A PROPOSAL FOR THE ESTABLISHMENT OF A CAREER CORPS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A002700190001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 207
• Document Creation Date: December 9, 2016
• Document Release Date: May 31, 2001
• Sequence Number: 1
• Publication Date: July 3, 1951
• Content Type: REPORT

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TO
LIEUT. GEL WALTER BEDELL SMITH
DIRECTOR OF CENTRAL INTELLIGENCE
..011?11111110411?111m
OSAL
EST MOUNT CF A CAREER CCRPS
nt No.
tio Ctinn. CI cs. 0
0
: T3
iltz.1%.: VA 7Ai/ i
0318: --_a_it _i_zi./?r By:
Office of Training
3 July 1951
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TRANSMITTAL
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SCCIET
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Os
Dir
3 July 1951
A Proposal to stsblieh and implement a Career Corps ?roma in CIL
ego todgy, the Offic, of Training
ons has given priority to platning
? Tile formulation of a plan for
mere than a six-months attack by
news release on the Agency Career
th the plan as now developed,
eh a later submission eight have eliminated.
2. The plan restsupon two basic assumptions:
5. Ultimate the quality of our personnel will dspend upi
highly selective recruitment at the junior level, but the Career
Corps itself could not and should not be recruited from without
the Agency, but rather should be selected from those employees
who have dismonetrated their ability through a period of service
in the Agony.
b, A program: far a Career Corps,
integrated with a career menegement p
vecessfult must be
the Agency.
As a oerollery to assumption (b) there is also submitted herewith the
proposed plan of Agenervide Career Management into which the Career
Corps program meet itself be integrated.
3. aereer Management and mem, phases of the Career Corps proposal
are rep:y*1y the responsibility of Personnel. If this plea is approved
in whole or in pert, I recommend that the Director of Personnel be made
responsible for implementiag those portions of the plan that are
properly functions of his Office. He will, of course, have the whole-
hearted support of the Office of Training.
4i I sonnet emphasise too strongly that a sinejawm,
seeeessful execution of a plan of this type in the unquelifie
of the Director of Central intelligence and his Assistant Directors.
Our study of the subject indicates that Personnel and Management have
advanced p ale for eerier development in the past but that
former Directors f d to give them implementing support
Distribution;
Addressee
rOCI
DDA,
DDP
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TABLE OF CONTENTS
sC T
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TABLE OF ENTS
war* 4.0100011P~M111.1410
Introduction
Discussion
I Selection Criteria
I/ Recruitment
III Basic Training
IV Initial Placement
V Identification of Career Corps
VI Training at Career Corps Specialiets
VII Training of Career Corps Generalists
Tab
A Specific Criteria for Initial Selection
B List of Inetitutioas in Which Contacts Should
Be Established
C Tooting and Asseeement of Candidate Selectees
D Arrangemente with Armed Forces for Training of
Selectee*.
E Language Program for Selectee*
F The Basic Training Program of the CIA Intelligence
School
a Evaluation of Selectees During Basic Training
H Number of Training Blotto to Be.Added to TiO of
Each Office
I Identification of Career Corps: Career ement
Program
? Evaluation of Outstanding Candidates for the
Career Corps
ic Rotation Plan for Career TrAinfrig Specialiets
L Advanced Training - CIA Intelligence School
14 Language Training for Specialiets
N Rotation Plan for Career Trpinirg Generaliete
O Career Training . Intelligence Advieerg Committee
EMployees
P Implementation of Univeraity and Industrial Training
CI Career Benefits and Security
R Graduate Training CIA Intelligence School
Appraisal Fora
Skimmer Chart
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XNTRODUCTION
er,-wor
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SWF_
rAITROWCTION
ening
ueners1 reit* OP
aloe a
here o
Centre Intelligence Aitewy.
esteuIlehed $ training a/action ub
mush as L dislike the term
meet office's
Training hes studied the problemoi
Corps from teams cagiest and has
career monegemeet outside the Agency,
ed executives within the &gene,.
lb* problem involves Tatruitmet of extremely able
younii men end yews tram outside the Agway, identifiesties
at the most able people s1ree4 to the Agency, end improve.
neat oi the value of members or the Career Corps to the
Assoc, fry trailing, rotation end ether experiencee. A
system of career benefits end security suet be eeteblished
for sereeriste. The recommendations mods in this report
ere centered around Annual eesluatioe letended to uncover
the meet able people swelieble. Only people eith at least
two pare of distinguished service in the Aseaoy are here
considered eligible tc become Careerists
certain Problem* are elesely connected with the setters
discussed here, but have been gives eel, passing ettention
at this time, bosons* they are subeldiari to the eosin problem.
Ane is the setabliehavat or career benefits end soccrikir
(Tab 041, Another is the proper use of military personnel
on duty with the Agency, not only from the point or Wide or
their eactineaa utilisation us, but else of their ewe
prefeeeienal improvement (Tab 0),
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Ajo Banda.
criteria ere
needo of the Mos%
satien. reseerch end eaperiscse?
Reeruitment an? the aegis of the gesersi
criteria ebould bring late tar Aglow a
a ye": wen and wens, of Wham earq
able mammialistes end * for *ill
into gensralinte capable of 1111,0
positions,
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Ilhote retOmended will be
beat will be brou4ht to 4aehla6
interview** The 01flee of Trainim;
contact* sad will neater the testini.:
in senewItetion with Pereannel4
being establiebed to provide selectee*
shill* end keowledge to amble thee
with general eempeianoe in intents
in most et emothn.job
basic Wailing ahead be Alven
st9147tist
take a 12.seeka garage designed
ol istellicenes snd of
improve rea4in44 speed
401.' 1 A
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A.
.4,410
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Tootin4 and hanafteent of Candidate rialottees
L.Isafrakmaanta ottio Aron/ :i-oriose for Training, of
'elatteas
41,
Lartzuagc ?rogral. cow Litioateea
"As Aria Trataim: procrnn of trio CIA
!cite].
aimation of :olootaat durtnlr, Training
iwabor of Traininc rloto to Be Added toil() of
Each ATiota
ilannea
lo Ideni41:ioat1on of
eroi,yrip
Vvitibmiti
Corp"
Carew nanatisesat
tr t4
140ustioft Plan for Career Training Specialists
L. Arivancod Tranift,4 CIA Intallionos 'drool
-* Lanivege TraininG for Foonialirte
S. Rotation non for Caroler Train1n4 Conoreliste
0. Cr Trot-link; for Intellirenoe Adviaary Committee
Employee*
vlexentotion of Univercity Industrial Training
c* Career ,leoafits ana 'sorority
,:rowtirato Trainik4 CIA Intelligence Sebea
That you approvo the report in genera*
That yoq autherile tha :Irectorr oa and Personnel
to carry out detailed Liaplingetittion.
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DISCUSSION
r 7"
t
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Our problen te to aelgct able and versatile
who will fit into several offices of the Agency, and to
develop a program of training and rotation that will develop
their capabilities to the utmost. Through the 100 Training
Slots allotted to the *Mee of Training we will bring in
*nasally 200-300 Career Corps selecteest who meet general
sad specific criteria, A Career Corps Selectee is a young
nen or wean who appears to have great ability and promise,
and wishes to nake a career in CIA.
&tire Cri
WO do not want as Career Corps Selectee* people
NUM poor academic records; excellent academic
records and nothing else; physical defects serious
enough to be a handicap in overt work; MOTS than the
most minor emotional defects; a record of failure in
language etudy; unwillingness to go overseas; unsound
notivatien?
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The Agency will no doubt properly continue to
employ such people for specific jobs. If they are
successfUl, we will pick them up by the procedures
described in V.
to Criteri
(Figures based on Agency needs and on
information supplied by Assistant Directors.)
Out of any group of 100 selectees, there should be
about:
38 College graduates
5 Engineers, with some experience in
production
1.1.3.1s, preferably with undergraduate
majors in Social Sciences, Area Studies,
or International Relations. A few
should be administrators.
50 Ph.D.'s or graduate students Who have not
completed the Ph.D., but have progressed
far enough so that they have actual
research training and experience.
These figures: are intended only as a guide to selection
and recruitment, and should not be regarded as a Table of
Organization. A first-rate mmn must not be excluded because
his category is full, nor may a second-rater be brought in
merely to fill a slot. The figures should be continuously
revised in the light of job descriptions for current
vacancies. (A mare detailed breakdown is given in Tab A.)
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problem in recruitaent is to eh
nest the selection criteria
es justify high expectations of success
A 7.
A CIA cct4t wiU be established in a selected
about 50 es (listed in Tab B),
eontact eill be reimbursed as a consultant at the rate
ii5.00 a day for ten days a,y1mm., so that he will give mere
than casual attention to the problem. Handling the contacts
and other netters connected with this program will require a
major part of the time of a. member of the Training Staff.
Contacts should be men with considerable intelligence
experience in CIA or other intelligence agencies. They mast
be men of the highest quality, since qualitative discrimination
by individuals appears to be subjective, i.e., it is hosed on
comparison of the subject with the discriminator. They nuat
be sufficiently active in the non-academic affairs of the
institution so that they min know students outside of their
ono fields. In a few institutions the ideal contact will be
the Deem of the College. In Universities, there should be
two *vinare, one for the College and one for pooh graduate
sehool, since the students in one school are seldom well
known to the faculties of the others. In namv.inetitutione
there is a elub, composed of intellectual]; elite undergraduates,
graduate students, end faculty, and devoted to serious discussion.
A faculty ember of such a club would know the desirable students
Suggested contacts will be listed through consultation
aneag Perionnel Procurement Officers, Office of Operations
Field Contacts, and the Training Office. A member of the Train-
ing Staff who is well qualified to negotiate in colleges and
universitier will visit the institutions concerned to consult
the authorities, establish contacts, and to deal with other
matters noted below.
of
Contacts must be cleared and brought
together in the Agency in the sumer of their first year, to
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curse and to receive other indoctr't
carefully briefed an what information
es.
to watch those undergradus
ear a line of performance to be
in their senior year students who
Graduate students should be picked up after
year. Students who transfer will be passed on
to contact.
e of the student'
o a Personnel Procurement 0
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reccnd a few of the beet students es career
for other more specific employment
tial operators will be turned over immedi-
, so as not to compromise their
selectees, no more than two will be
colisge or school within a university, in order
*void Ivy League concentration, and to give the program
high prestige and wide range.
Candidate* recommended by the contacts, and othersuomerthed
in other colleges by Personnel Procurement, will fill out suitable
applications, by which the obviomm04runfit will be weeded out
and the other, will be tested by a means to be devised by the
25X1A5a1 choloeical Aaff of the Office of Training
with the tests administered
Since the
contract. with the Agency, has t$tiflt. anert3
most of the better colleges, it may not be necessary to brim;
the candidates together at central points.
The tests should be designed to reveal intelligence,
me ivetion, aptitude for our work, ability to rearon in
appropriate problems, the psychological make-up of the individual,
his knowledge of current affairs and their background, and lie
ability to write
The survivors- should be brought to
and assessed with our current needs in mind
assessment program is described Tab C.)
The separation centers of the Armed Forces will be another
source of selectee'. Contacts should be established in each
of these under the direction of Military Personnel A.vision.
Available information from personnel filer will provide a basis
for preliminary screening. Snbeequent aspeerment procedures
will be developed by the Office of Training i2 (Tab C)i,
A third source of selectee* will be young yen and women
turned up by the normal activities of Personnel Procurement.
They should meet the selection criteria noted in I, and should
be under.35, and preferably under 30. They will be assessed
siellerly to the first two groups, (Tab C)
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There mast be sufficient data common to all groups to pert
comparison among them. Final selection fro* among the eandidates
should be made by the Office of Training after consultation with
the Director of Personnel, who has ultimate placement responsi-
bility. Training liaison officers from the sreropriate offices
should be consulted in eaves where there le any doubt.
It is possible and desirable that some men amimemen whom
ve would be glad to take at the bachelor's level will wish to
go immediately to graduate school. If they wish to study a
relevant subject, they should certainly be encouraead to do *Oa
They should not ba substdised by us, since any one who is good
enouh for this proi;ram will have no difficulty in obtaining
a fellowship or assistantship. Others may take their mtlitary
training after the Bachelor's Degree. (A proposed arrangement
with the armea forces will be described in Tab DO
The purpose of basic training is to Lve the selectee the
basic skills and knowledge necessary to an into lieence officer.
Under present conditions, with the Table of Organisation only
about half full, training must be kept as short as possible, in
order that the selecteee may be abeorbed in the Agency at the
earliest posmible date.
The entire course of basic training described below is at
present available only to career corps selectees, but as soon
O the demands of the offices become lees pressing, it will be
offered to all, now profeesional employees.
The training program must be controlled and expanded in such
way that instruction will always be given by experts who are
well qualified either by experience in the field, or to, long study
at the subject. Under no conditions will canned lectures nor
teaching from a manual be permitted.
A. Basic training for Career Corps seltctees, already in
operation, or to be established immediately.
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Before selectees enter on duty, they will have
been clearly informed that they are not an elite
mama, and that their future in. the Agency depends
on their performance. PUrther training and pre-
ferential treatment will result only from selection
through the procedures described in V.
2. The basic couree for selectee will last twelve
week's and will be offered thrice yearly, July,
October and March. It will be desired to giVe
the etudents the folloein: knowledee and skillet
a. The f4ndamentale of Ruerien? and an elemen-
tary knowledge of the roviet area. These
are basic tools under present eircuestaness
Students already competent in Rusrian will
be given other laneuave training. The merno.
mu will be devoted to thie course. (Tab g
b. The fundamentals of intelligence, basic to
all offices, but not special to egy. _They
will learn, the place of CIA in the total
intelligence .sr: zovernmental stricture. They
will acquire such skills en4 concepts as are
neceseary to all intellizenee officers.
Conmiderable attention will be given to the
study of problems.. The curriculum will in.ii
elude training tn rapid roadie::: and compreheneionI
and in peopie writings designed together to
speed the erocessina of docamente, and to
improve the quality and clarity of writku -
The afternoons will be devoted to this
couree. Either durin7 or at the end of thie
course, eelectees uill attenci tho CIA
Orientation and Indoctrination Course, or its
equivalent. (A description of the intelli
gence training im Fivion in Tab F.)
Throughout their training, seleetees will be con-
tinuously &smeared by their instructors and other
ember' of the training office, in order to
determine their quality and the type of work
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nsatisfaetory cartdidateej will e s .
(Tab 0).
At the end of their basic training,
will be placed within the Agency,
regular or a training slot, Vee IV
leetees
er in *
B. Proposed expansion of basic training, to be implemented
as the Table of Organization fills an the demand for
speedy release of eersonnsl weakens.
L. Momentary area prof:re-age; about three menthe in
duration.. (See VI, C=)
An advanced course in Russian and other slavonie
languages for selectees who already have a basic
knowledee of Ruseian, and courses in semitic and
oriental languages. (See VI, R.)
PLAC
The saw s initial assignment ieof ireat
not only in terme of his own development, but of the e
of the offices and the Agency AR a whole.
livery effort will be made to place the selectee in the
meet wettable position available. Nis academic and other quell
ficetions will be studied., his personality and aptitudes will
be assessed, and his interests will be ascertained. His performance
in basic training will play an important part in the nature and
level of his placement.
Assistant eirectore and their representatives will be invite
to intcrvj,w appropriate selectees late in the training period,
and to express interest, or leek thereof, until the selectee is
placed in an appropriate office and a suitable position.
If the criteria for 'election and the process of recruitamnt
were perfect, there would be no problem of placement. since
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should be zds for a very
of Organisation of each Office,
as for rotation of Career
(1//). These slots will
up sleek when there is
cular categories. The
of Training and Psrsonn.l should be authorised
place selectee in training slots, after consultation
Asnecessary changes in the
Tables of Organi a Tab HO
No selectee nay remain in cue training slot for mere than
six months, at the and of which he mast either be absorbed
into the regular Table of Organisation of the Offise absorbed
elsewhere in the Alison)? either in a regular or tral:ing slot
in another Office, or dismissed at the joint discretion of
the Directors of TrainSeg and Personnel. In offices where
rotation of new personnel is customary, it may be found desirable
to move selectee, through a logical succession of trebling
slots within the office before they are initially placed, but
only with the consent of the Assistant Director concerned.
Four to six months after the initial placement in a regular
slot, a representative of the Office of Training will request
the supervisor at the selectee to make e preliminary evaluation
of his work. This evaluation will confirm or contradict the
original evaluation, *election, and placement of the individual,
and Rey lead to a change in the criteria for selection and
methods of recruitmeet, It will provide a means of evaluating
basic training, and grounds for modifying training whezneoessary.
It will also reveal obvious misfits, who will be either moved
or dismissed. (Tab 0).
Once a selectee is placed in a regularot his future will
depend on his performance. Personnel will have the same interest
in him that it doss in all ample:roes, but Training, except for
the evaluation first mentioned, will become interested in him
again only when he emerges, if he does, as a candidate for the
Career Corps after two years in the Agency* (see V)*
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V. IDEN1IFICATtOW OF CARSPR CORPS
Next to initial lection? the most critical problem
in the Career Development Program is the early and accurate
identification of the Career Corp. The Career Corps is
composed of in and women of superior ability and performance
and includes specialists, mho, are outstanding in a single
office, and generalists, Mho are willing grid able to fill.
important executive positions that involve the whole Agency
in one way or another. (k more detailed discussion is given
in Tib I.)
A. All Agency p.ronn.l in vides from 0-9 through
O643, eho have been on duty for at least two
years, and who are under 45 for the first year this
program is in operation, and under 40 thereafter,
will IA studied annually by Personnel to identify
those who have high potential for Career Develop-
ment through further training and rotation.
The group, 0S-9 through 08..13, is of manageable
sise and is capable of close study.
Justification for these grades: Professional
personnel who have not advanced to 08.0 in two years
under current practices of promotion, are of low
potential. It is further assumed that 0S-141s and
above are already careerists, 'well established and
professionally competent, so recognised by their
superiors, and for whom further training may be
desirable; or else fill into categories, that would
make further training impractical or unnecessary,
that iss
1. Too old to profit from training
2. Mediocre or incompetent
3. Outside experts, here for emergency only
severthsless, for the first year that this program
is in operation, it will be necessary to study
personnel 0044 and above to determine which of them
should be considered meinb:re of the Career Corps.
10
40
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1. Appraisal by supervisors will be cobinsd with
grade, and grapbicaflr represented, to
hose who s lied dis-
cussion of this procedure will be found in Tab 1.)
The preliminary group thus selected will undergo
testing and evaluation designed to reveals
a. aptitude potential for improvement;
h. intelligence, aptitude, and personality;
o, knowledge of the intelligent)* process;
d. ability to work from evidenoe in an
intelligence problem;
e? keewledge or cermet affairs, together
with historical and swami? back-
ground; and
S. ability to learn languages
Me procedure will be discussed in Tab JO
Per two years, or Intil the saner pregraa is
accepted by the Ageacy, and particularly by the
Assistant Directors, who will lose same good men
tree their offices, it will be necessary to permit
all wmplaYess OS 9-13 to take the tests if they
wish, as a check on the evaluation.. Allowance
must be made throughout this process for different
levels of performance at the various grades and
by persons with different kinds and amounts of
service*
On the basis of the evaluations and the tests,
* small group of potential generalists will be
molested by Personnel, who will appear before a
feud of txaminatien and review (Tab I, ection
A), composed of the Director of Central Intelli-
genes or his representative, the Director of
Training or his representative, the Assistant
Director of the Office involved or his represents,.
tire, the Director of Personnel or his representa-
tive, and other appropriate persons. The board,
through interviews and any other means it wish**
to employ, will make a final judgment and will
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in particular seek to identify the Ge naiad,*
(C, 4). Employees who, are obviously well
qualified specialilts need not appear before
the Board.
successive steps in the process of evaluation
testing and amassment, and interview will divide
personnel into five principal groupes
1. Those who shall_ be dirmissed for inefficiency.
2. Those who Should be transferred to other slots
more suited to their aptitude/.
Those who are sat sfacto in their present
positions, but whose po ential or age do not
justify further training or rotation.
hpecialiste who are highly satisfactory in their
present position, Whose desires and aptitudes
indicate that they should stay in that sort of
work, and whose potential justiflea further
training and promotion. Ecee of this group may
become Assistant Directors, but they will remain
in their original Offices,
..110.0-team who are highly satisfactory in their
present positions, but whose aptitudes and in-
terests justify extensive training and rotation
throughout the Agency, to prepare thee for Agency-
wide jobs; and other positional' of great respon-
sibility.
The epecialists and generalists are the Career Co
Selection for the Career Corr does not mean imadiat
promotion, but greater opportunity.
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of carter training cialists (VA, is to
Wiener and range in the offices in which they
they will return. Assistant Directors may rest
onnel released for training as Specialiste will
office of origin, and that they will be at least
partially replaced by othernesibers of the Career Corps rotated
into their office from other offices, or by se eeteer. The pro-
posed training slots in the offices will be used to facilites
rotation (Tab 14). Sines XOPO specialists will became Assistant
Directors, a broad variety of training will be nide available.
Progress will be tailored to individual needs.
The training may be designed to import new skills and
knowledge, to refresh and improve existing skills and knowledge,
or simpler to get the individual out of a rut by a ohmage of
environment and concentration. The last will be of particular
value to analysts, scientists and librarians, who are likely to
fall into habits and attitudes of mind that are not necessarily
the moat productive. Training for Specialists will be arranged
individrolly, after consultation and agreement with the Assistant
Director and his SoArd of Review (Tab I, Section
von* of these objectives may be accomplished by training.
courses already existing or to be established within the Agency.
Others may best be achieved in universities, industries or other
goverment agencies, or by travel. (A *ample plan of rotation
and training is discussed in Tab X.)
A. The advanced intelligence course will be of value
to
neatly all in this group, particularly the less-
experienced (Tab I.).
3. The simplest problem is the acquisition of a language.
When there is considerable demand for a language,
instruction can be handled mast economically by arrang
ing with an institute or university to set up the
required language training for the group. Language
training will be set up within the Agency for those
4111,
44411EI
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who cannot be trained outside because of the demands
of their duties here, or because of security. In the
ease of languages for which there is scattered demand
instruction can best be arranged through outside
institutions, preferably local, on an individual basis.
Th, beet way to etudy a language is full time
with complete leave of absence from other duties.
Compromises say be made, but only at the cost of
efficieney and speed (Tab 14).
C. Somewhat more complicated is the problem of area study.
Two elementary area programs should be established,
preferably in local educational institutions, or within
the Agency; 040 on the European orbit of the USSR, and
one on China and the Far East. For sere advanced study,
and for study of other areas, trainees must be sent to
academic institutions. Existing resources are being
studied, with the help of the Social Science Research
Couhoil. In a very few cases, such study may be
accomplished in a summer session, but in meet instances,
an academie year or even two will be required (Tab ?).
D. The Office of Scientific Intelligence has * particular
need for a program on Soviet Science, ocAbined with
area study, and the effect of science and technology on
international relations. This question is being studied.
The purpose say be accomplished in or out of the Agency.
Such a program Should also be useful to the Office of
Research and Reports (Tab P).
A course on economic intelligence and its use in
support of economic warfare and operations will be
developed.
Scientists-, economisto, end other specialist,
sent to universities, either as students or as
associates, to increase their subetantive knowl
to carry out research, or simply for professional re-
freshing (Tab P).
In many cases training in an industry, foundation or
laboratory will be more useful to scientists, econo-
mists, and other specialists than university training
(Tab P),
2.4
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travel and study in an appropriate and
will be the most desirable program,
or training or refreshing. This might some-
times be accomplished through rotation in eie of the
operational offices (Tab K).
Rotation within the Agency, through use of train-
ing slots in the offices, will be desirable in cases
where the work of an individual is or will be closely
connected with that of another office but in all
eases the purpose of such training will be to make
the trainee more competent in his own office to *licit
he will return (Tab K).
With the cooperation of Office of Scientific
Intelligence, short courses in the present kneeled
and capacities of Soviet scientists in the various
fields, and of the present and potential capacities
of Soviet weapons should be established, not only to
increase knowledge, but to overcome some of the super-
ficial contempt for Soviet science that is current.
Thee, courses should be open to personnel from other
intelligence agencies.
VII. TRAIUNG OF CARER CORPS 017
Generalists. (V,C,5,) are those very rare individuals who
have the capacity to bring together many aspects and branches
of the intelligence problem and organisation, and wish to do so.
Their need is not for specialised training, but for increasing
areas of responsibility and experience on the one hand, and for
rotational experience within the Agency, as well as in other
intelligence agencies and other governmental agencies which have
mutual intelligence needs.
Whereas the purpose of Specialist Career Training is to
produce better Specialists, there is considerable doubt that any
particular effort should be made to improve the special *kills
of the Generalists, excepting to broaden their language ability,
MI
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ir first hand knowledge of important foreign
them enough experience in the various offices of t
Agency and other intelligence agencies so that they can under-
stand their products, and know their limitatione and capacities.
Therefore, while a high percentage of this group will have
benefited as Specialists from the sort of training described in
VI, before they have been identified as leneraliete, an entirely
new emphasis must eubseguently be placed on their career develop-
ment. The purpone of their training is to produce Directors of
Central Intelligonee, Deputy Directors of Central Intelligence,
Assistant Directors and Denuty Assistant Directors, assistants
to the Director, se;bers of the Nations]. Estimates Board and
other key people. (A sample plan of rotation and training is
presented in Tab N.)
A. On the academic eide, the. first need is for a national
intelligence course, not only for this group, but for
the personnel of other intelligence agencies (Tab
Oenereliste should be rotated throughout the Agency
by means of training slots (Tab N).
They should also attend the National War College,
Naval War College, industrial college, participate
as members of the Staff of, or attend the General
staff and Intelligence Schools of the Armed Forces
and the Foreign Service Institute of the State
Department (Tab E.
D. During, before or after the period of rotation within
the Agency, trainees should serve long enough (at
least one or two year.) in one or more of this intelli-
gence or operational agencies of National Security
Council Staff, State, Navy, Army, or Air Force to
understand their methods and objectives.
A. Time Should be given the trainee for study of foreign
intelligence systems, both friendly and unfriendly.
Materials in the posseesion of the Agency will be
made available through the Office of Training.
At the end of the period, the trainee should be ready for
positions of great responsibility on the level of Deputy Assistant
16
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Director and Assistant )ire?r, sad after experience on that
level, to serve on the immediate staff of the Director or
Deputy Director, and finally for Deputy Director of Central
Intelligence and Director of Central Intelligence.
Note' Jobe in the Amncy fall into four ciao-goriest
Talliioal, administrative, overt analytical and research,
and covert operations and collection. Specialists should be
rotated within one of these groups, but not among them. The
above has been written on the assumption that it is possible to
find Generalists capable of understanding each office, though
not necessarily of specializing in its Work.
17 -
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St..' &HT
TAB A
SPECIFIC CRITERIA FOR zNrcua.. SELECTX01
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SPECIFIC crmu& FOR INITIAL
(Figures based on Agency needs and on information
supplied by AssistantLirectors.)
any group of 100 eelectees, there should be about;
38 College graduates with fields of con-
centration that bear some relationship
to reality. Of these:.
24 should be potential operators
4 should have unusual language training
10 should be able to type
A few should be administrators.
5 Ingineere, with some experience in production
7 Ll.B.'", preferably with undergraduate mnajors
in Social Sciences, Area Studies, or inter-
national Relations. A few should be adminis-
trators.
50 Ph?Dw's or graduate students who have not
completed the Ph.D., but have progressed far
enough so that they have actual research_
training and experience. Of thew
-
4 in Political Cojence, ociology History
or International latione
in Economies
12 in Area studies
in Modern Languages
in Physical and Biological Sciences
19 in these or other fields, prerwided they
have strong centeaporary interests, and
are interested in concrete. questions
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in view of existing shortages, the numbers of
economists, scientists, snd area specialists recruited
for the coming year should exceed these figures.
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TAB B
LIST Ofr INSTITUTIONS IN WHICH CCRAOTS
SHOULD BE ESTABLIEEBD
RE(
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5X1A9b
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PFT
TAB
TESTING AND ASSESSMENT OF CANDIDATE SELECT
El
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MTh L
25X1A will NIKMIWp
I not sentemplated that 25X1A
find any great difi
itraly and efficient schedule of testing programs
throughout the country three times each year. Perhaps
during the first ;year there will be a alight amount
of oonfusion, but during the following years the
testing programs should prove of no great diffieulty?
especially if there is semen* in the Office of Training
designated to coordinate 25X1A5a1
activities, Their big j
standerdise, and validate tests# queatI,nn&tr,e and
teehniques related to the ebjeetive testing program.
They will need to expend considerable effort in this
direction during the first two years, After this, they
will have to derma, substantial numbers of research
hours each year to keeping the tests, questionnaires
and techniques up to date by inoorporating research
findings in the battery. If the job is properly dons,
more or less as outlined, CIA will have a nor* oompre-
honsive and objective battery of tests than is being
used by the Foreign Service (many of the military
services. In terms of economy, it would Amen that the
Assessment Team would not waste their more expensive
man-hours in assessing candidates who are taqualified
for C/A.
II. .ASSESsNEET PRI TO FINAL SELECT
During World War II the British developed, through the dar
Office Selection Boards, a new type of selentifis personnel
eaeotion known as aesessment. In the War Office Selection
Boards the person being &awned was asked to carry out a variety
of practical problems in real-life situations. He was observed
and tested by military officers, psyehologists? psychiatrists
and the commanding officer of the Selection-Assessment school.
Prior to the establishment of the British nelection,Assesement
*heel, five out of ten persons failed to successfully complete
training schools in Scotland, oven though these prospeotive in-
telligence offieers had been presumably well-screened by their
recruiters. After the establishment of the .41estion-Areessment
school, through which students were required to go before entering
training, only on student out of ten failed to complete the
course successfully.
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A. Purpose- and PrinciPlie
/t is planned to use stodi.fted and limited set..up
in the Offios of Training to assess candidate selectees
for ipportant psyoholegical qualities which cannot be
tapped by means of p*pr..and-pencil objelotive-type
tests. The testing program will be used to measure
the candidate's mental and intellectuel fitness for
research; the assessment will reveal his psychological
fitness for executive and operational poste. The
assessment procedures will attempt to measure character-
istics of the applicant ouch at:
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25X1A5a1
25X1A9b
These and many other chsrsctSrt$tt, which will
be observed in the assessment process, are important
in the training and placement of a person in this
Agency.
Procedures
results on the applicants The Asee nt TOUR study the
theirmes , including the statistims and test
profiles, the Biographic r:mestionnaire and the
wvittwa interview Questionnaire. The psychologist
on the knemment Team will study and analyse all
the findings on the applicant and before the appli-
es:it's arrival will ley out as far as practicable an
sesessment program for bin to take into aeseunt his
special interests, attitudes, motivations and work
skill'. The eendidates will be assessed in groups
of four to six, over a period of two days. The two-
day assessment program will be generally as relieves
1. First Day
25X1A5a1
a,
briefing onthe nature
program.
C. DIscusslont The *pplic$flts, ,ttt5g
informally around a table, e
of current interest and discus
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25X1A
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The re
talking with s
the Personnel Di
who have Sofinito
and potential.
and neeioal exarilations can
nt hy t
the Office e
h members of ether Offices
the applicant's skills
administrative matters
taken care of.
It should be *mph/wised that the assesammat program
highly flexible so that psychologists can *mots more
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atten ion to the important or diffjlt
those cases where it does net appear
=nay that the candidate will walify sea selectee*
the candidate will be referred durieg the second
day to Personnel Procurement for possible plaeement
elsewhere in the Ager. If this cannot be arranged
during the second day* it will be done during the
third day, if the eandidate is able to stay over
In some instances the Assessment Team will have
to earry out its program away from dashingten to suit
the convenience of applicants* but as numb as possible
the assessments should be done in washingten1
within forty...eight hours after completion of the
assessment program a soordinated* staff ...easement
report an the candidate will be sent to the Director
of Training to aid him in (a) asking the final decision
on the candidate's eelectiant and (h) working out a.
training program to develop the candidate's poteettel
most efectivelyf This assessment report will also
be used later by the chief instructors and tbe 'value-
tion psychologist to plan further training for the
aelsetee*
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AS D
ARRANGE-MN:XS WIT ARMEI FOR
TRAINING OF SELECTEE;
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SEUL i
TAB D
A D FORCES FO1 T?AINING OF SELECTEES
This Tablwill. be written when negotiations'
with the Department of Defense are sueosesfullY
completed,
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TAB E
LANGUAGE PROGRAM FOR SEIEOTEES
?lc
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TAB
LANGUAGE PROGRAH F0 SELECTEES
(Because of the current needs of the Agency, the course presently
being established is Russian. The same methods can be used for
other languages.)
A. Or a.
NuMber of students in each group- - ?-? ------- 2D-3D
Length of course-- 12 weeks
Hour schedule------------ 20 hours per weekj
8 12 Noon
Monday through Friday
B. Program of instruction,
) Descriptive grammar And theory
(2) Group drill phonolgy, spoken language,
reading drills --- --- --
(3) Individual laboratory drill for
and written language -
C. Ot ectivw
2 hours weekly
(24 hours)
8 hours weekly
(96 hours)
10 hours weekly
(120 hours)
(1) Foundation for proficiency in use of spoken language
and written language.
(2) Basic knowledge of phonology, structure, and grammar.
1
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A.,44Jfirsal
(3)
(4) Passive recognition knowledge of cognate vocabulary -
newspaper level, 700 words.
Active non-cognate vocabulary for everyday life
situations - approximately 400 words.
5) Essential verbs and declension forme,
ject ves
At the end of this period, the average student Should
be able to use the spoken language with reasonable fluency,
and with oral accuracy so that he can be readily understood.
His oral skill will be limited to everyday life situations,
With a /spontaneous active vocabulary of eome 400 words. his
auditory recognition skill ehould be much broader, covering
possibly 75U words.
Follow-Up
After this foundation course selected students should
be directed to continue their language training at the rate
of five weekly hours of laboratory drill in the CIA Language
School Laboratory to increase their eldll in the use of the
spoken and written language. One additional hour per meek
Should be provided for remedial and corrective linguistic
analysis. If this in-service internal training program is
continued at the rate indicated for about 18 months, the
student should have a good active command of the language.
In-service training can be focueed on the acquisition
of specialized terminology in various technical fields to be
established in consultation with the several offices.
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TAB?
TIE BASIC TRAINING PROGRAM OF THE 0/A
INTELLIGENCE SCHOOL
,CRE)
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R
TAB F
CIA INTELLIGENCE S
DISCUSSION
The basic training of this achool is designed to give the
selectee the knowledge and skills basic to intelligence.
The pbogram will remain flexible, so that it maybe tailored
to suit the needs of each new group. The early courses
eannot turn out finished .Intelligence Officers. The
graduates will enter their jobs better prepared than hereto-
fore.
The program will
1) Necessary
security.
orientation, mission and
Structure of U. 8. Government and CiA1S role
therein.
Missions of Intelligence Advisory Committee
Agencies.
(4) Organization of c
( 5 )
Lectures an the World Situation, Foreign Policy,
the Soviet Government, History, etc.
(6) Methods employed in intelligence.
The tentative twelve week program will be interspersed
problems and training films, and selections for readings in
foreign languages.
Sti; i
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EVALUATION OF SKIZOTRES WRING BASIC TRAINIXt
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S: CA! OCT
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TAB 0
EVALUATION OF SELECThL9 D
Each selectee will be stbjected to a running evaluation
during Basic Training in order to systematise, verify and extend
the knowledge of his aptitudes obtained by testing and assessment
prior to his employment (Tab 0, and to determine his potential
so that he may best be trained and placed. Within six months
after a selectee has been placed, his supervisor will be staked to
evaluate him.
A. Evaluation During Training
The Evaluation Psychologist, the Chief Instructor,
and the Instructors will periodically rate each student in
terms of performance in courses, personality, and ranking
in comparison with other students, in order to determine
his outstanding strengths and weaknessem.
The following rating system will be usedt
Percentile
Ratings Definitions of Ratings Etutvslents
superior An extremely outstanding pi *mance 98- 00
Excellent AM outstanding performance, definite-
ly above average 85-97
satisfactory t Requirements met without distinction 50-814
Mediocre t MIntmum requirements barely met 16-49
4 A dificient performance. Definitely
below average 15
An extremely deficient performance 0-2
Poor
ure
derivation of the ratings from the normal dietribution
curve does not imply that the students would be marked 'ion the
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: S CLI U-RRDLP 8-0471
curves -7 which it an arbitrary statistIcal interpretation
of human variability. The students will be rated in terms
of their Ability to hold career jobs in the Agency. In
some classes it is conceivable that All students will
qualify. It would be spurious, therefore, to fail some
of them merely to conform to the iniquitous practice of
marking on the curva.
Students rated low will be carefully studied to determine
whether they can be improved, or should be dismissed.
' A final evaluation will be sent to the Director of Training,
and will be used as one of the bases for initial placement.
S. Evaluation after tial Placeme
Supervisors of selecteea will be asked to evaluate them
from four to six months after initial placement. The
evaluations will be studied by the staffs of the Office of
Training and Personnel, as a check on selection, training
and placement. Selectees-who present a problem at this
stage will be carefully studied, to determine Whether they
should be placed in another position, or dismissed.
If a selectee undergoes an important change of position
in his first two years in the Agency, a similar evaluation
will be made from four to six months after the change,.
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TAB
NUMBER OF TRAINING stars TO BE ADDED TO T/0
GP EACH OFFICE
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OlAb3b
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1.1
IrENTIFICAT/ON OF OMER CORPS: OMEN
NARLODENT
PROGRAM
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.11411211WICATI.e.) CA
thie oti
ed
in Goner
1951.
tific*tt
of
the
SWAMI,
ts proceduree a.
of the CWOOr CMS
- IP aewenetrated Ability on the jobs the to
are propoeeds
1.. The forme
the, Director.
15oarde of Review
hi.
al appTnieal of omployeer by th',tr ruprvrore
or af-,ocintee (ection 7-3) to l'ake plaos eai
pn job-,,erformance recuirom.ents
triction to neno,clerical poreconel in the (AT 9.43
inclusive, L.A04# the meet likely career !Irony.
rationale for this position is set forth in
D.
The Lirt
vigor, in
is to identi
Scotian X) te-
em duRent
floc& ji4jt (the CiAl Service concept)
toward what theemployee sea do and whet
er_l_eadoo him or her for'
oe.
objective is to train end ground vapor.
oil technique; the !wood rtop objective
oels or inventory of *Potential' (see
discussion of poib1e arplicatiln of
sy nekimmor chart* technique); with
the ?inel objective, a job-rotation brorram (Section
cs 2) for identified potential se and vben the tight
manpower conation can be relieved:
the manpower shortage or today, it it felt that th
ill afford either inadvertmatly, or neve important
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through lack of
board. In addition
recruitment, and aharpenAlp the
tier (section F)
This studr has
twelve compersble indust
and a review of pertain we
ports in being or conteMPla
.on or t
faciii
It is recommended that the pr
Career Development net, and that
field, be brought in and supported
The tie-in of this programto
Progrea and to Personnel IBM card
Sections Hand I.
the Career Corps Selectee
yetem is set forth in
h 0:fice will have its
140puty Assistant Dir.star tb,
0411ce could be Secretary'. These
es.
SIW
1.
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technical competence contemplated in the prepared
program, The objective,: a more complete under-
standing of the fundamentals Which make for superior
performance in each category and at each level of
effort.
Mearure the individual against the job requiremcni
of the level in ir ich he operates and at the n
higher level.
In cooperation with the Office of Training, acti
through the Training Liaison Officer, develop imp.
proved training procedures and applications.
In. cooperation with the Office of Training and Per-
ronnel, to plan logical ?iiyieiona3., Intra?Office and
Inter-Office rotational circuits and promotions.
It is believed that the effect of the proposed board structure
would be to stimelate recognition and development of ability.
Appr
1.
The proposed procedure and technique of periodic
oppraisal of an employee by his supervisor is deemed
primarily a managerial tool to be line administered.
It follows, the::, that the method should bet
? Geared to and reflect the ;manlier problems
of the Agency end its individual Officio.;
and
Dettentralised, i.e., the supervisor limited
to an appraisal of those he knows or has
contact with personally.
asEgjahlagsm.s
The purpose of varying appraisal techniques is identical:
to fere. the supervisor to think in an orderly rashion
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about the people
appraisals may be in
end that the
In teohnical jargon the appraisal marbe mild,
i.e., an accurate measure of the abilities . is
suPpored to measure, and reliable i.e., measure
the same ability consirtent Actually appraisals
are likely to be inaccurate, stereotyped and exhibit
"halo effect", Le., a favorable appraisal stemming
from perlonel predilection rather than from objective
analysis.
In an effort to reach objectivity two technicues are
currently developin,71 the Appleytechnique and the
"forced choice, technique,
The Apply technique is employed in the retroit Edison
Plan. gore, some four supervisors who kmirw the indi
vidual and his work .it as a panel, with a representative
of management development staff sitting-in as coach
and moderator.
In the forced choice technique the supervisor is forced
to choose between two or more statements as most or
least descriptive of the individual. Rating as to
determinate traits or characteristics is then derived
by statistically weighting the responses to the many
alternates. The end product is, theoretically, an
accurate and valid appraisal in which whale effect'
and other aberrations are eliminated.
This technique, ondbrtunately, has the disadvantage
gammon to All codes (it employs a code in the fore
of a statistical weighting), i.e., it loses its
effectiveness ehen the code is broken. In practice
this happens. ftpervisors sooner or later beeome
aware of "pay-off* alternates and are guided accordinely.
For these reasons the forced choice technique is re-
jected hers, as is the panel or Appley technique,
largely because it would appear that the staff work
required would be prohibitive.
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Appraisal or
The vltimate appraisal or evaluation form to be used
in the Offices will be worked out by the Chief af the
Career Development Staff supported by competent
technical help and in cooperation with the Offices)
working through the TraininL Liaison Officer, who as
suggested above, would be a member of the Board of
Review of the Office in question.
There is attached herewith) however) a proposed
The thinking behind it is based an the thesis tar"
_.reliability, an lack of "halo effect" can
best be achieved by t5Int; the appreisal closely to
specific job requirements both at primary and advanced
levelt of competence; a practice which has found ex-
pression at primary levels in practice in the covert
office* (Form 51-53, Status and Efficiency Reports).
The form itself is the boat exposition of the general
technique proposed. The form is to be regarded as a
prototype of general method; it is to be expected
that the form, in its detail, will be modified and
refined in practice.
The form has been geared to current Navy procedures
of rating the individual) not as excellent) averages
etc., but as adjudged in the first 10%) next 2Q,
middle 40% etc., compared nwith all others of the
same"grade and job family "whose professional abili-
ties are known to you peraonally." It is felt that
this technique again contributes to the objectivity
of the appraisal.
Another feature of the proposed form is that rating
the individual (in the middle 40% etc.) acts as a
coordinate point on a scale. It is believed that
this technique has certain advantages,
a. The employee's performance and potentiality show
up visually as a profiles
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bp A current &ppraiul can be compared with a prior
appraisal by tracing the prior profile and supire
imposing it on the current profile.
profile is placed on a scale which is virtually
100%, it is possible that an aggregate of scale
can be arrived at. This aggregate of points
be used as a 'home factor which night make
pov.ible the application of the skimmer technique.
(See Seetion E.
stion might properly be raised* Why has not one
odox Executive Development appraisal forms been
1. The one are two (a) the more objective the job
ia the sounder the appraisal; and (b) it is felt that the
usual forme lack validity in life, i.e., they portray the myth
of the successful man as conceived by nen of success.)
Persitial, of Emplozese
It is proposed that the appraisal of afly emplree be
based on the joint opinion of at least two in who know
the man and his work. Where this proves !practical,
it is suggested that the individual be asked to appraise
on the identical blank form. The supervisor
en compare the appraisal with his own. Any
s would be adjusted in a subsequent discussion
e employee (see 5 below).
The single appraiser, i.e., the immediate supervisor
(as proposed in the Francis report) is not believed
to be in the interests of Agency moral*. Regardless
of the fairness and objectivity of the supervisor,
the employee derives far more confidence if more then
one individual site in judgment on him..
Diecueon ot theAPpr4isal with Employee
The appraisal should be discussed with the employee.
Thus the individual is given a chance to express his
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dvancementand to give his Opinion of
In this discussion, however,
be made to any individual or
This discussion and tnterplay between superv sor and
subordinate helps bring out the individual's
qualities and his training needs, and thus
supervisor to discharge his primary responsibility,
i.e., that of people entrusted to his
ears. As expo nse tends to confirm the observation
that employee* supervise as they have been supervised
this procedure should ultimately benefit the whole
organisation,.
Practically it is just at this point that the whole
appraisal process can be s 11010i
conoept and directed toward determining e Individual
can do and what training can do to he
individual and prepare his for biz ervice.
64 Time Ii1Simpn )31 #411
Appraisal will take place annually
Job tad Rotati sl CircUits
1.
b F
One of he primary requirement for success of ';.,a
proposed program is tos
a. Establish at the primary junier) level broad
job families that exhibit comparable performance
criteria.
b. Develop specific criteria for effective formance
in each broad family at the primary level and at
succeeding levels of competence and responsibility
within the Agency,
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**
of a supervisory
perform his jab
requires is performsece
be reporting to
Anewereto such 'tuella', edited a eittrndkr Oho
of hosted might veil contribute to a cave
understanding of job performance criteria*
It is, of coarse, far easier to call for seemingfel
eriteria than to produce them, particularly as one 70ro?.
geode ep the veal. of esnostalCe. Yet appraisal. in
the absolute or in sense results in a leek of objectivity
ano inducint fesAY frame of refs:ems in the appreieer*
The development of specific saw &coquets criteria, then
is vitally important to the summer os thin prarram*
IdellagaSimilat
The defining of job fasilikkas proposed
the suggested appraisal fore (Bastion 2),
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ste in determining logical rotation circuits. Thus
It appears illogical, at Junior or even senior levels,
to rotate to an ep4ytioal7research job an individual
appraised as basiOelly an enerit4pal type. It Is
only at higher echelons of competence and responsibility
that such rotation becomes feasible and fruitful. The
devise suggested in the appraisal forma in which rating
an the basis of additive qualifications required for
higher levels of comp. enoe will, it is. hoped, prove
a useful tool in detereinin; fruitful rotations.
Muth further study will be required in this field. Such
study and the identification and fixing of sound Job
rotation circuits is a function of the Boards of Review,
the Career Development Staff, and the Office of Training.
Aop
1.
Difftelliall of Application in .Depth
This program should be restricted to the OS 9. level
of non-clerical personnel. Again the thinking behind
this proposal is that of restriction to a career group
in line with General Smith's conception.
The rationale for the selection of the 65 -9 level, as
the lower limit in this program, follows.
As one goes down the employee pyramid in a propam of
this kind, a law of diminishing return sets in. More
and more appraisal* are required but the chances of
uncovering ?potential? are not proportionately im-
proved, What one le real.IT doing is spending current
funds (as a measure of effort) for a hoped-for future
reture. By restricting the program to the proposed
group, the Agency is assured maximum return an effort
expended.
Many a program of this kind has been mothered to death
by its own weight. The proposed application outs down
weight,. Method in this technique is only refined by
trial.end-error. The approach herein proposed means
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that method can be refined at a relatively low met*
If and when feasible end desired the program can
elvers be extended ap or dews the pyramid*
An analysis of the time elements involved in
personnel procreation or rise within the igenty b?
the following: (These statistics WO an efteated guess
by Pereennel and must be subetantiatod by farther
awards")
r. ikee_ n'aik Averse Time Assam/
OS-te7 6 to 8 mos* 048 yrs*
as.7 to,
us-5 to 9
12 to 18 nee*
The GS-9 level embraces 41
Research Analysts and ether
personnel* All operative sups
officers are above this levels
for professional jobs are brought into
the rise to 03-7 is rapid; some 6 or 8
sttLins
2.0 yrs.
wee Off re,
stional
strative
at
IMMO
This program is bwilt around two them (s) t
pries of admission into the Career revels's=
should be on.ithe-job survival ability, and 014 that
the program is directed toward the really able. The
period of 1,2 years for the 03.7 inductee and 2 years
for the oh-% inductee appear* a reasonable time element
for say individual ofjemexpetential to reach the
Pitek.up points 10e*, 0(it is proposed that the
Career Corps Selectee will enter the organisation and
after initial training, be reread to demonstrate by
smo.the.job performance an ability to survive and .d-
vanes for a two-year period)* Theeretioally, therefore
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25X9
the proposed in depth' a
is ethically Notifiable.
Dr
es (eometrnt tentative at
ted that there are approximately
sos in e US 9.13 level. There are
on board (deep cover is excluded
thesemrplires). Mince the Career Development
templates embracing approximately 30% of
el. As a check point, based on comparable
trial companies tend to cover some
Trees in comparable programs
E. kiour C
The duPont Company * is really an
adaptation of the sge.'in.'grade idea of the services slanted toward
a constructive purpose rather than toward a negative one (elimi-
nation).
In the duPent technique, 1.11e lay who receive an annual
empeneation (including bonus)-in emcees at a predetermined
amount are for **eh ale armed in a descending order of compen-
sation. These arrays permit the identification of a compensation
point at each age that selects or "skims* a specified percentage
of the armed employees, say 30$ of those arrayed at age 308 etc.
Specified percentages are decreased as age increases.
There results a emitter diagram of *oelestien points' from
which is derived a "Selection Line" by visual or mathsmotical
processes. This is a company line (it is based on all
employees above a pre4ijjned level), The cmpany selection
line is used on the ecartaepta2 charts. This sakes it possible
to judge departmental experience against the background of total
company experience.
In this technique all individuals above the selecti
are "potential" for higher responsibilities and advancement. T
are the &Mont ompanyli career corp..
0
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ditfieulties, the prisayquestion is whether
hits 'ei4tty when applied to CIA peracene84
a pilot p1ait ran was made on 8/3 names.
Any indivitual is deemed sOntential* mnd
on en the following Weis' at (6 9 it
I at 08 11 if 2$ years *render; at 12
et Ci8 13 it 33 year, and under; at 3t
This reehlted in 115 name' (had
Ont Companyle decremoin, skimmer pe
would home been 198 names).
en shown to a senior esseutive
teats in the Agency. This offieerte
$ age.crado teohnicue wee a valid
laity
to adeptW the dOM technique in
? desimated top perosetage at
election Line) lies in the clusters
PeeptbUr this 4ifflou3tY could
Now faster*. stemming from
The offset would be to creak
peesibl, the shimmer teehmique4
r chart testi:gigue to this Agency
Intelligense. his .sputies
and the Lisistant LLrectoz a enetuseful administrative tool.
It is recommended that turther study bs given to this tochniqas
and thst, fellowilk the proposed yearwsn4 appraisals. an attempt
be sleds by the introduction of valid %ems faster* or tly
other smans, te, adapt the technique to CIA career identifications
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41.3111
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Thea and possibly tour methods are envisaged
which to identify potential in CIA, (2) by tests and saess,
(t) Or aimpetitive exam5nations, (3) by appraisal, and
Or shimmer tetbnique. In many of its phases the prowne4 begins
with a sharpening.% extension and MOTS conscious aivlitation
of things (sise.dp and thought of potential) Which have been
dole in the past. These benefits should flow'
1 Ability on board is les* likely to he overlooked or
fail to reach its "potential' and waste of talent
will be reduced. Incompetence will he exposed2. .
Along, morale should be improved, posribly also recruit-
ment, Min and women will kacc that if they can deeemetrate
ability on the job, they will be watehed for predation.
these benefit* is the importaat 0040 of Out
tion at job requirements for broad
obtained a Clear picture ol what treinift c
complied's
If the trainin requirements of the
ple.pointed, with tailored prugrame nada potable
dual or small groups who have similar needs, the
ground.werhis laic for the greatest usefulneaft of the Training
Office.
downer, a rote of caution most be sounded. COO mu4
lege si4ht of the tact that each or the techniques herein pro-
posedis fallible and that all represeat an art that is fluid
and inanmet at best. For this moon, reliance ha r been olmeed
en several methods, since, while one alone mUht fail, it is
unlikely sa methods would fail.
It is to be expected that this program will
difficulties* They all do and thee they experience a
mortality* These difficulties and this possibility will not
absent in this Agency. Success, if won, will only stem from 4
high measure of high level support, together with extremely
adequate and competent staff work.
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:J.-444igLA a
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OW of 5teflt
The Agency has not been unmindful of development procedures.
There was high-level consideration of the problem some years ago.
Introduction was opposed on the grounds of the lack of an MI
system (since corrected), and in addition it was thought that
the manpower deficiency mdlitated against application,
Agency experience in the past has been studied, and the
plans of SO= ten or twelve industrial companies, and of one
eonsulting engineering firm far its professional staff; the
Officers Fitness Report of the Navy,' and the report of Officer
Effeetiveneee of the Air Force have been examined.
H. Ti In to Career Corps Selectee Progeo
The Career Corp Selectee Program is, in effect, a high level
*potentialo recruitment program coupled hith a basic educational
or training effort to ground the individual in intelligence and
area. It is proposed that at the end of an initial course, the
participant be assigned to one of the Offices.
It has been the general experience of industry that college
recruits 111 accepted by the line organisation there is faith
in management's ability to weed out poorer reciats. Under the
contemplated plan selectees would be forced to demonstrate a
survival value and an ability to rise, in the usual manner and
on the job, in order to be picked up at GE 9 level in the pro-
posed Career Development Program. This would appear to meet
effectively allr criticism of ofavoritiese in the Career Corps
Selectee Program.
I. Tie-Xn to Xam cpqfpl
The various ?potentialities* of administrative, professional
and/or scientific personnel identified in the Career Dev lopment
Program; pertinent lasts relating to significant education; area
experience, the employee age and Nege.performance? index, etc.,
can be easily carried on Personnel's IBM records. In conjunction
with the Offices, other pertinent data could be developed in as
much detail as desired, Staff would work this out with the Boards
of Review.
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RET
EVALUATION OF OCITSTANDDIO CANDIDATES FOR TES
CAREER CORPS
SEVAET
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Milf]
TAB J
FINALUATIN OF OUTSTANDING CANDIDATES 1Ott CAREER C
Employees who stand out after appraisal by supervisors will
be examined through tests and evaluations as outlined in V, b, 2
Those who have entered the Agency through the Career Selectee
Program (I-TV) will already have been subjected to intensive
tasting and assessment, but some older employee and some who
have entered the Agency through other channels, will not have.
For the first two years of this program, mmy employee who
wishes to take the tests may do so, regardless of the appraisal
by his supervisor. This will servo as a check on appraisal.
The problem is being studied in the Office of Training.
SEW
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SallET
ROTATICV PLAN ?OR CAREER TRAIN:CID p. SPECIALISM
SECRET
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Tab K
FOR C
DEF
For the Career Training program a Specialist is
rson so designated by the Board for EXmmination
tion V, B 3 and CI )
fined as
Review
On the basis of selection standards that the Board will
employ, a Specialist wills
A. Be a professional Intelligence Officer
Be in grade GS-9 or higher
C. Be, when selected, probably age bracket mid-twenties
to mid-thirties. However, this age bracket is not an
absolute requirement (Section V, A)
D. Have been on duty in the Agency at least two years
Have completed his basic training or the equivalent
Y. Be highly satisfactory in his regular position
G. Have potential to justify training and eventual
promotion to the level 35-14 or hither
H. Be, on the basis of desires and aptitudes ted
primarily for career employment in his pre
Office (for example, Office of Research and Reports,
Office of Scientific Intelligence, etc.)
At any point in his career a Specialist may have his desig-
natIen changed by the Board for Examination and Review to that
of Generalist (defined in V, C, 5 and Tab N).
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IL AIK OF ,TIOW OF SP"
III. SCOPE
AT Oil
upon the aiuicn and needs of the mdlvi
ist may be rotated through training d:Lng to
or all of four major fields:
Operational
Administrative
Analytical Research
Teohnical
The long-range emphases, however, will be upon the field( s)
meet closely related to the more i*portant qualifications desired
for the positione of office head and section chiefs in his office.
IV. TYPICAL ROUTION PLAN
There follows a typical rotation plan, in eevefl phases,
for Specialists. Its purpome i+rimarily to indicate the scope
of training contemplated rather than to present a specific
pattern that a particular individual must follow. All phases
of the training will be tailored, with the Assistant Director's
approval, in each instance to fit the person's needs and potential.
Fhase.l 1 year
CIA
ool (Tab 1,)
Refresher course, to includes
ai Extensive area study or functional study of
his area.
Preparation of an Intelligence Survey on
National Intelligence level.
In
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ACRE I
e. Lectures by estinent visitors and school
staff.
d. Intensive reading.
e. Research at suitable library and uri1vertty
centers.
2 Years
signed office
to aseigned office and continua work there.
1 year
d Office
ce assumed - if Offiou of
Operations or Office of
s may consist of a tour *bread
years)
a. Three months in the Soviet Divis
Support Group.
b. Three months in the Eastern Division of the
same Group.
0.
Three months in
881M0 OrOUR.
d. One month in Operations.
a
One month in Situation Room - study and
participate in briefing problems.
. One month in liaison duties with those
sections of the other intelligence agencies
concerned with Office of Current Intelli nce
smtivities.
This phaae may be supplemented by from 3 te
6 months in a Service Intelligence School.
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25X1C4a
25X1C4a
Phase 4
Regularly Aasignsd Office
Return to assigned office and continue work
5
Duty in --
CO
3.year
rting problems.
this phase include
one year at either
College, NAvel War College or
lege ?
Phase 6
R.jularly Assigned Office and a Related One
Return to assigned office and continue work there
one year, followed by one year in a related office.
7
Na
2 years
102
Intelligence - University Level
a. Study threats to U. S. national security
stemming from the particular area in which
he has specialized.
b. Study means by which Intelligence may best
support U. S. national planning and policy
in foreign relations.
Work during this phase in company with policy
and planning offictors from key government
agencies.
411
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SECRET
TAB L
ADVANCED On I LLMENCE 80930.4
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TRU'
Tab
ADVANCED T
C! SChOOL
The advanced training will be in the nature of a refresher
course for experienced specialists. The program will aim for
twklve months duration. In this course the student will;
(1) Receive lectures from eminent and qualified visitors.
) Engage in extensive area reading and study.
) Prepare an Intelligence Survey on a National Intelli-
gence level.
(4) Engage in supplem ta a etudiea at suitable
Universities.
5) If possible, spend some time abroad.
'ECRE1
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AB X
IANGUAGE TRAINING FOR SPECIALISTS
fret n
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Tab
FOR SPEOIAIRTS
Language training will be made available for specialists
U the need arises. Mich of this training can and should take
place outside the Agency, in existing institutions. Foie,
hemmer, will be provided by the Office of Training within the
Agency, and the use of the CIA audio visual laboratory equip-
ment will enable language proficiency to be maintained and
improved upon.
Arrangements for
rasently being made.
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S'OIET
ROTATION PLAN FOR O
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Tab hi
RFINITTON
For the Career Training program a Generalist is an
to the standards defined in Vs Cs 5 and VII and
ted tr the Scard For Examination and Review. CV,
the basis of selection standards that the aid will .*plc,
Generaliet wills
A Be a professional Intelligence Officer
J. ft in grads GS-9 or higher
C. Be s wnsa selected, ordinarily in the age bracket
30.40 (30-45 for the first year of this program).
Removers this ego bracket is not an obsolete require-
Have been an duty in the Agency at least two years
E. Have completed his basic training or the equivalent
F. Be highly satisfactory in his regular positioa
Rave potential to justify training and promotion to
the level GS-16 or higher
H. Be, on the basis of desires and aptitudes, suited
for career employment at the Assistant Direotor and
Deputy Assistant tirector levels and higher
11 OF ROTATION OF GENERALISTS
The sin of rotation of Generalists
broads firet4land familiarity with the role
genets in the Government structure.
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25X1 C4a
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S?OF RYIATIOb
The rotation plan for a Generalist of the widest
seep., and not tied to the mission or needs of a particular
Agency office. It should lead to the broadest practical
competence in the first three of the tollovinc, fields and an
appropriately restricted competence in the fourthi
(1) Operational
(2) Adminietrative
(3) Analytical - Research
(4) Technical
TYPXcaL ROTAiION 41#11
There follows a typical rotatioi plan, in nine phases, for
Generalists. It is *seamed that the Qenaralist has completed a
rotation plan for Specialists and has then ocwipletsd a year or
two of duty in himmegular attics before select angst.
Its purpose is primarily to indicate the scope of training
rather than present a speoific pattern that at particular person
mast follow. All phases of the training will be tailored in
each instance to fit the individual's needs and potential.
PHASE
P#ASE 2 .
I. year
1 year
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y /LSE
Ass
A
2 years
Return to an appropriate assignment in the Agency
War C
AWE b
Ametaugent in the Agency
Return to an appropriate aesignsnen
1 year
1 year
th
to an ;fp
itaft
University le
Study is
a4 Intelligence doctrine
b. elligence metkIndology
New directions Intelligence must take
to the Agency, for a high level assignment as
ta
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SECIET
1 year
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SMET
MB 0
CIMUlt TRAIN INTELIZOENCE AINISOFIX
COMMITTEE EIVIMICES
SF
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25X9
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Tab 0
.S0
oon;lu atone here preeented now apply to
oned.peraonThel of the three military services vireo
o the Agency as part of their normal acitive duty
However, th2 assignment to the Agency of career
tate, or any other Department or Agency, weld
id.lar problems requiring equally careful relegation.
TT.
l9l, the Agency had on board or ordered
a toned military personnel againet
25Xe of The Agency needs many more of this
category of personnel t ie understood, her recently
received aut'eriution for en additional allowance of
III. PRO-
sibility in jobassign-
(1) On the on. hand they khoeld be us
and ep.oteltsed skill,* will be of
bonelt to the Agency.
On the other hand their eaploymk,nt by the
further the career training of the mdlvi
and should be appropriate in resp
to the rank and experience of the
25X9
general
cable
the Agency does not meet these responsibilities f place-
ining, the impact on the Services is likely to remit
'ort to fill a bare minimum of CIA billets, and further
to withhold from assignment to CIA the superior officers
Agency needs.
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k indicates
these placement
rkg,
points the di
rice of Traininc:
ly tentative
in precast
A level Agency policy ir eentin1
placement ana trainitv; of assigued ae
A monitorinj is
insure that this policy is implessmted t
Agency.
appropriate Agency slots he desisted to
be filled ay military CAiy or optional military.
civilian. Active duty personnel rhvuld
he aerifmed only in these elts unless specific
exception is authorised by the Areetor of Porsonma
Theme slots should at all tines total the eamo as
the then current CIA approved allowance of active-duty
military pareennai
gach of these slats shoul,, bear a job eseripton
that clearly justifies the egployment of an active..
duty military officer and will form the biats frr
qualifications requested when levy is made on the
tary services for assignment of posecemel:
V. 4INDATIONS
This tab is included UP* of its relemmmse to the
ever-all problem of career corps in CIA* It describes, however.
*? distinct and separate problem that mgy be resolved apart from
the development of a Career Corps Program :Or civilian Agency
aaplayaaa, Pertinent recommendations will therefore be submitted
separately.
4
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TAB P
IMPLEMENTATION Or UN I AND DUSTRIAL
igF"i
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FOIE i
A very taportant part at the Agency' a
mode can be it only by univeral ies and indestri
The university contacts established for the program
sant will be of great help in arranging programs in the %law,
womanise. /t will be the poliey of the Agency to establish
internal training courses only when the apseialisednatInee
of the instruetion, lack of outside facilities, or security
make it necessary,
There will be little difficulty in arranging for ii.11,
qualified persona to study under existing univere ty
programs, provided that Application is made before the
program is filled, The need for early application is
particularly great in the scientific fielde, where
leboratogy space rigidly lierlts the number of students
who can be aceepted,
U, In certain field*, partieularly those of scientific
intelligence and perhaps some area studies, tailored
programs must be arranged with outstanding institutions
or within the Agency, preferably the tenser, The ourri
(velum and emphasis must be arranged with our needs in
mind, and the length of the course, which is an obstacle
to the use of many existing programs, must not exeeed
one academie year, $p.ciei summer sessions will meet
many of our needs,
so that full use may be made of he ins t
facilities and personnels and so that students will
receive full benefit from contacts and dissuasion, the
courses
will be unclassified, and open to other than
Agency personnel* (The latter me, be a source for
reeruitment.) Classified instruction will be carried
out within the Amer,
!ECREI
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25X1C
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%FORE
xn.
th
new programs must be ?.tabiishd, or existing
d, the Agency -will render financiel support
mots.
of industrial facilities for study end training
ieularlY useful to the Office of Scientific
? but may *leo servo the puxposes of the Office
and Reports. Negotiations with selected firms
ed out through the Office of Trainint?
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SECRET
"r"
CAREER BENEFITS AND SECURITY
,TAFT
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TAB
AND URI
elLis summarises parser incentive betits that the Central
Intelligence Agency may offer its employees wader general or
specific previsions of currant legislation. Requirements
for implementing specific actions are indicated.
It. The Central Intelligence Agency may offer these benefits:
A. A
Apply to appropriate 0 personnel time and one-half
ice credit against retirement for all service under
sin hardship or hazardous conditions.
1.
In # this permits ret
after 20 years of government
retirement pay that would normally accrue after a
full 30 yearn service. Also, for each year of
service beyond 20 years, the employee would receive
en increased annuity.
. To Implement this action would require that the
Agency consummate an agreement with the Civil f4rvice
Commission authorizing the application to Agency em-
ployees, under broadly defined cirouestancts, legis-
lation eurrently applicable to certain personnel of
the Federal Bureau of Investigation and the Treasury
Departeent.
A
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To oonform to current
Department of Defenses these base
would fall into either of these two eategoriee:
1. Increase of 0% of base salary (to a maximum of
$200 per four-week my period) while engaged in
duty similar to that of Armee service* personnel
who receive extra pay (aviation submarine,
parachute jump, etc.).
2. Increase not to exceed 50% of base solar/ as warranted
by unusual hardship or hasard in certain other types
of duty.
Paydeath gratuity
dependents of CR employ
while serving abroad.
'bai
Commqnt
The Ueneral Counsel considers that, while specific
legislative authority would be desirable, the Director
of Central Intelligence may authorize these payments
under Public Lew 110.
Action
Pay, within-grade advances, and grade
persons who are *detainee involuntarily.
1.
nn for
Fund!, Regulations authorise these actions
paid from Confidential Funds.
? This authority Should be extended to cover employees
vouchered funds.
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F.
Apply the benefits of S. Employees' Compensation
Act to dependents of eepleyees engaged in hazardous
dative who are themselves exposed to hasard.
Comment
General Counsel considers that ape
would be preferable for such eases, but that
the Director could, under the broad authority contained
in Public Law 110, apply these benefits in specific
cases which he deems se warrant.
Act ton.
Extend physical disability benefits, conforning to
Veteran's Administration standards, to eeney employees
forced to retire because of physical disability suffered
while Agency employees and not the result of own nis-
conduct,
Comment
General Counsel considers that specific legislation
would be required to implement this action, but that
relative benefits under the civilian and military systems
(should be carefully studied before recommending legisla-
tion.
r* A tug., IV Task cm, now under cons
tenter Review Committees entitled *Rights, Privileges and
Benefits of Covert limployeee and Agents* has bean discuss
general:1T with a amber a the Task Force and it is believed
that the pertinent policies recommended in the Task Forme
pew are consistent with the benefits covered under this
Tab.
SECRET
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SEn
TAB R
GRADUATE TRAINING
CIA INTELLIGENCE SCHOOL
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TAB R
ORAMATE TRAMING
CIA perEureEnn SCHOOL
training is for the Generalist who may become an
stant Direstor of a Deputy, or for an existing Assistant
otor or Deputy.
The pmrpose of the pr
a joint basis, intelligence
directions that intelligence
bet
8 methodolOff
t take.
Spedfic intmlligence problems :maybe studied ustiwely
duets Sehool by selected graduates of the letional
members of the State Department, other intelli-
sj and the Central Intelligence Agency.
SECRET
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SErIPET
APPRAISAL FORM
SflT
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BEST COPY
AVAILABLE
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-15113 ML
( )1 MI.
Approved For Release 2001/08/1"Y !Le
Age
1-1 aitAssi(. mEta
42,11
Uttt iNtt I-A ST ce.E.p.olsky-
? r,
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ark5 DuT4 CRaNt,a.D SINCE. LAST rze. Pro Ft. Et NO
-iNz,tre nes wit cruse" r yr.irs.tsh.tt cs cam _re..)
C 1E.R1
ASfiif ?CA ,
_
cent K..: s>5 P
r-rkoiN4 TO
murcz=z.rrraG se.t.ritt*NIS 1 15-AmE ?r SUPERVISO".?
_TTLLE 0 OW suPerkvi5orq,
1
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- - ----
-TS EMPLuYEe. CA l,A1-11Ft if. D rot& 1 OEFINITELY NOT PREFER NOT
ri wANT BIM? r--i TO HAVE IIIM? M BE SATIsFIED (--1 l'ARTICCLARLI
? PIILSENTVUTIE:s [11 'TILS. ra 1 4 0 1--I ITINSATis_verToRYI 1i IT.-NRATISFAcr(litvl 1..._i TO IIA VE DIM ? LI 41.?Ii"; rtaytililw
. u Twslitr If10
?
hi..L 141.1
SZE.1S.:5 (:) HAL Q. UA 1_1 F I CA ri 0 N 5 ? cl V N EgA L . List only outstanding qualifications either above or below average.
3PLC+41.
OFFICrltrt STATUS To 5u1solt.ust4ATI-
STRoNelST cZtJALIFICATION
MO.ST NOTICEAriLe WEAK.N.55
. ....2.--..c- .............. _ _. _ , __
Coo.r."71 All Sneers of the Some (Check one)
leoatIon Whose Prolcsuonal UDE NO Haw missy wawa are iseivaio In the
Close
IP Do% VVE-llE 1F 70% WERE IF :111,, WERE IF ONLY 10% VOW' .eel for the eagoarIses______
Abilities Ars KIROWII t? Yell Personally, ri Cl1tCUMSTA10Es?1-1 T() RE M WERE TO IIE i r?-, 10 Olt rl 10 TO rl *VCR
fo
'Would Yea Promote FIlm: M TO BE
1--I 111.F.elinr,n'inrY) LJ ricomoTED? (L-1 Tnl'It071'07U;D y L_J PROMOTED, LJ PRONIOTE1), i f_J I.F.s L_J so
.r.,?,.......?........--,--- _...._ -
?
PTE. V4 7- I A L. ' What is the next step ahead for this individual end- does he have futher potential beyond next step? If so, outline.
.1:1 E 01 /rr EA.'S OMAIE_
0 rnoh;urA'"1.1- 'J f'oki c'INAF`i_ E.:1- 1. f3PJ AC1 (F)IF
_A-Crt 0 W n LEA V E.. c..)1,3 SW-5 IT-raiz-N.11144.0o "'Pi:tort% oi-E-
(Recommend action For improvement such as Training, Change of attitude, Change in pay, Encouragement, etc.)
. .
_Cheek one of .these bnxes (.0Nll-)E1t TIM REPORT TO I1E SATISPAcTOItY,
? 'Pato ILO
Jr...0.
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0 _TINTPATIRFACTOILY
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To: SUPERVISORS
To eliminate lack of objeotivity and "halo effect"
supervisors are instruoted to appraise the individual
under the following proseedure:
FIRST - Identify the individual in one of the
following job families: OPERATIONAL; ANALYTICAL-RESEARCH;
ADMINISTRATIVE; or TECHNICAL.
SECOND - Appraise the individual against the specific
job criteria of his basis family.
THIRD - Appraise the individual against the ADDITIVE
criteria neoessary at higher levels of competence and
responsibility.
? In identifying the individual in a job family, the
individual's FUNCTION is the determinate'faotor, not his
Office yr Division.
Having identified the individual in a SINGLE job
family, the individual's abilities or "potentiality" for
greater breadth of service and higher responsibility. are to
be appraised against the ADDITIVE criteria.
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Sf. TAO
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OPER A-1- I C.) NI AL
Thie job family is grounded in aotionj organizing it, planning
it, getting it done. As action is played with and against
people, these oharaoteristios identify this typet an ability '
to meet with, live with and get the most out of peoplevand to
create enthusiasms, pride in mission and sense of mattering.
Area and subjeot are important but as handmaidens of action,
? i.e., knowledge that dictates feasibility or reveals vulner-
ability. In the exceptionable individual there may be large
analytical and research abilities, but the prototype is the
extrovert and man-of-action
'RIR majt-hcron onspatvED ciiix.71( "-TRE APRIOPRIATE BOX Ti) INDICATE TIOW---TIIE T)FloWEIC u0141PAREs WITH ALL ?TIMIS.. OF IIIE.SAWK . CLABSIFICA-
TION WHOSE PROFESSIONAL ABILITIES Al E KNOWN Ti) You PERsoNALLy. 00 NOT LIMIT TUN CoMPARIsON ONLY TO TIM (TEUERS NOW MIME
yorn..COMMAND. IN) NOT HESITATE TO If ARE ';NOT ( Its ERN EII" ON A NY QUA I. I TY WII EN A PPR() 1'1114TE.
.?
. . .4 0 PERcrNi-r, 20 ? 1 IDE1-4TtFy -Ti-liS EMPLoYEE AS OPERpo,_
- ---7"';
? - - 1
GETTINe
.1 THE_ ..1013 DONE
PIA NN ING
ORGANIZ.INCI
HIE..701'N
ABILITY WIT, I-1
PEoPLE 4
TEAM PLAY
KNOWLEDGE CIF
AREA OR SU133JECT
TACT 4
DI5cRE-rront
PZEpoRToRiAl.
ABILITY , VERBAL
WRITTEN
srwsr
RELATIVE_
TMPORTANCE
NOW Etuu-laiLrry
A EVASto
q
DECEIT
_ AD.7v5T mENT
TO TRY 1 N FlouRs
CONDITIONS
171115 SIDpece Curri*_..c
o....inpIL-1Acco,ti,
-11Aesc 101 Ct"
Ta.r..MAKK5
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04;10W,
01 E. 3 INDICATT_RA1 A Cup DINA'rE DO)NT-LOWE.
?
StIAL 1
Approved Fce. Ri;'1PaleT2d0Y/Oill3J6PADPR-b471+614d&71061606014)1N1
No individual comes by these qualifioations easily or lightly.
Yet in whole or in part, they are required for higher eohelon
work in this Agency. As only the exceptional individual could
'hope to ratio highly in this section, appraisal will be oarefully
Leorutitnized for "halo effect".
FOR EACH FACTOR OBSERVED CIIECK THEAPPKO_pRIATE BOX TO INDICATE ITOW THE OFFICER COMPARES WITH ALL OTHEIts 05 'THE SAME CLASSIFIPA-
TION WHOSE FROFESSIONAL ABILITIES ARE KNOWN TO YOU PERSONALLY. DO NOT LIMIT THIS cOM.V.A.R1RON ?NIX To TOE OTHERS NOW Tnnwit
YOUR COMMAND. DO NOT HESITATE TO MARK -NOT OlisEltVED- ON ANY QUALITY WHEN APPROPRIATE
40 PERCENT 20
5U BSTA 14T I VE,
PRA MAL. is INTEND-Er'1-c)
Pt?A Pit L se " c)(Tr.wi-rt A 12.
NTE1 LI C-,ENtcE
IN51C-11-Ir
ts,C U E.1,4
Arsa.riT
TO CR.EATf_
HYPOT+IE.SI5
-DISCI PLANE D
MIND 4 ORDERA.Y
71-1 IN Kt N C-1
TO ABILIT
SusPE_N
OCIE.tvIENT
--COOPERATES
\Ai VT14-
ASSOC.' A-TE5
11(115 i-.)a (L. CCrrt-
QplficCiitl41 ./
) jocivall/ica4.-1ai?s
0
7i
:I SEW SE Or
_PERIPHER.AL4
_1)11:MGT TIE- 11.45
MOVES rREEIT
EXPEcTIVErf WITA
EQUAL5451.1PERIoR5
AIStLiTY
TO SLIPtikVISE_
L ABILITY TO
1444%10LE
INSPIRE_
To D v E1-OP
SueoRDini ATE s
TO Pl.hN
PoLi CY
? 141 C-11+ LEVEL.
-r-EN C Fri
_ SENSE o'F
P..R.So
C' OIU-
ADAPTAMILITY
PWf5iCA.1_
? .ENERGY
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1
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r
SECRET
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and h Of the proceeding
form (OPERATIONAL) would be combined
with each of the following three
forms to make up a complete appraisal
blank for these job families'
ANALITICAL-RESEARCR ADMINISTRATIVE
eM TECHNICAL,
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SECRET
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ANAJ.xfl CAL Rt.SEA RC t-I
This job family is grounded in study; reading, scanning and?
integration.. Area and subject are of oommanding importance
with action a. second remove. There is required an absorbed
interest in new factual minutia and new relations between
faots;- a "feel" for analysis (the examination of oomponent
.parts separately and in relation, to the whole) and for
research (the revision of aooepted oonolusiont in the light
of newly discovered facts). in the exceptional individual
there may be operational- abilities, but the prototype is the
professional or specialist.
Er I IDENTIFY THIS EMpioyee. ? ANALYncAL RESEAKcji
XNOWLEDGE OF
AREA OR SUBJECT
:1373 SERA/ATI() 14
5EN5E OF RELAT t
IMPORrP4C.
RESISTA N CE. TO
TEDIUM
AVENVEL
OF Ar-rqc
ANALYTICAL
RE.SEARC?H Al3ILITY
REMDINC4
COMPREHENSION ?
"euTrisie A Mook..?
IsTIII,LITY IN DIElf ST
4 REWRITE_
3EN.SZ OF INEARiNC-f
_ OF Ne..X T DESK'S
SPECIALTY
MEETINC,
DEAOLI NE5
iE M
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-
(1.0C
111 L I
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This job family is grounded in good "housekeeping" i.e.;
knowledge and sane control of proceedures coupled with an
.ability to keep an organization moving freely and smoothly.
Knowledge Of intelligence techniques is helpful but the
requirement is for a generalized knowledge rather than for
a speoialized understanding. . In the exceptional individual
there may be a flair for generation of the idea, but the
prototype has a native resistance to (rather than thrill in)
the new idea coupled with a large facility in picking the
flaw and in saying, no.
T IDE.NITIFY TRIS XM21.0Yrf.? ? A DMIN iSTRA?r14E_
-KNOW LEDCIE. UP
PROCE.E.DURE.5
PAIN5T-AKINO
NS
fl4Ip4C5 u r)
:FoRSEE5 4 MEETS
UNEs or
OP POSIT-;0 P4
PR.0FER INTEREST
_ ALL PH AsE s
OP Ci 4.0 P Vs/ P.. K
-_--mee-rs 5UPFoRT
_ De..mANos
ABILITY
TOi PICK FLAWS
SAY NO
ftirt. Ki A RI4,
p
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a?ECRU-
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TECHNICAL-
This job family is grounded in teohnioal Imowledge of the
specialty and the broad field of the speoialty. Area and
language are handmaidens. The prototype is the teohnioisca,
the linguist, the engineer and the scientist.
I I IDENriFy -rHis EMPLoYEE
KNOW LEDCir,
OF SPEC IA LT Y
i