CAREER SERVICE PANEL Minutes of the Meeting 4 October 1971

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79-00317A000100010005-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: November 11, 2016
• Document Release Date: January 22, 1998
• Sequence Number: 5
• Publication Date: October 4, 1971
• Content Type: MIN

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CAREER SERVICE PANEL
Minutes of the Meeting
4 October 1971
25X1A9atten
25X1A9a
25X1A9a , Recording Secretary
25X1A9a
1. The meeting was called to order at 0910 hours by the Chairman.
2. There were no additions to the agenda for 4 October 1971.
3. The minutes for 13 September 1971 were approved by the CSP
members who were present.
25X1A9a 4. reported on the following:
PROMOTIONS:
None
ADDITIONS:
25X1A9a Secretary Steno, GS-05, Support Staff/ORD on 14 September
1971 for preliminary training before assignment to ORD division.
?5X1A9a Business Acct., GS-13, PMS/ORD on 20 September 1971, vice
25X1A9a
RETIREMENT:
25X1A9a Physical Scientist-Res., GS-16, Optics/ORD on 30 September 1971.
?5X1 A9a
25X1A9a
RESIGNATIONS:
Secretary Steno, GS-6 from LWOP/Maternity on 17 September 1971.
Clerk, GS-5, An/ORD on 30 September 1971.
fa. na ^m ,
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on TDY for one year from OMS to MBSD/ORD as of 7 September 1971.
25X1 A9aSPECIAL ITEMS:
GS-13, step 7, Senior Psychologist and Project Officer is
25X1A9
Phys Scientist-Res., GS-14 on TDY from An/ORD to OCS/DD/S&T
4. (Continued)
A. Secretary Steno, GS-5 has returned from LWOP/Maternity on
?5X1A9a 27 September 1971 and has been reassigned to PMS/ORD.
ITEMS FOR THE NEXT MEETING:
25X1A9aPromotion actions on GS-12s will be taken up at the November meeting.
Reconsideration of promotion recommendation is due to
come up in November.
TRAINING:
None
25X1 A9a 5. In the
25X1A9a to the Panel on
25X1 A9a He informed the
absence of reported
the latest activities of the Career Development Committee.
Panel that - in response to a call from Messrs.
had returned to the office from the Federal Executive
Institute for one afternoon in order that they might discuss steps to be
taken by the Career Development Committee. It was agreed at this meeting
25X1A9athat Messrs. since they seem to differ on certain
aspects of career development, would each prepare a document on the
25X1A9wbject. i will be back in the office about a week prior to the
next CSP meeting. He will study their documents at that time and
25X1A9a prepare a formal statement to be presented to the Panel in November.
reported that in response to a request from the Chairman at
the last meeting for comments on career development in writing,
stated that comments have been received from Messrs.
25X1A9a and inquired about his comments which had been
25X1A9a sent to stated he had not received them but
25X1A9a he would check this out. pointed out that the previous input
made by the Division Chiefs and their employees should be pulled out
and used again. He felt these forms reflect the thinking of the Division
Chiefs and the individuals in their offices. felt this
would save a duplication of work and time and avoid the necessity of a
repeat review.
25X1A9a
25X1A9a had
reminded the Panel that at the last CSP meeting, he
suggested that t e Panel members put their comments in writing so that
ommittee would have something to work with in preparation of
c
the Career Development draft. He went on to state that the committee has
to work from some document giving them well though-out views. He felt
it was unfair to have the committee work from comments made at the CSP
meeting. These written comments should contain what the Career Development
Program means to each Division Chief and his employees.
25X1A9a
25X1A9a
25X1A9a
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25X1A9a 6. then took up the topic of career review techniques.
25X1A9 stated that several members of the Panel have raised the
question as to the techniques now being used to review ORD employees.
He stated he felt this should be considered without support from the
25X1A9a Career Development program; it has to do with methodology. 25X1A9a
25X1A9a as pointed a committee, chaired by with Messrs. an 25X1A9a
to review the techniques and methodology of review the CSP is
25X1A9a now using, as distinguished from the Career Development Program. 25X1A9a
asked that give the Panel a report in two or 25X1A9a
25X1A9a three months . as well as , have expressed.
concern about the methods the CSP has been using, and 25X1A9a
thought it was a very fundamental question. elt that 25X1A9a
this question followed the question of career development; the principles
first; the methods second.
25X1A9a 7. asked for copies of the Time Schedule
on Competitive Evaluation and Fitness reports and were told the Recording
Secretary would provide them with copies.
25X1A9a 8. expressed concern that he had been assigned to evaluate
four people in Analysis Division/ORD. He asked the Panel how he would go
about making a review of these people for six month when the office
25X1A9a disciplines were so different. He inquired, also, about the identity of 25X1A9a
25X1A9a in Analysis/ORD. replied that has
been assigned from ORD to OSR for a period of one year. Her supervisor 35X-112a
?~(1N 1IAa is in DDI, and he suggested all him prior to
the review. stated has the -program which 25X1A2d1
25X1A9a is working on and preparing a paper for which will lay out all
25X1A9a the defensive systems for OSR. This would provide a perfect entry
for to OSR on stated 25X1A9a
25X1A9apointed out that there was a' so a performance review problem to be 25X1A9a
considered. When doing a performance review of it would be
25X1A9anecessary for o consult with pointed 25X1A9a
out that this would mean that two people from ORD would be in contact
25X1A9a with went on to further state that
he thought the point of evaluation was that the reviewer would get an
independent look at the individual. He stated he could have the Analysis
people come to his office, but this does not seem adequate. 25X1A9a
suggested that these assignment should not be made indiscriminately
but that the interviewer be given those people who have similar office
25X1A9a
disciplines.
Comments from the Panel members on this problem were as follows:
Felt that the CSP in this evaluation is concerned with
the office employees - that means everybody. He went
on to state that the CSP is set up to determine the
career of the people in ORD. He felt that the Panel
was here to develop the people in ORD. The fact that
a Panel member doesn't know some of the employees is
more reason for the members to make an effort to
become acquainted with ORD personnel.
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Stated he would at least make the observation that the
CSP responsibilities to the Office personnel from a
career point of view can be different from a supervisor
looking at his people. A supervisor has difficulty in
separating from his people in order to make an
evaluation of personnel. He further stated that
since the reviewer does have an extended period of time,
the CSP members will be able to make opportunities to
talk to the people who are assigned to them and from
that it will be possible to find ways on how to observe
them.
There will always be problems in reaching into a
different discipline.
The problem of keeping evaluation assignments secret
should be considered. He cited difficulty 25X1A9a
in devising means of meeting with the people he has
been assigned to evaluate and discuss their work.
You may also have to go into the people's environment
rather than have them come to your environment. It
would strengthen the overall Panel evaluation to have
a broader perspective of ORD personnel.
If the reviewing officer's role is to be kept secret,
some will have difficulty in arranging briefings with
the people that they have been assigned to evaluate.
Others would have no difficulty because of on-going
operational involvement with them. He felt he didn't
know whether could do this because of the
clear separation of office interests from those of
the people he was assigned to evaluate.
Stated he can meet with the people he has been assigned
to review, but he doesn't want them to think they are
working for two supervisors.
25X1A9a
Was not sure that this is evil. He stated he felt
special committee will come up with some 25X1A9a
ideas on how this can be done. This doesn't mean you
need to call the employee into your office. Panel
members could talk with the employee's associates and
supervisor. They could set up briefings so that there
would be more exposure to employees without letting
them know they are reviewers.
Felt that it was desirable for the reviewer to go through
an immediate supervisor to do a check.
Stated that reviewing ill be a problem since 25X1A9a
he is now a Congressional intern. told 25X1A9a
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25X1A9a
he could go to the Agency Legislative
25X1A9a
Counsel and ask him to check on He
could also arrange an appointment or
25X1A9aa
to talk to the appropriate Congressman to find out
25X1A9a
stated this was
b
out
more a
ORD's exceptional case and required exceptional
means to accomplish an evaluation.
Felt personal responsibility for on 25X1A9a
TDY for one year from OMS as to his evaluation and
fitness report. that 25X1A9a
he should write a memorandum to OMS/DDS on 25X1A9a
performance since is on the Medical Staff. 25X1A9a
lid not think the ORD Career Service
Panel could participate in this matter. 25X1A9a
Stated once again his concern about people knowing
that he is doing a competitive evaluation. He
objected to the implication of talking to the people
he is to evaluate, and the employees are suppose to
think it is about something else.
Stated he was trying to reinforce the very thing the
Panel members were talking about ---the responsibility
for career development. He told the members that
they are suppose to get out and know the people in
ORD -- they have that responsibility. 25X1A9a
stated that the members had elected to do this.
How they accomplish this is their business. He
said that the members had elected not to put out a
list of the employees to be evaluated ---he felt this
was good judgment. He further stated that
and his committee would be working on 25X1A9a
providing guidelines as to how the CSP would do their
evaluations. In the meantime, committee 25X1A9a
would work on the meaning of career development.
felt these two activities fit together. 25X1A9a
. Both felt that the Panel members could approach the
people they are to evaluate as members of the CSP
who are interested in their career. If you tell the
individual that you are reviewing his particular
performance, he would think he had two supervisors.
If you tell him you are reviewing for the Panel, the
employee would probably appreciate this.
Suggested that the Division Chiefs brief their people
about the career development and reviewer techniques
which are being done. They could inform their people
that the Panel would be assigning people from the Panel
to do a periodic review for the Panel.
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25X1A9a
Felt that it was perfectly reasonable as management of
ORD, that the CSP go out and try to find out what: ORD
people are doing. It is up to the Division Chiefs to
handle their own people. Occasionally, it is noticed
by D/ORD that Division Chiefs will go out of the Office
for an employee when such an employee is available in
ORD. It would be useful for CSP members to know the
capabilities of our own people. fell: 25X1A9a
he would like to see this spread to DD/S&T, but
stated CSP members should remember ORD first. ORB has
provided some very high quality people to other parts
of the Agency. He felt it was a great credit to the
Office to develop people who will move on so that ORD
will have an automatic system of personnel going to
other components. Managers will have to see that this
is done.
25X1A9a
Felt the CSP had a plan of action; let's implement it
and see what happens.
Informed the Panel that had taken a course 25X1A9a
on Fitness Reports to get a more specific criteria on
what a performance evaluation should be based on. He
felt the Panel might discuss this problem at a later
date. He felt the Panel might think about the
25X1A9a
methodology for promotions. suggested
that the grade criteria might need to be revised.
9. asked the Panel for general comments on employees who
have been in grade for some time. He allowed that there were personnel
in Analysis in this status. He questioned whether it was undesirable and
whether there was an Agency regulation covering the problem of employees
25X1A9a in grade too long. stated that some employees by the nature
of the way they do things will be in grade for a long time 25X1A9a
25X1A9a cited the example of who has been inactive.
25X1A9a is now beginning to perform well, yet he is not ready for promotion.
suggested to that he seek out offices where 25X1A9a
25X1A9a other opportunities for might exist. pointed out 25X1A9a
there was always more than one reason why a man doesn't move ahead.
If a man works in a stagnant division, he might not be able to get: ahead.
The Panel, he thought, should look at ORD employees who might be doing
well but not being promoted. It may be, stated that there is 25X1A9a
not sufficient movement in the office or the management of the office.
Employees need guidance on this kind of problem. If a Division Chief is
not providing this sort of guidance, the Panel should make sure guidance is
25X1A9a provided. suggested that eport back to the Panel 25X1A9a
in two months on the progress made wit such as what people
have been contacted and the opportunities that might exist outside of ORD
for him.
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25X1A9a 10. suggested that find out how good or
?5X1A9a poorly we have been doing in moving ORD people into other assignments.
He pointed out that ORD has peaked out in its time in grade, and that
ORD promotes faster than DD/S&T. to 25X1A9a
circulate a list of technical officers who have moved out of ORD, prior
to the next meeting. He also asked for the CSP evaluation of these
officers when they left ORD.
11. It was the general consensus of the Panel that the Division Chief
should provide guidance and, seek out opportunities for the individual who
has been in grade for a long period of time. The CSP should provide
mobility not only within the Agenc but within ORD. They felt R&D
25X1A9,Tuidelines should be provided. pointed out that there have
been very few complaints from employees. He stated everybody always
wants more money. But, most people in ORD feel quite satisfied that they
are given the freedom to do their work without interference. He felt
this was a strong mark for the management of the divisions. 25X1A9a
stated that the D/ORD made the decision to group ORD employees by their
disciplines; it doesn't fit with the Agency program. Employees do
move from division to division and outside of ORD. If the CSP finds,
25X1A9a after receiving report, that this isn't true, 25X1A9a
felt the CSP has a bigger problem to solve.
25X1A9a 12. stated that the career program has to develop a
mobility for new employees and manufacture mobility when an employee has
accomplished some level of performance so that there is a recognition
made of their progress.
25X1A9a 13. suggested this type of program be considered in
moderation. He pointed out ORD must do its technical work and maintain a
technical group to work on Agency problems. The mobility program should be
considered as a side function. stated there should be a 25X1A9a
proper balance of feasibility and suitability.
25X1A9a 14. informed the Panel of the possible establishment of
a Co-op Program similar to the one now being conducted by FMSAC. They
have 20 students in this Program. Students could be brought in on a
five year contract; work three months or six months; go to school three
months or six months. stated he needed some requirements and 25X1A9a
would like it in writing. He stated that these students could be potential
employees. He pointed out that no deep cover can be requested for these
students. ORD would need requirements before a request for a ceiling on
this program could be established.
25X1A9a 15. stated the Support Staff would be sending out the
old ORD Functional Directory and would ask the Division to list employee
names and their areas of expertise. ORD wants to update this Directory.
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16. The next meeting was scheduled for 1 November 1971 at 0900
hours.
17. Meeting adjourned at 1100 hours.
25X1A9a
Executive Secretary
CSP/ORD
APPROVED:
25X1A9a
Chairman
CSP/ORD
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