[TASK FORCE ON PERSONNEL MANAGEMENT IN CIA]

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000300100002-0
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: November 17, 2016
• Document Release Date: July 12, 2000
• Sequence Number: 2
• Publication Date: July 27, 1962
• Content Type: MF

DO/ 62 -J77
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Kirk:
I apprwiete the opportusity to pr.. kne the report of the
T.,61L For?, on Personae! Mitnagenient. $.i. of the change. sumptoted are very
fundamental and important and ought to receive the most careful ronekheration.
I thlni Mat the depth of the study is tasefficieat to anticipate all of the problems
whida are likely to I* encouneeredir carryieg out the recon.frended changes.
fore nlakinii ntala Con.ctlestio I versid want an opporumity to .oaaider it are-
hilly with [XV: office heads. TiverefOre. I "Mad 1?4111640t that the.. remarks
be eccepted as immediate resc-tioisa rather than a carefully coseidered position.
Recbrameadaties.No. Cktecur. As you knew. this is being done.
Reconanendation No. 2: Concur. Study bas been completiod and subedited
to the
Recommendation So. 3: While I have no objection to such a study, I am
not prepared now to share the belief of the Task I 9rce that the 'Isreer
Set vle syutem has served to dissipate the cowman-1 reaponsibilities of
line taw:Lathes. I believe that this statement can be challenged.
Recommendation No. 4: Mere I think that your reel remnrreedatioe is
.ontainad in peree,raph 5 rather thea in Recommenciatkei N4. 4 as stated.
concur in the principle which I think you are after, but this needs to be
studied in srester depth. The supervisor who n akes Out ttw hadividual's
fitness report Ie. In many Instances, unable to advise the individual Of
exactly where be steeds in competition with his contemporaries. To be
effe,:tive, I (WAS that this probsbly wuj NG Vid to be doe at sum* higher
level - is we are now organi4ed by some higher heloo in the Career
Service.
Recommendation No. 5: I hays serious reserved*** as to the wisdom of
Issuing such a sed. 1 beiieve that there are other ways to sCe
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el, sit al ikon of an I
,..risteoli,hwtot of an adm
of all empleyedli most I*r.
There *re pst toe it ham
distributioo to coisolde with the hotireti?al.
It.?;t:31z.l!v,t,plikticita, No: 7: INItils E have no objectioe to changing the current
titnesb rAXtrt form , the ink is hardly dry on our latest effort lit this tw,gard.
'Thiti form requires supervisors to he rated on this cape. t of their perform '
r. TM.,ii ot to say that this or any other form 4. annOt be improved
kiPoo. hui I do nix task that 01.2 Eons is resity thil key to the problem. 'Mut
you MIPS to * Is to to *It peeolis to be honest and objective in
mei Lig out fitness reports on *sty tot Eli and through anY eyetetti. I doubt
vtry seriously that?new foray veil in anti at itself secosrpilah the desired
result .
pteay t in
gistent with the
that I,ertililla per.entsgt?
upper category.
low the actual
Itecorrenidation 8: Here again I coelutir ID the selective, but I subsi,tt
that tt.itt supervisor-(r6de* ottLer), to meet cases, is not in a position to
advine an employee of his relative steodio11.
Rtt,on msndation. Stk.. 9: I beileve asked* "mist of your recommendation
is 'mood in paragraph 10 rather thaw In18,t utint,etnistion No. 9. 1 concur
lieu tnendation No. 9 lb priacipie; however, there is it greet deal of
"Ark to be doss before it can be etisictively implemented. Soul I would like
to see a /rotes., devised sud approved by the MCI before tritestipting istiple-
meauttios.
commendetiot, No. it): I would went to He a much deeper study on this
putt alar r. ommotiodatiOn before concurring. My inorediate reaction ir
that thih should not and probably ()mild not epply across the board. I think
that there probsbiy ere n any positions upon whi?h there As a definite
and in which fit plOyees vsry definitely can continue to do a superior job
without promo:Con.
R.,:inpolitridetlas No. 11: This is floe, but the Director of Personnel is not
to a position to establish larger sepanition elloisames. Assuming that our
present regulation an separation ..onpensation is a sound pre,:edent ? it
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requires clearances with thu thareall ot the Budget. Clvil Service Commis-
sion, President's Personnel Advisor, Attorsey General, Comptroller
General, sod four Conikressional Committees. If we are successful la
implementini Recommendation No. 1, this will be pretty well taken care
of.
Recotr.mendatiou N. 12: 1 4:oacur in the recommendation. Ilowevere I
am firn ly convinced that in the final analysis, no matter what the Agency
does, a eurplus employee will or will not get a Job elsewhere depending
to a very high degree on his personal qualifications and the impression
*hi h w t able to make upon a prospective employer. Every prosopective
errployer is going to seariA for the answer to his question, -Why did CIA
Let this man stir . Assuming that we can provide a good anawer to this
question, ninety per cent of the problem still rest., with the individual and
hie a. Lity to corn Ince a proapective employer that he has **(nettling that
ttic err plosie r needs.
R.-corrinsoniintion No. 13: k seems to me that the primary recommendatkon
here ts o!,tnined in paragraph 14 rather than in the spe,;ific recommends-
tion, anti I believe that this Is a problem which needs mak. h deeper study.
I hare .4e t tout, reservations about the effe.t on the morale of eolployees
other that, a if ea...h JT is earmarked as belongint to that elite group
fron wtih are to be c.losen people to fill the Agency's key jobs. I think1
also, that re JOT'. might well be disillusimsed at a later date
Pet crrn 4.ndation No. 14: I think you recognig.e In paragraph IS that all
supe, grader, are not r,Ailly generalists; and, therefore, 1 would like to see
thibrotLcrmtudied rtu:h more thoroue,fily.
P oii I ndation No. IS: Non-t ur. 1 an gratified to st?e that the theine
throop,ti this paper would strt ngthen the hand of the Dire?tor of
P raonni 1. , r:r. in the hand:lug of supergrades, I beii,s,e that the
puty Llr tors should p.ritoiia1ly play a strung mi.:: and 1, far one,
%wield not be willing to be by-psai?ed by the Director of Personnel and have
these 1,:%poilt-Iiiii1ttc-ds taken over y a board. W just c11niiia d the
Supe r R,:view B ard. lhia would rrerely reestabliets It under suotnLr
name.
Rei-On.irtadlItiOn N, its: First we have to settle the question of whether
we mint to riot up this new ?:ategory of 'Creneralist-. It so, then the
Director of P,.c.sonnel should deviee a ystem of identifyi. these people.
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Recommendation N. 17: 1 think that die prindple al a mid-career course
is fine, regardless of who finally attends it. '4l:040,10r, I don't see haw it
would help in identifying the middle *C1101011 supervisors who should be
marred generalists, sad I cautious against approval of this re,00rmendatioa
without full understanding of whet it means and what it is loin to take to
Trak.. it work. We can eet up a course in the office of Training with little
diffieclity. A conree Is no good unless somebody attends it. To make it
work, It may require eon.e increased facilities and staff In tin. More
Important, however, is the fact that Agency components will have to send
people to the course. In short. there are budgetary and personnel ceiling
implications here; and, unless we are prepered to provide this kind of
support, approval of the recorrmendation will mean little or nothing.
lite?.on merxistion No. 19: I have no objectioa to the study, but at lbs
.......
mon cut I question the advisability of periodic issuances to announce
promotions.
Recommendation No. 19: 'This recommendation needs more study. In
order to Larry out the responsibilities proposed for the Director of Per-
sonnel, he will have to have support from the COO. 14.'fore the Director
al Personnel is given this reeponsibillty, a procedure for carrying it out
should be devised and approved by the MCI.
Pteconirnendation No. 20: While I am in favor of a Personnel Development
Board. 1 MI not sure about establishment of the "generalists"' category;
sod, here again, before we establish a boatelwe should make up our minds
selat ft is going to do. You may recall that following the IC Inspection of
our eater Scryice in 1960 u Personnel Development Board was established
and, as far as I an' concerned, it has produced practically nothing.
Re mendation No. 21: I am strongly in favor of a proven- which insures
Alettee off lc r n id-career, and senior officer training at certain stages of
the I r car c' However, as I have already said. there is no point in the
endorsement of this as a prinapie unless it is prepared to support
the prooarn with nietwy and personnel ceilings which will ii ake it poasibie
:n 'terry it out. In connection with Atnar specific recon rrendstipn,, we will
worm Lompitte a paper on this subject, which you requested attest VaiiellUi
Rconmendatlon No. 22: Concur in principle. However, lam not sure
nist 'flat is if,eant by "We feel that top caliber personnel technidana must
be obtaieed " need some clarification or this )
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0111120 ti or,
various parts
out at our vibrato roMptire,s,
over -a titederdimod . litre Ie.
appropriate limos/is a mutt arid cId.,at ate
and have it syprOtod by the DIXi bettors the Director
to carry out this roctowisestilitias.
Reconureixistion i4o. 24: Cairo%
&coo rt.,tadailoo No411.: Do.* PlillfraPlb3 well dui the OD& bee
doess better job of persona* maleagentoot Wit OtbiSt Aviracy 0011Prits?
The details of any plan to provide more oentraliceil morel is
matters Geed to be stadia* bitifoie a filial peoldoa cis be taboo
recocamatiatios As the ustatiosa I sell bellow dim the Ailios Okapis
mods a Personae& Ottioor.
DOI'S :LICW:sbo
Distribution:
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Approved For Release 2000/08/16 : CI DP 0008001000Q2-0