FOLLOW-ON ACTIONS TO INSPECTOR GENERAL'S SURVEY OF THE OFFICE OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000300010010-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 10
• Document Creation Date: December 9, 2016
• Document Release Date: April 4, 2001
• Sequence Number: 10
• Publication Date: July 12, 1971
• Content Type: MF

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DD/S 71-2717
12 JUL 1971
MEMORANDUM FOR: Director of Personnel
SUBJECT ?: Follow-On Actions to Inspector General's Survey
of the Office of Personnel
REFERENCE : Report of the Inspector General's Survey of the
Office of Personnel, April 1971
1. The reply to the report of the Inspector General's Survey of the
Office of Personnel contained several items requiring follow-on action by
the Office of Personnel. Keyed to the recommendations in the Survey, these
actions are:
Recommendation No. 3
Establish a more definitive plan which will identify the
academic skills needed to provide a balanced staff and require
SP careerists undergoing training to take those courses that
are most needed by the Office of Personnel.
Recommendation No. 4
Plan and initiate an internal Office of Personnel training
program for new careerists, designed to give such careerists
a knowledge of fundamental skills and of the Office of Personnel.
Recommendation No. 5d
Make a study to determine the feasibility of conducting all
recruiting on a TDY basis from Headquarters.
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Recommendation No. 8
Prepare a paper recommending turnover to the Deputy
Director for Plans the responsibility for continuation of the
civilian res4Ne program for DDP personnel and discontinuing
remainder of this program.
Recommendation No. 9
Prepare a paper directing Selection Branch personnel to
visit operating components on a scheduled basis.
Recommendation No. 11c
Prepare a paper directing Chief, Clerical Staffing Branch
to canvass all components of the Agency annually for unclassified
work to be performed by clerical employees in process at TAS.
Recommendation No. lid
Seek professional advice in planning and submit a proposal
for improving the decor of the TAS.
Recommendation No. 14
Initiate prompt action to establish a system/ensuring positive
' and continuous control and location of all Official Personnel Files.
Recommendation No. 16
Perform a study of the workload demands upon the Central
Processing Branch subsequent to overseas personnel reduction
programs, such as BALPA and OPRED, to determine the manpower
needs of the Branch.
2. May I have a report of your progress in accomplishing these objectives
within thirty days of the date of this memorandum and at subsequent thirty-day '
intervals thereafter until all actions have be
o . o
eputy Director.
for Support'
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Establieh u.more definitive plan which will identify the acedcmic
skills needed to provide e.balaaced staff and require LP Carecrists
undergoing training to teats those couraes that aro most needed by the
Office of Pereenael.
l. One of the eurraet efforts to better identify acadelic
needed by SP Careeriats ie the specification of training neede of iedi-
vidual employees in Developmeat Gap Sheets. (The Gap Sheets liet areuiea-
meat and trainiag requireeents which individuals in the aP Career Service
ahould next receive es determined by superviaors and the Career Beard.)
We are currently collating Development Gap Eheote received for all- ceployeee
in geedes 12, 13 ed 14. Gap Sheets will later be prepared fEr
profeseional PersonnalCarecriete. An example of the, Gap Sheet is attached.
2* In preparatioa or the final collation of the Gap Sheets, we have
considered the following general areas of study in terms of providing a
basia academic foundation for the profeezional personnel officer:
Principlee in PerCOMIll Management
Introduction to Data Processing
Principles and Probleme of Public Relations
Motivation Factora in Personality
Personnel and laduetrial Paychology
GraapDiecussion and Conference Leadernhip
Busineau and Economia Statistics
Advaneed Admiaieteative Management
quentitative Factors in Administration
Malan Behavior in Organizatione
Manpauer Manazemeet .
Principle, of 'eat ?
Bine aa Law
3. Data obtained fram the Cap Sheets will, ye believe, plepoint
individual academic needa relating to the speeific are of recruitment,
aelection$ clasaification, evaluation and training. Attached ia a gazieeey
Of those eouraez thus far approved by the Tersonnel Career Service for
its officere ez well as a schedule of couraea offered by local uaiveesitiee.
Reviews will be conducted to deteemine the more maanineful courece to ca.;te
careerists on an indivIelual basis to provide a, more definitiVe plan for
future external training arraneements.
4. Additional intern reports will be provided ea the above actions
efeatimue Until the Above action are completed. '
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Plan and initiate an internal. Office of Persomsel trainirc pr
for field Careerists designed to give such careerists a knowledfic of
fundamental Walls end of the =ice of Personnel.
1. We are presentizi enraced in studying and developing a more
structured prona, for pl,vviding a broader kr.olfledge of fanctionol eiilla
to Personnel Ca -ie. ladie the inspectot General's recorrikulation
specifies a treininz prozi,Tia for "new careeristss" this project include
programs for all careerists and %till be atructured in a mutler to provije
the greatest amount of participation in the training sessions r.s possible.
We have already identified a nu 'aLler of training topics end nethean that
might be used and we now pl-opose to discuss these not eau. with Division
Chiefs, but with a. rsz:ber of Personnel Careerists in order that the
program %rill ba most responsive to both managerial and personml needs
and interests.
2. Atte cd' a geacral outline of the project and an outline
providing LLlustrations of content and possible approaches that could be
Usod.
3* We will continue to rellort progress of action with reglrd
.xcoommeadation.
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Recommendation No. 5d
Make a study to determine the feasibility of conducting all
recruiting on a TDY basis from Headquarters.
1. Such a study must begin with some indication of the dimensions of
the recruiting job, and some assumptions. First, we assume that the Agency
will remain relatively stable in size and composition for the next few years;
and that staffing experience in FY's 1970 and 1971 indicates generally what
will be required of recruiters in the foreseeable future. We assume further
that it will be both necessary and desirable to continue a nation-wide
recruitment program.
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2. In FY 1970 we entered on dutyMtaff personnel, of whoml=
could be attributed directly to Recruitment Division sources. In FY 1971
staff accessions totaled came via Recruitment Division.
This volume of input, matched against losses which were greater, brought
the Agency within easy range of its FY 1972 ceiling. Components henceforth
will be able to work toward a balance in their staffing gains and losses. We
estimate conservatively that EOD requirements for the next few years will
be on the order of per year, of which at least 85% wiy5kffire to
be supplied by the recruiters.
a. It covers the entire country. Listed are the numbers of
applicants, by State of permanent residence,, regardless of where
they were at the time of recruitment. This reflects the distribution
and broadly representative character of our input.
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b. It is a continuous activity throughout the year. There are
seasonal variations in the. numbers of cases produced per month,
but there are no periods of inactivity. Data concerning the range
and average numbers of cases produced each month are posted only
for the regions in the Western two-thirds of the country; it is with
respect to this extensive geography that the economics of recruitment
methods are most important.
4. Not reflected in the foregoing statistics are the many local-level
actions taken by field recruiters on special interest or "flap-potential"
cases, either to protect or enhance the Agency "image;" coordination
and/or collaboration with OS, and other CS elements in the field
on matters which may or may not show up in recruitment production; and
the numerous spotting and referral actions in which leads are identified
and referred to CS elements for covert follow-up. In these latter instances
we have no record of the eventual action taken, but these informal refer-
rals average close-to 200 per year. These services arise from the
recruiters' presence in the field, their detailed and current familiarity with
their territories, and their knowledge of the gamut of Agency requirements.
S. The foregoing paragraphs serve mainly to outline the scope and
extent of the recruitment activity, the results achieved, and some of the
related or incidental purposes served by maintaining regional represen-
tation. We look now at some of the cost/efficiency factors involved in
considering the feasibility of a TDY operation. Let us assume a recruitment
force of the size currently authorized for FY 1972.
, a. Salaries. No difference.
b. Space. There is no cost to the Agency for space occupied
by regional recruiters. If all operated out of Headquarters, space
would be required for 12 more Professional Recruiters, plus 2 staff
and 2 contract Clerical Recruiters.
c. Telephone Service. Up to 10 additional extensions would be
required at Headquarters to handle a high volume of long-distance calls.
d. Secretarial Services. Professional Recruiters in the field
have part-time contract secretarial help. At Headquarters one
full-time secretary would be required for two recruiters to handle
the clerical work load.
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e. Safes. Safes presently in field offices would have to be
moved or otherwise disposed of. Up to 10 additional safes would
be needed at Headquarters.
f. Office Equipment, Supplies, Postage, etc. Essentially
the same.
6. It is in the area of Travel that relative cost/efficiency factors are
most apparent. Recruiters would be assigned areas of geographic respon-
sibility in any case because of the importance of continuity in developing
and dealing with sources. TDY travel, especially west of the Mississippi,
would be neither economical nor efficient for one-or-two-day visits to a
given region. Trips of 7 or 8 days would be desirable to permit adequate
coverage and source development. Efficient use of time during prolonged
trips would involve costs in addition to public transportation such as car
rental, use of hotel accommodations for interviewing, week-end per diem,
etc., to say nothing of wear and tear on the recruiter. The regionally
based recruiter, on the other hand, can cover his territory through shorter
trips and achieve continuing coverage at less cost and less strain on self
and family life. As an example for purposes of cost comparison, let us
look at the region embracing Iowa, Missouri, Kansas, Nebraska and
Arkansas?the geographic center of the United States--which is covered25X1A6a
at present by a recruiter based in Attached (Attachment 2)
are two travel vouchers marked # an. j7 1 is an actual voucher sub-
mitted by the resident recruiter at for the month of DecembgX1A6a
1970. During the first 18 days of that month he made two trips out of
town, of approximately 3 days duration each, to engage in college recruiting,
military source development, clerical recruiting, and to interview candi-
dates who had written either to Headquarters or to himself and who looked
promising. His itinerary included points in Kansas, Nebraska and Iowa,
at a total travel cost of $257.70. The rest of the time he was in
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preparing applicant cases, interviewing applicants, corresponding
with applicants and with Headquarters, and developing sources and leads
in the area. His total vouchered expenses for the month were
$299.59. Voucher #2 represents a simulated 8-day period during which a
TDY recruiter would travel out of Headquarters and cover the same
itinerary, for the same purposes, as #1. His travel costs would be $493.28.
Upon his return to Headquarters from this trip, he would have to follow up
by telephone and correspondence on contacts made, await responses from
applicants seen, and start making arrangements for another visit to the
region.
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7. Other factors to be considered include:
a. The impact of frequent TDY, including weekends, on
Recruiter force stability. Many men left recruitment in the 50's
when much of it was done on a TDY basis, because of the strain
and the disruption of family life.
b. Recruiters, like other Agency employees, are under
mandate to avoid the possibility of hijacking. A few presently
can and do fly, but if flying mainline planes they may not carry
documents, forms or even brochures that associate them with
the Agency. All recruiters could fly out of Headquarters under
the same restrictions, but an additional administrative burden
would be created by the necessity to cache recruiting materials
all over the country, and the risk of hijacking would increase.
c. A Headquarters-based operation would impair our
ability to respond quickly to Special Interest cases and to the
special requirements that are levied on field recruiters by
operating components.
8. The foregoing facts and factors suggest that there would be no
advantages in either efficiency or economy in conducting all recruitment
on a TDY basis from Headquarters and that a change to such a method of
operation therefore would not be feasible.
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Recommendation No. 8
Prepare a paper recommending turnover to the Deputy
Director for Plans the responsibility for continuation of the
civilian reserve program for DDP personnel and discontinuing
remainder of this program.
Attached is a draft memorandum which the Director of Personnel
might send to the Executive Director-Comptroller to accomplish the
purposes of the recommendation. The draft has not been coordinated
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formally with the DD/P,but it was discussed with the
officer within OPSERIwho is mentioned in paragraph 4, and
stated that it is consistent with the DD/Pis wishes.
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R (=MI:01)AT= O . 9
Prepare a paper directiag Seleation Branca personnel to visit operating
components on a seheduled basis.
Attached is a memorandum from the Deputy Director of Peraonnel for
Bearuitnent and Placanent for Chief, Staff Personnel Division directing
Selection Breath sad Placement Branch personnel to visit operating
components on a scheduled basis.
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