ANNUAL REPORT OF FY 65 ACCOMPLISHMENTS AND FY 66-67 PLANS AND OBJECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000200070006-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 75
• Document Creation Date: November 17, 2016
• Document Release Date: July 28, 2000
• Sequence Number: 6
• Publication Date: July 15, 1965
• Content Type: MF

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15 July 1965
MEMORANDUM FOR: Director of Personnel
FROM : Chief, Recruitment and Retiree Placement Division
SUBJECT : Annual Report of FY 65 Accomplishments and FY 66-67
Plans and Objectives
NOTE This report will cover separately the two major areas
of C/RRPD responsibility, Recruitment and Retiree
Placement.
RECRUITMENT--FY 65 ACCOMPLISHMENTS
1. In re-examining our FY 65 plans and objectives, we are impressed
by the fact that the secret of achieving one's goals may be in controlling
the language in which they are stated.
2. In essence, we seem to have said very little in last year's
estimate that might hurt us should our accomplishments fall short of the
mark. Our objective, essentially, was to continue recruiting. For good
measure, we seem to have implied "with a minimum number of all-purpose
recruiters properly deployed." This would be pretty realistic planning
when you come to think about it. Insofar as PRD strength was involved, we
simply found ourselves in the same boat with every other Agency component:
under orders to trim frills, retrench where possible, live cost-consciously,
and get on with the job. All of this we accomplished.
3. Statistically, the fruits of our labor reflect no staggering
tonnage. It was not that kind of a year. Requirements and attrition were
down. Our image was good, but Recruitment momentum was sacrificed to the
Agency-wide exercise of getting down to ceiling. At the outset, this
appeared to be a tough target for the Agency to hit, but it managed--
component by component, and before the Fourth Quarter was but a few weeks
old.
4. Suddenly, getting down to ceiling had become as much a cause for
celebration within CIA corridors as getting up to ceiling had been in FY 63
Recruitment lives in a fickle world to be sure. The recruiter's stock in
trade is a pair of yo-yo eyes and a built-in grievance that assures him
Headquarters planning is purely a contrivance for steering him out of his
mind--for as soon as ceiling is within component rear ~ only the
cr "When are you toM~
y: y going get us our personnel?" NO CKV4GE JN OLAs i3
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5. Ours is not to wonder why, ours is but to die in the struggle to
somehow rid this Agency of its fixation that any temporary deficit in
personnel can rightfully be traced to what is too frequently termed a
"recruitment shortfall..'
6. When the computers tale over all attrition and requirements fore-
casting, selection, investigation, invitational travel, processing, place-
ment, and all the other human steps incidental to entering new employees
on duty, Recruitment will still be riding the white steed of virtue
(assuming, of course, we have ironed out the few remaining wrinkles in an
otherwise altogether organizationally and. artistically perfect fabric,
satisfying the highest standards, dollar for dollar, of functional design
and utility).
7. Our FY 65 accomplishments? These would be living with the month
to month uncertainties of Agency staffing determinations, and silently,
uncomplainingly, heroically acknowledging to ourselves that others who
have a functional role to perform in bringing the right people on board at
the right time were not as efficient as we might have wished. Could it be
they cut back too far? Could be, when they are known to have demonstrated
in FY 63, all up and down the line, that they had the know-how, desire,
drive, and capability of totally supporting Recruitment when their support
was clearly called for, in their own best interests. These interests still
exist, in smaller dimensions, of course, but the head of steam seems to have
lost some of its FY 63 pressure.
8. By and large, whatever personnel shortage the FY 65 year-end head
count reveals should be slight, temporary at worst, and nothing that would
severely cripple operations. So, we refuse to panic. We still have the
horses. Give us lead time and we'll give you bodies. No lead time and
you'll have to wait for your bodies, sans sympathy.
PERSONNEL DEVELOPMENTS
The following series of personnel vignettes will be seeking to serve
two purposes: (a) accounting for any significant changes in the complexion
of our work force, and (b) accounting for the realignment of FRB territories.
The immediate reaction to our territorial changes is likely to be that PRD
is always in a state of flux. This would be an unfair criticism because we
have been moving in precisely the opposite direction, strictly toward stabi-
lization of territory and team membership. In effect, if you are forced to
cover the same ground with fewer guards, you patrol the area differently,
not drastically so but as the geography suggests.
1. was transferred to the Retiree Placement
Counseling Staff and his pose ion as Deputy Chief, PRD, was abolished on
5 February 1965.
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25X1A9a
W
25X1 17? Mr. (FRB/NPIC) is scheduled to replace Mrs.
(WRO) who is retiring in December 1965. - will also serve as 25X1A9a
our campus professional recruiter for Maryland, District of Columbia, and
West Virginia.
18. Chief, PRD was privileged in September 1964 to be designated a
member of the Personnel Career Service Board for the period ending
31 July 1965.
19. Clerical and Technical Recruiters whose services were terminated
COMMISSIONED RESERVE
1. As both a cushion to fall back on in case of any upsurge in
requirements keeping our recruiters on the professional circuit, and as an
active clerical and COMMO in-place recruitment reserve, we are proposing
at this time the establishment of a Commissioned Reserve comprising as many
as thirty (30) retirees or former employees who have relocated to cities
at some distance from our Field Offices.
25X1A9a
2. This program is as implied, in the formative stage, but it has
much to recommend it in giving quick service to write-in applicants or Pros-
pect Referrals at times when it would prove impossible schedulewise,_. costly
transportationwise, or otherwise imprudent to put a full-time recruiter on
the case. It would be premature to outline here the full format of this
proposal before it is given official status.
THE 100 UNIVERSITIES PROGRAM
1. The second annual running of the 100 Universities Program (of
faculty dinners) was conducted in accordance with the October-November 1964
schedule set forth at Tab A, and with the same high degree of success and
acceptance that the 1963 presentations were accorded. Total coverage
shrank to 87 universities, and there will be still a smaller number in 1965
due to retrenchment in our professional recruiter strength. We are not
renaming or "renumbering" the Program, however, what with the prestige the
Pro ram has gained under this name within the Agency, as signified by
(Tab B).
2. Mr. Lyman B. Kirkpatrick, Jr., Executive Director-Comptroller, in
addition to his totally effective personal participation in the 100
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Universities Program, kept two speaking engagements requested of him by
C/PRD and our University Associates at the University of Iowa and Brown
University. On 15 March 1965, he addressed a faculty-student audience of
over 250 at Iowa; and at Brown, on 14 April 1965, he was the Weekly Convo-
cation guest speaker before a freshman and faculty audience of some 600
intensely interested and appreciative listeners. Retiree Placement Services
denies any complicity in the fact that two months later he chose the
Personnel Conference as the official audience for his announcement
he was leaving the Agency to accept an endowed Chair of Political Science
at Brown University.
UNIVERSITY ASSOCIATES
1. The Agenda for the 1964 Annual University Associates Conference
is shown at Tab C. As always, this conference reinforced the great good
will the Agency enjoys on the campuses represented by these consultants,
and the Agency profited by both their formal advice during Conference hours
and the informal discussions stimulated by the buffet dinner setting--on
this occasion at the home of the Lyman Kirkpatricks.
3. As is their custom, several of our Associates personally received
and assisted various Agency officers who had on-campus missions to perform,
in addition to their responding to special requests levied by C/PRD.
Particular note should be taken here of the excellent voluntary represen-
tation given the Agency by when he chaired
a panel featuring one of the authors of "The Invisible Government."
submitted his comments for Agency editing beforehand and served to counter-
balance much of the bias that otherwise would have gone unchecked.
RECRUITMENT FIELD DIRECTORY
1. As we enter FY 66, the roster of our Field Offices shapes up as
published in the Recruitment Field Directory at Tab E.
25X1A6a
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2. We have nothing to apologize for in terms of office image, nor
can we be criticized for overdoing this aspect of RRPD management. We
are on the waiting list for Federal Office Building space in those cities
where we have not been accommodated as yet due to a shortage of such space,
as well as in those cities where Federal Office Building construction is
under way or in blueprint.
ANNUAL RECRUITERS CONFERENCE
1. The Agenda for the 1964 (15-25 September) Annual Conference of
Professional Recruiters appears at Tab F. During the two weeks immediately
preceding the conference, new recruiters were
put through the OTR "Introduction to Intelligence" course.
25X1A9a
2. The 1965 Conference is scheduled for 1-10 September.
3. During FY 65, a three-day round-table meeting was held with NPIC
representatives in Washington, 22-24 March 1965, in which 25X1A9a
represented PRD Headquarters and our eight eastern recruiters par-icipa e
This conference went a long way toward clearing the decks for an intensive
recruitment effort in behalf of NPIC, and toward acquainting NPIC branch
chiefs with the necessity for their prompt consideration of candidate files
and close follow-up of applicants in whom they evince employment interest.
as the FRB NPIC coordinator, and the NPIC Administrative and 25X1A9a
Personnel Officers handled all arrangements.
4. C/PRD attended the Western College Placement Association Conference
in Palm Springs in January 1965 together with Messrs. 25X1A9a
25X1A9a
5. C/PRD also attended the AMA 28-30 October 1,064 Personnel Orientation
Seminar ("Equal Job Opportunities--Recruiting, Selecting and Employing
Minority Personnel"). For a full report, see Tab G.
6. Chief, FRB was privileged to participate in 25X1A9a
three training programs during the year. He attended the ADP for Systems
Analysts course, 1.5-26 February 1965, conducted by the Department of
Army; the Middle Management Institute, 19-23 April 1965, sponsored by the
Civil Service Commission; and the Personnel Management for Federal Execu-
tives course, 19-28 May 1965, also conducted by the Department of Army.
1964-1965 ACADEMIC RECRUITMENT SCHEDULES
1. Subject schedules for individual recruiters are shown at Tab H.
This was primarily the CTP and ORR year and the year of the "One Week
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University," meaning an extended stay at a major university for the purpose,
e
f th
re
in one dimension, of firming up faculty contacts. With the loss o
full-time clerical recruiters, the transfer out of FRB of
the termination of - appointment, and the transfer of rrom
PRD to RPCS, the "One Week University" is a part of our past I can only
hope the faculty contacts were firmed up). So is the ORR Day.
We had no more tangible success in recruiting economists by the
ORR Day device (a day set aside for the exclusive interviewing of Economics
majors by our recruiter and an ORR representative working in tandem) than
we had working alone. If this is capitulation, I capitulate. ORR can send
its representatives to the campuses of its choice, when it pleases--so long
as the ORR representative, working through the department head, makes his
recruitment presence known in advance to the placement director, and
encounters no objection. The economist shortfall is something Government
at large is having to live with these days.
3. As for CTP candidates, FY 65 gave us our fair share of good-
looking prospects. If CTP needs a fuller pipeline, which is the Program's
contention, it will have it this year.
4. Campus scheduling for 1965-1966 will strike a happy balance as
between proven component needs, be they mathematicians for NPIC, economists,
Career Trainees, RID analysts, engineers or what have you.
5. The recruiter must make his specific interviewing requirements
known in advance to each college or university he calls on--and be more
brutal in rejecting the misfits, no matter how much he wishes we needed
them.
6. Further, a number of college and university dates will have to
give way--during the mid-September to March hunting season--to the business
and secretarial schools and junior colleges turning out secretarial
graduates; and to days set aside at U.S.E.S. and elsewhere for COMMO; and
for non-campus NPIC recruitment.
7. We're out of the "catering" business insofar as individual com-
ponents are concerned. Our Recruitment strength is now such that it must
be conserved and deployed on a come-what-may, come-our-way day to day
Agency-wide program of pipelining until PRD blows the whistle on applicant
overages in one category and asks for more attention to another. We can't
forecast overages and shortfalls, but we can monitor what we observe
entering the pipeline and call new signals accordingly. This is about
the way it's going to have to be.
WRO RECRUITMENT
1. The tremendous workload that WRO stays on top of and turns into
EOD's is a continuing source of satisfaction. FY 65 simply put another
jewel in the WRO crown. See Tab I.
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2. My former fears of losing our Sixteenth Street WRO location have
subsided; it is believed that any reasonably intelligent applicant in the
metropolitan Washington area will be able to find our WRO facility in
Rosslyn almost as easily as he or she now manages to find us in Washington.
Normally, this is a one-time visit, and, if the applicant is properly
motivated, he can find us in Rosslyn. He'll have to since over-all Agency
plans at this writing have RRPD merging its Sixteenth Street, Glebe
Building, and Quarters Eye units into the Ames Building in Rosslyn in
January 1966, where POD/IAS also will be housed.. We have asked for
(a) first floor space, (b) adequate visitor parking, and (c) rewording of
our listing in the telephone directory to "If moved, call 351-2028."
FY 66-67 PLANS AND OBJECTIVES
1. We have pretty well hinted at, or blocked out, our current planning
in the course of recapitulating FY 65 accomplishments and developments.
It is difficult to do otherwise. This section, however, will restate
certain of these objectives and identify others, in no special order:
a. We can take no further reduction in PRD personnel strength
without seriously affecting our recruitment capability.
b. We can use a Commissioned Reserve (Clerical and COMMO) to
bolster our present recruitment assets and render faster service to
write-in applicants and Prospect Referrals.
c. We must completely overhaul our recruitment advertising
dispensing altogether with the inadequate services of
b
er
hi
y
y
mac
n
25X1A5a2 and employing the services and facilities of a more
knowledgeable, market-minded, recruitment-oriented advertising agency
25X1A5a2 such as
d. We must tailor a year-round recruitment program to fit the
monthly, or quarterly, ROD input margins set by ceiling-minded com-
ponents or programs such as RID, SSG, CTP, IAS, and COMMO, while
continuing a steady drive for NPIC and ORR. As to competitively hard-
to-fill or otherwise rare skills, we must look to the professional
guidance and assistance of an aggressive advertising agency to lead
us to these candidates.
e. We can anticipate greater management and clerical milage out
of these RRPD assets once all of our units are co-located in Rosslyn.
Any dividends accruing from co-location of our non-management profes-
sional personnel are certain to be welcomed and likely to be needed
as well.
f. The section in last year's Annual Report labeled "Streamlining
and Savings" is cited in this context for recommended re-reading, as
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it still would be applicable under the heading of continuing savings.
Over and above the numerous curtailments, short cuts, or savings and
refinements heretofore integrated into PRD operations, we have
recently converted our bulk mailing practice from Registered to the
cheaper and equally secure Certified Mail channel; we have put a
spending ceiling on the overly generous recruiter who cannot manage
his 100 Universities dinners prudently; we are watching recruiter
schedules for use of POV when air travel might be called for, and
cheaper; and we are monitoring scheduled returns to residence when a
week-end on the road with a Saturday interviewing schedule would be
in order; we have curbed one recruiter's excessive use of telephone
communication, and another's propensity for high milage in a tight
territorial corridor. Without trying to take all the enjoyment out
of recruitment, we are forced to operate on the theory that all
recruiters are not conservationists by nature or prior training--which
is not to say by any stretch of the imagination that a single one of
them is profligate by his design. What some possess by way of out-
standing recruitment ability simply is not found in combination with
always infallible administrative judgment. We suffer from the same
weakness, hence are somewhat competent at detecting it in others.
g. We still hold to the idea that appreciable savings are to be
accrued from recruiting only the fully investigated secretary or
typist, and we have worked hard to prove that the need for a provi-
sional clearance pool is a long-cherished OP fiction. There still is
some slippage in the system somewhere, however, so FY 66 must find us
putting our PRD, FRB, and WRO heads together with those of POD, IAS,
and OS/ID to see if we can't stop the leak in the EOD pipeline that
flooded the IAS provisional pool again in the dying days of FY 65.
This year the components weren't taking the fully-cleared secretaries
and typists once they were on board and waiting to be called. Then,
when they could see Fourth Quarter ceiling space clearing, they pushed
the panic button because full field investigations weren't material-
izing rapidly enough to suit them. It was a strange year, this year
of accommodating to the ceiling that wouldn't lift--even when the
components said all the old magic words and snapped their fingers as
had been their Mary Poppins custom. Maybe it was a good "conditioner"--
as with the horse that needs such a race in order to run the same
distance the next time out.
h. On SSG secretaries, we missed the mark by not putting enough
candidates into the pipeline. By the same token, we lost our carrot
when all of Government started providing transportation to Washington.
We need a new carrot. Opting for SSG offers no visible advantages to
offset some very visible disadvantages. We may have to dangle GS-07
or GS-06 (Step 3) in front of the likely-looking SSG candidate. This
proposal was under consideration when we went to press.
i. Tab J sets out our thoughts of a year ago with respect to the
automation aspects of storing and retrieving informational data that
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would expedite and help to modernize certain of our recruitment 25X1A9a
procedures and remove existing bottlenecks. is our
expert on automation, and his recommendations s s an . We are
happy to report that OP took certain significant study steps in
FY 65 toward achieving these short- and long-range objectives.
2. Any omissions of significant developments, accomplishments, plans,
or objectives that belong in this report must be attributed to my oversight,
and in no way to my intentionally overlooking the good efforts of all PRD
personnel who have contributed to whatever success or improvement this
program may be entitled to claim in FY 1965.
3. The FY 65 production totals are shown at Tab K.
There appears at Tab L the 1964 version of our recruitment brochure
printed by LOG/Printing Services Division, with the outside advice (gratis)
of a New York public relations firm known to Mr. Kirkpatrick. This brochure
was late in coming off the presses (mid-October) and is now outdated, of
course, by the changes in senior personnel cited by name in the text. In
this particular, other public relations consultants tell us the text violated
one of the fundamental rules of economics. In other respects, however, it
is spoken of as projecting good recruitment "image."
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RETIREE PLACEMENT--FY 65 ACCOMPLISHMENTS
It's a little early in this ball game to be speaking of accomplishments.
About all we can do is recite a few factors of birth, christening, and
post-natal nourishment. Then, our FY 66 and beyond Plans and Objectives
can hint of our program hopes for a healthy infancy, and certain accomplish-
ments.
BACKGROUND
1. Congressional passage of the Agency's Early Retirement Legislation
triggered a movement in the DDP for a mechanism to support the out-placement
of its qualifying careerists.
2. The DDP position postulated that the POD/Out Placement Branch
activity would be inadequate for the Directorate's purposes; and it circu-
lated a project outline that proposed to establish an overtly identified
CIA corporation with a downtown Washington office and staff having ready
access to psychological-testing, management consulting, and other executive
search experts and techniques, as well as access to an annual operating
budget of approximately a quarter of a million dollars.
3. This plan had merit, in keeping with the Agency's legislative plea,
that its DDP careerists would be at a disadvantage in shopping their
clandestine operational experience on the open market. The proposed project
put its main emphasis upon finding second careers for front line and second
level managerial talent.
4. The Office of Personnel was invited to submit a proposal for the
central management of a second-career placement service to all directorates
and all levels of careerists. This proposal took the T/O form of a beefed-
up Out Placement Branch that would dangle from the prestigious heights of
the Office of the DCI. This plan failed to muster its first endorsement,
however, when the DDS opined that its obvious orientation belonged within
the OP orbit as a Personnel management function. This advice was pondered
by the Director of Personnel, and then a funny thing happened one day to
C/PRD on his way to a staff forum. D/PERS noticed that his cottails were
not flying. This prompted him to conclude he was not keeping C/PRD busy.
5. This would have been one day in January because on 2 February 1965
D/PERS and C/PRD were called to an all-directorate meeting, chaired by the
Executive Director-Comptroller, to hear the DDP-corporation project proposal
and offer a counter proposal that would provide central care and considera-
tion to the retiring careerists of all components. Our (my) presentation
of the OP proposal lacked coherence, clarity, and conviction, but it had
one strong feature: it was cheap! C/PRD became C/RRPD (see Tab Al). At
this meeting, the Comptroller appointed an Ad Hoc Committee, to be chaired
by D/PERS and seat representatives of the four directorates, the General
Counsel, and BPAM; its purpose would be to offer the earliest possible advice,
and consent, as to the modus operandi of an efficient retiree counseling and
placement service, and then disband. This committee convened for one meeting
in FY 65. As of this writing, it has not disbanded.
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6. Quite frankly, my interest in acquiring the Retiree Placement
function (aside from the obvious satisfaction inherent in any manifestation
of the Director of Personnel's confidence that I could carry a heavier
workload) izas in the prospect that it would constitute a form of group
insurance for holding our professional recruitment strength at a minimum
acceptable level; noises were already being made outside OP to the effect
Recruitment wasn't cutting back as rapidly as personnel requirements were
descending. These are the same theorists, of course, who would argue that
once you have parked your car you may as well get rid of the gas tank. In
any case, we clearly foresaw the need, nation-wide, for second-career
manpower market intelligence and direct assistance to Agency retirees who
would find new jobs in these markets and in any number of specific
geographic locations; thus, our Field Offices and Field Recruitment force
would provide the Agency this built-in, no additional expense asset. I'm
certain it was the Executive Assistant to the Director of Personnel,
who first figured that 2 plus 2 equaled 4 in this partic-- 25X1A9a
ular. And it's working out that way. Our recruiters are turning up second-
career opportunities for both early and older retirees, especially in the
academic areas--which figured, but in other areas as well; and their efforts
can only be more productive as we move along.
7. What had not occurs d to us, however, was that putting Recruitment
astride Retiree Placement would surface some rather obvious shortcomings
in the Agency's overall management of its personnel assets, because we
soon discovered we were retiring certain skills we were having great
difficulty recruiting, at a time when the individual's usefulness was far
from spent. Accordingly, we pointed out these inconsistencies to the
Director of Personnel and he, in turn, to the directorates, with his
reminder that they had a voice of their own they could exercise in behalf
of extending Civil Service retirees, with rare skills, beyond the age 60
and age 62 cut-off points, whereas the Agency Retirement Board would rule
on any and all extensions purely for reasons of financial hardship.
8. This resulted in certain in-place extensions--primarily of older
women who were proficient in their jobs---; certain transfers of skills
from one directorate to another, normally following retirement and conver-
sion to contract status; and ARB hardship extensions--but now with
instructions to the individual to work closely with RPS in finding other
employment.
9. Obviously, we have been working to date essentially with the Civil
Service retiree group going out in FY 64+ or Calendar 1965, and working
with very little lead-time at that. Off hand, I would say we can support
the claim that as many as twenty (20) of these 1965 retirees are now placed
in productive employment either inside or outside the Agency; either by
our direct or indirect assistance, their own efforts, or through the
enlightened approach of the directorates themselves. It matters not, and
we care not, where credit is longed. There is consolation enough in the
fact proper treatment has been accorded deserving retirees. Their names
will not be brought into this Annual Report.
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10. What did occur to us at the outset of Retiree Placement counseling
was that it would be well to keep OPB (now ERB, Employment 25X1A9a
Referral Branch) function and RPS compar men ed as separate services to
resignees, voluntary and involuntary, and retirees, respectively. And,
in either case, we knew it would be totally unwise, if not disastrous, to
be misrepresenting the qualifications of any individuals we were assisting.
In turn, and to the extent we became cognizant, neither will we misrepresent
the merits of propsective employers to our own personnel. Tli s, therefore,
is the single philosophy by which we govern all of our qut-placement
activity. For a box score on FY 65 ERB activity, please refer to Tab Bi.
11. One thing more as to the operating philosophy of BPS. Our function
is PLACEMENT, not all-encompassing expertise on pensions, insurance, benefits,
high-five calculations, exit--interviewing, retirement regulations, or
other of the many ramifications of advice and ..consultation required by the
retiree when he is confronted with the facts of what is about to be his
retirement life. To the extent that we are knowledgeable of regulations,
etcetera, and we should be, we will use such knowledge only as a check
on the advice or guidance prospective retirees are receiving within other
components of the Office of Personnel, that is, when there appears to be
some confusion in their minds. We are NOT seeking to add to our respon-
sibilities ANY of the assigned functions of other OP divisions or staffs.
If other OP staffs and divisions have Retiree Placement advice to offer us,
however, we're available.
12. Finally, by way of background introduction a new CIA 25X1A
Retirement Board and secretariat was constituted to manage
the Early Retirement program, quite apart from the Agency's Civil Service
retirement program and its Agency Retirement Board and secretariat
function. We will be working with both Boards and
secretariats, of course, and learning as we go.
25X1A9a
FY 66-67 PLANS AND OBJECTIVES
1. Structurally, Retiree Placement Services comprises a part-time
chief, myself, and a full-time two-man Retiree Placement Counseling Staff,
assisted by a Secretary, 25X1A9a
-plus the services, 25X1A9a
as required, of our Field Recruiters.
2. Our objective is the placement of all Agency retirees who;require
or may desire. continuing part- or full-time employment after retirement
from the Agency. If this objective is achieved in individual cases prior
to their retirement BPS will be functioning extremely efficiently; if it is
not achieved in certain cases, our services will follow that retiree into
retirement, until we either effect placement--with his or her self-help,
of course-- or determine that we are knocking ourselves out in a hopeless
cause. And there will be such cases, we know; and other cases which will
not be truly deserving of our determined efforts, for reasons, say, of
financial affluence. Still and all, Psychological therapists tell us that
14
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well-to-do retirees sometimes need busy-work as much as the indigent needs
income. The full dimension of our program, therefore, is unlimited. These
same psycholgists tell us, however, they would never test the retiree for
intelligence or aptitude, but only for attitudinal indices, to determine
the individual's psychological approach to retirement, if it is not readily
discernible as healthy, positive, and fearless. This is going to be some-
what beyond our competence. Accordingly, the A&E Staff has volunteered
its services in this area, as they may be required.
3. To achieve our objective of pre-arranged placement prior to
retirement, we are going to need lead time, as much as five years minimum
in some cases, as against being jammed up as we are now with 1965
graduates. We now have the roster of Civil Service retirees through Calendar
Year 1970. This is good, and we are starting now to work with the Classes of.
1966 and 1967, so that our efforts throughout those years will be devoted,
by and large to the Classes of 1967 and 1.968, and beyond. The five-year
advance notification letter is a good letter, as far as it goes. With it,
however, there must go an attachment that we are devising--a separate squib,
"YOUR POST-RETIREMENT EMPLOYMENT OPPORTUNITIES" to trigger the letter
recipient's advice to RPS, by form memo (as another attachment) as to his
post-retirement part- or full-time employment assistance needs, preferred
areas of location, etc. This form memo would also have the individual
indicate his desire for an RPCS counseling session (and let him state his
preference as to a morning or afternoon appointment), etc. What we are
hitting at here is that we can use something more than 25X1A9a
urging the Civil Service retiree to counsel with us only to have many o
them put it off until the last minute. We think, therefore, that we are
coming up with something that will give us lead time on this group as well
as an indication as to employment areas in which we should be thinking
before this first interview. Furthermore, it will catalog for us, over
their own signatures, those upcoming retirees who flatly state they do
not E_J need RPS assistance in second-career counseling and placement.
4. With the Early Retirement group, I am not prepared to say just
how it will work. We haven't been told. There is no five-year advance
letter going to the participants in this program. They can take off at will
once they have attained age 50 and are in the program. Or, as we under-
stand it, they can stay on to age 60--unless they are identified under
the Director's authority for earlier retirement. This is a wide age span,
ten years. Technically, it is even wider, and should be, if our program
is to succeed. We should be working now with the 45-year olds who are
certain -to become participants at age 50, and who want to retire at or
near that age. In our opinion, they should be permitted to state this
intent, without promotional or other prejudice. Will they be? We're
in the wait-and-see stage at this writing. Thus, to state our plans
and objectives (other than placement assistance when the retiree is ready)
for this group would be premature as of this annual report date. It is
best, therefore, that we set aside any non-existent specifics and return
to generalities.
5. Generally, our first and continuing job is to produce hard
intelligence as to where the second-career opportunities are going to be
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generated for our retirees. I say our retirees advisedly because certain
logical areas such as the Peace Corps and ]International organizations of
the united Nations are or appear to be off limits to former Intelligence
careerists, either by inter-agency agreement (Peace Corps) or by deductive
reasoning. Specifically, our former employees would be suspect in seeking
employment in certain non-profit organizations that obviously could lend
cover to their continuing efforts as clandestine procurers of intelligence
information if this were the Agency's interest. But, by hard intelligence,
we have reference also to the great many career fields in which we would not
be treated with suspicion: Education, Trade Associations, Franchising, Rea
Estate, Accounting, Research, Translation, Banking, Sales, Merchandising,
Hospital Administration, Industrial Security, Hotel and Motel Management,
Investigation, Claims--one has to let his mind wander far afield from
Intelligence in any effort to exhaust the possibilities that could exist
for our retirees.
6. We are gradually tracing such opportunities to their sources, and
talking with the authorities who will talk frankly with us in terms of
qualifications, age, income, openings, etc. As we compile these data, we
compartment it--in a so-called Pros ectus for Continuing Employment after
Retirement in Higher Education, for example, ditto Secondary Education, for
example, ditto Hospital Administration, et cetera. We use folders of
individual loose-leaf binders for these data and the data are being
available as a. library of leads for the pros-
continually updated and made
pective retiree who may wish to explore them. We snatch, grab, and gather
in from all likely sources other materials of interest to personnel who
are in the retirement zone.
7. Beyond this, we counsel--which is largely the art of listening and
agreeing with the individual as to his own plans, desires, or expectations.
It is our responsibility, as I see it, however, to identify and syphon off
the fantasy and keep the individual's aspirations within the immediate
realm of an attainable goal. If the individual is totally dry of ideas as
to any possible new employment for himself, we might listen for the mention
of a hobby, or some talent that had not even been registered with the Agency.
8. We are not professionals in retiree placement, yet, but neither
are we prepared to turn Agency retirees over to outside Employment Agencies
as the only answer. We .ore having some success and we are building our
program block by block. We believe we can come to know our employees
better than they can ever become known by total strangers in the outside
world of the Employment Agency. We believe our retirees are marketable--
at almost any age. We believe we can market them, with their self-assist-
ance. Further, it is our philosophy that we are privileged to have the
responsibility of using our imagination in any area that calls for such a 25X1A9a
considerable cargo thereof. I am speaking for
too. They share my optimism, which makes for a compa i e wo
relationship.
9. By way of seeking all the education we can get in this field,
Chief, Retiree Placement Services attended a three-day American Management
Association Workshop Seminar in New York City in late June entitled
"Pre-Retirement and Post-Retirement Counseling Programs." Insofar as
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Counseling Programs went, the seminar was hi_.;hly informative for us.
Insofar as what we are attempting to do--Retiree Placement--the other
registrants listened with great admiration (for the Agency's personnel
management posture) but with considerable amazement that we were confident
we could bring it off. It became clear to me that as Government agencies
and major. corporations view it, we are very definitely among the pioneers
in this field.
25X1A9a
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This Notice Expires 1 July 1966
PUBLIC APPEARANCES, STATEMENTS, AND PUBLICATIONS
25X1A
7June 195
1. The purpose of this notice is to remind all employees that
it is CIA policy to avoid publicity, public appearances, statements,
or publications by CIA personnel whenever these might be linked to
the Agency. This policy is difficult to achieve in a free society
with a free press and with a tradition of letting the taxpayer know
how his tax dollars are being used. Nevertheless, the special
circumstances surrounding many of the Agency's activities make it
essential that certain practical restraints be observed if CIA's
image before the people and the Congress is to inspire the respect
and confidence which the Agency deserves.
2. Consequently any Agency employee invited to make a public 25X1 A
appearance or statement, or considering writiW* lication,
must obtain approval under the provisions of before
making any commitment. In general, Agency personll e author-
ized to appear before non-Governmental groups only if there are
reasonable guarantees against publicity, if the discussion is con-
sidered off-the-record, and if on balance the Agency would gain by
the appearance. Examples of useful appearances would include:
a. Meeting with college or university faculty members
under the "100 Universities Program" whose purpose is to
assist in Agency recruitment.
b. Briefings of selected business or corporation
executives whose support and cooperation are desired.
3. CIA encourages its employees to participate in community
and civic affairs such as church groups, the PTA, welfare work, the
Boy Scouts, etc. However, in such activities the employee partici-
pates as an individual and must do everything possible to avoid
public identification with the Agency, unless authorized to be so
identified.
25X1A
W. F. RABORN
Director
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REVISED. AGENDA
UNIVERSITY ASSOCIATES
ANNUAL CONFERENCE
2 and 3 November 1964
Monday, 2 November
(USIB Conference Room, E-26)
Hour
0$15 Bus Transportation to Headquarters from
1016 Sixteenth Street) N. W.
0900 Opening Remarks Emmett D Echols
Director of Personnel
phall 5, ..,ter
e910 7.eoming Remarks
Deputy Director of
Gent r?+,1 Intelligence
0930 The U. S. Intelligence Community Lyman B. Kirkpatrick, Jr.
and Counterinsurgency Executive Director-
Comptroller
1030 --Coffee Break--
1045 The World Situation
R. Jack Smith
Acting Deputy Director
for Intelligence
1145 North' Cafeteria Lunch--Informal (Each Associate will be joined by
three alumni of his university.)
1315 The Scientist in Intelligence Dr. Albert D. Wheelon
Deputy Director for
Science and Technology
1415 Remarks
Matthew Baird
Director of Training
1430 The Career Training Program
==FE
Chief, C
25X1A9a
1500 --Coffee Break--
1515 "Resume" (CIA Training Film)
1615 Bus Transportation from Headquarters to Hotels
1800 Bus Transportation from,Hotels.to?Dinner Appointment
1900 Dinner fpr Associates and Invited Guests At the Home of Mr. Kirkpatrick
2300 Bus Transportation to Hotels
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Tuesday, 3 November
(DCI Conference Room, 7D-64)
Hour
073-0 Bus Transportation to Headquarters from
1016 Sixteenth Street, N. W.
(Remember: Check out of hotels with baggage.)
0900 Administrative Processing of Travel and
Per Diem Vouchers
(Coffee Available)
0950 Remarks
1000
25X1A9a
25X1A5a2
1130 Bus Transportation to NPIC for Cafeteria Lunch
1300 Briefing and Tour of Facility Arthur C. Lundahl
Director, NPIC
1530 Bus, Litusine, Taxi, and POV Departures
for Airports, Rail Terminal, or Hotels
25X1A9a
25X1A9a
Chief, Personne
Recruitment Division
"The 100 Universities Program" Panel
--A Critique-- Discussion
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 25X1A9a
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1964 Annual Conference
of
Professional Recruiters
15--1.5 September
Date Hour Location
15 1000-1200 USIB Conference Room 7 E-26 HQ
Joint Orientation Meeting with Agency Officials
Participating in 1964 "100 Universities Program"
Chairman--Mr. Lyman B. Kirkpatrick, Jr.
Executive Director -- Comptroller
--Cafeteria Lunch with Agency Official
with whom Recruiter is Paired
1300- Further Briefing by Recruiter of Official
Concerned as to Universities, Faculty Guests,
Dinner Arrang:ments, Travel and Lodging Plans, et
16 (With exception of WRO Appointments) free time
17 for Component Contacts at Headquarters
18 or Other PRD Matters at 643 Broyhill Building
Mc or (7-01 Droyhill)
0900-1000 Chief, PRD
1000-1110 Dr. John M. Clarke, Chief, Office of Budget, Program
.nalys i_ , and Uanpower
(Coffee Break)
1115-1200 - "Backstopping"
---Lunch--
1300-1400
Chief, Clerical
0
Assignment Branc /POD
1410-1530 Chief, F11-3
(Coffee, Break)
1545-1703 NPIC (found Table)
Chairman
25X1A9a
25X1A9a
25X1A9a
Group I
Excluded from automati
down rading and
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Tuesday.?-~ Sober (701 Broyhill)
0900-1000 "Resume" (OTR Training Film)
(Coffee Break)
1015-1130 Mr. Robert F. Mello, Director of College Relations
and Recruitment, C. S. C.
--Lunch--
1300--1315 Mr. Emmett D. Echols, Director of Personnel
1315-1415 "Ir. T. R. White, Deputy Director for Support
"The Support Car~or Officer Trainee"
(Coffee Break)
1415-1700 Chief, COTP and Staff--(Round-Table Discussion with
Professional Recruiters)
Chairman 25X1A9a
Wednesday - 23 September (Head uar_ tors OA-13 )
0830-1100 ORD, OSI, and FMSAC *
1100-1200 Draw Entertainment Advances for "100 Universities
Dinners" from - 5 E-56 25X1A9a
1300-1400 Office of Computer Services*
1400-1445 Office of Communications*
(Coffee Break)
1500-1701 Chief, POD and Placement Branch (Round-Table Dis-
cussion with Rocr s)
Chairman
Thursday - 24 September (701 Broyhill)
0900-1200 PRD (Interviewing Techniques Seminar)
--Lunch--
25X1A9a
1300-1400 ORIR*
1400-1500 OCR (FDD) *
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Thursday - 24 Sopte gher (continued)
(Coffee Break)
1515-1630 Chief, CSPD and Staff (Round-Table Discussion with
25X1A
Chairman
Friday - 25 p2-ptember 2701 zirovhill)
0900-1030 Individual Conferences with C/PRD
(Coffee Break)
1030-1130
Chief, Editorial Branch)
1130-1230 DC/PRD and C/F?:ZB
--Lunch--
1330-1430 3ackstopping" )
(Coffee Break)
1.445-1630 Chief, FWit. - Wrap Uri
1900 Di o 9 f Mr. & Mrs. Emmett D. Echols
Note: D C)yhill Building is located on Route 120
at the Intersection of 1000 North Globe Road
and Fairfax Drive in Arlington, Virginia.
(Agency Badges Must De Displayed For Fourth
Floor Guard)
*Placement Officer Concerned Asked to Attond.
Nate to Recruiters
Please Substitute This Page in
Your Copy of the Agenda
STATSPEC
25X1A9a
25X1A9a
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MEMORANDUM FOR: Director of Personnel and
Professional Recruiters
SUBJECT
Chief, Personnel Recruitment Division
Recruitment of Negro Personnel
1. The Office of Training sponsored my participation in the
Personnel Orientation Seminar ("Equal Job Opportunities--Recruiting,
Selecting and Employing Minority Personnef" )conducted by the American
Management Association in New York City, 28-30' October.
2. This was a hard-nosed, no-nonsense seminar attended by 30
representatives of Industry and Government, including Negroes.' There
was no discussion of the hyphenated American, with the exception of
the Spanish-, and. Puerto Rican-American. Negroes constitute 95% of
the nation's non-white working force of 7, 000, 000, out of a total work
force of 69, 000, 000, and it was obvious this conference was designed
to acquaint employers with the progress industry is making in prepara-
tion for 1 July 1965 compliance with Title VII of the Civil Rights Act.
Employers of Japanese- or Chinese-Americans would have drawn a
resounding "So What?" had they cited such achievement under the
heading of minority personnel. This conference had to do with what
was. termed "black brains" and to a leaser extent, "black brawn.""
3. Industry has taken some giant strides in the past two years in
its recruitment of Negroes and upgrading of employed 'negroes to better
jobs. It has passed the "Negro in positions of visibility" phase of its
Integration program and broken down what, was termed "the stubborn
barriers to placement." In the professional categories the Negro labor
market has turned "hard as rock" and with many companies it is not
a question of hiring the better qualified applicant if a qualified Negro is
available. This is admitted to be discrimination In reverse but Industry
is quite willing to meet this charge with the argument that its more
immediate responsibility is the employment of any qualified Negro while
the Negro colleges (some 80 in the nation) are catching up with the
Group 1
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.SUBJECT: Recruitment of Negro Personnel
the calibre of instruction and curriculum' calculated to' eliminate the
.
qualifications., lag inherent in those Negro institutions' which' historically.
have prepared their graduates for "Negro work. " For example,, it
was stated that North Carolina' A&'T is materially improving its
curriculum. and, while it is not yet competitive `as a 4-year" college,
`
industry. is hiring its graduates as technicians or associates, prescribing
the additional study. the -individual will be expected to pursue on his own.
4. As one employer,, we have a lot ' to learn about the . Negro
coti?ge. We may know; for example, that 'Fisk University is *' an out-
standing =university by any standards, `complete with a Phl Beta Kappa
chapter, and,that Tuskegee? Instituteeahd -Tennessee A&It s Engineering
graduates are, first-rate. ? However, we have not yet determined, 'as
has industry, that there are, many other outstanding Negro colleges;
which have not-.sought, or attained, accreditation. Xavier University of
Louisiana is accredited and industry now knows no wavier graduate
chooses. to stay in Louisiana. On the other hand, the gr'aduatesI of
the, six Negro colleges ' forming the Atlanta ' Universi , ty' Center col'nplex-- ,
Epelman College, Morris' Brown Collage, 1 Morehse `College, .lark,
College, Interdenominational 'Theological Center, and Atlanta'
University--greatly prefer to seek their careers in Atlanta.
5 ;, :;Industry is- aiding the upgrading '*of -Negro colieg-s through,
student and faculty :s,cholarships contr'ibutions to the National Negro
College, Fund, and by ' sending - techni'c16rhs' from' their 'plants and
laboratories into the Negro colleges to assist instructors and counsel
students, and bringing Negro professors into Summer Programs of
productive job assignments designed to sharpen their skills and enable
them to?.,.better prepare their.: students for' future careers (in the
sponsoring industry, no doubt). The Negro-college professor is paid
a salary only slightly above .".his 16arnpus income so as` not to entice
him away from the teaching profession.
6;. General. MQio.r's, with 40'1000 Negro employees, has for 20
years conducted a 4-week Engineering Educators Conference designed
to tip off GM to likely candidates. There are only 7 or 8 Negro
Engineering Schools in the country, however, turning out only 200
Engineering graduates annually, more, of course, if` extended to
Mathematics and Sciences. GM recruits in 260 colleges and
universities for 1 , 200 .t.ngineers annually, including 600 graduates
from the 2,400-student body of the General Motors Institute. In 1963,
GM recruited 39 Negro Engineers.
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SUBJECT: Recruitment of Negro Personnel
7. ALCOA asks all Placement Directors to turn up Negro
graduates. IBM last year sent two Negro graduates of Industrial
Schools to Cornell with great success. IBM is now employing Negro
professionals at the rate of 45 per year--which they consider signifi-
cantly short of their desired goal, but a tremendous improvement over
the half dozen or so they had been taking in before President Kennedy
involved business leaders personally in the nation's problem of Equal
Employment Opportunity.
8, IBM is particularly proud of two Negro Ph.D. I s recruited
this year, one from UCLA and the other from the University of
Washington. It is prouder still of Phoebe? Lesane, a Negress graduate
of Tougaloo College (Mississippi) and Drexel Institute who now heads
one of IBM' s' major Education Programs. IBM's total Education
.Program, incidentally, is larger and more expensive than that of
Columbia University. As another aside, IBM started its Computer
Programmer placement with nothing but MSEE's. When it was
discovered that,MSEE programmers were spending 7 out of 8 hours
playing bridge, they let down the bars, first to BSEE' s then to any
clear-thinking college graduate regardless of -specialization. Six female
Negress mathematicians from Fisk were brought in as trainees this
year, but IBM indicated these graduates would have been acceptable
with any undergraduate degree. IBM has grown from 20,000
employees in 1950 to over 90,000 today, of whom 8,000 are in
managerial positions. IBM hires roughly 9,000 new employees annually,
3,000 college-trained of whom 2/3 are acquired through campus
recruiting, 1/3 through advertising.
9. IBM's Summer Program embraces 40 Negro professors
annually. In addition, it contributes 40 scholarships to the Negro
College Fund and 19 Faculty Fellowships for one-year's graduate study
(which IBM and other corporations consider more fruitful because of
the "multiplying effect" on many students--as against the student scholar-
ship, that is). IBM places its Summer Program professors in
.productive job assignments as mathematicians with mathematicians, for
example, or in Programming Groups. They are treated as working
numbers, are not given the public relations red carpet treatment, and
are coached, so that they can talk to their students in content-oriented
terms.
10.. As a matter of fact, there was considerable general
de-emphasis on the public relations value of the so-called "Red Carpet
Treatment" accorded white graduates. One large employer termed it
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SUBJECT: 'Re,cruitranent of `Negro Personne
strictly a technic(ue which has' "given the ? boys the [Seve'n `Year ' 91 Itch'
in. three. 0 Our' JOT Program' apparently has operated with-this'
insight for years', by hiring at reasonable career-start salary levels
and not promising spectacular 'salary advancement. and world shaking
responsibilities on the rapid rise to. the top.,
-to another sixteen uhiversi-ties' next summer.
i 1 , General Motors- has a 1.2-month Co-op program over a
4-year period .with Tuskegee. NASA also is co-.oiling ~wlth Tuskegee.
GM is not satisfied with its increase in-,Negro hires, skilled and
unskilled.,. 'and is 'seeking to add a minimum of 60 Negroes or' other
non-whites, per month for 1'5 rhonths. The high for any one month has
been 92.
12. ALCOA has a Scholarship Program for Sons and,
?D:aughters, of Outgoing Personnel and is working, overtime to include
the greatest possible number of Negro dependents. in this program.
ALCOA has spearheaded. several Detroit-based industries in sponsoring
summer-long training of 'Nogro college., high school, and, importantly,
junior :high school placement, and guidance counselors. This training
is conducted, at the. local "'streetcar university,,"''Wayne. State, and is
keyed to acquainting counselors with the job opportunities' for Negroes
In Detroit : industry, and the proper preparation: for, such, jobs. With
:more sponsoring ,Industries ' in the fold, this program is being extended
13. ALCOA' stated it :.1s "standing, in. line",at the Negro co-op
colleges.,; . Hampton Institute ig starting a co-op program. U., S'. Steel
contributes to the 'United Negro Small -College Fund comprising some 35
.small colleges, in ,the south, mostly church-affiliated. it. has `a continuing
program f.or. the. placement of Negroes in qualitative, non-traditional
';(managerial and scientific) jobs. It also is sending its technical and
scientific people ' to work 'with ' Negro facui.ties.
1.4. Most of the Big Ton` universities sponsor Negro 'sister-schools.
Michigan and Tuskegee are sister 'schools,, for example. Michigan
-brings qualified Tuskegee professors to? :Michigan for an academic year
to gain teaching experience.
15. General Motors Is concentrating on moving Negroes from the
hourly-rate to its Salaried Group (Classification 1 through 8). It is
keeping track of '"negro scatter" division by division, plant by plant,
month by month, through regular plant reporting procedures and internal
audit reports. Less than 15% of CM1s Negro population was in Service
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SUBJECT: Recrwitment of Negro Personnel
Classification jobs. Its inventory of college graduates had not been used
to reassign employees to areas of highest potential.. This is being
corrected. Negroes are moving from production to office work.
Negresses are given supplemental training on the outside to. prepare
them for advancement to stenographic assignments. Certain companies
have their own, Academic Stenographic Training Program for the non-
secretary high school graduate who took an Academic course with the
unrealized ambition of going on to college. She is put. into the company' s
ASTP, 1/2. day of. production work, 1/2 day ' of secretarial training.
16. GM had "no difficulty in finding a ' skill bank' in every plant
we have." Its summer employment program embraces 16-year old and
above Negroes. GM' s total work force is 9.2% non-white--as compared
to roughly 10% of the nation's total work force being 'non-white. This
does not suggest, however, that industry is committed to hiring :a set
quota of non-whites.. The only conference participant to mention a quota
was the Personnel Staffing Specialist of the U. S. Forest Service
district office in Washington, D. C. , which is under orders from
Secretary of Agriculture,. Freeman to bring its staffing into balance with
the Metropolitan Washington "scatter" comprising 25.6% Negroes.
17. Industry Is using every Negro recruitment source available.:
U. .E .S . , the Urban' League Skills Bank (Richmond, Virginia,
chapter was cited as. being especially helpful and productive),, .CORE ,
NAACP, in-house Negro employees, ministers, and other community
bi-racial and.minority group associations. .
18. Industry has suffered from having no recruitment image in
the Negro community. Rather than having a good or- a poor ,image,
many concerns simply had no image--because they had done. little or no
Negro recruiting.. Two years ago, `duPont had no, image, for example,
at Howard University, accredited and a recruitment. source for many
major concerns. Accordingly,' duPont mounted an all-out program to
get itself "accredited" at Howard.
19. IBM spends $25,000 annually in advertising with EBONY
magazine. Its spokesman said he could not prove that this advertising
had resulted in any direct recruitment dividends but he was satisfied
that over a period. of time. it would help to establish IBM in the mind of
the Negro (at least the readers of EBONY) as an employer of Negroes.
5
OVER
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 Approved For Release 2000/Q8/.16-: IA-RDP80s0l.826R000200070006-1
SUBJECT; F ecruitmeirit of Negro Personnel
At the predominantly Negro colleges the -scene. is one of
20
.
recruiters " flooding'' the campus, " encountering faculties that
tr
d
I
y
us
n
are unprepared to make specific student recommendations,, working In
poor placement facilities (because there, had been no demand for them
In the past), and generally, creating a , chaotic condition. Out of it,
however.., ; the. .Negro collegian Is awakening to_ the realization he is
wanted.
The problem of setting a recruitment Image, however, is
2 t
.
first of all, building an image. The..college and the student must be
convinced that you; "'really mean it. " -Negro leaders have emphasized
with industry that they %e specific" In- discussing employinerit
opportunities. with Negro candidates,. ;'-'spell .It out," "don't build 'up the
candidate's hopes' too high," "avoid disappointment, ti ''extend the ieiter-
view, !' "use everyday language," "level," "admit you are, seeking
'black brains' ," '!don+ t pussyfoot,:R" !'if you are .pioneering in a new
placement area,. untouched by Negroes, . start-.with the best-;qualified
Negro you can find"." That industry'' Is assiduously seeking many new
Negro personnel is no assurance you- can "use- the Urban 'League to
gat yourself,,.an,''Instant Negro'." What is needed most is "carefully
"'
paving the way for the: interview--chan9itJ disbetie to belief."'
22.: Our conference did 'note translate ".changing, disbelief to
belief" to. mean that it takes' a Negro :to recruit a; Negro, but it was
made clear 'that if you''e4?ndver? ? recruited, at a, part.icular' predominantly
Negro. institution before, disbelief can best be scotched in.'the first
visit `by ,the recruiter boing aocompariied by a satisfied Negro employee
of his 'company.{
23. It has been"a new experience for ,.most of these companies,'.
however, learning they had no '-,recruitment image among the Negro
colleges, or among the' 'Negro graduates of integrated universities with
,a, high- Negro, population. Cornell University was one of these cited.
24. ; li tho companies present freely recognized that "the' Negro
does. significantly poorer on every test we use--especially in the verbal
and arithmetic reasoning areas." But then industry is not resting its
,case on these grounds. Industry is not teaching Negroes how to pass
a test "(which ' was ,",compared to "treating, a sympton") , but, rather, is
hiring a qualified Negro when a better qualified white applicant is
available. By the some. token, in many semi-skilled job areas, they
are not requiring a high. school diploma. where.. it .traditionally has been
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SUBJECT: Recruitment of Negro Personnel
required of white applicants. Industry is tending to think of these
departures from traditional employment procedures as a form of
immediate assistance to, a culturally disadvantaged group--discrimination
for which they willingly will take the rap. They are thinking now of
more salutary long-range, dividends attaching' themselves to the
corporate image, and to building up a .vvork forces which in some
geographical areas has worn somewhat : thin.
25. This attitude has some admirable qualities, of course.
Essentially, however, it merely recognizes that members of other
minority groups have fought their way !'from the slums to the top" in
considerable numbers, from a culturally disadvantaged base, because
the opportunity always prevailed. The Negro who has done so,
however, has surmounted not, only the same cultural barriers but an
additional more critical barrier, the fact that he was black.
26. Color alone, it was pointed out, by a visiting social psycholo-
gist, accounts today for most of the apathy or lack of motivation among
young Negroes to remain in school, let alone progress. They think of
themselves as black and of being black as their passport to being
overlooked in the nation's quest for worthwhile talent. They flunk tests
with great regularity because nothing ever has come their way,, or,
rather, their parents' way,, because they passed a test. They are.
today letting? themselves in for seismographic. shock. Industry is' taking
them today.. if they make a reasonably good pass at.. the test.,` .
27. industry is going to the school, ?the church, and even the.
home, in Operation Bootstrap fashion, showing company. movies that
discourage would-,be dropouts and stress the "open door" theme.
Industry means to shape u.p a whole new generation of Negro employ-
ables. I was amazed, by, some of the" community projects in this regard.
None of the companies. : is. satisfied with the number of Negro employees
on its payroll today. All say they, ,must do a, "much better" recruiting
and training job. The way they kept addressing themselves to this
goal convinced me the Negro not only never had it so good but doesn' t
really know, how good he now has it.
28. This takes , a little time to sink in, but there is a tremendous
head of steam behind- this drive and the dividends for employer and
Negro employee are visualized as being just around the corner. There
are economic stakes in this game, of course, if we know Business.
7
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SUBJECT: Recruitment of Negro Personnel ?
Take Newark', N.J.., a city which' has experienced a loss to the white
suburbs of 1', 000,:000 white residents with- an equal offset gain of
Negroes and ' Puerto . Ricans,' whose share of 'Newar, k' ?s popuiaibn '~
has, shot up 50% in the past four years. Newark has a local and
untypical problem but it has forced Newark business.- and- industrial
concerns, in order to survive, - to employ Negroes, in jobs they never
held before, as, bank. tellers and in other service-oriented positions.
Western Electric, with a '$3001000, 000 investment in industrial 'plant,
-.would have closed its doors' there if it had not discivered overnight
that Negroes and , ? Puerto Ricans could perform many plant duties they
had never performed before, for Western electric.
29. It' is not. this more graphic aspect of .survival that is
energizing industry to employ the. Negro, however. It is related to-
more basic economics having to do', with the Negro as a lower-income
consumer. ahd the family of tt; -unemployed Negro ,.as a ward .of society.
The. history -of. America's industrial revolution, as we all know It, is
not, exactly replete with the reputation,of do-goodism. ; Today, the labor
side of the picture . is. considerably improved but the Negro. male's median
wage Is $3, 075, that of the while male, $5, 1 37, the Negro female,
$1,276, white. female, $2, 530. This, deficit spending power. of the
Negro coupled with the $30'0,000,000 doled out annually for dependent
children of `unemployed: Negroes represents' $1,550,000,000 down the
drain insofar as industry' views the.. consumer goods market.
30. This. consideration, plus the projection,of 35,.000, 000 new
jobs coming on the market in the. next ten years, strongly suggests a
manning problem.. ~ These now jobs. will be needed !.to accommodate
papulatioh ' expansion (4:,5-06 , 000 )-~, retraining ' (000, 000.) ,. and to offset
jobs lost to, automation (1 t'2001'_000. These' 35,-000, 000 ngw'`jobs are
needed to keep. 'the natlo-n's? GNP on a high' level of coongmic prosperity.
31. Throughout industry,, there is?`considerable movement in the
direction of' up-grading; Negro employees to jobs more closely
paralleling their true ,potential. ' The day of token placement of Negroes
in "positions of. visibility". is passe, as is the guise of paying lip tribute
.to.. equgi 'employment opportunity. Most major industries have gone
through' the ,phase, of. leading from strength==breaking the ice with a
. highly 'qualifie-d Negro ? professional or an ' especially. ? attractive Negress
secretary In . the boss's . 'office, "technique," ' adopted as stated, on the
advice of the Negro leaders'?.themselves and one that still 'holds for the
company about to buck the "stubborn barf-iers ' to placement." Painting
out. the "White Only" signs with transparent paint is losing its touch of
humor, as is.-111e old-line employee asking the foreman whore he would
like to place the spear-rack., .. .
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 Approved For Rayease 2000/08/16 CIA-RDP80-026R000200070006-1
SUBJECT: Recruitment of Negro Personnel
32. The transition has not been easy, not only in the south
whore most major industries have plants or branches but in the north
as well. That racism is not restricted to the south came out loud and
clear. In fact, Industry's attention is concentrated more heavily today
on avoiding the dangers of race riots leading to plant shutdown in the
north,
33. The Negro population of New York City is greater today
than that of the ten most populous southern cities. This will be true
of Chicago as well by 1970, Cleveland, by 1973, and seven or eight
additional northern cities by 1980.
34. To say the transition has not been easy speaks of many
facets of the problem. NASA, for example, has implemented its
program on the basis of "calling for the resignation" of any employee
whose aesthetic tastes are bruised by the prospect of working along-
side a Negro. NASA volunteered that no resignations have been
turned in. Conversely, ALCOA cited the entire secretarial unit of
one of its southern plants as welcoming a Negro professional to the
supervisory hierarchy of one of Its engineering units, "because you
knew we were the most sophisticated unit in the entire ALCOA,
Tennessee plant.
35. Some 300 companies have taken, the President's "Plans for
Progress" pledge, either voluntarily or of necessity, preferring to
continue contracting with the United States Government.: Our seminar
was addressed by Mr.. N...Thompson Powers, Special Assistant to the
Secretary of Labor. Mr. Powers spoke. to Titles VI and VII of the
Civil Rights Act, to Executive Orders 10925 and 1114, the NLR Act,
the early establishment of the Equal Employment 'Opportunity Commission,
and to the whole- fabric of .Affirmative Action Obligations; Failure to
Hire--covering inaction, such as failure to consider an applicant;
intentional violation, as opposed to violation; not recruiting so as to
insure a representative group from which to select employees, et cetera.
36. As Mr. Powers spoke and responded to questions, it was
clear industry has been legislated into a posture of morality. Be that
as it may, and at the very great risk of beating a hint to. death, we
should know what is motivating our competition.
37. 1 ;r lans for Progress" have to do with the highly emotional
subject of how a company offers equal employment opportunity to
OVER
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 Approved For Release - D - 8 -9 6R000200070006-1
SUBJECT: Recruitment of Negro Personnel
minority personnel. The ' company' s president and your President,
Lyndon- B. Johnson, 'co-sign the plan. Having signed the plan, the
company president -'stays in the background while line supervision .
hammers ,out 'the day to day' details and absorbs. all the face to face,.
person to' person reverberations. Compliance with the spirit of . the
new law is not a new goal, for 'a` large sector of American industry.
The President's Committee on Equal 'Employment Opportunity has been
operative since' August 1963 when President Johnson 'established the,
Plans for Progress Advisory Council and, "mobilized the voluntary
efforts, of American business.' and private -institutions and thus provided
an effective, means* to achieve equal employment opportunity..'11 Company
after company` has -fallen into- stop- with its "Plans for' , Progress'!, in
this.; area. What a 'company must :ask itself by way of self-analysis
is whether it is ' truly an 'Equal Employment Opportunity employer.. As.. ?
to its policy 'regarding employment of mino'rj.ties.; the company is' asked:
"Please state' your policies as to employability and employment
by you (whether directly, through su.. sidiary, affiliate,' etc. )
of persons of differing race, creed, color and national origin.
(a)
Do they apply to all persons employable? or
In each 'type of business? in each locality
operate?
en?iployed?
where 'they.
(b)
How and ' to what .extent'- have you. communicated thesg
policies` to those, in your `organization who put 'them
into practice,?,,.
Haw and to whet -extent do you., check fulfillment of
these policies?
(d) In so doing,:.have; you found situations that have 'needed
impi^ovement? if,so, how have ;you been able to:effect
improvement?.
How do the policies and practices of unions and other
organizations of workers with which you have a-
collective bargaining ;or other understanding; -affect the
-operation of. your. policy?"
38. The '!'Plan for Progress"?`company, having examinedits
policies, is then asked to } examine its practices as to employment
10
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 Approved For F ease 2000/08/16 : CIA-RDP80-QU26R000200070006-1
SUBJECT: Recruitment of Negro Personnel
of minorities. Under Recruiting and Vocational Training, the company
is asked
Describe your practices for recruiting new personnel.
Do they tend to provide a flow of qualified applicants
they adequately, reflect the make up of the available
labor 'market?
"(c) Where appropriate, ' can you suggest additional recruit-
ment methods or practices which will insure a flow of
qualified applicants representative of the labor market
in which you operate.
11(d) Whtin the scope of your experience and knowledge..
local vocational ? training programs provide qualified
graduates?
"(er Are minority groups actively perticip tir ip , tJ't;ese
programs?,. ..,
"(f) If necessary, are there any suggestions you could
make' that voyId improve: these programs 7"
39. Under Qualifications of 'Applicants-Training:,.
"(a) What, if any, are the principal racial or ethnic minority
groups in your area against, whom discrimination might
be applied?
++ (b) Have you ever attempted a sampling Qr analysis of the
qualifications of these minority group applicants as
compared to qualifications ' of other applicants?
11(c) If so, has such sampling or analysis indicated that
minority group applicants were less qualified, as equally
qualified or more qualified than other. applicants?
"(d) If the sampling or the analysis .indicated that minority
group applicants were less qualified than other applicants,
what were the underlying causes, e. g. , insufficient
education? Lack of experience?
OVER
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 Approved For Release : CIA-RDP80-01826R000200070006-1
SUBJECT: Recruitment of Negro Personnel
11 (e) Do: you provide training to enable new employees to
become better ' qualified? 1` so, is such training
equally available to. all new employees?"
40. Under. Hiring - Placement:
11 (a) Does examination of your hiring practices indicated to
you that all applicants are considered solely by their
qualifications for the job opening applied. for?
(b) Do you have any job categories which in practical
effect are closed to persons in minority groups?
If so, list jobs and state reasons.
11(d) Is the initial job into which a new employee is placed
determined (or influenced materially). by whether he is
of a minority group? If so, what has brought this
about?
11 (d )' Where appropriate, what steps can or should be taken to
put job placement, practices on a nondiscriminatory basis?
41. As to Compensation:
"(a) Throughout your operations do you give comparable
pay for comparable work to all employees?
(b) If there are variances, explain circumstances and
suggest how equality can be achieved."
42. As to "On-the-Jobe and Apprenticeship Training:
11 (a)
Describe your practices in selecting employees for
post-employment training programs.
11(b) Are all qualified applicants given equal opportunity' for
training?
11(0)
Are those now participating in your training programs
representative of the'' racial' composition of your work
force?
'12
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 Approved For F 26R000200070006-1
SUBJECT: Recruitment of Negro Personnel
11(d) if not, can you suggest workable changes in your
program so as to provide equal opportunity?"
43. As to Transfers:
it (a)
Are transfers of your employees from one .job or unit
to another made without regard to race, creed, color
or national origin? ?
11(b) if not, suggest methods of improvement.
+' (c) What effects, if any,, db ? collective
"
have an,: transfer procedure?
44. , Promotionsand?.Upgrading:
national origin?
bargaining agreements
A re; there differences ? in your practices for promotion
and upgrading :because of `racecreed color or..,.,.
'`'. ments?Which v~outd give::td each 'qualified employee equal
Whereappropriate, can 'you 'suggest ' significant improve-.
opportuhitty-: "
45. Layoffs and Other Terminations - Rehiring:
+i(a
Are there differences in your . practices. regarding
layoffs and other terminations of employment because
of race, creed, color or national origin?
++ (b) Are there differences- in rehiring employees ' because
of race, creed,, color or national origin?'
(c) Where appropriate, suggest workable changes ? .in; your
layoff and rehiring practices which' would result in an
equal opportunity for all employees."
46. Segratated Work Areas and Departments:
"(a) Are any of your work -areas oil; departments racially
segregated? If so, explain the reasons.
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wiw"
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SUBJECT: Recruitment of Negro Personnel
11(b) What workable changes can be made to eliminate
them? When and how?"
47. Segregated Facilities:
"(a) Are your following facilities racially segregated?
Cafeterias Recreational Facilities
Restrooms and Programs
Drinking Fountains Employee Services
Other
"(b) If so, please describe the reasons.
11 (c)
48. The whole scope of the new Civil Rights look "o uld suggest
that the employment climate in both the private and non-profit sectors
of our society is now that of "playing for keeps." We are in the
no-nonsense ore of equal employment opportunity.
49. The Agency's policy with respect to the recruitment and
placement of the Negro has been an "open door" policy with overtones
of non-aggression. We haven' t exactly been pushing Negro candidates
through the door. The Negro professionals who have made it-with us
would have made-it, with our competitors. This, certainly, is as it
should be. Our recruitment visits` to the predominantly Negro college,
however, and our interviews with any Negro professional, should
inspire us to keep a sharper eye trained for career talent.
25X1A9a
14
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TAB
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 25X1A9a
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TAB
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 Approved For Release
DP804#826R000200070006-1
14 July 1965
MEMORANDUM FOR: Chief, Retirement & Retiree Placement Division
FROM : Chief, Washington Recruitment Office/RRPD/CP
SUBJECT Annual Report for WRO, FY 1965
The following statistics reflect the workload of the Washington
Recruitment Office for Fiscal Year 1965:
Interviews. . . . . . .
Recommends. . . . . .
Security Initiations.
Entered on Duty . . . .
25X9A2
25X1A9a
Other
CT Clerical Commo Professional Total
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A- DP'$d-0,182 R000200070006-1
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TAB
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 A Approved For Rele~[se 200 08/16 : VA-RDP8O-O1E826ROOO2OOO7OOO6-1
T 11
As
22 July 1964
TO: Office of Director of y ersor nel
25X1 Aga FROM: Ohi.e.~ , 1through Chief, Personnel RocrBltt -Ls to
SUBJECT: Applications of Computer Services to Personnel Recruitment
Division Operations and Planning.
A review of recruitment problems over recent years Indicates the
following areas should be examined for ccnpwter applications.
A. Rocru nt RRe u'~.C-r nt Pla,nr_i_ng.
Nanpow?wer projections and studies utilized for? '6
and '65 offer a wide range of ancortanties that could be
subjected to validity stud:l_ . _: R b is suggested Agency
manpower requirement pro,locva. for professional and clerical
personnel should. be analyzed for control in terms of program
requirements and emphasis. Factors of avalir'ole i xrds, time:,-
tables and recruitment target experience should be utilized
to build models for probability studies. 'pp;.` cc_t: ons of
flora patterns in PERT planning and related T, PC", studies
could stabilize and confirm Agency recruitment targets.
With computers indicating probabilities of discrete, evonts,
recruitmont objectives and changes in manpower
could be identified to provide economy and continuity in
recruitment processes.
B. no lo it 9.tnO
1. Cle ? . Iecruit3.n.
Historical statistics available for clerical recruit-
ing cycles offer an excellent basis for experiment'-.Z.1 co ?.terized
recruitment. It is roromnendod that studies be initiamoo:. 'Lo
utilize IM MI punch cards to serve as test and application `.ar
screening the Rational U. S. Employment Service Offices select~:d business colleges and academic institutions. T',,---, in-
formation available fro-n the punch cards mailed to 'lashing ton
would provide a continuous input for AD? of candidates for
clearance and/or specific referral where necessary to fioL
recruiters for intervie.,w. Refinement of these applicationo
might eventually serve to mechanize clerical recruiting.
6fl ?t
Excir,1 3 teem a 1mmatia
&Vni" a ing app
dtclaaslifcatien
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 Approved For Rel a 2000/08/16 : CIA-RDP80-0162vR000200070006-1
Subject; Applications of C;oputer Services to Personnel
Recruitment Divs. ,-i.on Operations and Plana ing.
2. .Information Storas e .c1,nd Retrieval of Applicant Files
Hidden excessive cast, factors in recruitment are directly
attributable to lac:c of irr:.ed ate access to applicant infor-
mation in a wide range of
r cr uitraont data. It is recommended
that the entire applicant file section be placed on disc or
magnetic Core storage for retrieval by name, educational status,
professional background, ekills and relevant ! gency data.
Separate retrieval caLe cries should be established for accept-
ablo applicants surveyed on the basis of resumes and rejections.
This reservoir nun erin in the thousands of potential candi-
dates over many years would servo as an immediate mooh,ani sm
for identifying a needed capability by directing the recruiter
to known qual.i_fiod candidates who have previously expressed
interact in employment.
tircc~li~s!?I2
C. `E)iT[a and
Testing and screening r ch.anism , offer an area of study for
processing of initiaa screen toots for potential COTP candidates
on a national, b^sis,wher W insufficient data does not justify
field iuterv~ews and formal application processing expenditures.
Justification for examination of all of these sunZ-ested st'''"tes presently
exists in a wide range of. personnel manpo-,rar planning and recru..t?lent activi-
z.ics. 'lie i?kinneapol_is Honeywell Company is currently eontrolli ~ ; their
recr u ;' ??t interviews and formal app' cation processing expenditures by
tts new e=ye search t.z:lMr..;.iV.l~r,1 of ec~~~puters. A nos?. uoph'i .s ti.c~n .teci personnel .~ `rgr,n;~..",..^.ti.on
locate. in 'Princeton, New Jersey is now feeding resumes to stora; e: on Sf'H 1090
equip:' :" t for immediate retrieval on customer request. Some evidence exists
for an , ventual meshing of this national search storage to ETS te8tin. facilities
s: r se: vice to management development programs for commercial and industrial
25X1A9a
r eP . er anne Recruitment. Division
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TAB
K
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1 July 1964 thru 30 June 1965
CLERICAL RECRUITERS EOD Professional -
CT P -
Commo -
Clerical -
PROFESSIONAL RECRUITERS EOD: Professional -
CTP -
Commo -
Clerical -
SI
EOD
25X9A2
25X9A2
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TAB
4
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 The Central
Intelligence Agency
of the United States
Responsible to the President
"I urge young men and women of char-
acter, intellect, and devotion to their
country to consider the important serv-
ice they can render the United States
in an intelligence career."
25X1A
Director of Central Intelligence
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A Tribute to C I A
The call of C I A is to young men and
women with a high patriotism and a
passion for anonymity. President John F.
Kennedy, speaking to the personnel of
C I A at its new building on November 28,
1961, said:
Your successes are unheralded- your fail-
ures are trumpeted . . . But I am sure you
realize how important is your work, how
essential it is- and in the long sweep of
history how significant your efforts will be
judged.
1AI X/ L ,D
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A Vast and Complex Responsibility
It is the responsibility of the Central Intelligence Agency of the United
States to collect, digest, collate, and interpret the vast amount of intel-
ligence information from all over the world which the President of the
United States must have in order to make the decisions required of him
in times of peace or national danger. This is a proud responsibility.
C I A, it should be noted, is the central U. S. intelligence agency. To
serve the President, it has access to all other intelligence in the United
States. It is responsible to the President. It also serves the National
Security Council.
Intensive Use of the Nation's Intellectual Resources The task of
U. S. intelligence is to bring together and synthesize what is known; study
what this confrontation of facts means; and present significant truths,
sometimes orally but often in cogent, reasoned, concise, carefully re-
searched documents. To meet its obligation to the President and the
nation, the Central Intelligence Agency of the United States makes
intensive use of the intellectual resources of the United States.
Democracy has helped to create, and freedom has attracted to the
United States, an immense reservoir of exceptional professional men and
women in every field - unsurpassed and even unmatched anywhere else in
the world. C I A draws upon the outstanding scientific and technological
talents of the country in colleges, universities, and industry. It employs
and trains young men and women who can bring to it a great diversity of
skills and exceptional competence and promise in science, technology,
languages, history, the arts, politics, economics, communications, adminis-
tration, and other fields.
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A Prime Need A prime need of the Central In-
telligence Agency is for young men and women
who have a liberal arts training- who have a
strong sense of history- who are keenly aware of
iumix;
the forces of economics and politics- and who
have substantial command of at least one foreign
language. They must be well-adjusted young
people with a strong inclination toward leadership.
They must be intelligent and resourceful, person-
able and persuasive. They must be willing to work
anonymously. They must be able to see, think,
and report clearly. They must be willing to accept
responsibility and to serve in far places if need be.
A Great Diversity of Talents A career in C I A
attracts many college seniors, but it is largely to the
graduate schools that the Agency is looking today
for mature students equipped for extensive training
in intelligence fields. A high percentage of the
C I A organization is made up of men and women
who have obtained their master's degrees from
graduate schools, and many have their doctorates.
More than 500 colleges, universities, and graduate
schools have contributed to the present staff of the
CIA.
Virtually all divisions of the social and physical
sciences and virtually all fields of technology are
useful to candidates. There is no intellectual
discipline and few skills which are not continually
needed.
The Central Intelligence Agency of the United
States employs college graduates and graduate
Liberal Arts Graduates-
mature young men and women with a strong
sense of history, a keen awareness of
the forces of economics and politics, and a
substantial command of at least one
foreign language- are essential to the work
of the CIA.
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students in economics, economic history, and international trade to help
in its study of developments in foreign economies and foreign economic
systems which have an effect on the security of the United States.
It requires students of political science, international relations, history,
and area studies who can immerse themselves in developments abroad.
Essential to the C I A in its service to the President and the nation are
experts who can probe every area of information which may throw light
on. the strengths, weaknesses, and capabilities of a potential enemy. It is
vital to know what he can and cannot do. It is therefore often necessary
to know what his scientists are doing and discovering- and what time-
table may be involved. It is necessary to be up to the minute on develop-
ments in physics, chemistry, electronics. Foreign propaganda must be
judged in the light of truths that cannot be hidden from diligent researchers.
The worldwide search for truth often involves men and women trained
in biology, geology, engineering, cartography, agriculture, even forestry.
C I A often needs people whose specialties may seem superficially to be
unrelated to the national security.
The millions of words and thousands of reports and other documents
that are part of the work of the Central Intelligence Agency each year are
continually tested against often conflicting reports in a great diversity of
fields by an organization of specialists- men and women of highest
competence and training.
A Career in C I A
The Central Intelligence Agency of the United States needs men and
women who want to devote their lives to its work.
A career candidate should be strongly motivated by a desire to partici-
pate as a citizen in a public service vital to the security of the United States
and the peace of the world, and should expect to make sacrifices of time,
energy, and personal convenience.
A prime test of candidates is character. While we are proud of the
intellectual capacity and achievements of the Central Intelligence Agency,
we are even prouder of the fact that its membership has measured up -to
very high standards of character, integrity, and devotion to their country.
The broad areas of activity into which entering candidates will find
themselves drawn include Administration, Intelligence, and Scientific and
Technical Developments. As new members of the organization begin to
find themselves- developing evidences of special interests and capabilities,
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 Virtually All Fields of Technology
are useful to C I A candidates.
There is no intellectual
discipline and few skills which are
not continually needed.
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and discovering preferences for various kinds of
work- they are encouraged and given special
training. Their progress can be as rapid as their
will and capacity to move ahead. The C I A has a
continuing need for able careerists.
Career Training The Career Training Program
of the C I A is directed toward graduate students
and college seniors who (in the case of men) have
completed their military service; and young grad-
uates who are now employed in other fields but who
want to build new careers in intelligence. It pre-
pares qualified candidates for lifetime professional
careers in intelligence. It provides for one or two-
year periods of basic training and controlled, on-
the-job assignments before permanent transfer into
one of the Career Services.
Appointments to the Career Training Program
are based on a candidate's general intelligence,
academic record, leadership potential, physical and
emotional fitness, and aptitude for foreign language
studies. He has a better chance for selection if he is
enrolled in graduate study and has traveled abroad.
A candidate who is not appointed to the Career
Training Program at the time of his recruitment
may apply for appointment after he has accumu-
lated on-the-job seasoning. Such employees in
fact make up a significant part of each new Career
Training class.
Overseas tours for either brief or extended
periods are essential in some career fields. In
others, overseas duty is not required, but oppor-
tunities for service abroad are often available.
On-the-job and formal training of employees
throughout the early and mid-career stages of their
development is given special attention. The C I A
is an excellent training ground. It has an ex-
ceptionally fine laboratory for foreign language
instruction- on or off the job. Professional
training is given not only with the C I A but also at
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other Government training establishments and at
private academic institutions. Two universities
in the Washington, D. C., area conduct evening
programs of graduate and undergraduate study
at Central Intelligence Agency headquarters class-
rooms, and other universities also cooperate with
the C I A in its training program.
A Large,Well-Run Organization Administra-
tion of so large and painstaking an. organization has
its own staff requirements. It needs computer pro-
grammers, administrators, secretaries, librarians,
personnel managers, medical officers, communica-
tions engineers, and experts in auditing, budgeting,
supply, records management, security. C I A
administration must rely on business majors and
liberal arts graduates who are management-minded.
Conditions of Employment C I A employees
enjoy benefits and privileges generally equivalent
to Federal Civil Service employment, such as
membership in a retirement system, liberal vaca-
tions and sick leave, and eligibility to participate
in contributory life and health insurance programs,
even though they are exempt from Civil Service.
Salaries depend on education, employment ex-
perience, and the nature of the assignment for
which the candidate is selected and trained.
Salaries follow the Civil Service scale, which
ranges from $3,385 to $24,500 per year.
C I A is an Equal Opportunity Employer. We
are glad to draw our staff from many racial back-
grounds.
National security interests impose some limita-
tions on C I A employees, but many are permitted
to write for publication, attend professional meet-
%NW and maintain standing in their professions.
C I A employees have won some of the highest
awards available to people in public service for
outstanding achievement.
A Career Training Program
supplements on-the-job training with
work in other Government
training centers and at cooperating
colleges and universities where desirable.
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tittift
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Headquarters of the Central Intelligence Agency
is a handsome, modern, office building in an attractive wooded area in
McLean, Virginia, near Washington, D. C. The worldwide search
for information needed by the President and the nation
in times of peace as well as national danger is directed from here.
C I A is the central U. S. intelligence agency and has access
to all other intelligence in the United States.
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AMUt .~_ -it
111111t1lit11
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The Work ofthe C I A
Is Continually Under Review
The work of Central Intelligence is by necessity highly confidential.
Nevertheless, it is under continual review by the President himself, by the
C I A subcommittees of the Armed Services and Appropriations Com-
mittees of the Senate and the House, and by the President's Foreign
Intelligence Advisory Board, which is made up of the following informed
and knowledgeable citizens :
Clark M. Clifford, Chairman Senior partner of Clifford. & Miller,
Washington, D. C.; Director of the National Bank of Washington, the
Washington-Sheraton Corporation, Washington University, St. Louis,
Mo. From 1946 to 1950 Special Counsel to the President of the United
States.
Robert D. Murphy President of Corning Glass International; Direc-
tor of Corning Glass Works, Morgan Guaranty International Banking
Corporation, Morgan Guaranty Trust Company, Gillette Company. In
1959 Under Secretary of State for Political Affairs.
Gordon Gray Chairman of the Board, Piedmont Publishing Com-
pany; Director of R. J. Reynolds Tobacco Co., Champion Papers,
American Security & Trust Co. From 1949 to 1950 Secretary of the
Army. Former President of the University of North Carolina; Director,
Office of Defense Mobilization from 1957 to 1958; Special Assistant to the
President for National Security Affairs from 1958 to 1961.
Frank Pace, Jr. Chairman, International Executive Service Corps,
and Special Advisory Board, Air Force Systems Command. Past Chair-
man and Chief Executive Officer, General Dynamics Corp., Canadair, Ltd.
Director of American Fidelity Life Insurance Co., Colgate-Palmolive Co.,
Continental Oil Co., Time Inc. Director, Bureau of the Budget from
1949 to 1950; Secretary of the Army from 1950 to 1953.
William O. Baker Vice President, Research, Bell Telephone Labora-
tories; Trustee, Aerospace Corp. ; Director, Babcock & Wilcox Corp.
Member, Science Advisory Board of the National Aeronautics and
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Space Administration. Former member of the President's Science
Advisory Committee and of the National Science Board.
Edwin H. Land Chairman and President of Polaroid Corporation;
Fellow and Visiting Professor at the School for Advanced Study, Massa-
chusetts Institute of Technology, in 1956. Former consultant on missiles
to the National Defense Research Committee and adviser on guided
missiles to the U. S. Navy.
William L. Langer Coolidge Professor of History, Harvard Univer-
sity; Trustee, Carnegie Endowment for International Peace. Chief of
Research and Analysis Branch, Office of Strategic Services from 1942 .to
1945; Special Assistant to the Secretary of State in 1946; Director of
Harvard's Russian Research Center and Center for Middle Eastern
Studies from 1954 to 1959.
Director of Central Intelligence
The Director of Central Intelligence, head of the Central Intelligence
Agency, is the coordinator of the total American intelligence effort. As
the President's representative and as the Government's principal intelli-
gence officer, he is Chairman of the United States Intelligence Board,
which includes heads of the intelligence organizations of the Department
of State and Department of Defense, and representatives of the Atomic
Energy Commission and the Federal Bureau of Investigation. The
Deputy Director of Central Intelligence is also a member.
Acting in consultation with the United States Intelligence Board, the
Director of Central Intelligence makes recommendations to the President
concerning the intelligence activities, organization, and policies of the
United States.
John A. McCone is Director of Central Intelligence. He assumed this
responsibility on November 29, 1961. Lt. Gen. Marshall S. Carter, U. S.
Army, is Deputy Director of Central. Intelligence. Lyman B. Kirkpatrick,
Jr., is Executive Director.
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Three Ways to Apply for Employment
Because of the nature of its responsibilities, the Central Intelligence
Agency must make a very thorough investigation of the character and
qualifications of each applicant who is tentatively selected for employ-
ment. You are therefore urged to apply well ahead of the date when you
would like to enter on duty with the Agency. Three ways are open to you:
1 See your Placement Officer and request an interview with the Central
Intelligence Agency representative who visits your college or univer-
sity from time to time; or
2 Write to the Central Intelligence Agency, Office of Personnel,
Washington, D. C. 20505. Enclose a resume of your education and
experience and ask for application forms; or
3 Come to the Central Intelligence Agency Recruitment Office, 1016
Sixteenth Street N. W., Washington, D. C., during weekday business
hours for a personal interview. No appointment is necessary.
"In all my life, I have never been associated with
a group of men and women possessing greater
educational and intellectual background than
the careerists of the Central Intelligence Agency.
I don't think a comparable group exists in any
other department of the Government nor do I
think it exists in any major private enterprise."
25X1A
Director of Central Intelligence
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More Than 500 Colleges, Universities, and Graduate Schools
have contributed to the present staff of the United States
Central Intelligence Agency.
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TAB
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C-O-N-F-I-D- - -
2 April 1965
OFFICE OF PERSONNEL MEMORANDUM NO. 1-3-4-5
SUBJECT: organizational Changes in the Office of Personnel
1. Effective 25 March 1965, the Personnel Recruitment Division is
redesignated the Recruitment and Retiree Placement Division (RRPD) in
recognition of its increased scope of activities. As now constituted,
the Division consists of the Field Recruitment Branch, the Washington
Recruitment Office, the Retiree Placement Counseling Staff, ndrtheas 25X1A
Employment Referral Branch.
Chief of the Division.
2. The Field Recruitment Branch and the Washington Recruitment
office are un7c ged and will continue to be concerned with conducting
a recruitment program designed to fully satisfy the Agency's continuing
personnel requirements.
3. The Retiree Placement Counseling Staff, a newly established
activity, is responsible for providing assistance to those persons who
are retiring from the Agency and who are seeking other employment sub-
sequent to their retirement.
1+. The .,Outplacement Branch of the Personnel Operations Division
is transferred to RRFP and 'redesignated the Employment Referral Branch.
This Branch will continue to provide employment assistance hos e
persons. who are resigning from the Agency.
25X1A
Director of Personnel
oPM 3-65
(Excluded from Automatic 1
Downgrading and
C-O-N-F-I-D-E-N-T-I-A-L iDeclassification
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TAB
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 pprove or e e se 2000/
IA-RDP80-01826R00020007.0006-1
EMPLOYMENT REFERRAL BRANCH, RRPD
STATISTICAL SUMMARY OF FUNCTIONAL ACTIVITIES
EMPLOYMENT REFERRAL CASES
Total Number of Cases Handled
316
Cases Open as of 1 July 1965
57
Cases Closed
259
1 July 1964 to 30 June 1965
Analysis by Grade Cases Handled Remained Agency* Government
GS-12 and above 76 14 12
GS-7 to GS-11 123 20 30
GS-3 to GS-6 1
316 41 95
*
R
i
d A
i
l
d
t
1 July 1965
Placement
Trsfd
Resigned
Private Industry
Total
C RPS
No Position
Open
9
21
8
16
17
15
45
3
31
24
18
-21
1
22
16
42
137
12
69
57
ema
ne
gency.
nc
u
es
hose employees who were eventually reassigned in the Agency and Management Referred
Volunteers who have not shown continued interest in looking for external opportunities.
OFFICIAL CONTACTS WITH FEDERAL INVESTIGATORS
335
DETAILED PERSONNEL CASES
24
EMPLOYMENT REFERENCE INQUIRIES
Employment and Examination Inquiries
1019
Internal Inquiries from Agency employees
on status, leaving the area, etc.
150
LIAISON CONTACTS
Individual Lead Source Contacts
1600 (est.)
Official Personnel Liaison Contacts
450 (est.)
Representation at InterDepartment Committees
50.
Representation at Professional Meetings
2
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