CIA CAREER SERVICE PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A000500070014-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 28
• Document Creation Date: December 9, 2016
• Document Release Date: March 13, 2000
• Sequence Number: 14
• Publication Date: June 19, 1952
• Content Type: MEMO

Appft~ve?
R 1eaE' `'2,002/05/02: CIA's
iCONF{DENT
CJa~d' ',AL??i.xc ACY'
,1~hiri~;orz," D C
1. Attached. for _nforniataon and ?ctr.. appropriate action ..s the
e ha
Final Repcart cif, tide CIA Gateer' :r?.a a ;c;e Comm. tte which,.i been ap-
p-roved by the "Director of $ ntra]: Intelligence
2. Re,u L tions, procedures and a;30! nmeists a i elt her implentirnr,
the Program wild,:tie incorporated. L h the CIA Manual or issued as CIA
Notices, as re' ._;,i.xved, in order that it may be phased into T'uJi. operation,
WALTER MID WOLF
Depty Director
(Adm.i.nistx-atiori)
Document No. -----------------
'Bo change In Mass.
Deo1nssiflod
Class. Changed To: TS S
Auth.: R 70.2 @@
Date: By: Q_~~t
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NOTICE
25X1 A SUBJECT: CIA Carc e i. 'S i ; i:ce Program
FOR THE DIRECTOR OF CE NTRAJ IIYJTELL GETICE
DISTRIBUTION 110. 3
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Final Report of Career Service Committee
1
Tab A
Summary of the CIA CAREER SERVICE PROGRAM
H
3
Tab B
Organizatiq ? Relationships and Functions
of the CARR SERVICE BOARDS
6
Tab C
The P .RSONNEL EVALUATION REPORT
10
Tab D
The EXECUTIVE INVENTORY
11
Tab E
.a:
The Selection anQ. Training of TRAINEES
for PROEES5IONAL POSITIONS
12
Tab F
ROTATION
1,6
Tab 0
CAREER BENEFITS
22
Tab H
The HONOR AWARDS PROGRAM
2
Schedule A
Membership on the CIA CAREER SERVICE BOARD
25,
Schedule B
ROTATION LOAN SLOTS
26
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li June l952
TO Director of Central Intelligence
FROM Chairman, Career Servicee Comrjii.ttoe
SUBJECT: Final Report of the Carer Service Committee
to , PROBLEM,, To devise a Career Service Program that identifies,
dE velops$ effcctivply uses and .rewards individuals who
have the skills required by CIA; motivates them towards
rendering maximum service to the Agency; and eliminates
from the service, in an equitable manners those who in
spite of the Program fail to perform as effective. members
of the organizationo
ASSUM.PTIONS* It is assumed that:
Required skills can be identified through appropriate
evaluation and selection devices,
b? Potential skills can be developed and maintained through
appropriate supervision, training and duty rotation.
The skills of CIA personnel can be utilized most effectively
through planned assignment of individuals to positions of
progressively greater responsibility as their skills are
developed to meet CIA requirements for those positions,,
d,, The experience of personal growth together with a persona],
identification with the objectives and operations of the
Agency will stimulate maximum service among CIA per>onrieli
co Aspirations of CIA personnel to a career with the Agency
will depend on the extent to which their contributions
are recognized by the Agency and on maintenance by the
Agency of the best possible climate for work.
Sc riformati.on
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DISCUSSICN. Tabs A through H present a Career Service Program
which has been tailored to the needs of CIA. by experienced
members of the Agency0 This Program is based upon tech-
niques which have proven to be effective in private industry
and other Government establishmentsq
RECO MENDATIONo It is recommended that you approve this report
and authorize the Deputy Director (Administration) to
implement the C:4A Career ,Service Program,,.
a ~xznani
Career Service Committee
Approved: 13 June 1952
25X1A
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Direr or o Cep ra n c>
:ienee
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SUMMARY OF THE CIA CARr'FR SERVICE PROGRAM
1. The CIA Career Service Program, is controlled by n CIA Cnt plan :necornrc ndod for the
7.nd i.vidu:el by hi;,u-, ervi.,s or i , r :v i.?: wr: d for th(,, ,.ipproval of th Assistsent
717777o7 or Office hr. ark, Tfie,sr, Board arc, conc e,rned prim a_r..i.ly with the
implementation of policy and with the review of detailed recommendations
con(e:erned with the. earF:?r:rs of individuals. (See Tit:) B),
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h.i.. Annually, or as often as required, each person is evaluated by
h supervisor and the evaluation is reviewed by a re: viewing official.
This evaluation together with a proposed development program forms the
basis for a detailed discussion between the supervisor- and the person
bring evaluatE-d. The proposed (30v eelopment program is reviewed by the
(offi.ce) Career ervice Board and when approved by the Assistant Director
or office cad bccomcs the plan for the individual's career for the next
year or 'two. (S.e Tab (71).
i 5. Spacial emphasis is placed on the identification, training and
dre'v lopment of individuals who dcmonst.rate potential for assignmeht to
positions requiring executive ab_ili_ty', Individual talent for planning,
orgoniain. and directing the work of others is one, of the Agencyrs,prize
assts provided it is carefully developed and guide::--d effectively toward
th-- acdomplishment' of eef)mo specifjo aspect of the Agency! s mission. Such
potential is of interest to the, Agency as a whole since it is seldom tied
to t^chnical proficiency in any one field and, therefore, not, limited to
use in any particular area of activity. (Serf; Tab D).
6. M new junior personnel recruited and selected to fill. pro-
fessional positions e.Y.,, all new personnel up to and tnclu.din.: -S-11
to fill slots designated. as professional positions) will be, screened by
the Professional Selection Panel (in a manner similar to that employed
by the ;Board of Examiners of the Foreign S?xvice) with respect to over-
all suitability to work in CIA on a career ba.sis. Exception to this
procedure may be made in each cap;e by the appropriate Deputy Director.
(See Tab Ti'),
7. All new personnel ree,cru ted and selected to fill professional
positions ' ncludi.n1 all new "lateral-entry" personnel, GS-12 and above,
will enter the CIA Intelligence School at the first session commencing
after their POD, gx.ce:ati.on to this procedure may be made: in each case
by the appropriate Deputy Di.r. ector. (See Tab .;) .
one of they most effective methods of training CIA. personnel,
developing their latent talents and p^;:par.i.ng those persons with high
potential for more responsible pos'.t:ion s as by means o r rotation' through
one r more positions that can provide broadening E xpe riencfee, Executive
akil~s can often be developed through experience in. a variety of areas
of responsibility. (See Tab P).
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>. Th f'avornblc wore clam 7t:; that is one; of the ;oal: of th
Ce c r "ccrvice Program would be e nhanc :d by curtain benefits not now
~v a l >le to CTA personnel, Mnny of
the c .n be achieved only through
l ,.elation. The CT C,,.m er Scrv.',c e: Board -will. give cont..nuous attention
to this problem. ( oe Tab z).
:10. Much of the work that i_-, iccamr: a h,:uci In Ci_A must, for ?:c cl:zri ty
reasons, he done inongmously. An important incentive th._ot is common to
rno; t human endeavors, the acclaim and eppr. obation of one-;, , :f-:1. Low man, is
th r. for not nerell.y nvailihlc' to CTd. The establishment of an i.n-
tuurnal (-'TA. Honor swards Pro .ram will oart .fulfill this need.
(Se(, Tab H):
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Organization., Relationships and Functions of the CAREER SERVICE BOARDS
Organization and Functions of the CIA CAREER SERVICE BOARD
Ao The CIA Career Service Board will. be composed of the following persons:
Depttty Director (Plans )
Doputy Director (Int.ellig(:nce)
Deputy Director (Administration)
Assistant Director (Personnel)
Director of Training
Two Assistant Directors) each to serve
for terms of six months' duration.
(See Schedule A)
Executive Secretary - Non;-voting
Four members of the Board will. constitute: a quortun0 If a member cannot
be present, he may be represented by his Deputy. The Board will hold
scheduled monthly m etings, and agenda and minutes of meetings will be
distributed to all persons on Schedule AD
B, It will be the responsibility pf the CIA Career Service Board tot
l0 Develop policy governing the Career Service Program for approval
by the DCI and servo as his advisor on all matters concerning
the Program0
20 Supervise and review the functioning of (Office) Career Service
Boards o
3o' Establish and maintain an Executive, Invcnto:ry to be composed of
those persons which the 13oard shall from time to time dotermine0
l[a Make recommendations for filling Roy positions in the Agency
with personnel from the Executive Inventoryo
Review evaluation of personnel contained in the Executive Inventory
and review rotation programs for their further developmento
Approve the allocati...on of Rotation Loan Slots to (Office) Career
Service Boardsc (Soc. Schedule B)?
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Supervise supporting groups or Boards for handling spodiala-zed'.
functions on an Agencyywid.e basis, such as
Hazardous D
t
Boa
d
p
u
y
,
r
Honor Awards Board, 'Professsiozial Selection Panel, etc:., dratTing
o
A
n
gency personnel as necessary,
Prepare and submit annually to the DCI a summary of the operation
of the CIA. Career Service Programs
II, Organization and Functions of the SECRETARIAT of the CIA CAREER SERVICE
BOARD .
A,2 The Career Development Staff of the Personnel Office serves as
the Secretariat of the CIA Career Service Board and the Chiof'q
Care
r D
l
e
eve
opment Staff serves as the Executive Secretary of the
BoardQ
It will be the responsibility of the Secretariat of the CIA
Career Service Board to;
to Recommend to the CIA Career Service Board ways and'moans of
improving the CIA Career Service Program,
.2e Perform all secretariat and administrative functions for the
CIA Career Service Board0 These includes but' are not limited
to:
a4 Maintaining mast; r files Concerned with Career. Service
matters on a current basis fpr,the CIA Career Service
-Board, including agenda and records of meetings,,
be Transmitting to the CIA Career Service Board.recommenda.?
tions and Periodic reports of the (Office) Career"Service
Boards for consideration.
4e. Initiating and supervising such studies. as ,are needed to
improve the Career Service Program.
Assisting (Office) Career Service Boards in effo>cting
rotation appointments,
ec Submitting unresolved. inter-Office Board problems to the
CIA Greer Service Board for decision,
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Coordinating with the Office of Training training
arrangements and needs respecting the CIA Career
Service Program . ,
Acting in support of Boards established by the CIA
Career Service Board for handling spec:i.aJ.izd
functions on an Agency-wide basis,,
III Organization and Functions of the (OFFICE) CAREER SERVICE BOARDS
A;: (Office) Career Service Boards will be composed of the, following
.persona:
Assistant Director (or office head) ex officio
Three or. more Staff or Division Chiefs, or
comparable high-level officials
Secretariat - Non-voting. (in most eases,, the
Secretariat will be composed of Administrative
Personnel Off :i.cer s of the office concerned and
will perform staff, support for the Board,;) .
(Office) Career Service Boards will be established in the follow-
,ing units of CIA:
Office of Special. Operations
Office of Policy Coordination
Office of Commtinic at ions
office of Operations
Office of Research and Reports
Office of Collection and
Dissemination
Office of Current Intel-
ligF~enco
Office of Scientific Intelligence
Office of National. Estimates
Office of Training
Technical Services Staff'
Personnel Office
Medical Office
General. Services Office
Inspection and Security Office
Procurement and Supply Office
Comptrollers Office
An Administration Career Service Board will be established which
'will be concerned. with those; individuals who do not come under
the jurisdiction of any one of the above Career Service Boards,;
Cv It will be the re, spon,:sibility of an (Office) Career Service Board
to:
lo Serve as advisor to the Assistant Director (or Office head) on
all matters pertaining to the Career Service Programfl,
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Direct within the Office the application and functioning of the
Career Service Program, including but not, limited to;
Executing relevant decisions of the CIA Career Service Board
and making recommendations to the CIA Career Service Beard
for improvement of , the, Career Service Program,
Sponsoring, developing and executing the Career Service Program
of the Office concerned, :including an intra>Of'fi.cf rotation
system., and reporting periodically to the CIA Career Service
Board,
a Reviewing Personnel Evaluation Reports and proposed development
plans for i.nciiv.tdua.ls in terms of training, assignment,
advancement,, rotation and promotion?
Recommending cancellation or continuance of career development
actions.
Participating in the development and execution of approved
extra-Office rotation systems,
Submitting a semi-annual Personnel Evaluation Report to the
Sponsoring Office on each rotation appointee from another Office
Ensuring that the rotation appointees detailed by their Offico
to another O fi.ce are not overlooked i'or warranted promotion
and ensuring that rotation appointees received by their .Office
are productive and their assignments commensurate with the
purpose of the appointments,,
Reviewing continuously conditions of service: and duty with a
view to making recommendations to the CIA Career Service Board
concerning working conditions and benefits that can strengthen
morale and increase Itesprit de corpse,
Reviewing continuously the personnel intake: of the Of.f.i.ce,
especially at the junior professional level.,, with a view to
ensurin the acquisition of highly-qualified, versatile persons
34
with long-range potentiality,
Supervise supporting groups or Boards as appropriate for handling
specialized functions, assigning to them office personnel as
necessary.
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Tice Personnel Evaluation Report (See Form No. 37-151, attached) is
prepared annually or as often as required, It deals with:
a,, The job being dona,,
b. The pereon is performance on the jobs
cgi The porsonts potential for assuming greater responsibilities4
d? The program recommended for the person's devclcpmc.nt*
2 Q E f_fective us ce of the Personnel Ei a luation Report is- dependent primarily
on the extent to which supervisors are objective in reporting useful
information on the form. The Office of Tr-aining and the Personnel
Office are. currently preparing the program necessary to place this
system in operattonb
3a The Personnel Office will be primarily responsible for achrUnistration
of the personnel evaluation program,
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1. The purpose of a Career Service Program is to develop people
to the fullest extent to meet present and anticipated job needs of the
." gsncy. An Itexccutive inventory" is merely a moans of matching present
and potential executive-type assets against present and anticipated needs
for executive ability in order to plan intelligently to meet these needs.
2. As an aid to personnel pYnni_ng for the development and use
of executive, skills throughout the Agency, the CIA Career Service Board
will maintain an inventory of all personnel who evidence executive
ability or potential according to criteria which the Board shall ne-
term.ine from time to time in relation to Agency needs. The Board gill
review Personnel Evaluation Reports on all personnel included in the
inventory and will recommend inter-Office rotation assignments for such
parsons when appropriate in the interest of their further development.
The Board also will use its inventory of Executive abilities to recom7
mend inter-office transfers of persons to fill key Agency positions,
3. In addition (office) Career Service Boards are encouraged to
maintain inventories of any skills and abilities which they find helpful
for use in their internal personnel planning.
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THE SFLrCTTUN iND TRAINING
-- OF
TRn.INTES FOR PROFFSS'IQNA..L POSITIONS
la With regard. to train ;es for overt activities, including overt
personnel asaigned to covert Offices, it is recomanended that:
a.a All now personnel recruited to fill professional eositons
in the Agency be required to go through a. training program
in order to give them an .adequ, to basic intelligence book
ground, Mcptions may be made for individuals who have had
previous high-level intolligence exoc rience .
b, The present Profess ionol Trn inin.g Program in the, C11 Intelligence
School be reorientaUd and expanded as speedily as possible into
a Prof: ssional Selection and Training Program to give all new
personnel for pro.fessionol positions a broad yet int.n,ive
int Ili gonoe training. Specialized training, including language,
area and operatonal.training, will be handled in other parts of
the training program.
on. The curriculum of the CIM Intelligence School, :including recom-
mended reading, be rvvise to cov, r subjects of particular
interest to Officos and be coordinated with TRS to reduce
duplierti on in the curricula,
do A select on board to be known at the :Profess:Lone]. SA-:=ct_ion
Panel be established under the direction of the CIA Career
Service Board. It would consist of five voting members and
three advisory members as follows;
(1) Two representatives from the overt Offices.
(2) Two representatives from the, covert Offices,
(3) One representative from a Deputy Director's Office, the
nn/P, DD/n end PD/ I, to be successively represented an a.
rotating basis,
(4) Three advisory representatives, on n ach from the P;ersonnol
Office, the Inspection and Security Office end the Office
of Troini.ng,
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The pan^l will review selection standards, including me dica.l
standards, for and the qu.^I-ications of all c ndidetec up to
and including the grade OS-11 for overt and semi.-covert nrofos_
sional positions. in the overt, covert and support Offices and
will finally approve on behalf of the 1gency' the selection of
all personnel for prof.~s~zional positions in those grades e.nd
categories,, In cc. se of an adverse findi lg agcinst ?n ape.iic,nt
by the Pan,-,l, the appropriate Assistant D=i.rr?etor or Office
head may appeal to his Deputy Dir actor whose d+-cision will be
final, The Pane will also, when r~=griestd by an Assistcnt
Director, arran.Jc for the te;ssing of a. candidate in the GS-12
15 category, review his qualification,, and m,-,.de recominindations
to the requesting Office;,
Personnel requirements of Offices for professional positions bE'
submitted to the P ersonnel Office which wi 11 inform tha- L'ro"
fcss_ionnl Splcection Panel and the Office of Training of the
ostimet(d intake so th,ct they m:ay plan accordinglyp n ll recruit=
ment will be under. taken a.ge,eirist authorized slots in consumer
Offices except that ) ama.ll numt er of slots will be set aside
. for the temporary aiccommodntion of. draft-eligible candidates who
are brought into CIA fo:r indoctrination before entering ~he
Armed Services.
ft The program to c t:ebl.ish consultant_cont.acts :in Collegeti and
universities (Project Review Cornrr,ittee Project TFRN/^DP_92-?S2 of
22 Octob =r 1 951) to r ecr. uit undergraduate and gr= duate students
he vigorously i.mplemc rated and ult irnat, ly expanded!.,
h. Consultcnt-c,?ntacts bc, briefed reeg.arding the rolction br,e- ween
recruiting for overt ,sic. i n bat'ri ove rt and cove rt Offices and
recruiting; for deep??cov-r activities,
i. Special security me: e zres br; taken to prevent subvr=rsiv(-) infiltr,,
ti.on into the agency through the traine.,e system and that I&S
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Office be given adequate b-icking in money and personnel to carry
out thee se mea;;lt.rc s, Cons,.ilt^nt-contacts be briefed thoroughly
regarding the d n,zer of subversive infiltration into the Agency
through the trainee systems
j,
k? No organized publicity be given the trainee recruiting pro ram
and that publicity of any kind i eg.:arding any aspect; of the
P.rofession.al. Selection arid Tr-ining Program bey disco=god,
1. p.11 candidates for profF si onal ?.~ositions in grades uo to end
including GS-1.1 be: gi.vu'n . one-day battery of tests bt fort: final
commitments for employment era made,,, this tc2L.ing to ba given
after 'thy., applicant rla s b ...n rt commended by re.crid.-t-.rs --aid
PH5 arld other forms !1ayee been reviewed by the T ers )n iel Offic
The testing in 1. above he cerriod out in leading and
universities by corrq)etent consultants for by, field unit) and
in Washington by a hi,!,dqua:rte rs unit,
no The seque'incn of evvents in carrying out the Profc:,ssion l Selection
and Training Program should be as follows:
(1)
fitatemant by Offices end. other come onents of th it ne:.e:eds for
new personnel, to fill professionel positions in the CS -5
th.roug'7. ~``-1.1 cet;egorins.
(2) I,ocati.ng, contacting and screen.i.n.g of' candidates in uni.vr-+r-
sit:ies, industries and the f.rmed Sc.rvic::es by the Personnel
Offi,.ce through consult?n.t-contacts or by other recru:itment
techn2.que s o
(3) Pre' security chwck by T.cSO,
(1r) T: stl g of candidates at s::lect d locations in the field end
in headquarters:,,,
(5) Screening and shopping of. candidate files to Officas by the
Personnel Of;['ii..c(-,.
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(6) Clearance by the Medical Office
steps 5 and 10).
to be carried out. between
(7) Assessm-:nt. (To be carried out, at the option, of the
obligating Office, between steps ; and 1U,, )
(8} Obligation of slots by O.ff_i.cas.
(9) 0ocurity investigation initiated by I&SQ.
(10) "ecurity Clearance.
(11) Intccrvi,,w, re:evi .ew and decision by Professional Selection
1 an.e?l.
(12) 11ot:ifica.tion to ce.nd.id.at ; by Per onneel, Offi.ce;.
(13) ROD
(14) P'ntrance. into CIA Intelligence School,
(is) Review of Training record by Professional Selection Panel.
(16) assumption of duty status in Office obli; ating s1cot.
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lm The objectives of rotation for the enc, are as follows :
A more effective and more economical utilization of the Agencyts
manpower,
A method of improving the selection and broadening the. dxperionce
of individuals to serve in key positions.
co The cultivation of an- osprit do corps based primarily on the
reward.-formmeri.t principle,
20
The objectives of rotation fotheindi al are as follows,
a, Assisting him to do his present job more effectively by:.
(1) Increasing his knowledge in ,his fi eldo
(2) Providing him with new skills.9 techniques and methods of
performance,.
Improving his ability to plan his work and to direct and
supervise others in it.
(4) Incr,oasing his understanding of the necessary relationships
of his job to those of collateral and higher echelons of the
Agencyo
Preparing him to undertake jobs of increasingly greater responsi.
bility commensurate with his growth potential by:
(1)
Broadening his understanding of the objectives of the Agency
and its mission?
(2) Intensifying the development of his planning, managerial and
supervisory skills,,'
c6 Providing him more opportunity to find the field in which- he ' doe s
best
Removing him from a itxuttta
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30
Tn order to provide a, terminology that will promote a conron under-
standing of rotation problems,, the following definitions have been
4doptedt
Rotation: The procesS. Of .systematic designation and redesigna-
loon"af an individual to various kinds of duty and training for
the purpose of improving his capacity to serve the Agency,
Transfer: The process pf.removing an. individual from the rolls
of one--ffice and his concurrent addition to the rolls of another
Office. This process is independent of the process of rotation
though it may be a consequence thereof,
Exchan e: The process of rotating an individual by placing him
emt po wily under the operational control of another Office in
return for another individual. similarly attached,
Loan: The process of rotating an individual by placing him
temporarily under the operational control ?f another Ojff_ice:
without reciprocity, or of attaching him temporarily to an
activity not a part of CIA,.
ey Sponsoring. Office: The administrative unit of CIA on whose rolls
individuals`_
iv'?duals Vi rotation assignments are carried and under whose
administrative control individuals remain irrespective of where
attached.
Receivin Offices The administrative unit to whi oh individuals
Bing rota-t- are attached and under whose operational control
individualp remain until they are returned to the Sponsoring
Office,
Principles which are concerned in the process of rotation are as follows
Personnel Covered: In generaal, any individual who.has been in the
emp oy o h agency for a period of two years is eligible .for
rotation,, Rotation of persons who have been on duty for loss than
two years would be the exception rather than the rule,
Positions Covered: Any position within the control of Ithe Agency
to-W-71'37 the assignment of personnel will serve the objectives of
rotation is regarded as covered by these principles. These include
executive, operational, intel.ligenc.e,:.technical, administrative and
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training. positi,ons, either in the field or at headquarters, within
the Agency or with other public or private agencies or institutions.
co Job Groups Covered: The classes of individuals covered are inclu-
sive rather Sian exclusive, ' The professjoriial or 'technical
activity of a given class of individuals may., by its nature,
limit the job-type groups to which members of such.a class will
rotate.
Normal Duration of Tour of Duty; Each individual rotation period
-less 12an six months, and will probably
average betweep eighteen and twenty-four months, Thus, a rotation
assignment at the National War. College will run some ton months
while a rotations assignment to a position. overseas may well run
twenty-four, to thirty months.
e, Degree of Compulsion to Rotate: As a matter of principle,
accep ance,o"' ro anon ass:~ i~ment is Compulsory. for persons who
intend to make a career of CIA employment, Any individual or
Sponsoring office, or Receiving office, may., however, show cause
why a rotation assignment shall or shall not be carried, out. The
v:i.cwing authority. (thee C.T.Q. Career Service Board) shall in such
Casds make recommendations to the appropriate Deputy Director whose
ecision shall be finale
Administrative Control; Individuals with rotation assignments will
rerna n o:ri c ro s o the S ponsox-ing office and under its actria.n.-
istrativ o control for promotion and transfer purposes. The, ,Sponsor-
ing. office will pay the individual frori home. office fluids at his
home office grade,
go Operational Control; The individual being rotat,,-ed be under
opera rza control of the Receiving Off-,.cc for the duration
of his tour of duty with that office, during which period Personnel
Evaluation Reports will be prepared by the Roca .vi.ng office and
forwarded to the Sponsoring Officeo
he Effect of Grade Di..f' ere ntial betirreen Jobs concerned in Rotation-
Assignments given to inda_vi.du^ls being rot; tc d sha11be gcuaorally
comrnonsurate with their abilities, keeping in mind the purpose of
making the specific assignment. Rotation Loan Slots (See Schedule
B, attached) will be allocated to Offices to maintain flexibility
in effecting rotation where exchange of approximately equivalent
personnel is not practical.
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Changes in Grade; Promotions and other changes in grade shall
remain under id control of the Sponsoring Office. The eligi-
'bility of the individual for promotion shall not be prejudiced
or overlooked by reason of his status as an individual being
rotate d.
Duration of Rotational Pattern; It is premature' at this time to
formulate a po 1cy covering the duration in years during which
period the individual is subject to rotation policies, or to
attempt to prescribe an. arbitrary age limit afte=r which rotation
policies will not be applied,
Settlement of Disputes: Divergence of views between Offices or
e weer ri v diIand his (Office) Career Service Board which
cannot be satisfactorily resolved between the partie=s shall be
referred in the first instance to the Secretariat which' will
review the case and forward its recommendation to the concerned
(office). Career Service Board(s).,.. In the. event the recommendation
of the Secretariat is not accepted, the case ' sha:Ll be referred to
the CSC, Career Service :Board for disposition,
1. Polic Governing Rotation within an Office: Intra-Office, rotation
p o i l c y s l O .e ,b --E' i`e-" C' ice Career Service Board within
t
he frame=work of policieibd by thr
s prescree CIA Caree,Service Board,
Policy Governing Rotation betwe=en Offices ; Within the framm-rk of
5.
,rot?ation will be based largely on a series of bilateral agreements
between Offices which will set forth in each case the person being
rotated, the expected duration of his assigment and any other
pertinent .facts,
policies prescrl e 11-3-M "
Career S erva.ee Board inter-Office
'here are two basic types of rotation as follows;
Rotation by Exec
(1~ The Exchange procedure authorizes Office Boards to negotiate
the "swapping" of two persons when at has been judged that
rotation is .the best method of broadening their experience,
This procedure will. be wed ?when the two positions in question
are of corresponding responsibility., FZespective grades of the
positions or incumbents need not be exactly. the same,r
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(2) Individuals being rotated will be under the opera.tionral.
control and supervision of the Receiving Office foardo
(3) The. Receiving Office Board will outline to the :indiv du al
the responsibilities of the new.position0
flotation by Loan
(1) The Loan procedure authorizes an office Board to recommend
the tempor