UPWARD MOVEMENT-A KEY TO PERSONAL & MANAGEMENT CONCERNS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00693A000200010057-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 20
• Document Creation Date: December 23, 2016
• Document Release Date: October 21, 2013
• Sequence Number: 57
• Publication Date: December 15, 1970
• Content Type: MISC

Declassified in Part - Sanitized
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TRANSMITTAL SLIP 1
DATE
15 Dec. 1970
TO:
ROOPI
NO. 1
BUILDING
I
REMARKS: *..?,.... I*
Would you be kind enough to reproduce
copies of these charts for all Career
Board members or call Personnel and
see if they have additional copies. I
wish to have this report scheduled at
the next Career Board Meeting.
/?//(0 - eit.?.e.1.4.-e4? Of
_., csio /,,.,,e.,,.-A-e-t.
FROM:
DD/ORD
ROOM NO. BUILDING
1
1 EXTENSION
""NO .241 REPLACES FORM 36-8
I FEB 55 WHICH MAY BE USED.
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(47)
Declassified in Part - Sanitized Copy Approved for Release 2013/10/21 : CIA-RDP80-00693A000200010057-0
SECRET
UPWARD /1/10VeMR/T- A &Y
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414Tg ENPEDYCE AYEZO'PRENT
:garESS/ON
SECRET
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SECRET
? 'TURN 0 V E IR
? MOPE J013S'
? &WIT/ Ala HEAMOOM
? &RADE ESCALAT/ON
77EgE HAVE PROV/DEO UPWARts
movaewr nv Z4.5'T /5 YEARS'.
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TO RECUR.
SECRET
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SECRET
-* FROM IIEPE DAI IN 77/C Wi's UPWAQ461
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SECRET
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SEC RET
? /A/ THE NEXT DECA,De, OA/ 4/1
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AB 11,80tg' KZ AP1*OWA7F 77/E 247?r
EXPERIENOE.4s I# THE PAST F/VE YE/beg
SECRET
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? ON DUTY STRENGTH IN UPPER
GRADES HAS CROWN AT A
FASTER RATE THAN TOTAL ON
DUTY STRENGTH HAS GROWN
OVER THE YEARS. THIS AVENUE
FOR UPWARD MOVEMENT IS Al].
BUT CLOSED.
SECRET
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SECRET
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5ECRE7
4 STEPS' 70 AN A.cS)CMPIENT OF P(kSO/1/4/EZ.
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SECRET
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Declassified in Part - Sanitized Copy Approved for Release 2013/10/21 : CIA-RDP80-00693A000200010057-0
4 STEPS TO AN ASSESSMENT OF PROFESSIONAL PERSONNEL NEEDS
IN THE 70'S
1. Estimate opportu nities for upward movement in Career Services
and Agency.
2. Estimate Differences between opportunities for upward movement
and number of professionals having potential for advancement.
3. Determine actions needed to resolve identifiable problems.
4. Plan and provide what professionals need to improve their capabilities
for new and more responsible duties (employee development geared
to management needs).
Declassified in Part - Sanitized Copy Approved for Release 2013/10/21 : CIA-RDP80-00693A000200010057-0
Declassified in Part - Sanitized Copy Approved for Release 2013/10/21 : CIA-RDP80-00693A000200010057-0
STEP 1: ESTIMATE OPPORTUNITIES FOR UPWARD MOVEMENT
Action
1 For each Career Service estimate yearly professional separations
OP
within each grade.
2 OP Prepare a grid of estimated yearly cumulative professional vacancies
in each grade.
Modify OP loss estimates and prepare revised grid of yearly cumulative Career
3
professional vacancies (all grades) Service
4
Prepare grid of cumulative opportunities for upward movement
OP
within Directorates and Agency.
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STEP 2: ESTIMATE DIFFERENCES BETWEEN OPPORTUNITIES FOR UPWARD
MOVEMENT AND NO. PROFESSIONALS HAVING POTENTIAL FOR
ADVANCEMENT
Action
1
Determine for each careerist potential for promotion one or more
times within next ten years and in what years.
Career
Service
2
Determine amount of yearly upward movement needed in each grade
to handle promotable employees.
Career
Service
3
Compare yearly number of promotional opportunities within each grade
and yearly number of promotable people to determine problem areas.
(Identify which grade levels in which years. )
Career
Service
4
Assist Career Services in performing items above and prepare
composites for Directorates and Agency.
OP
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STEP 3: DETERMINE ACTIONS NEEDED TO RESOLVE IDENTIFIABLE PROBLEM AREAS
Action
1
Plan/propose actions on observable imbalances between promotion
opportunities and promotable employees.
Career
Service
2
Where appropriate, estimate future levels and categories of new
personnel needed after considering expected yearly input levels
and planned organizational, functional or technological changes.
Identify new skills that need to be acquired in the future by
personnel on board.
Career
Service
3
Prepare a Career Service Situation Report for submission to
Deputy Director concerned.
Career
Service
4
Assist Career Services and prepare a composite Situation Report
for each Directorate and the Agency. Evaluate Agency personnel
policies and facilities for adequacy in meeting identifiable problem
areas.
OP
5
Take actions and consider policy changes arising from Agency,
Directorate and Career Service Situation Reports.
OP, CS, TNG
Dep Dirs, DCI
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STEP 4: PLAN AND PROVIDE WHAT PROFESS IONALS NEED TO IMPROVE THEIR
CAPABILITIES FOR NEW AND MORE RESPONSIBLE DUTIES ( EMPLOYEE
DEVELOPMENT GEARED TO MANAGEMENT NEEDS)
Action
1
Determine how many careerists need to be developed annually
to meet expected future Career Service personnel flows.
Career
Service
2
Consider what each professional careerist who has potential
to advance one or more grades needs in the form of specific
job experience; specific rotational experiences; or training
(internal and/or external)
Career
Service
3
Combine individual job/training needs into Career Service
inventories of training and assignment requirements and
use as assignment and training opportunities arise or can
be arranged.
Career
Service
4
Assist Career Services as requested and prepare Directorate
composite inventories of training and assignment
requirements. Likewise prepare Agency inventories.

OP
5
Take follow-up actions required
OP, CS, TNG,
Dep Dirs, DCI
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