, and that it will
require modification and testing More it becomes widely
useful when rating DD/S&T junior personnel. DD/S&T is
perfectly willing to work with the Assessment and Evaluation
Staff, Office of Medical Services, toward this objective, but
does not wish to employ the system until it is satisfied that
its use will be beneficial. (Ref. page 4. )
3, Employment Incentives: that such items as pre-
employment trave reimbursement, expenses incurred when
entering on duty, early provision of full-time training,
greater insurance and hospitalization benefits, and
sabbatical leave be examined carefully for possible improve-
ments. This Committee understands that a DD/S study is under-
way in this subject area and expresses the hope that ways can
be found to strengthen the Agency's competitive position
through legal, achievable advantages in the employee benefit
category. (Ref. page 5. )
4. Information Feedback to Field Recruiters: that field
recruiters Be provided more specific and timely guidance on
the reasons for the rejection of candidates. (Ref. page 5.)
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p-' establishing the Midcareer Executive eve opmen
A
,;ic- , c_ 1.1/X I
am, or
j that action be taken to improve Directorate compliance with
its provisions calling for the nomination of candidates
/ deemed genuinely qualified for promotion to GS-15 or above
continue to seek, highly-qualified people from less well-
regarded schools.
5. Direct Personnel Recruitment Program:
a. that there be increased direct participation
in field recruitment by each of the Directorates, in
cooperation with the Office of Personnel. (Ref. page 5.)
b, that our competitive recruitment position be
strengthened on the campus by a program designed to
facilitate scholarly exchange between faculty members,
graduate students, and Agency intelligence analysts.
(Ref, page 17.)
6. Relationship Between Employee Educational Background
and Job Performance and Potential: that additional research
be directed toward more fully defining the relationship
between college quality and rated job performance and potential.
If further study confirms and extends our initial finding that
a positive relationship does in fact exist, it is recommended
that proportionately more recruiting effort be directed to-
ward approximately one hundred colleges and universities with
above average quality ratings. (Ref. page 7.) We wish to
emphasize, however, that the Agency has obtained, and should
. Midcareer Executive Development Program:
NP,
a. that serious attention be
,`"*Possibility of revising Headquarters
and for the planning and implementation of five-year programs
for the officers nominated. Consideration can also be given
to reduction in the number of Midcareer Courses conducted
. annually and to adjustment of Directorate quotas. (Ref.
No page 8.)
b. that DD/S&T and the Office of Training seek
adjustments in the Midcareer Course which will permit
attendance by DD/S&T officers generally between 30 and 35
years of age, regardless of more senior rank and duration of
service with the Agency. (Ref. page 21.)
8. Identification and Development of "Comers": that
"comers" in e junior professional officer category in each
Directorate be identified to Directorate level on a systematic
and regular basis in order to keep the list of such officers
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current and to provide Directorate-level influence on
training, assignment, and career progression of'"Officers
in this category. (Ref. page 8.)"--
9. Promotion from Sub-Professional Ranks: that
promotion rom sub-professional to profess 1 onacategories
be scrutinized more vigorously and systematically as this
source of new professional officers has proved to be the least
satisfactory. (Ref. page 6.)'
10. Personnel Congestion at Senior Levels in the
Clandestine Services: that agency officials intensify
examination of all possible methods of relieving and pre-
venting the recurrence of the congestion problem at the
senior levels of the CS, including genuinely effective out-
placement assistance, special retirement inducements (bonuses,
re-training assistance) and, in the cases of officers with
proper qualifications, placement in appropriate positions in
other Career Services. (Ref. page 8.).T
11. Centralized Personnel Management in the Clandestine
Services: that personnel management at the Directorate eve
in t e CS continue to develop procedures to facilitate orderly
rotation that will provide the challenging and broadening
experience that is particularly important in career develop-
ment of well-rounded CS officers, and to provide the flexibility
needed to react quickly and effectively to changes in priorities
among several world areas. (Ref. page 8.)'.
12. Accumulation and Analysis of Attrition Data: that
each Directorate institute means of systematically accumulat-
ing and analyzing more reliable information on why professional
officers leave the Agency. Sufficient information does not
now find its way to senior supervisors to permit a meaningful
assessment of the significance of attrition for recruitment
policy, career development, and operational effectiveness.
The Committee also recommends an annual Directorate report
to the Executive-Director on rates and causes of attrition.
(Ref. page 9.);
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1. A recent study by the Office of Personnel, "The
Succession Problem in CIA", dated 27 November 1967 (Tab B),
indicates that the retirement of large numbers of senior
Agency officers (GS-14 to 18) in the ten-year period from
1967 to 1976 will result in heavy drafts upon officers now
in GS-12 and 13 positions to fill senior jobs.
2. The study estimates losses in GS-12/13 ranks,
through upward movement and attrition, at 82% in the same
ten-year period and thereby logically raises the question
of the qualitative and quantitative resources available
in junior officer ranks to fill intermediate level positions
in these ten years. Briefly, the Office of Personnel has
estimated, based on October 1967 on-duty strength figures,
that more than _ professional officers will have to enter
the GS-12/13 ranks between 1967 and 1976.
3. The Committee on Professional Manpower has not dealt
with the quantitative aspects of this problem, but it should
be pointed out that the Committee's study covers approximately
1725 new junior professional officers who entered primarily'
into GS-07/12 ranks during one five-year period; it did not
attempt to quantify the numbers already present in those ranks
at the beginning of the period (FY 1963). A glance at avail.-
able statistics, however, reveals that the number of junior
professionals already on-board, to be reinforced by further
accretions within the next several years, constitutes a suf-
ficient quantity of prospects for filling estimated vacancies
at the GS-12/13 level. External recruitment by DD/S&T and
DD/I directly into the middle-level ranks will also improve
this picture of future Agency leadership.
1. By relating selection standards to job requirements,
all Directorates are endeavoring to minimize the personnel
hazards of hiring over-qualified personnel for jobs which do not
challenge their ability and potential. Many necessary jobs are
routine, lack glamour, and provide small opportunities for
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advancement. There are numerous instances where overquali-
fied personnel are entrapped in such jobs; others are
unwilling to accept the fact that learning routine funda-
mentals is essential to long-term success.
2. :[n some instances, jobs remain unfilled if candi-
dates do not measure up to standards. On the other hand,
there are many Agency positions for which qualifications
must be developed through in-house training either because
of unique requirements, as in the case of CS operations
officers, or because the Agency is not able to acquire
sufficient numbers of already-trained personnel, as in the
case of computer technicians.
3. Selection criteria typically are applied in four
separate instances during the recruitment process: during
interview by a field recruiter; in an evaluation of profes-
sional testing, if taken; during interviews by one or more
representatives of the component for which the applicant is
being considered; and in specialized evaluations by the
Offices of Security and Medical Services.
4. In addition to being the initial personification
of the Agency to a recruitment prospect, the field recruiter
makes the first crucial decision, i.e., whether to turn the
prospect away, or to give him application forms and stimulate
his further interest.
5. The Professional Applicant Test Battery (PATB),
which is a six-hour series of tests devised and evaluated by
the Assessment and EvaluationStaff of the Office of Medical
Services (AES/OMS), is given-automatically to Career Training
Program prospects and to others whose qualifications seem to
relate to one or more recruitment requisitions which stipulate
that the tests be administered. The tests are designed to
measure intellectual. ability, attitudes, interests, personality,
background characteristics, foreign language aptitude, knowledge
of current affairs, and other factors. An AES evaluation of
an individual's test profile (Tab N) is sent to an operating
component on request, to the Skills Bank, or to the Career
Training Program if the individual is a CT candidate. The
test results are incorporated in the Applicant File to pro-
vide assistance in making selection and placement decisions.
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T
Unlike the Foreign Service Officer written examination, there
is no passing or failing score. Instead, there is a narra-
tive comment evaluating the individual's test characteristics
in terms of the position for which he is being considered.
6. Certain other Agency components, e.g., the Clandestine
Services, the Office of Economic Research, and the National
Photographic Interpretation Center, consistently make use of
PATB evaluations. Many make no use of them whatever; some are
indifferent.
7. A positive selection decision is made only after one
or more interviews by representatives of an operating compo-
nent and, in most cases, only after review and approval by
senior officers in the component or Career Service. An offer
of employment, of course, must await favorable findings by
the Offices of Medical Services and Security.
8. CT candidates undergo the most rigorous screening in
the sense that they are subject to the initial CT recruitment
process described above, and still must undergo interviews and
evaluations by operating components upon the conclusion of
their formal training cycle in much the same manner as appli-
cants entering the component directly from outside the Agency.
9. The Clandestine Services is experiencing some dif-
ficulty in a core category, i.e., the junior professional who
can become a skillful agent recruiter and handler. It recog-
nizes the need to sharpen the identification of intangible
characteristics which make for a successful officer in this
critical function.
Recruitment
1. The Agency to date has experienced no serious
difficulty in recruiting junior professionals of the desired
quality and in the numbers needed.
2. The Support Services seem to have limited appeal to
today's business management graduates. An intensive input
of Career Trainees in the last two and one-half years has
raised the quality of generalist junior officers and, in a
few cases, has provided specialists. By and large, the Support
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Services have been able to satisfy selection criteria
in all categories, with the possible exception of com-
munications engineers, where competition is a serious
factor.
3. The DD/S&T, despite its insistence that selection
standards be maintained, generally has been successful in
obtaining enough quality personnel. A few very senior
positions have gone unfilled because of the Agency's in-
ability to compete in terms of salary for people with the
necessary qualifications. While encountering no major
difficulty in recruiting well-qualified personnel, the
DD/S&T does experience a considerable problem in retaining
them. This subject will be discussed further in the sec-
tion concerning attrition problems.
4. The Clandestine Services, except in certain spec-
ialized functions, does not compete in the manpower market
for people with scarce skills which command a high salary
on the outside; instead, it seeks. well-balanced and intel-
ligent individuals who are motivated "by genuine interest
in world affairs. In-house training in the techniques of
clandestine operations and on-the-job experience become the
upgrading factors.
5. In the DD/I, the Office of Current Intelligence
reports difficulty in finding writers, researchers, and
people with area background to match those of earlier cal-
iber. The Office of Economic Research has been accepting
bachelor-level economists where M.A. and Ph.D. degrees were
STATSPEC desired. indicates
that recruits hired directly have been somewhat inferior in
recent years, although CT input and an increased reliance on
women employees have improved the situation, The National
Photographic Interpretation Center reports a recent improve-
ment in its ability to obtain the number and kinds of re-
cruits most desired.
6. The lengthy processing time for applicants is regard-
ed by all Directorates as a serious recruitment handicap.
This is not a new story in the Agency. The DD/I, competing
for scarce talent found in academic circles, seeks individuals
who normally would be signing teachAng and research contracts
by 1 April of each year. The Committee notes some feeling in
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DD/I that recruiting is impaired by adverse Agency pub-
licity as well as by limitations on conducting a more
overt scholarly exchange with the academic community.
7. An ability to communicate to the prospective
recruit, on an unclassified basis, a reasonably complete
and accurate description of a specific job, and the nature
and conditions of DD/I employment in general, would en-
hance DD/I's competitive position. The National Photographic
Interpretation Center, for example, reports recent sig-
nificant success in publicizing job opportunities in a
specific manner.
8. There appears within the Agency as a whole a
growing desire to participate more directly in field recruit-
ment. Such action is again being considered within the
Clandestine Services. It certainly is a m1tjor factor in
DD/S&T recruitment, especially with respect to senior posi-
tions, and has been standard procedure for all professional
recruitment in the Office of Security, which has relied
principally on its own field personnel. There is a definite
trend in DD/I in favor of supplementing regular Agency
recruitment efforts by an expansion of direct contacts be-
tween DD/I officers and university faculty members. There
seems to be little question that a specialist, discussing
substantive matters with a prospective employee, will im-
prove the chances of recruiting him.
Sources of Junior Professional Manpower
1. The Agency's junior professionals come from four
major sources -- direct hire from outside the Agency;
lateral transfer from other compotients of the Agency; the
Career Training Program; and promotion from sub-professional
ranks. As part of this study, a survey was conducted to
determine which of the sources, if any, provides the most
qualitative input. Although the results of the survey do
not lend themselves to conclusions of general application,
some clearcut patterns do emerge.
2.1' The DD/S&T personnel structure is unique within
the Agency owing to the fact that the majority of officers
entering the Directorate during the five-year period under
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study did so at grade GS-12 and higher; 93% of all entrants
were hired directly from outside the Agency; 37% came from
business and industry; 17% from graduate schools; and 17%
from undergraduate schools. The other three major sources
of junior professional manpower have little relevance for
the DD/S&T.
3. The Career Training Program was the source for
approximately 50% of the junior professional officers who
entered the Clandestine Services during the five-year period
from FY 1963 to 1967. Approximately 30% was recruited
directly from universities and business concerns; the remain-
der entered from other government agencies, from other
Career Services within the Agency, or from CS sub-professional
levels.
4. More than 72% of the supervisors surveyed in the
Clandestine Services regard the Career Training Program as
the best input source, based on qualitative and quantitative
considerations. There is consensus, however, that an admix-
ture of functional specialists and older officers with greater
breadth ofexperience is desirable to meet the needs of the
Clandestine Services. Current personnel ceiling limitations
have cut off this source of professional manpower input.
5. In the DD/I, direct hire from campuses was the
largest input source for the five-year period, providing
approximately 40% of junior professional recruits, about
evenly divided between graduate and undergraduate students.
Direct recruitment from private business accounted for 20%,
the Career Training Program contributed 12%, internal Agency
transfers about 6%, transfers from other Federal agencies
about 9%, and appointments directly from military service
about 12%.
6. DD/I supervisors rated direct recruitment the best
source of junior officer personnel. CTP and internal
Agency transfers received equal ranking thereafter, but the
transfer group had the highest percentage of its people
rated "Outstanding". Part of the reason appears to lie in
the fact that officers transferred internally start producing
on the job more quickly and also bring broader intelligence
experience to the job.
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7. Within the DD/S, the results were more diversified.
The CT Program and direct hire from private business each
provided approximately 30% of junior professional input dur-
ing the period. But opinions vary among the Support Career
Services as to the most desirable manpower source. CT
generalists readily meet the needs of the Office of Personnel
and the Administrative Career Service, Logistics, Finance,
and Security Career Services find that a specialized interest
or experience is vital for career progression. Communications
and Medical Services require specialized technical expertise
while Training for the most part relies on internal Agency
transfer for qualified personnel. The pioneer effort of the
Communications Career Service with a Cooperative Education
Program appears promising as a source of engineers.
Performance and Potential of Junior Professionals
1. Performance ratings and estimates of the potential
of the junior professional group under study already have
been reported in the Committee's Findings. Detailed break-
down of the ratings is found in Tabs D through G.
2. A special study conducted by the Assessment and
Evaluation Staff of the Office of Medical Services, at the
request of this Committee, suggests that there is a correlation
between superior estimated potential of the Agency's junior
professional officers in DD/I, DD/P and DD/S, as they were
evaluated by their supervisors, and their attendance at certain
"quality" undergraduate institutions. Tab J indicates that
junior officers in the three Directorates who attended 70 of
the approximately 100 top-rated colleges received significantly
higher ratings, especially with respect to their potential for
achieving supergrade rank, than those who attended colleges of
"lower quality". The quality rating of a college was derived
from data published in 1965 which was based on the academic
aptitudes and educational/vocational aspirations of members of-
its entering freshman class. The list of "quality colleges",
as given in Tab J, is not comprehensive; it includes only
schools whose graduates were among approximately _junior 25X1A
professionals in DD/I, DD/P and DD/S who were evaluated in the
Committee's study.
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3. There is evidence in the DD/I of a correlation
between performance and amount of formal education acquired.
The incident of "Outstanding" performance ratings given
to those with graduate degrees was considerably higher than
to those with less formal education. This is consistent with
the more conclusive findings of an earlier study of the
academic backgrounds of various DD/I groups, including
"comers" and key officers. Among the junior officers entered
on duty in the last five years, this distinction was not so
clear. While 54% of the top-rated junior officers in the
DD/I either attended an Ivy League school or possessed a
graduate degree, the same was true for 43%.of the lowest-
rated group,
4. Attached as Tab H is an analysis of the backgrounds
of the 15 Career Trainees who achieved an "Outstandin
rating in the Operations Courses conducted at
from FY 1963 to 1967, inclusive. The conclusion was that
the location, nature, size, and curriculum emphasis of the
academic institutions which they attended do not appear to
have been influential factors in terms of student perform-
ance. Rather, such factors as military experience, writing
ability, self-organization, energy, diligence and intel-
lectual curiosity were major concomitants of their ability
levels. These findings are somewhat at variance with those
cited in paragraph 2, above.
5. Attached as Tab I is a brief analysis of the back-
grounds of successful Foreign Service Officers appointed
druing the period 1959-1964. The analysis, conducted in
1965 at the request of Deputy Under Secretary for Administra-
tion W. J. Crockett, revealed that the most significant
factor in relation to success was age, with the most success-
ful officers entering on duty at 28 or older; the second
most important factor was previous military service; resi-
dence abroad and achievement of an advanced degree were rated
third. Previous employment and marital status did not
appear to have material impact. There was not, as part of
this analysis, any attempt to assess the quality of the
officers' educational background. Tab I does indicate that
FSOs appointed in the period 1963-1966 attended a wide range
of undergraduate and graduate institutions.
25X1A
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Career Management and Development
1. None of the four Directorates operates a system-
atic career management and development program at the
Directorate level. There is a consensus in the Agency
that, given the nature of the intelligence profession, it
is neither possible nor practicable to develop a detailed
long-range career program for professional officers.
2. In the DD/S&T, the Career Service Panel of each
office reviews at least annually the records of all offi-
cers GS-14 and under and ranks them in the estimated
order of their performance, ability, and potential? The
central DD/S&T Career Service Board does the same for all
officers at supergrade and GS-15 levels as well as those
in the Scientific Pay Schedule. These reviews are conducted
for the purpose of identifying "comers", establishing
promotion rankings, selecting senior school representatives,
and determining assignments and increased responsibilities.
The Deputy Director for Science & Technology personally
reviews all "Outstanding" Fitness Reports and approves rec-
ommendations for senior schools and for supergrade and
Scientific Pay Schedule promotions.
3. The DD/S&T annually conducts its own Development
Course for approximately 12 highly-qualified officers in
order to prepare them for a broad career within the
Directorate. The requirements of the Agency's Midcareer
Course have not to date fitted the DD/S&T's personnel qual-
ifications in terms of age, grade, and years of experience.
4. The DD/S&T is faced with a major personnel problem
in that the average age of its professional officer corps in
grades GS-12 to 14 is 35 years, This group is highly i6du-
cated in scientific and technical fields; despite its youth,
it has considerable pre-Agency work experience and good
advancement prospects within the Directorate. By contrast,
however, junior professionals in the Directorate are poor
cousins in terms of professional credentials and career pros-
pects, The age factor in the GS-12/14 group alone indicates
that junior professionals will have a long wait, The DD/S&T
has not been able to find solutions for improving the career
prospects of the junior professional category as a whole,
but does have plans for providing advanced education for the
ablest officers in this group.
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5. Within the DD/I, there is a special Midcareer
Panel composed of deputy office heads, except for the
chairman, who is an office director (currently the head
of Thd.s panel meets four
times a year to consider office nominations for the
Midcareer Course; it also engages in follow-up studies
with regard to the implementation of the five-year career
plan that is required for each Midcareer nominee. A
recent study indicated that of 125 DD/I Midcareerists
there is only one case in which no part of the individual's'
five-year plan had been implemented,
6. The DD/I has a dual system for identifying "comers".
Most offices identify such personnel as part of the day-
to-day supervisory function. Selecting officers for the
Midcareer Executive Development Program and for other ca-
reer development opportunities serves to formalize this
identification process at the office levels. At the same
time, the DD/I himself has established a "comers" list of
some 100 officers. This is reviewed annually at which time
additions and deletions are made based upon a current ap-
praisal of performance and potential.
7. In the DD/S, the spotting and development of prom-
ising junior and middle-level officers is a responsibility
of the individual Career Service. The Deputy Director for
Support personally reviews all "Outstanding" Fitness Reports
on DD/S professional officers at all levels. He also con-
sults closely with the Heads of all Career Services with
regard to the assignment and promotion of officers at GS-15
level and higher. Midcareer selection is monitored at the
Directorate level. Systematic implementation of five-year
development plans has not proven feasible. The Midcareer
Course is considered a valuable battery recharging experi-
ence for sizable numbers of above average performers who
are judged still to have promotion potential.
8. There are two principal features of the profes-
sional manpower problem that distinguish the Clandestine
Services from other Directorates. The first is that its
needs cannot be purchased or disposed of on the open market.
The absence of corollary outside occupations requires the
CS to train its own manpower, which enters primarily at GS-07
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to 11 levels. Another aspect is the difficulty of finding
outside second careers, a factor which inhibits the retire-
ment of CS officers whose primary work experience over the
years has been in CS operations.
9. The second principal feature is the staffing needs
for the overseas stations and bases which require a corps
.of trained officers willing and able to serve when and where
needed and to meet the special demands of clandestine oper-
ations abroad. For this reason, the CS undertakes to employ
only personnel who are qualified for clandestine activities
and who, in addition, are able and willing to serve overseas.
Over the years, too many CS personnel have become "immobile"
for a variety of reasons. Efforts are being made to correct
this situation by limiting new input to those who understand
and agree in advance to serve in accordance with the needs of
the Directorate.
10. The need for a system of rotation of officers to
provide new challenges and broadening experience is increas-
ingly recognized and two steps are being considered at this
time. The first is to segregate those few positions at
Headquarters which, because of the nature of the work or
other factors, should not be subject to any system of normal
rotation. This step has been substantially completed. The
next step, now being considered, is to require all CS officers
at Headquarters to execute a field reassignment questionnaire,
indicating their desires and availability for overseas assign-
ment and any personal factors affecting mobility for future
assignments. Such information will provide the basis for the
first real inventory of human resources available to the CS
to meet its worldwide responsibilities.
11. The selection process has been centralized in the
Clandestine Services, somewhat in contrast to the situation
in the other Directorates, but the actual management of
personnel resides within individual divisions and staffs. As
reported in the "Findings", efforts are now being made to
achieve a degree of centralized management at the Directorate
level.
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12. In the Clandestine Services, the identification
of junior and middle-level officers who have more than
average potential for advancement is accomplished primarily
in the operating divisions and staffs. The Deputy Director
for Plans reviews and approves candidates for the Midcareer
Course. Likewise, he consults with the chiefs of divisions
and staffs and approves or recommends to the Director of
Central Intelligence the assignment of all senior officers
(branch chiefs and above at Headquarters and station and
base chiefs abroad). All promotions to grade GS-15 and
above must be approved by the Deputy Director as are rec-
ommendations for assignments to senior Service schools.
Attrition
1. The Committee endeavored to explore the reasons
why approximately 28% of the junior officers who entered
on duty during the period under study have left the Agency.
It was discovered that individual personnel folders contain-
ed neither precise nor complete data concerning the circum-
stances of an employee." s ' departure from the Agency,
addition, only a very cryptic reason is entered into the
machine records system which usually is the one given by the
departing employee. Only occasionally is a supervisor's
documentation present in the personnel folder itself. A
single tentative conclusion can be stated: it does not ap-
pear, from the limited records available, that the separated
personnel, as a group, were as effective in their jobs as
those who have remained with the Agency. Caution has to be
exercised with regard to this conclusion, however, because
final fitness report ratings, on which judgment is based,
may reflect the mutual disenchantment of supervisor and
employee. Even more important, the tenure of this group is
so short that many ratings were no doubt tentative and
conser ative pending time to make further observations.
2. In the Clandestine Services, the over-all attrition
rate has been about 4% annually, but two-thirds of this is
from Records Integration Division, mostly in grades GS-07
and-08. Attrition in RID has received continuing attention,
but the nature of the work, the salaries available, and other
factors make it a difficult problem. in the CS, less RID,
only 39 of more than M who entered on duty in grades GS-07
through 12 during FY 1963-67 have left the Agency.
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3. DD/ a separations from the Agency
approximate Over the last
five years 40% of such losses have been accounted by
the resignation of junior professionals who entered on
duty during the period itself.
4. The true reasons for these departures are only
partially known. The records show that 30% leave for
family and personal reasons, 30% leave because of dis-
satisfaction with some aspect of their job, 15% return
to school, and another 15% either go into military service
or leave for better jobs. The remaining 10% leave invol-
untarily, many for security reasons, but almost none on
medical grounds.
5. A distinguishing characteristic of the DD/I at-
trition picture is the significant role played by its
women professionals. The over-all attrition of the junior
professional group under study is 35%. But the female
attrition rate was 50% versus a 29% rate for males (See
Tab L for the "Role of the Female Professional in the
DD/I").
6. A review of fitness reports indicates that those
who separated from the Agency out of the DD/I were rated
slightly lower than those who stayed. A few outstanding
people and a few weak people left; mostly they were strong
and proficient, in about equal numbers, The women's
performance level averaged higher than the men's.
7. In many cases tenure was too short to permit a
rating (over one-third were on the payroll less than one
year). In virtually all cases re_employmenwshindicated,
and in some cases, hoped for. A goodly portion
their short tenure in training, and many were promoted dur-
ing this period. All in all, this group represented an
expensive proposition in terms of how much it was able to
contribute to the work of the DD/I.
8. Within the DD/S&T, 49% of those departing gave
"job dissatisfaction" as the principal reason for departure,
and 25% cited "better job opportunity elsewhere." The
Directorate believes that the bulk of "job dissatisfaction"
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is occasioned by a lack of suitable technical challenge
and thinks that this problem is likely to grow more
acute with time. For a variety of reasons including
budgetary ones, the DD/S&T is not engaged in research and
development in so-called "large systems" and in only
limited areas is it pushing on the frontiers of science.
This problem is significant in the Offices of Research and
Development, Special Projects, and Elint; it is much less
of a problem in the cases of the Office of Scientific
Intelligence and the Foreign Missile and Space Analysis
Center. The DD/S&T Development Course helps to give per-
spective to a number of the Directorate's personnel in
the expectation that a broader view of Directorate and
Agency activities will help to keep them in the Agency,
but the annual enrollment of about a dozen is too small
to make a significant dent in the problem.
9. The separation rate in the DD/S from the group
under study is 14.4%. Reviewing the causes, offices and
functions represented, we find no pattern discernible.
10. The Committee's review of the attrition problem
as a whole indicates there is no systematic effort in any
of the Directorates to define sufficiently the reasons for
the departure of relatively large numbers who list job
dissatisfaction, better job opportunity, or personal rea-
sons as the cause of departure. While the exit processing
mechanism of the Office of..Personnel endeavors to ascertain
the elements which are involved in voluntary separations,
more accurate information very likely is available within
the component from which the employee is departing.
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CONFIDENTIAL
13 December 1967
25X1A
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy. Director for Science and Technology
Deputy Director for Support
SUBJECT: Committee on Professional Manpower
1. Pursuant to the agreement reached at our meeting of.
5 December, I have established, effective immediately, an ad
hoc committee to examine the recent input of professional
of icer personnel with respect to the quality of these officers
in relationship to near- and long-range Agency manpower needs.
rs of the committee are-John Richardson (Chairman),
li~ and Donald Chamberlain.
2. In connection with its mission, the committee will
review such questions as: sources of new officer personnel,
qualitative standards applied in their, selection, whether
these standards are adequate and are being maintained at
suitable levels, the measures taken to provide for the
continuing development of professional officer personnel, and
whether action is needed, to improve the Agency's competitive
position with respect to attracting and retaining highly
qualified personnel. The committee will submit its report by
29 February 1968.
3. I have advised the committee members of the Director's
interest in this survey anaandeassistancetduring thelcoupon
nduct
you for any necessary support
of their study.
/s/ L.K.White
L. K. White
Executive Director-Comptroller
cc: General Counsel
Inspector General
Committee members
(Richardson,=
25X1A
~t and Chamberlain)
CONFIDENTIAL
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22. December 1967
MEMORANDUM FOR: Director of Training
SUBJECT: Senior Succession
1. Attached is a paper prepared for internal use of the
Office of Personnel on the problem of senior succession. With
refinement we had thought it might later be forwarded for
command attention. We think now your committee should see it.
We know the Director's question on quality was addressed to
the narrower issue of professional input but we presume to
think his real concern was maintenance of the Agency's
professional preeminence. Some of the answer lies in what
we do about replacing the current seniors.
2. This paper recites some of the dimensions of the
problem -- over half of the GS-14 to -18 group will leave in
the ten-year period 1967 - 1976. and 89 per cent of the now
GS-12 and -13 group will either leave the Agency or be
promoted into the GS-14 to -18 group. Question -- what are
we doing about preparing thoseiGS-12's and -13's, who won't
be leaving in the next decade, #to assume the senior responsi-
bilities? Are their career services even identifying those
who are likely to move up? The paper raises detailed, sub-
sidiary questions which suggest an overall program designed
to satisfy, at least in part, what we believe to be the
Director's concern.
3. We have provided copies for your committee members
should you agree they should see it.
Emmett D. Echols
Director of Personnel
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A looming succession problem requires Agency-wide study and
the involvement of management at all levels if we are to
pinpoint and solve it.
Even in advance of detailed analysis, our findings indicate
an Agency-wide problem of accelerated personnel losses in the
Grades 14 through 18 (Retiree Group) which will echo downward
through other employee groups.
1. The Agency will lose in the next ten years over
one-half of its personnel in Grades GS-14 through
18. Although numerical losses in the DDP Group
will be higher than those in the DDI and DDS Groups,
in terms of a reduction of the total on-duty strength
in these Grades, the DDS Group will be hit the
hardest (77%) and the DDP Group the least (34%) ex-
cluding the O/DCI.
2. Over four-fifths of the employees presently in Grades
12 and 13 will leave these Grades in the next ten
years because of separations and movement upward (on
the assumption that they will be used to fill higher
grade vacancies). The shrinkage of personnel in the
GS-12 and GS-13 grade groups in the next ten years
will be felt the most in the DDS&T (100%) excluding
the O/DCI and the least in the DDP (55%).
The implications of these data should be analyzed in detail
within the Career Services, including an assessment of the
effects of accelerated personnel losses in the senior Grades
upon the Back-up Group (GS-12s and 13s); the Intermediate
Group and the Entry Group. For example, it may be anticipated
that future decisions concerning the number and qualifications
of new professional hires will depend significantly on the
results of the succession studies in the Career Services.
We want to assure top management that the succession problem
will be systematically studied throughout the Agency, using
a tailored plan of analysis which each Directorate feels best
suited to its area. Possible items of study include: a
quantitative assessment of who is departing from the senior
grade groups in the next 5 an
staying in
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the Back-up Group; the qualifications and lack of quali-
fications of the Back-up Group to take over; the feasibility
of assisting Career Services to construct models of the
qualifications they prefer for senior and managerial personnel
to have; the feasibility of OP providing management profiles
showing the managerial qualifications actually possessed by
individuals identified for this purpose by the Career Services
(as related to the managerial norms in the Career Service mo els);
and t e desirability of modifying our personnel evaluation
system to include factors for reporting on managerial potential.
(See TAB for the total is of possible study items.)
In making our studies we will be guided by the following beliefs:
1. No elite concept is wanted in this Agency.
2. No formal individual career plans are desirable.
3. The role of Career Services should be retained and
strengthened, if possible.
4. An Agency-wide succession program cannot be a canned
program and must be constructed in the context of
the Agency's problems.
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The very things that made possible the recent celebration of
our twentieth anniversary, such as professional experience,
skills and substantive expertise, are permanent only as values;
as assets, they are perishable and need to be constantly
replenished within a dimension of time which will assure the
perpetuation of both the quality and quantity of our personnel.
It is difficult to resist the urge to call ourselves and our
problems unusual, but few would question the complexities of
some of our personnel staffing problems. It is sufficient to
mention here some of the factors that bear on the problem of
maintaining a continuity of professionalism, in this Agency,
even as some of the adverse effects of maturity begin to
appear. To mention some examples, the Agency has a greater
range of occupational requirements than almost any other
governmental organization; this diversification of occupational
needs complicates our attempts to plan the types and amounts
of employees that should be brought in at a given rate, in
order to balance accelerating losses caused by retirements and
aging; the frequently conflicting demands within the Agency
for technical talent versus generalist personnel are harder
to resolve in CIA than in agencies having only a few types of
professional requirements; CIA must do its own recruiting,
rather than turn to rosters of available personnel; and we
must substantially grow within house our own talent, This
latter point deserves special emphasis. Acquiring technically-
qualified people is only a prelude to providing Agency instruc-
tion in the basic knowledge and skills, of our work, e.g., there
is no DDP college or tradecraft curriculum available in the
academic community. Although comprehensive training is
particularly important in this Agency as the means for qualify-
ing personnel to undertake assignments, "professionalism" is
best maintained by employees doing a variety of jobs over a
period of time. The impending acceleration of personnel losses
therefore must be offset if the desired goal of maintaining
the current level of professionalism in this Agency is to be
achieved.
Loss of managerial and professional strength has not been a
major problem in the past. As the Agency grew, we built
acceptable programs of compensation, selection, individual
career development, training, Career Service monitoring,
employee recognition, employee incentives, employee benefits
and special programs adapted to the needs then existent.
During the formative years, emphasis was placed upon supporting
line managers and fixing formal responsibility, through the
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career structure, at the basic levels. of.personnel_.manage-
ment and decision-making. Our policies and structures have
proved their effectiveness as appropriate means for continuing
to do personnel business. But, with the advent of the success-
ion problem, we now face a dilemma that will require the
continuing attention and involvement of both top management
and all working levels, especially the Career Services, if we
are to pinpoint and solve it.
HIGHLIGHTING THE SUCCESSION PROBLEM
Even in advance of a detailed study on the accelerated
personnel losses expected to occur in the future, it is
possible to illustrate how the succession tempo will quicken
perceptibly in the next five years and substantially during
the next 10 years. The ripple effects unleashed down through
an organizational structure by key appointments is well known.
Our concern in this report is the phenomenon of expected
migrations outward from the Agency and upward through its
ranks brought on by accelerated losses. Top management in
viewing the succession problem must look not only to filling
key vacancies but to the problems which will be engendered
at all echelons of employees, starting with the Retiree Group
(especially those in professional and managerial positions
and extending down into the Back-up Group (GS-12s and GS-13s
who will be around to take over, whether qualified or not);
the Intermediate Group (middle to senior, non-managerial
professionals, expected to surge upward to fill the jobs
vacated by the Back-up Group when it moves forward); and
the Entry Group (whose pace, number and required skills are
affected y he momentum of accelerated personnel losses
felt throughout the entire organization).
A quantitative impression of the timing and size of future
losses and the possible adverse effects within the Agency
can be gained from the following information:
1. In the next 10 years (CY 1967-1976), the Agency
will lose over one-half of its senior personnel
(GS-14 - 18) through separations and retirements:
On Duty
30 Nov 67 GS-14 - 18
(CY 67-71 25%
Est. (
Losses (CY 67-76 56%
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2. Estimated losses of .t.hes.e.senior.per.sonnel_dur,ing..
.the next 10 years will vary substantially .among
the Directorates:
DCI
...DDS&T
DDI
DDP _
3. More meaningful than the actual number. of expected
losses in senior professionals. _wi.t.h.n.. the Directorates
is the expected depletion An the total number of
.personnel now o.n.duty in Grades.GS-14 through. GS-18.
The per cent of expected losses within the next 10
years to the total personnel on duty 30 November 1967
is as follows:
Agency 56%
DCI 23%
DDP 34%
DDI
DDS&T
DDS
42%
45%
77%
4. In mathematical terms, there. are.en.ough employees
now in, the Back-up Group to replace expected losses
of Agency personnel in the Grades GS-14 through 18,
although no opinion concerning the level of their
qualifications to take on higher jobs can be deduced
from the data. Our most significant finding may be
the probable future drain on the Agency's professional
corps in the Back-up Group (i.e., the number of GS-12s
and GS-13s on duty 30 November 1967 who will be here
10 years hence). The following is an estimate of the
number of personnel currently in the Grades GS-12 and
13 who will be lost in 10 years because of retirements,
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separations and movements upward into Grades GS-14
through 18.
Agency
89%
DDP
56%
DDI
56%
DDS
85%
DCI
100%
DDS&T
100%
AVOIDING THE PITFALLS OF A SUCCESSION PROGRAM
Before undertaking our studies, we want to state our
assumptions. Their identification will help to define the
perimeters of our future surveys, i.e., beliefs assumed
rather than studied, and will help to earmark the vulner-
abilities of our findings for those who would question the
assumptions.
First in importance from the standpoint of clarifying the
purpose of the study is our belief that an elite concept is
not wanted in this Agency, either as a formally stated
policy or as a de facto circumstance, that would be expected
to, ensue from proposals put forth. The argument against an
elite corps of successors does not deny the need for Career
Services to identify individuals with the potential for
advancement; for no program of managerial or professional
development can be carried out unless deserving employees can
be identified for assistance and observation in different
situations. In fact, Career Services have as a primary role
the assignment, training, recognition and advancement of
personnel under their jurisdiction, and they will continue to
perform these responsibilities, irrespective of whether or not
future needs arising from the succession problem are even
consciously considered as a part of these determinations.
Our belief is that today's decisions on personnel assignments
and training should take into account not only the capability
of qualified and available individuals to fill these jobs or
training slots but also the developmental needs of possible
candidates which should be met in order that they can perform
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more useful service tomorrow. We do not advocate, however,
the establishment of an in-group for preferential treatment.
On the contrary, we view the problem as primarily one of
emphasizing the professional development of a sufficient
number of people to fully meet the totality of the expected
succession problem within each Career Service. Our bias
would favor the planning of assignments and training of all
personnel in the Back-up Group GS-12 and above except, perhaps
those ruled out by a Career Service. If this were done, the
resultant effect should be a rounding-out of personnel in the
areas where they are deficient or inexperienced (e.g., staff
versus line or overseas versus Headquarters). These planned
arrangemeints if structured in terms of Career Service needs
should maximize alternative choices for the future take-over
of more complex professional and managerial responsibilities.
Second, we do not advocate a formal approach providing for the
formulation o career plans tailored to the expresse interests
of individual employees. does not fit the concept of
"ringing along" personnel to fill the vacuum of more respon-
sible assignments anticipated in the future, and it is not
considered administratively feasible or workable. Earlier
attempts to prepare individual plans and coordinate individual
agreements on future progressions and/or assignments proved
fruitless, and no resurrection of such a system would be
acceptable in our judgment, to the Agency.
Third, from the tenor of previous remarks,, it should be clear
that we believe the Career Services should retain unimpaired
their vital role. We urge only an assessment of the highlights
of the succession problem in each Career Service and the
measured introduction of tomorrow's needs in today's decision-
making. Nothing more is envisaged except the recommendation
of any Agency-wide policy changes that may be necessary to
ensure top management that continuity of professionalism will
be maintained in the future at all age and grade groups, The
Office of Personnel sees for itself a supporting role in
working with the Career Services to analyze the succession
problem in a systematic way throughout the Agency.
Fourth, we have hammered the point and will...therefore.. only...
reiterate that an Agency-wide succession program cannot be a
canned arrangement. Having made this point, however, we
would like to note that most succession programs installed
elsewhere, principally in industry, tend to reflect certain
common characteristics conducive to success or failure. (For
a summary of these common features see TAB B 1.)
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DETAILING OUR SUCCESSION STUDIES
We have demonstrated in general terms that CIA will face an
Agency-wide succession problem, but this we already expected.
What specific ramifications will result throughout the Agency
from accelerated personnel losses is the real question, and
the answers to this question will give us the clues as to what
remedies will be required and in what size packages. Let us
put the question in more detail: (1) where is the succession
problem of significant concern--in which Career Services and
organizational units; (2) what is the nature of the problem
below the Agency level--what will be the likely manpower
effects of expected future changes within Career Services and
Offices; (3) who are the employees affected by the succession
problem--does the problem involve the Back-up Group only in a
particular area or is the principal future impact to be found
in the reverberations of accelerated personnel losses, such as
the emergence of an unprepared, Intermediate Group or the
specter of an inadequate number of young professionals entering
on duty; and (4) how is the problem to be solved--will increased
alertness do the job; will occasional preplanning of assignments
suffice; should the occupational mix be changed; are more
expenditures for personal development required; are new Agency-
wide policies needed, etc.? It is apparent, even in the asking
of these questions, that no one set of answers will apply to
all Career Services and O ices since the what, who, where,
when and how vary significantly-among these units an will
vary within them from year to year.
No successful management succession
theoretical concepts alone, but any
all the possible variables involved
losses within the next five and ten
impossible task. We must structure
succession problem at the outset so
and recommendations will neither be
or too detailed and ambitious.
program can be based on
study attempting to cover
in future personnel
years would become an
our studies of the
that resulting proposals
too abstract and formalistic
We want to assure top management that a systematic approach
will be taken throughout the Agency to identify succession
problems wherever they exist. Analysis in depth will be
limited, however, to only those factors that the Directorates
and Career Services consider relevant to their particular areas,
and our approach will supplement the planning already being
done by the Career Services to identify and solve their
succession problems. Accordingly, we believe the following
steps should be taken in making the Agency-wide studies:
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Y. Prepare, as time and staff facilities within the
Office of Personnel permit, a separate report for
each Directorate showing the nature and severity
of the succession problem within each Career Service
in its area.
2. Develop with Directorate and Career Service
representatives a tailored plan of analysis appli-
cabl.et.o_their areas, using the guidelines in TAB B 2
as possible items of study.
3. Dig in depth when necessary to ferret out specific
problem areas within individual Career Services.
4. In concert with Career Service and Directorate
representatives, prepare recommendations which would
require Agency-wide ..action _ and summarize the internal
actions that Career Services are taking or planning
to take.
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1. Objectives vary with organizations, but four are common
to most organizations:
a.
Staffing key jobs
b.
Developing
individual opportunities
c.
Providing
continuity of competency
d.
Deploying
manpower to increase effectiveness of
organization
2. Program must be supported and participated in by all
levels of management and will be if understood and
need demonstrated.
3. System must look and plan ahead 5, 10 or more years.
4. Must identify managerial positions and people with
potential for filling them.
5. Forecasting of long.-range organizational structure,
manpower needs and functional changes are bases for
determining the future climate.
6. Must develop a methodology or system to ensure that
individuals with management potential are routinely
considered for assignments and training which will
improve their qualifications and effectiveness.
7. Should evaluate background of managers to see why they
became managers and what they have done well.
8. A good selection process is needed to obtain people
with career potential.
9. Development of individuals and developmental programs
should be tailored to meet specific needs (training
programs often too broad or general).
10. Management potential should be evaluated as well as
performance.
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TAB B 2
POSSIBLE STUDY ITEMS IN EACH DIRECTORATE
AND CAREER SERVICE
1. Grid of senior personnel leaving and composition of
Back-up Group.
a. Future departures of personnel in senior professional
or managerial positions during the next 5 and 10 years
(Retiree Group).
b, Reservoir of personnel in Back-up Group (GS-12s and
13s expected to move upward i.n vacate positions
GS-14 and above).
c. Qualitative assessment of managerial and professional
experiences of departees versus those possessed by
personnel in Back-up Group (highlights of problems
in specific Divisions or Branches when applicable).
d. qualitative assessment of significant experience or
training needed by personnel in Back-up Group (group
dimension of problem and highlights of specific
problem areas in Divisions and Branches when appli-
'cable) .
Quantitative. evaluation of personnel needed in Inter-
mediate Group to meet needs in 5 and 10 years, arising
from losses of personnel in Retiree and Back-up Groups.
3. Quantitative analysis of personnel needed in Entry Group_
to meet needs in 5 and 10 years, arising from losses n
higher grade groups.
4. Feasibility of working with each Career Service to build
a managerial model for its use as the basis of a
continuing review of the developmental needs of personnel
within the various grade groups. The models would vary
substantially among Career Services and would include only
those specifications of particular concern to them, e.g.,
type of technical background (accounting,, economics, etc.);
kinds of formal training that should be acquired; accept-
able rates of progression over a career span; variety of
assignments that an individual should have; balanced
levels of desired staff versus line experience and over-
seas versus headquarters experience; types of appropriate
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supplementary job or substantive orientations,
including brief stints outside-the Career Service;
supplementary technical skills desired (language,
area experience, university graduate work, etc.);
index of personal attributes of importance to the
Career Service; and acceptable levels of personnel
evaluations,, including... any identificationsof factors
of particular.import.ance to the Career Service.
Models would have to be the final product of the
Career.Service although.._assistance in initial drafting
..and monitoring of the Agency-wide effort could come
from the Office of Personnel. Obvious.ly,._.t.he..elements
of .a..mode.l would only..,r.epresent._an ..ideal_ set of ,norms
desired ..by the Career Service for..us.e....as be. nc ark s
in...follow.ing,emp. oyee development and work assign-
ments.
5. Feasibility of obtaining from Career Services.a.n
.identification . of individuals .. who .hav.e.. potential for
further managerial or professional development. This
effort should be quite . roa based. For example, one
..approach. might "be :to. consider. all GS-12s and GS-13s
with potential for eventual.. manager..ial.....position.s..
6. Feasibility of providing Career Services with an
annual.management profile. on each of their careerists
identified as..ha.ving..pot.ential for further managerial
development (it would emphasize the presence or lack
of the specific norms contained in the Career Service
managerial.model).
7. Desirability of .modifying our personal evaluation
.program to include factors for reporting on managerial
potential..
8. Study the characteristic determinants of management
potential -. having. relevance to each Career Service
(e.g..,_.co.nceptual ability, adjustment to change,
technical competency, ability to advocate views,
managerial style and verbal skills).
9. Identification of areasin which immobility or
superannuation inhibits operational effectiveness,
such as size of family,. general age level, lack of
dynamism, etc. Study possibilities of using affected
personnel elsewhere.
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10. Identification., of., sign.if icant .. org.aniz.ationa.l, and.
functional changes-planned.for the-future within
.Direct.or.ates.. and., components, as-guides-to-future
manpower needs. -Identification o.f...key..manag-e.r,i.al
and. professional positions that will become vacant
in the. next 10 years.
11. Determination of the applicability within the Agency
of recognized techniques of managerial development
and ascertaining what precise modifications or
adaptations should be made. in these techniques for
them to have meaningful relevance, e.g., replacement
charts, career paths, personnel inventories, rotation
systems, long-range personnel projections, employee
testing, employee coaching and separate managerial
appraisal systems.
12. Determination of specialized internal or external
training programs required in particular Career
Services or Offices to keep personnel updated in
their technical disciplines or broaden their
perspective for higher responsibility, including
substantive areas not previously encountered, e.g.,
familiarizing DDS&T personnel with new developments
in their specialized fields or requiring economists
to take additional graduate work. Review feasibility
of approaching this problem at the Agency-level by
using OTR and external facilities to meet requests
for professional development of specified individuals
upon recommendations of Career Service, proposed as a
part of an integrated program of developing the
managerial potential of its employees.
13. Systematic review of Agency personnel policies,
programs and procedures, e.g., the mid-career and
senior school programs, in order to determine what
changes should be effected to meet the dimension of
the succession problem in the next 5 and 10 years.
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TAB C
Professional Employee Rating Form
(1)L/S&T)
SUBJECT: Survey of Recent Junior Professional
Manpower Input
1. The Committee on Professional Manpower, which has
been established by the Executive Director to examine the
quality of recently-appointed junior professional officer
personnel in the Agency, is reviewing the records of staff
employees who entered on duty at grades GS-07 through 12
during Fiscal Years 1963-67, regardless of their present
grades. In addition, in the DD/S&T, because of the fairly
high proportion of recent EOD's who are in grades above
GS-12, it appears necessary to extend our survey to include
EOD grades of GS-13 and GS-14. Your assistance in this
study is requested.
2. Office of Personnel Records indicate that the above-
named employee is within this category. Please have the
information on pages 2, 3, 4 and 5 completed for this employee.
The information on pages 6 and 7 pertain to a group and need
only be completed once by a given supervisor. Therefore, if
a, supervisor completes these forms for more than one employee
he may destroy any unused pages 6 and 7. The information
sought on pages 4 and 5 can best be provided by the employee
concerned; however, when requesting the employee to complete
this form, there is no need to refer to the rating form. If
the employee is not available, your Personnel Officer should
complete the data form from available records. Both the
rating information and data forms should be returned to the
Chief, Administrative Staff, DD/S&T ( Room
6E38 Headquarters), not later than 22 January
3. An evaluation of this employee by his immediate
supervisor (i.e., the.person who writes his fitness reports)
is requested. If his immediate supervisor is not available
within the time period set, please have the evaluation
completed by the available supervisor who is most familiar
with the individual. In appearance, we realize that the
scales below are quite similar to fitness reports. There
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are, however, very significant differences in the reasons
for requesting this information and the uses to which it
will be put. Fitness reports serve as a focus for
discussions with subordinates, as motivational devices, as
bases for promotion, etc., as well as evaluations of actual
performance. Because of their manifold functions, fitness
reports are typically not "pure" measures of performance
but instead reflect a number of influences. Thus overall
fitness report ratings are sometimes overly lenient, ratings
of different characteristics of the same individuals may be
more similar than they should be, and too many people
receive the same ratings. We are asking each supervisor to
attempt to avoid these pitfalls as much as possible and to
produce relatively more accurate measures of this employee's
performance (on the first three scales) and potential (on
the next three scales). This committee will treat this
information with strictest confidence, using it only for re-
search purposes. Information provided will not become part
of any personnel record nor will it influence the careers of
the people being rated in any way. It is hoped, however,
that information collected here will have an impact upon the
Agency as a whole. If our research enables us to identify
characteristics which differentiate best and poorest per-
formers, in the future we shall be able to select proportion-
ately more top-notch people.
This employee's actual overall performance is:
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
STRONG
D.
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
G.
WEAK
The quantitative aspect of this employee's performance (i.e.,
the amount of work he gets done) is:
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
'
STRONG
D.
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
G.
WEAK
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The qualitative aspect of this employee's performance
(i.e., the degree of excellence characteristic of his
work) is :
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
'D.
STRONG
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
G,
WEAK
This employee has the potential for becoming a senior-
level officer (GS-15):
Yes
This employee has the potential for becoming a supergrade:
Yes
No
This employee's overall potential for making significant
contributions to the Agency in the future is best estimated
as:
/-'--7 ___ /-7 /-7
Wak Below Average A ove Outstanding
Average Average
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3 January 1968
MEMORANDUM FOR: Chief of Station
SUBJECT: Factors in Student Achievement
1. I have reviewed the evaluations and biographic data
on fifteen students who achieved ratings of Outstanding for
their performance in the Operations Course, Phase 1, and
have attempted to determine if the students' education,
military. and civilian experience played a role in their
performance, or if particular skills or character traits
contributed to their achievements. The fifteen students
represent classes which matriculated during Fiscal Years
1963-1967, and the majority were personally known to me.
2. Although the fifteen students are only a. sampling
of a larger.body..which earned ratings of Strong-or Higher,
this review showed that:
a. The students came from a broad range of
colleges and universities, including. Allegheny
College.,, Harvard, Union College, University of
Michigan, University of California.,. University of
Minnesota., Princeton, Georgetown, University of
Washington, University of Maryland,-Manhattan
...College, University of Arizona, Kansas State
Teachers College, and Florida State University.
The Location (as Ivy League), nature, size, and
curriculum emphasis of these institutions of
higher learning do not appear to have been
controlling factors in terms of student performance.
b. With one exception, each.. student had a
significant civilian or. military .experience prior to
joining the Agency. It is believed that this
experience was meaningful to their efforts in the
Operations Course because of the opportunity they had
to mature in another professional environment.
c. Each officer possessed fine writing and/or
speaking skills. Each organized his work in a
disciplined fashion, adapted his style to Agency
reporting practices and formats, and turned out
creditable, clearly written copy.
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d. The students i.n.this.group did not
uncritically accept all administrative or
operational instructions and guidances. They
showed high.-investigative curiosity concerning the
reason for particular requirements, but once
satisfied on this score they accepted them. Inn pokea
short, they were not inclined to buy a pig-in
e. The students generally proved to be energetic,
diligent and. inquisitive. They were self-starters who
performed well, showed an aggressive spirit, and as
noted, a critical aptitude.
I have attached a brief resume of the students' background
and of those skills and qualities most often cited by
instructor personnel in the final evaluations.
3. In conclusion,-it appears that an earlier job
experience and an ability to write.effectively are significant
to a high level of performance in the Operations Training
Courses.
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Attachment:
As Stated Above
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26 February 1968
Assessment and Evaluation Staff
Office of Medical Services
Executive Secretary, Committee on
Professional Manpower
SUBJECT: Relations between College Quality and
Rated Potential and Performance
Attached report explores relations between the quality
of undergraduate colleges and rated job performance and
potential. The report is longer than anticipated, but the
intricacies of the results and their significance warrant,
I believe, the extended treatment given.
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SENRT'
Analyses presented in this section concern relations
between the quality of undergraduate colleges and rated job
performance and potential. These analyses relied on
recently published data (Astin, 1965) which provide an
objective basis for assigning quality scores to colleges
and universities. The details and rationale of these scores
are given in Tab J 1.
Data analyses were limited to male college graduates in
the Support and Intelligence Directorates; all college
graduates in the Clandestine Services were included as sex
was not indicated in the data provided. For each Directorate,
college quality scores were related to the following
criterion measures: (1) actual overall performance, (2)
potential for making a significant contribution to the Agency,
(3) potential for making senior level (GS-15) officer, and
(4) potential for making supergrade.
Statistical analyses show that the relation between
quality of college and rated potential and performance is
not linear over the range of the college quality dimension.
To better appreciate the :nature of the relation that did
emerge, five levels of college quality were constituted
from the distribution of quality scores. Examination of
average criterion ratings of employees at each level revealed
that rated performance and potential at the two top levels
(scores of 60 and above) were roughly of the same order of
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magnitude and that ratings across the remaining three levels
were typically lower than those of the top two levels but
were not consistently ordered. In fact, there was a tendency,
most pronounced in the data for the Directorate for Intelligence,
for ratings of employees from the lowest college quality level
to be somewhat higher than those in the adjacent two levels.
This reversal may be due in part to greater selectivity in
recruitment exercised at these institutions.
The discontinuity in ratings between the top two and
bottom three levels of college quality suggested comparisons
on a dichotomized quality dimension. Accordingly, employees
holding baccalaureates from institutions with quality scores
of 60 and greater were placed in Level A and all others in
Level B. Tab J 2 lists the names of colleges and universities
in Quality Level A. Results of comparisons by Directorate
follow.
Support Services: Of the three Directorates, the
Support Services shows the least evidence of a relation
between the dichotomized quality dimension and supervisory
ratings. Only the difference in the percentage rated super-
grade potential (47.8% for Level A vs. 25.9% for Level B) is
statistically reliable. (See Tab J 3.) Data for employees
with some or no college education are given for comparison
purposes, although they were not subjected to statistical test,
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Approximately one in five college graduates in the Support
sample graduated from Level A schools.
Directorate for Intelligence: Data for this Directorate
indicate a strong and statistically reliable association
between the three measures of potential and college quality
level. (See Tab J 3.) Rated actual overall performance did
not differentiate between employees. The sample surveyed in
this Directorate included one in four from Level A schools.
Clandestine Services: Differences between employees at
the two quality levels were statistically significant on all
criterion measures. (See Tab J a..) Thirty-seven percent of
the professionals in this Directorate's sample came from
schools in Level A.
Taken together the results from the three Directorates
show that the various measures of potential are substantially
correlated with the dichotomized quality dimension. Whether
supervisors, in making ratings of potential are responding
primarily to the educational credentials of the ratee or to
observed on-the-job behavior is problematical. Finally, it
should be noted that although employees from the top quality
schools are nearly twice as likely to be rated as having
supergrade potential, in terms of absolute numbers rated as
having this potential, the majority (155 to 105) are graduates
of Level B schools.
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A significant contribution to research on college
quality and its correlates is provided by A. Astin's recent
publication, Who Goes Where to iCojlege? Therein the
characteristics of entering students at over 1000 four-year
colleges and universities are rigorously described. Character-
izations of student bodies are given in the form of standard
scores on 13 dimensions. Together, these dimensions account
for much of the significant variation among institutions of
higher learning. The author convincingly shows that although
the scores on the 13 dimensions are based on attributes of
entering students, they are in fact tantaiciunk to descriptions
of the institutions themselves. These scores provide, then,
an objective basis for categorizing schools in meaningful and
salient terms. We have derived an index of quality involving
a combination of these; objective scores. Some of the correlates
of institutions receiving high scores on this quality index
include student bodies of (1) high academic aptitude, (2)
having a large percentage planning to go on for the Ph.D.
degree, (3) coming from high socio-economic backgrounds and (4)
aspiring to careers in enterprising fields (lawyers, business
executives, politicians). Additionally, institutions with high
quality scores were regarded as highly "prestigeful" by a
representative sample of the country's leading college applicants.
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Schools with Quality Scores of 60 and Greater (Level A)
Represented in Sample of Committee on Professional Manpower.*
Allegheny College
Amherst College
Antioch College
Bates College
Beloit College
Bowdoin College
Brandeis University
Brown University
Bucknell University
California, U. of at Berkeley
California, U. of at Los Angeles
Carleton College
Carnegie Institute of Tech.
Case Institute of Technology
Chicago, University of
Clark University
Colby College
Colgate University
Cornell University
Columbia University
Dartmouth College
.Dennison University
Dickinson College
Duke University
Emory University
Iowa, State University of
Johns Hopkins University
Kenyon College
Knox College
Lawrence College
Lehigh College
M.I.T.
Michigan, University of
Middlebury College
North Carolina, University of
Northwestern University
Notre Dame, University of
Oberlin College
Occidental College
Pennsylvania, University of
Pittsburgh, University of
Pomona College
Princeton University
Rice University
Ripon College
Rochester, University of
Georgetown University
George Washington University
Grinnell College
Hamilton College
Harvard University
Holy Cross, College of the
Southern California, Univ. of
Stanford University
Texas, University of
Trinity College (Conn.)
Tufts University
Tulane University
*Several highly-rated schools are not included in this list
since graduates of those schools were not present in the
Committee on Professional Manpower's sample.
6
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United States Military Academy
University of the South
United States Naval Academy
Vanderbilt University
Virginia, University of
Washington University
Wesleyan University
William..and.Mary, College of
Williams College
Wisconsin, University of
Yale University
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Rated Performance and Potential as a Function of
Quality Level of Undergraduate Institution
SUPPORT SERVICES
Level A
Level B
No
(60+)
(59-)
Degree
% Rated GS-.15 Potential
72.9
70.9
18.7
% Rated Supergrade
a
Potential
47.8 _
25.9
0.0
Rated Actual. Overall
Performance (1= Out-
standing).
3.1
3.3
3.9
Rated Overall Potential
(1=Outstanding)
% Rated GS-15 Potential
65
5
53
8
33
7
.
.
.
% Rated Supergrade
-
Potential
34.0
20.3
4,6
Rated Actual Overall
Performance
3.3
3.4
3.7
t
ll P
ti
l
R
d O
t
2
1
2
3
4
2
e
o
ent
vera
a
a
.
.
.
a A single soli Line between columns indicates that the
difference is statistically reliable at P.?C.05. Double solid
lines indicate a difference significant at P-x.01. A
difference.sAg.nif-icant at P--.::z:.06 could be expected to occur
by chance alone fewer than 5 times in 100, one at P,_-.01,
fewer than 1 time in 100,
8
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CLANDESTINE SERVICES
% Rated GS-15 Potential
71.7"?'='54.4
17.6
% Rated Supergrade
Potential
9
32
3
17
8
11
.
.
.
Rated Actual.:
3
6
8
3
3
6
Performance
.
.
.
Rated Overall Potential
2.3
2.4
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TAB K
26. February 1968
MEMORANDUM FOR: Chairman, Professional Manpower Committee
SUBJECT: Recruitment of Quality Professional
Personnel
1. The Process:
a. While recruitment is centralized in the Office
of Personnel, the selection of professional personnel
is a highly diffused process. Career Trainees are
selected by the..Director ofTr.ainin.g. The CIA Offices
and components do the actual hiring of other professionals.
The role of the Office of Personnel is one of spotting
and furnishing...candidates of h.igh..quality in sufficient
numbers to.permit.some selectivity on the part of the
using.-Offices. Statistically, our recruitment effort is
furnishing an appropriate. number of qualified applicants.
For example, in Fiscal Year 1967 there were 3,611
professional applicants produced from at least three
times that number of people interviewed. From this field,
242 were selected for the.Career.Training Program and
580 other professionals were entered directly on duty.
The professional requirements which were not met were
confined to a few critical categories of specialists in
the fields of photogrammetry and computer services.
b. There are four key areas in the. processing of
applicants in which quality or evaluative judgements are
made about the individual., not necessarily by the Office
of Personnel. These are the recruiters interview, the
A & E tests which are.. g.i.v.en.to.all CTP and to some
direct hire professional types, Headquarters interview
of the invitee, and the medical and security screening.
c. Having cleared the hurdles involved in processing,
the candidates are then actually selected by the using
Office on the basis of subjective norms which may
fluctuate with the ceiling.or administrative situation
in which the Office finds itself. When a. component is
retrenching-or stabilizing, they.may be turning down
better candidates than were being hired in times of
expansion.
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2. The Requirements: In order to minimize the
accordion e ect o. ceiling and organization changes on
recruitment and selection, the Office of.P.ersonnel establishes
requirements with the.. using components in. advance of the
recruiting. season. At the present time, an Advance Staffing
Plan in terms of numbers and types of requirements is developed
with the components and phased with the Program Call of the
Planning,. Programming and Budgeting system giving about a six
months lead time on the upcoming Fiscal Year. The requirements
are subject to change as Planned Employment Levels and ceiling
allocations are modified by the various authorities, but at
least the general categories and numbers are established to
set the pace and shape of the recruiting effort. Proper lead
time permits specific response to Agency requirements by the
field recruiting organization.. This kind of.targeted response
has become..incr.easing.ly.important as...a. consequence of changes
over the . years...in..the. composit.ion..o.f..A.gency re.qui.rements. The
Fiscal Ye.ar..1968 requirements list.. would show that, except
for the Career.Trai.nee.Pro.gram.,..t.he.RID Professional Entry
Program anal.Qne.. or two.DD.I.. Of.f.ices., the balance of the require-
ments are highly specialized in a wide variety of disciplines
which in themselves represent. screening standards and
suggest specific university and other employment sources. The
problem of recruiting junior professionals is not a homogenous
one and does not permit of a single non-differentiated response
as characterized by the "darned good man" specification of
another day.
3. The Search For Quality: The screening process and
the definition of requirements are of vital importance in
producing qualified applicants. However, the subject can
be further discussed from the standpoint of the search itself
in terms of two general situations:
a. CTP Recruitment: In the instance of the Career
Trainee, the search is for a broadly educated individual
possessed. of aptitude and potential for filling the
long.-range...requirements of the Agency within the
principal .occupational areas of the Clandestine Services
and, to an increasi.ng.degree.,.within the Support and
Intelligence Directorates. This objective requires
broad coverage of the liberal arts colleges and
universities to widen the-base of.sb_lection and to
insure obtaining the best candidates from among those
interested and motivated for Agency service. Close
familiarity with this requirement and its importance
to the future of the Agency has been accomplished over
the years by numerous training sessions, annual
recruiting conferences and exchange of information
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among the training,. personnel and using..._components.
Research is needed and is being undertaken to
identify the indicators of success which could be
used to. improve the preliminary screening of applicants
and to further identify productive sources.
b. Direct Hire Professionals: The specifications
for the.scienti is and.,eniineerin-g requirements are
sharply. defined. in the recruit.in.g...r.e.qui.sit.ions. In
many instances, the sources for these people are
limited and can be identified for close coverage by
field recruiters. Recognizing that it is most important
for.engineers and scientists to be able to talk to their
own. kind, the Office of Personnel works in close
collaboration with the using Offices including use of
joint teams, and very often limits its role to spotting
and making arrangements for interview by the substantive
specialists. This technique contributes to what is
generally felt to be a satisfactory situation from the
standpoint of quality. It is also used in the recruit-
ing of economists. The balance of this. type of require-
ment; namely, the RID Professional Prog.ram.and the
g.enera.list. types for the DDI Offices is met by use of
techniques and sources similar to those employed for
the Career Trainee applicants and indeed their handling
and screening is very similar.
c. Cooperative Education: Age.ncy..requirements
include..speciali.s.ts which . o not..ex.ist...in._l.ar.g.e....numbers
outside the.Agency. To meet this-need, a Cooperative
Educati.on.Progr.am.with Virginia Polytechnic Institute
(VPI) was instituted by the Office of Communications
some years ago and is now beginning to produce a small
number.of communications engineers. Other prcgrams
have more recently been started by the Office of
Personnel for the development of photog.rammetrists,
computer specialists and mechanical engineers with 10
out of 14 ,engineering and technical schools which have
Cooperative Education Programs, Since liberal arts
colleges-and universities do not sponsor these programs,
a summer-intern program has been started with interns
now on the rolls from Dartmouth, Princeton, UCLA and
the University of Indiana,. mostly in the area of China
studies. These are-long-term programs requiring as
much as five years to produce professional candidates.
d. Aids to Recruitment: The recruitment system of
the Agency is supplement e by a network of faculty
advisors some of whom have been very productive in
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spotting likely candiates from among their students
particularly for the Career Tra.ini.ng. _Progr.am, Our
currant campus recruitment difficulties are well known
and , may..impa,ir.what has been a satisfactory arrangement.
The Civil Service. Commission has been. extremely
cooperative by displaying. Agency posters in their
Federal Job Centers and just lately has included Agency
information in their booklet going to college. level,
individuals who pass the written portion of the Federal
Service Entrance Examination,
4. Conclusion: This review has dealt with the part
played by he recruiting_proces$, by the. advance developments
of requirements, and by the actual search itself in accomplish-
ing the objective of furnis.hing._qualified applicants from
which Agency components can select the professional employees
of the Agency. To conclude the review we have asked veteran
recruiters to give their impressions of. the.quality of recent
a=pplicants. Their comments are attached.
/s/
Chief, Plans and Review Staff
Office of Personnel
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.o TAB K 1
26 January 1968
MEMORANDUM FOR:
SUBJECT: Material for Professional Manpower
Committee, Senior Recruiter
Comments on Quality of
Current Crop
Attached are the comments requested by Mr. Richardson
from the Senior recruiters. The penciled remarks and
underlinings have been inserted by
Chief, Staff
Office of Personnel
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TAB K 1
15 January 1968
MEMORANDUM FOR:
FROM:
SUBJECT: Your Memo dated 4 January 1968
With reference to your memo, the inescapable truth is
that everything has changed in the last ten years. As to
the applicants whom I interview, I admit that they have
changed also. Naturally there are exceptions, but for the
most part individuals are much more self-centered, less
motivated to government service and particularly to the
Agency. In all truthfulness this could be attributed to
the dismal picture of the Agency that has been painted in the
last few years. During earlier days the Agency had_a magnetic
appeal. Unfortunately, the propagandists have, in my opinion,
been effective in changing this favorable image. Much of
this has been done by professors who exert great influence
on the top students. The result is that I seldom see Phi
Beta Kappas or :really top intellectual types such as I used
to see. Also I believe there are fewer.."gung-ho" types at
colleges today than, in'the past. The. type person who has a
spirit of adventure and a desire to serve his country for
idealistic and patriotic reasons. In days past my schedule
at Yale would frequently exceed fifty interviewees, Today
I'm lucky to get 10 to 15. Certainly the caliber of
applicants.., has.chan.ged .in my opinion. By. the same token
the calibe.r..might_still.be there but-they have not taste for
CIA. There are so many "pot. shots" (see attached) that it is
surprising we get as many as we do. Even amusing news items
have a tendency to disparage and you'd be surprised how
many people in the "boondocks" believe these articles,
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15 January 1968
MEMORANDUM FOR: DC/RD
FROM: RD
SUBJECT: Report to "Committee on Professional
Manpower"
REFERENCE: Your Memo dated 4 January 1968
1. The difficulty of comparing the troubles of today
with some golden epoch of the past is that we tend to forget
the "bad guys" and remember only the good ones.. Rather than
rely solely on my memory, I reviewed the EOD's of 1957 and
compared them with the EOD's of.1966. Among other items,
I scanned the universities represented, the GPA's of the
students, the academic disciplines represented, and the-age
distribution. Clerical, craft, and technical area EOD's were
eliminated from consideration.
2. Twenty professional people were entered on duty in
1957 and.forty were hired in 1966. A comparison of those
placements on a percentage basis yielded the following
information:
Undergraduate
Social Science
35%
52.5%
Business Administration
20%
5.0%
Engineering and Physical Science
20%
12.5%
Graduate
Social Science
20%
22.5%
Business Administration
5%
2,5%a
Engineering and Physical Science
0%
5.0%
Total for Year
100%
100.0%
3. Upon reviewing the above table, it _is_apparent that
a smaller, proportion came from business administration, and
engineering-and, science in 1966. The-number of MBA's showed
a drop in 1966, but there was an increase of engineers and
scientists at the graduate level who entered on duty.
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4. In reviewing the EOD reports, I scanned the quality
of the education received, GPA, membership in honor societies,
and representation of-"hard subjects." It seemed to be
equal in the two samples with the balance slightly in favor
of 1957. The 1957 graduates, many of whom.had served on EAD
in the Korean War, appeared to be more mature and sophisti-
cated.
5. Motivation is difficult to determine. I believe
that some rough criterion of motivation can be determined by
the percentage of people who EOD'd in relationship to those
who go into initial processing. A quick review of the two
groups leads to the conclusion that we had more EOD's per
SI in 1966 than in 1957.
a. I believe but cannot prove that those
individuals whom we saw in the earlier years of the Agency
(1950-58), especially those persons who had served on EAD
in World War II and the Korean War, represented a more
knowledgeable, sophisticated group. Such applicants knew
how they wanted to employ their talents. In accepting
employment, they tended to stay and help build the
organization.
b. The Federal Service has been disadvantaged in
the recent years in its salary structure--especially in
attracting the outstanding person whom we need,
c. In the past several years, more and more people
from the academic area find it difficult to identify with
the role of the Agency. Many will not even consider an
interview.
/s/
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16 January 1968
MEMORANDUM FOR: Deputy Chief/RD
FROM:
SUBJECT: Quality of the Current Professional
Recruit
1. It must be realized that a recruiter has an
applicant all to himself for one half hour and for fifteen
minutes of that time he is describing to the applicant the
kind of career he might have in the Agency. Thus, in
effect, the recruiter has approximately fifteen minutes
to determine the quality of the man. he is interviewing. I
must, therefore, deal i.n generalities .and any comments I
have to make on this subject can only be the result of
recalling, the more easily defined qualities of hundreds of
applicants..
2. It is obvious to all, I'm sure, that the American
University is turning out a far better product than it did
ten years ago. Not only is the quality of college education
better, it is also true that the quality of the entering.
Freshman class is better. The rising SAT scores of each new
Freshman class in college is evidence of the new academic
excellence in most of our . high. schools.. To make my point
more personal I refer you to Time Magazine, 12 January 1968
issue, Education section., in which the virtues of the University
of Massachusetts are extolled at some.length.. Ten years ago it
was nearly a waste of time to recruit at this University. It
is now producing more and better applicants for Agency work
than it ever did.
3. New England, for some reason or other, has always
produced a. great number of public service oriented people.
Working for the Federal Government is looked upon as honor-
able employment. I find that this is still so. However, I
do not find that these people are particularly motivated to-
wards this -Agency.as opposed to-another one. When we inter-
view these people we must convince them that we can offer a
more interesting and rewarding career than can be found in
other Agencies.
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4. It seems that I find fewer and fewer young men who
are motivated toward Clandestine Services. Whether this-is
the fault of our society (matriarchal, I believe it's. called)
or whether our young men are too interested in Suburbia and
security, I know not, but I do know that few. men these days
express an interest in a career which
strange lands and far -away places.
will
take
them
to
5. In almost every-instance, the best applicant is
the
man
who has been in the military service, especially one
who
has
served abroad. He is more aware of world-problems,
seems
to
understand better the role the United States plays in
this
world, has. more..know.ledge__of Intel.ligen.ce..or.ganizations,
has
more respect for this Agency than any other group of people,
and accepts without question the need for an organization
such as ours.
6. To summarize; I believe we are interviewing a better
educated young man, perhaps a little less sophisticated than
his counterpart ten years ago, less likely to agree that an
intelligence organization can and should operate within a
free democratic society, and more interested.in the security
of Federal employment than in the challenges of intelligence
work.
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16 January 1968
MEMORANDUM FOR: Deputy Chief, RD
FROM :
SUBJECT: Reply to your Memo of 4 January 1968
Addressed to Certain Senior
Recruiters
1. The objective assigned to the Committee on
Professional Manpower is an elusive one, but certainly worthy
of their attention. I am inclined to doubt that a member of
the Recruitment Division is able to make a valid comparison
of professional personnel employed since 1962 and prior to
1962. I must assume that the Agency is judged by the quality
of its final product. A.qualitative comparison would have to
be made at the upper echelons of Agency and Administration
authority.
2. Let me comment now on the factors you have cited in
your paragraph three. The quality of an applicant's education
is difficult to assess. in the abstract. Subjective consider-
ations would play a large part in this kind of judgment. I
suspect that the knowledge of world affairs acquired by recent
applicants is of a higher order. I think itmust be acknow-
ledged that the depth of this knowledge cannot be measured
accurately by a recruiter. In my opinion, there has been
little, if any, change in the factor of. motivation down through
the years. I always hesitate to use the term sophistication.
It is a nebulous designation.
3. In the last few years, I have become increasingly
concerned with our heavy reliance on test results in the
making of employment decisions. I have seen many bright
young men, with enviable records, rejected on the basis of
0 nsatisfactory test performance. I have heard
caution against placing too much emphasis on
es.s. Admittedly,. the man making the decision on
acceptance or rejection of an applicant will find it easy
to reach his decision on the basis of a test performance.
He would be reluctant to take the risk of approving an
applicant who tests poorly while he presents a very strong
case in other respects. The FCDP tests should hot be
regarded as the sine qua non of an applicant file.
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4. We should not overlook what appears to be an
increasing volume of young girls being.appointed to
professional positions. Their presence accelerates the
exit rate and, consequently, the size of the former employee
population. Our Office of Security must take this into
account. We invest a great deal of time and money in training
these young women.. Their career potential is naturally limited.
5. Last summer, I learned that we expect to lose, each
year, between 600 and 700 professional employees. It is my
understanding that we resign ourselves to these departures and
make no systematic effort to reduce their numbers. I believe
this constitutes a serious shortcoming in personnel manage-
ment. It may be said to reflect on our recruitment, our
selection, and our utilization of personnel. I wonder how
many professionals we were losing each year prior to 1962?
6. I have endeavored to adhere to the same set of
standards throughout my sixteen years as a member of the
recruitment staff. I have been guided by a determination to
recommend only those prospects whom I thought belonged in
the Intelligence. profession. Recommendations have been based
on records of achievement that exceed the average performance.
I am sure that in some instances my judgment has been affected,
perhaps adversely, by the widening difference in age between
myself and the prospect under consideration.
7. My own observations and reflections lead to the
conclusion that the quality of professional applicant found
in my territory has been fairly constant. If the quality of
our professional staff shows signs of deterioration it can
be attributed to: recommendations not in agreement with
prescribed personnel requirements; failure to draft these
requirements with precision; the absence of uniform standards
in the selection process; and the failure to identify and
arrest the disaffection that leads to resignation.
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23 January 1968
MEMORANDUM FOR: DC/RD
FROM:
SUBJECT: Report for "Committee on Professional
Manpower"
It is true that I have been in recruiting for more than 10
years; a further truth, however, is that I have been doing
professional recruiting on campus only since 1963. My
observations, therefore, may be of limited interest to you
or the committee.
The CTP candidate today with few exceptions is not being
recruited from the campus but from the military. I can see
relatively little correlation in a candidate's knowledge or
level of sophistication or motivation and where he went to
school. There is, however, a difference in the afore-
mentioned measuring devices based on the academic performance
of the individual irregardless of geographic location of his
Alma Mater.
The candidate of today appears more politically aware and
more intelligence oriented than his counterpart of yesteryear,
Here again, I'm speaking of the military man. This awareness
is most probably due to the Viet-nam situation and the fact
that the majority of the candidates have served in that
theatre of operations.
As for the campus candidate, I honestly see little if any
difference in the graduate of 1964 and the graduate of 1968,
even though my 1964 graduates were from Minnesota and rthe
esent
Dakotas and my 1968 graduates are, of course, from my present
-territory.
A comparison of FCDP results over the past 10 years should
answer some questions for the Committee.
/s/
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23 February 1968
MEMORANDUM FOR: Chairman, Committee on Professional
Manpower
SUBJECT: Supplementary Contribution
1. Confirming our early conversation, I believe there
are two questions of significance which ought to be covered
in our report for which additional research may be needed;
namely :
Are there significant differences in male
and female performance in the junior
professional population-under study?
How good were the junior professionals who
left us in the last five years compared to
those who stayed?
2. Attached is a summary of findings on junior female
professionals in the DDI which will serve to illustrate my
interest in studying the first question.
3. I hope soon to have some views on the quality of
separatees based on a review of their files in the Records
Center
/s/
Attachment:
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TAB L 1
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ROLE OF THE FEMALE PROFESSIONAL IN THE DDI
The considerable proportion of female professionals used
in the DDI suggests a comparison of their record with that of
their male counterparts.
Based on those still working in the DDI, the source of
these are predominately direct college recruitment, which
accounts for 57%, and private business, 14%. Lateral trans-
fers, other Federal, and CTP each account for another 8%.
Once on board, these ladies do not stay on the job
nearly as long as do the men. Of the -females who EOD'd
in the last five years, half are already gone. This 50%
attrition record compares to 29% for the men. The over 70%
attrition rate for the female professionals who EOD'd in
1963 and 1964 is especially high. Attrition of those hired
as recently as 1967 runs 25%.
Reasons given for separation of females are significantly
lower in each category, except personal and family. As might
be expected this category figures most importantly, the
specific reasons usually being marriage or maternity:
Cause of Attrition
% Total
% Male
% Female
Involuntary
9
11
6
Better opportunity
8
10
6
Return to school
16
19
13
Job dissatisfaction
30
37
21
Personal/family
32
14
54
Military
5
9
0
Comparative figures on performance ratings also disclose
differences. The proportion of proficient and below ratings
given to males and females is the same. In the high end of
the scale, however, supervisors give a greater proportion of
the males higher ratings. Whereas 4% of the males were given
outstanding ratings for actual over-all performance, less
than 1% of the females were (indeed only 1 out of 177). 55%
of the males were given ratings of strong or better versus
48% of the females. In OCI, the difference was very pro-
nounced, with 55% of the males rated strong or better versus
7% of the females.
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This difference carried over to ratings assigned for
over-all potential:
Rating
% Male
% Female
Outstanding
11
7
Above average
56
44
Average
30
48
Below average
3
1
Weak
0
0
Even more pronounced were the indicated differences in
potential for attaining GS-.15 or Supergrade level responsi-
bility:
% Male
% Female
GS-15
53
11
Supergrade
21
2
A review was made of the fitness reports on all those
who had EOD.'d.in FY 1963-67, had later separated, and on whom
reports had in fact been prepared
A comparison of over-all ratings given to this group shows
that the females that left scored somewhat higher than the
males that left.
Rating
% Male
% Female
% All
Outstanding
0.7
1.3
1
Strong
38
45
42
Proficient
53
44
48
Adequate
7
7
7
Weak
2
2.5
2.3
The fitness report ratings given the 157 rated females
who resigned do not appear significantly higher or lower
than the over-all performance survey ratings given to the
177 females still on board.
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% Females.
Rating
On Board
Who Quit
Outstanding
1
1
Between
Strong and Outstanding
14)
47
42
Strong
33)
Between
Proficient and Strong
31)
49
48
Proficient 18)
Adequate 2
7
Weak 1
2.3
We may thus conclude that the DDI females who leave the
Agency at such a high rate appear to be representative of
those who stay on and on the average perhaps a bit better
than the DDI males that also leave.
One cautionary should be sounded. Any fitness report
written on members of a group who have had a relatively short
time in the Agency must be used with more caution than a
fuller record.
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Relative Ranking in Graduate Schools
Biosciences, Physical Sciences, Mathematics, Engineering
1. California (Berkeley)
2. Harvard
3. Stanford
4. Cal. Tech.
5. Illinois
6. Wisconsin
7. Michigan
8. MIT
9. Princeton
10. Yale
11. Minnesota
12. Cornell
13. Johns Hopkins
14. Rockerfeller Inst.
15. UCLA
16. Washington (Seattle)
17. Chicago
18. Columbia
19. Pennsylvania
20. Indiana
21. Duke
22. Western Reserve
23. California (Davis)
24. Purdue
25, Texas
26. Yeshiva
27. Northwestern
28. Brandeis
79. Rochester
30. Brown
31. :Iowa
32. Washington (St. Louis)
33. NYU
34. Rice
35. Ohio State
36. Carnegie Tech.
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