PERSONNEL COUNSELING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001400060024-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 14, 2016
• Document Release Date: February 12, 2003
• Sequence Number: 24
• Publication Date: August 30, 1966
• Content Type: MF

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ADM:1737(7" T UT3 ONLY
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MEMORANDUM FOR: inspector_
THROUGH Deptty Director for Support
SUBJECT Personnel Counseling
R'ERCE Memo fr IG for t)/Pers d d 15 Mer 66
8 0 AUG 1966
F 1 L
hi set
requested in referenced eeorndum, we heve agdn examined the
need for xtending our personnel counseling services.
2. This review has been made within the femme) k of the two cat ries
of cases cited in your memorandum, i.e. (a) able employees who are resigning
because they are dissatisfied for eeme reason, and (b) people who have preb-
lens affecting their work.
3. Regarding the first category, I am attaching a copy of a memorendum
which I issued in February 1966 which is ear latest formal effort to get at
this type of case. We in Personne:', are still usually the last to hear of an
impending resignation; when we get a case, the employee hear already committed
himself.
4.
Rsrding the second category, I call your attention to the final
report of the Deputy Director for Support on your aurvey recemmendation on
this point. At each of my supervisory indoctrination lectures, I reviewed
our counseling facilities and invited that problems be submitted to my office
if the individual did not know where to go. There has still been no response
to this invitation.
5. I cannot help but share your concern that the Agency continuen to lose
few people each month or so ehem we would rather have kart. But I am not
sure that an expanded counseling service is the =ewer. Rather, I wouee suggeat
that the Director make it clear to his senior officers and through thee to
other supervisory levels that this is a matter of concern to him. If eerrec-
tive action can be taken, it must bo taken before the employee makes ue his
mind to leave the Agency. Once he has done se, he usually doesn t anneunce hi3
intention until he hes another job. In any event, I am convinced that the
point of no return is the announcement of intention by the employee ane that
his case can only be caught before he has committed himself by the superviaory
chain.
6. I would.be glad to discuss this problem at your convenience. Frankly,
as suggested above, I have no other ideas as to a course of acieen at
s time.
Att
is/ Emmett D. ohols
Emmett D. Eoboi
Director of Personnel
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SECRET
MEMORANDUM FOR: Director of Personnel
THROUGH: teputy Director for Support
Executive Director-Comptroller
SUBJECT: Personnel Counseling
1. In our survey report on the Office of Personnel we made a
recommendation for a more organized program of personnel counseling.
A copy of our recommendation is attached. You also recall that a
somewhat similar recommendation was made in an earlier IG report.
2. I believe it would be prudent to re-examine this matter.
There seem to be two categories of people who need attention:
a. Able employees who are resigning because they are
dissatisfied for some reason, and
b. People who have problems affecting their work.
3. In cases in the first category, the Office of Personnel is
too infrequently unaware of employee dissatisfaction until the
decision to resign is made and the employee begins to process out.
It is then too late to do much in the way of salvage. As the
market for skilled people gets tighter this may be a more serious
problem.
4. In the second category, the case is often permitted to
reach the point where salvage is impossible, and we may have a
complex public relations as well as personnel problem on our hands.
Some of these cases wind up in my office.
5. It seems to me that there should be a referent in the
Office of Personnel who would be responsible for insuring that
appropriate action is taken in time with respect to both categories
of people before they reach Milant of no return. This would
require a close working relationship with the personnel people in
all career services and authority to cut across career lines in
getting people reassigned where this is necessary. It would, of
course, require a close relationship with the Office of Medical
Services, Office of Security and your Special Activities Staff,
Benefits and Services Division and Personnel Operations Divioion.
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6. This should not be conaidered as an attempt to retain
people who are not doing a good job and who should leave the Agency.
T. I continue to feel, however, as stated in our report that
the Agency is too complacent about the numbers of good people who
leave, as well as the few people who seem to have serious problems
beyond their control and who require special handling.
Attachment
vim le to vw
O-DD' 2
-2-
J.S. larman
Inspector General
?
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SECRET
It is recommended that the Director of Personnel:
a. Direct the Chief, Benefits and Services Division or
another qmilified officer to:
(1) Develop a program of personnel counselling which
will be more responsive to the needs of dissatisfied,
under-used and misaasigned employees, and of employees
with medical, emotional, alcoholism, family and financial
problems affecting their work or suitability for
employment.
(2) Develop information on what other progressive
government and private organizations are doing in this
field.
(3) Prepare a revision of Reassignment of 25X1
Personnel, which would permit an employee who seeks
reassignment and who has not been able to obtain Batista
tion through his chain of command, to consult with the
Office of Personnel providing he keeps his supervisor
appropriately informed.
b. Present a proposal to the DDCI for an organized program
of personnel counselling.
SECRET
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ROUTING AND RECORD SHEET
T4.__c,....._a_tr R I
Erir_t_s___R_
SUBJECT: (Optional) 19
Personnel Counselling FILEIL..---------
FROM:
Inspector General
EXTENSION
NO.
DATE
' 15 March 1966
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across columil after each comment.)
RECEIVED
FORWARDED
1. Executive Director-
Comptroller
3/15
3/16
HK
(Handwritten note by RLB)
"Mr. Earman may be unaware of
your 'early warning' system as
announced by your OPM of 1 Feb.
This can be stressed in your reply.
RLB"
O-DD/S:RLB:jvw (21 Mar 66)
Distribution:
Orig - D/Pers w/O DD/S 66-1438
w/att
%.-1"-- DD/S Subject w/cc DD/S 66-
1438 w/cc att .
1 - DD/S Chrono
DD/S 66-1438: Memo dtd 15 Mar 66
to D/Pers fm IG, subj: Personnel
Counselling
?
2.
Deputy Director for Support
18
March
RLB
3.
Director of Personnel
4.
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