AGENCY ATTRITION STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R002300070008-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 38
• Document Creation Date: December 14, 2016
• Document Release Date: August 20, 2002
• Sequence Number: 8
• Publication Date: November 1, 1968
• Content Type: STUDY

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AGENCY ATTRITION STUDY
Office Of Personnel
November 1968
GROUP I
EXCLUDED FROM AUTOMATIC DOWNGRADING
AND DECLASSIFICATION
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? SUMMARY
? REPORT
? DETAILED FINDINGS
GS Separations in FY 1968
GS Separations by Occupational Category
GS Separations by Grade
GS Separations by Age
GS Separations - Male and Female
GS Separations by Years of Service
GS Separations by Reasons
Separations in the Federal Government and CIA
? ORGANIZATIONAL AND CAREER SERVICE ABBREVIATIONS
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I. Findings
When an employee leaves the Agency, the odds are that the person is female,
GS-06 or below and leaves for personal or job reasons.
Two-thirds of all separations involve employees under 30; two-thirds of all
those separating leave for personal or job reasons.
There are significant attrition differences among the Directorates and Career
Services, as seen through the lenses of age, grade, sex, occupation, years of
service and reasons for separations.
CIA's attrition picture is favorable in comparison with the Federal Government
average.
II. Observations
An effective Agency program of attrition policy, control and prediction is of
major importance to prevent the loss of needed personnel. There are still
many unanswered questions that should be studied preliminary to making recom-
mendations for changes in personnel policy and procedures.
In view of the nature of personnel losses and their monetary and real costs to
the Agency, the real question in attrition management is how to avoid the loss
of needed employees (generalist, technician or clerical). Preventing the loss
of our best people or our young people are only parts, albeit primary ones, of
this broader issue.
Low attrition in the higher age and grade levels (87% of separations below
GS-11) suggest the need for considering further the attrition problems arising
at lower levels from slow personnel pace at the higher levels (problem will
change to accelerated pace in the 1970's).
Hiring of clericals under 20 is not practical (loss 63% annually) and should
be restricted.
Some losses appear to be susceptible to management influence or control (e.g.,
u of separations attributable to job reasons). Relatively high losses among
young professionals and clericals reflect need for monitoring their adjustment
to the Agency in the first two years.
The real reasons for separations should be evaluated further and consideration
should be given to improving the recording of certain reasons that are too
general or obscure.
Differences among Career Services in attrition indicate the need for variance
reporting on trends as the basis for management review and control.
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I. FINDINGS
(GS Personnel Only)
1. A multi-dimensional look at the Agency's separation picture provides
these insights (shown as percentages of total separations):
* Other--Education 9%; Disqualification 6%; and military 5%.
2. When an employee leaves the Agency, the numerical odds are that the
person is female, clerical, GS-06 or below, under 30, has served 5
years or less in CIA and leaves for personal or job related reasons.
The numerical odds are in favor of the same profile for an employee
leaving any of the Directorates with the following differences:
DDS ditto except female terminees are in a slight minority (47%),
and personnel separating at the grade levels GS-06 and below are
slightly lower (48%).
DDI ditto except clericals are only 42% of total separatees from
that area, and employees in the grades GS-06 and below are only
41% of total terminees.
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3. Significant variations between the situations in the Directorates
and the overall Agency picture emerge here and there among the
different dimensions of attrition used in this Study (shown as per-
centages of total separations).
SEPARATION FACTOR
DIFFERENCE FROM AGENCY PERCENTAGE
Male
DDS +12% (attrit. rate comparable)
DDP -8%
Grade
GS-06 and Below
DDP +5%
GS-07 - 11
DDI +12%
Occupational Category
Clerical
DDP +7% (attrit. rate lower);
DDI -16%; DDS +5%
Professional
DDI +19%; DDS -7%
4. Although Agency separations vary substantially between low and high
months of a year, these differences are largely obscured by the
close similarity in the number of separations that do occur during
each quarter of the year.
,July-Sept. Oct.-Dec. 1 Jan.-Mar. April-June
25X9
5. CIA's attrition picture compares favorably with the general situation
in the Federal Government.
* 11.7 in FY 1968.
FY 1967 ATTRITION RATE
27.3
11.3
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6. Some of the reasons that come to mind as possible major causes of
Agency separations comprise only a minority (19%) of the total,
e.g., failure to qualify; medical and security disqualifications
(mostly in IAS as a part of the clearance process for those brought
in on a provisional basis); unsatisfactory performance and mis-
conduct; surplus; military; marriage to foreign nationals; community
environment; and death.
II. SOME UNANSWERED QUESTIONS
1. Are there identifiable relationships between specific sources and
geographical locations of applicants and the volume of future
separations among those recruited from such sources and locations
(e.g., clericals recruited in West Virginia vs. those from
Massachusetts)?
2. What is the incidence of loss among clerical personnel hired without
previous job experience vs. those employed after serving in one or
two jobs? What is the incidence of loss between young professionals
who are hired directly after completion of college vs. those who
have held at least one previous position?
3. To what extent do the reasons given by professionals for their
separation reflect the over-qualification of individuals for the
duties to which assigned?
4. What additional insights could be gained in pinpointing the charac-
teristics and trends of attrition at the Career Service, Directorate
and Agency levels if we were able to further dissect, by machine,
each of the attrition factors in terms of the other attrition
factors (reason categories subdivided by male and female; reasons
by occupational category; reasons by age, etc.)?
5. Do employees usually give the real reasons for termination to official
interviewers? If the cited reasons reasonably reflect the situation
at the time of separation, are the reasons also indicative of begin-
ning, cumulative and underlying causes? Do employees usually decide
to quit (including the process of deliberating over whether to quit)
for a principal reason or a web of multiple, interrelated reasons?
6. Given the gradual yearly rise in Agency attrition rates, what future
t
d
ren
s are emerging in the levels of separations? Are possible
shifts emerging in the relative significance of the various reasons,
e.g., retirements, back-to-school, draft status?
What are the prospects that future attrition levels in the senior
age and grade levels will cross over fromja pace too slow t
t
o one
oo
fast in some of the Career Services?
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8. How do ex-CT professionals and non-CT professionals compare in
attrition rates and reasons for separations, as they progress to
successively higher grade and age brackets?
1. An effective Agency program of attrition policy, control and pre-
diction is contingent upon further analysis of the unanswered
questions mentioned in II above. The. necessary research will depend
in part upon the availability of machine data, programmed in more
detail than it was possible to acquire in the manual preparation of
this Study, and in part upon records research, evaluation of exit-
interview reports and discussions with the Career Services. Although
such an effort will take months, it is of major importance that it
be done.
2. Previous interest in attrition has often been confined to a relatively
few questions, such as what is the Agency's attrition rate; how does
it break down between clericals and professionals; is it going up;
and how does it compare with the past? In actuality, a thorough
comprehension of the nature of attrition is central to many elements
of personnel management. Attrition information serves as one
barometer of the health of employee morale in the various elements
of the Agency, and it suggests areas of possible difficulty. From
the view of overall management, it is desirable to know as much about
attrition as possible in predicting future personnel losses--who,
when and where--especially under present day conditions in which
ceilings are relatively fixed and accessions are a product of losses.
(Accurate loss prediction is the key to operating a recruitment and
clearance system, which begins months ahead of the time when the
entry-on-duty of those recruited is expected to occur under strict
ceiling conditions.)
3. The attrition problem has been defined as the loss of too many of our
best people or too many of our young professionals. Given the values
at stake-cost; time; administrative effort; training; supervision;
internally acquired experience and skills; and security--the real
problem could be more properly defined as'the loss of any needed
employee, whether he be a technician, specialist or generalist.
Saving a good, experienced employee, in preference to acquiring a
new person yet untried, should not only be an obvious goal but a
matter of conscious action and emphasis.
4. Although attrition is generally higher elsewhere in the Government,
the margin of difference offers no basis for complacency. Separations
in other Federal organizations include inter-agency transfers which
are losses to them but, in part, advantages to the Government in
general. Given the monetary costs and real costs (security, knowledge,
etc.) involved in Agency separations, we should seek to maintain a
lower attrition rate than those prevailing in other.Federal units.
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5. There is a corollary to the belief that losing a needed employee is
wasteful. Retention of individuals whose further use is limited or
no longer needed is also a loss to the Agency, and new movement in-
ward and upward becomes desirable. We have long had the means for
removing an individual whose performance is unsatisfactory, but
attrition data brings into focus the more serious management problem
of limited personnel pace, brought about by low attrition rates at
higher age and grade levels. By the mid-1970's, we expect the phe-
nomenon of slow movement in the higher levels to be replaced by the
problem of accelerated movement; in the meantime, we need to consider
possible means, compatible with employee interests, to encourage turn-
over when and where appropriate while discouraging turnover at lower
levels. Certain steps have already been taken at the Agency level in
this respect, e.g., retirement policy and programs, but we should
examine the problem of personnel pace in more detail within the
individual Career Services. A guiding objective should be the detec-
tion and avoidance of pockets of superannuation and immobility which
lessen organizational effectiveness while inhibiting the contributions
and growth potential of younger professionals.
6. The perceptible, even dramatic, differences revealed by this Study
in the patterns of attrition among age groups, grade groups, occupa-
tional groups, etc., demonstrate that attrition is manageable to a
degree by adjustments in policy and procedure. Areas of corrective
action include the following:
a. The hiring of clericals under 20 is not practical (over one-half
lost each year) and should be restricted.
b. The principal attrition problems that should be studied further as
a prelude to changes in personnel policy and procedure are (1)
continuing turnover of young clericals, at considerable cost and
loss in administrative efficiency and time; and, (2) the high
loss among young professionals during the first three years in
the age 25-29 bracket. Upon the basis of the varying magnitudes
of losses reflected in the low age and grade groups, it is likely
that the Agency should intensify present programs for observing
and coaching employees during the first and second years in order
to elicit personal reactions to Agency. employment and to solve
accumulating problems which eventually result in separations.
c. One-fourth of separations are attributable to job considerations,
a circumstance which indicates that a substantial portion of
attrition is susceptible or may be susceptible to control and
improvement by administrative action.
d. Some of the reasons most susceptible to influence by management
or perhaps susceptible to management action (to the extent they
mask underlying causes or are outgrowths of first causes) are
among the most obscure when coded in summary form. Examples are:
family responsibilities, advancement, career change and immediate
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duties and responsibilities; together they constituted one-third
of all separations in FY 1968. This fact suggests the need to
consider a revision of the codes now used in recording separations,
once the additional analysis of reasons for attrition is completed.
The action would be a first step towards achieving better manage-
ment of attrition in the future.
7. Attrition seen through different lenses--age, grade, sex, occupational
category, years of service and reasons--means different things to
different Career Services. These factors bear watching on a continuing
basis if the attrition picture, past, present and future, is to be
clearly understood and properly monitored henceforth by responsible
officials. One purpose of further attrition study should be a,
determination of the need for establishing, in conjunction with the
Career Services, specific attrition norms or tolerances (perhaps upper
and lower limits) for those attrition factors that can be observed
through a variance reporting system, e.g., attrition levels at dif-
ferent age and grade groups within particular Career Services.
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GS SEPARATIONS IN FY 1968
? Agency and Directorates
Agency 11.7 attrition rate (1971 Seps.) vs 11.0 average in FY 1966-
1968.
DDP, DDI and DDS&T about same as Agency FY 1968 attrition rate.
DDS lowest @ 9.6 rate (29% of Agency Seps.).
Personnel losses fairly constant among quarters of the year in the
Agency, DDP, DDS and DDI. Substantially higher in DDS&T in
April - June than rest of year.
Selected Components (Over 300 Employees)
FY 1968 attrition rates in most Career Services within DDS approximate
Agency total attrition rate; DDS had lower rate than Agency average
due to low attrition rates in SC (7.2) and SJ (6.1).
DDI Career Services with highest attrition rates were ID - 15.2;
IP - 13.6; and IR 20.0.
SF attrition rate in FY 1968 up 50% over FY 1966-1968 (15.0 vs
representing a numerical increase in separations of 24.
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TOTAL GS ATTRITION RATE -- FY 1968
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GS ATTRITION RATES BY QUARTERLY PERIODS
Directorates and Selected Career Services (Over 300 Employees)
TOTAL
July - Sept.
Oct. - Dec.
Jan. - Mar.
April - June
UNIT
FY
FY
66-68
FY
FY
66-68
FY
FY
66-68
FY
FY
66-68
FY
FY
66-68
68
Av.
68
Av.
68
Av.
68
Av.
68
Av.
Agency
11.7
11.0
3.0
3.1
2.8
2.6
3.0
2.6
2.9
2.7
DCI
15.0
14.5
5.4
5.1
2.7
2.4
2.7
3.1
4.2
3.9
DDS
9.6
8.8
2.4
2.4
2.2
1.9
2.4
2.1
2.6
2.4
SC
7.2
6.2
1.6
1.5
1.6
1.3
2.0
1.5
2.0
1.9
SF
15.o7
flo.J
/.1
5.27
3.0
2.3
2.9
2.1
4.0
3.3
Si-*
6.1
7.5
0.6
1.5
1.6
1.9
2.6
2.6
1.3
1.5
SL
11.3
11.0
2.9
3.2
3.1
2.5
2.7
2.8
2.6
2.5
SP
11.5
13.0
2.8
3.1
3.1
2.6
2.3
2.8
3.3
4.5
SS
10.7
10.2
3.5
3.1
2.2
2.4
3.3
2.7
1.7
2.0
DDP
11.7
10.6
2.7
2.8
3.0
2.6
3.4
2.7
2.6
2.5
DDI
12.1
11.6
3.5
3.4
2.6
2.6
3.0
2.7
3.0
2.9
IC
9.7
8.7
3.4
2.6
1.3
1.6
2.1
2.1
2.9
2.4
ID
15.2
13.3
5.3
3.8
3.4
3.3
3.9
2.7
2.6
3.5
IM
9.8
9.1
1.3
2.1
2.5
2.1
2.3
2.1
3.7
2.8
IP
13.6
12.6
4.3
3.9
2.5.,
2.3
3.2
2.8
3.6
3.6
IR
20.0
14.2
6.o
4.6
[5.07
L.87
5.6
3.9
3.4
2.9
IT
9.0
10.3
2.3
3.2
1.9
2.
2.3
1.9
2.5
2.6
DDS&T
12.2
13.0
2.3
3.2
2.8
2.8
2.8
2.9
4.3
4.1
* True separations only of CTs bearing SJ designation, regardless of area of,
assignment when separated (excludes employees entering military under CT
auspices).
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GS SEPARATIONS BY OCCUPATIONAL CATEGORIES
Agency and Directorates
Most losses in FY 1968 were clerical.
Category I Per Cent of Total Losses I Attrit. Rate
Cler. 59% 22.5
Prof. 31% 6.6
Other 10%
Professional attrition rates varied from a low of 4.8 in the DDS to
a high of 9.4 in the DDI.
Clerical rates were lowest (18.3) in the DDI and highest (25.8) in
No significant increases occurred in FY 1968 over the FY 1967-1968
average rate (FY 1966 data by occupational categories not available).
*Selected Career Services (Over 300 Employees)
SF increased its clerical attrition rate in FY 1968 to 25.0, second
highest in the DDS. Had the highest professional attrition rate in
the DDS (almost double DDS rate).
SL had lowest clerical attrition rate in the DDS (14.3).
SP decreased 4.8 in clerical attrition rate from 24.9.
SS had highest clerical attrition rate in DDS (28.5). Low professional
attrition rate (2 of DDS rate).
ID had highest professional rate (16.7) and lowest clerical rate (12.9)
of any Career Service in the Agency.
IR had highest clerical attrition rate in the Agency, due to a 8.4
increase over FY 1967-1968. Also next to highest (16.6) in profes-
sional attrition.
IT was below Agency and DDI levels in all categories.
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,,S ATTRITION RATES BY OCCUPATIONAL CATEGORY -- FY 1968
DDS&
Agency
DDP
DCI
DDS
DDI
DDI
DDP
Agency
DDS
DDS8
DDP*
DDS
Agency
25.8'
22.5
21.9
21.3
20.5
18.3
DDI U 2.2
Professional
DDI
DDS&T
Agency
* This represents a separation of one person.
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T_. _ r r
 UNIT
TOTAL
PROFESSIONAL
COMMO
TECHNICAL
CLERICAL
FY68
Diff
fr
FY68
Diff
fr
FY68
Diff
fr
FY68
Diff
fr
FY68
Diff
6
6
fr
Agency
11.7
+0.4
6.6
+0.3
7.8
+ 2.0
11.1
+0.3
22.5
+1.0
DCI
15.0
-2.7
5.7
+0.7
0.0
0.0
0.0
0.0
21.3
-4..5
DDS
9.6
+0.6
4.8
-0.7
8.1
+ 2.7
7.5
+2.9
20.5
+1.3
DDP
11.7
+1.2
6.0
+0.8
33.3
+13.3
12.7
+5.5
21.9
+1.8
DDI
12.1
-0.1
9.4
+0.3
2.2
- 4.5
13.8
-3.0
18.3
+0.1
DDS&T
12.2
+0.1
7.1
+1.4
0.0,
+18.4
7.4
-4.9
25.8
+1.8
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GS ATTRITION RATES BY OCCUPATIONAL CATEGORY
Directorates and Selected Career Services (Over 300 Employees)
UNIT
TOTAL
PROFESSIONAL
COMMO
TECHNICAL
CLERICAL
FY
FY
67-68
*
FY
67-68
FY
67-68
FY
FY
67-68
FY
FY
67-68
68
Av.
68
Av.
68
Av.
68
Av.
68
Av.
Agency
11.7
11.4
6.6
6.3
7.8
6.8
11.1
11.0
22.5
22.0
DCI
15.0
16.3
5.7
5.8
0.0
0.0
0.0
0.0
21.3
23.5
DDS
9.6
9.0
4'.8
4.4
8.1
6.8
7.5
6.3
20.5
19.9
SC
SF
7.2
~5.0
6.3
LT1.g
2.0
8
5
2.4
6
3
8.1
0
0
6.8
0
4.8
4.8
20.9
18.2
SJ**
6.1
6.7
.
6.1
.
6.7
.
0
0
.0
0
0
0.0
0
0
0.0
25.)
LT8.9
SL
11.3
10.8
8.2
6.3
.
0.0
.
0.0
.
7.1
0.0
3.6
0.0
14.3
0.0
15
4
SP
SS
[1.5
[3.97
4.0
3.5
0.0
0.0
33.3
100.0
20.17
.
~4.9
10.7
10.
2.2
2.6
0.0
0.0
0.0
0.0
28.5
26.
DDP
11.7
11.1
6.0
5.6
3.3
25.0
12.7
9.4
21.9
21.0
DDI
12.1
12.2
9.4
9.3
2.2
4.4
13.8
15.4
18.3
18.2
IC
9.7
9.2.
6.7
5.6
o.0
0.0
0.0
0.0
18.4
20
4
ID
15.2
14.3
'
16.7
13.6
o.0
o.0
19.4
15.8
12.9
.
15.2
IM
9.8
9
.5
8.7
8.8
2.9
2.9
13.0
12.5
14.7
14
3
IP
13.6
13.9
10.1
10.4
0.0
16.7
14.1
15.5
22.6
.
21.5
IR
IT
20.0
~.07
16.1
J0.77
16.6
2
9
13.8
4
0
0.0
0
0
0.0
0.0
0.0
32.0
23.6
.
.
.
0.0
0.0
50.0
17.4
19.2
DDS&T 12.2
12.2
7.1
6.5
0.0
8.1
7.4
9.2
25.8
25.2
* Separation data by occupational groupings not available before FY 1967.
* True separations only of Career Trainees bearing SJ designation, regardless
of area of assignment when separated (excludes employees entering military
under CT auspices).
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Considerable spread among grade levels in FY 1968 separations.
GS-06 & Below GS-07-11 GS-12 &'
Above
51 % 33% 13%
870
Biggest rises in Agency attrition rates over FY 1966-1968 average
rates were also in the CS-11 and below grade levels (GS-06 and
below increase was 2.8; GS-07-11 increase equaled .9).
Close similarity in attrition rates among Directorates at various
grade levels.
DDI attrition rates lowest among Directorates at GS-06 and below;
among highest in GS-07 through GS-11.
DDP rose fastest at GS-14 and above levels in FY 1968 over FY 1966-
1968 average, largely because of increased retirements.
.Selected Career Services (Over 300 Employees)
SF higher than the DDS rate in all grade levels except GS-14 and
above (comparable); especially above DDS rate in GS-06 and below
(15.4 higher rate). Note also 5.6 higher rate in GS-12 and 13.
SL attrition rate is similar to Agency rate but higher than DDS
average rate mainly because it had highest attrition rate in
GS-14 and above group within the Agency.
ID was higher than the DDI rate in all grade categories except GS-06
and below where it was significantly lower.
IR higher than DDI and Agency in all grade levels except and
above.
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved For Release 2003/04/ r'y'E Ij DP84-0078OR002300070008-4
LL~ u U_ J
GS K 1EI` IONLi Eet"!r.2S BY Gn'' ..> -- FY 1,00"S
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved-For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
GS ATTRITION RATES BY GRADE GROUPS
Directorates and Selected Career Services (Over 300 Employees)
11 TOTAL `i1 GS 6 & Below~,!
66
68
6
6
-
P 1
-
8
(68 Av. . 68 1' Av.
Agency !' 11.7 11.0 XO.O !, 27.2
11 15.0
. _6.2.
~5. L10.
6.1 7.5
11.3 11.0
11.5 13.0
10.7 10.2
11.7
26.21 21.3
oa0 0 0.0
1 22;9' 25.2
IT 33.2 27.8
30.3 26.6
DDI j! 12.1 11.6 22-5122.4
8.8 29.3 26.8
DDS&T 12.2 13.0
5.2 5.2
x True separations only of CTs bearing SJ designation, regardless of area of
assignment when separated (excludes employees entering military under CT
auspices). Accessible data permitted only a break down of employees with
a SJ designation in the Grade bracket GS-07 through GS-11. Separation of
one more employee at the GS-12 or above level could have occurred.
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
IC 9.7 8.7 23.2
1 23.9
ID i' 15.2 13.3 ' 15.9 ,i 19.5
.
1i 9.8 9.1 20.0 25.0
IP 13.6 12.6 23.7'! 24.8
IR 20.0 14.2 43.2:( 28.1
IT 9.0 10.3 27.5 24.3.
02 7-11 i GS 12 & 13 GS 14 & Above
FY 66-68 FY 66-68 FY 66-68
68 Av. 1 68 Av. 68 Av.
,
9.2 8.3 3.6{
7.2:1 6.1 3.0 2.7 4.9 4
7
.
6.7 5.5 0.91 1.0 } 2.2 2
8.4 6.8 8.6~ 5.4 4. 3
7 ~ 3 4
?
6.1 , 7.3 1 0.0 1, 0.0 0.0 J 0.0
6.0 5.5 6.0 3.9 J11.3 7.6
1! 10.0 9.0 0.9 1.8 11 7.3 3.8
7.0 7.2 1.3 1.9 1.9 2.9
9.2 i; 8.9 3.0 2.9 ~. L3.
12.9 11.3 11' 5.1j 4.9 4.0 4.3
is 17.5 12.1 7.8' 6.5 10.0 5.4
10.3 , 8.8 5.51 6.o 2.1 2.7
13.5 10.7 2.544 2.8 6.5 i' 3,0
23-7,' 19.1 iZ7-.f 3.8'4.0
4.0
{,~ 0.0 0.0 ~ I 1.2 3.5 5.8 5.8
 Approved For Release 200 LO J? . CIA-RDP84-0078OR002300070008-4
Agency FY 1968 attrition rate of 11.7 breaks down into highly vari-
able rates within age groups (e.g., 63.6 of all employees under age
20 vs 2.0 of all employees between 40 and 50).
Biggest Agency increases in FY 1968 over FY 1966-1968 period were in
the under 20 age group and the 60 and over age group (attrition
rate increases of 10.1 and 11.1 respectively).
Except for the DCI, the DDS had the highest FY 1968 attrition rate
(76.2) of any Directorate in the age 60 and over group and the
highest rate of increase over FY 1966-1968 (22.1). DDI had a
45.3 FY 1968 attrition rate, and DDP had a 48.1 rate.
Variations in the FY 1968 attrition rates are notable in the under
age 20 group within the Directorates. DDS&T had a rate which was
21.5 lower than the Agency. DDP was 11.4 higher than Agency
average..
Selected Career Services (Over 300 Employees)
SC attrition rate was below the DDS attrition level in all age
groups but 50-54 where it was slightly above.
SF was 24.2 above the DDS rate in 20-24 age group (SF highest in Agency);
nearly one-third lower in 60 and over age group in comparison with
DDS average (although SF was up considerably over its FY 1966-1968
average).
IR rate was above DDI level in all age categories except 55-59 group
(13.9 higher rate in each of the age brackets 20-24 and 25-29).
IT was 21.5 higher than the 30.5 rate of the DDI in the 20-24 group.
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Appro For Release 2003/04/29: CIA-RDP8
+00780ROO2300070008-4
Under 20
6o & Over
20-24
25-29
55-59
30-39
GS ATTRITION RATES BY AGE -- 1 1968
50-54 1 4.9
40-49
SEC E1
Approved For Release-.290/0-4/29: CIA-RDP84-00,780R002300070008-4
 ApproV4d-For Release 2003/04/29 : CIA-RDP-84-00780R002300070008-4
SECRET
Under 20
DCI
DDP
Agency
DDS
DDI
DDS&T
DCI
Agency
DDP
DDS
DDI
DDP
DDI
DDS&T
Agency
DCI
DDP
DDS&T
DDI
Agency
DCI X5.0
DDS ,.6
SEC E
Approved For Release 2003/04/29 : CIA-RDP84-00780R002300070008-4
 ApproVdd For Release 2003/04/29 : CIA-RD@_ 00780R002300070008-4
DCI
DDS&T
DDI 3.2
Agency 2.0
DDP 1.6
DDS 1.3
DDP 5.5
DCI 5.3
DDS J5.2
Agency 1+.9
DDI J4.3
DDS' 0.0
DDS
DDP
Agency
DDS&T
DDI 4.5
DCI 0.0
DCI
DDS
DDS&T
Agency
DDP
DDI
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
Yin-,717
GS ATTRITION RATES BY AGE GROUPS
Directorates and Selected Career Services (Over 300 Employees)
Agency
DDI
IC
ID
IM
IP
IR
IT
10.6
pp
12.1 11 11.6 42.0
9.7 8.7 Mioo.o
15.2 13.3 21.4
9.8 9.1 40.0
13.6 12.6 36.4
20.0 14.2 ;100.0
DDS&T ~1' 12.2 13.0
28.6 24.5
~1
18.9
56.7 X6.8
; f-
8. ]
0.0 53.8
42.9
77.8 34.8
34.4
- ~9 -- -
41.7T9.77 J3.37 18.0
37.5 30.3 33.1 18.6
66.7
55.3
75.0
56.3
50.0
53.8
66.7
50.0
23.8
32.0
21.7
29.3
44.4
52.0
11.1
7.9
5.2
10.2
FY
66-68
Av.
8.1
9.7
6.6
9.9
22.5
12.6
18.5 16.4
24.4 1, 16.7 14.3
26.4 26.0 21.8
28.0 17.6 14.5
27.8 16.7 13.2
42.3 a52 . ~2 . ~/
33.3 16.7 21.9
27.7 16.1 18.7
True separations only of CTs bearing SJ designation, regardless of area of
assignment when separated (excludes employees entering military under CT
auspices).
Approved For. Release 2003/04/29 CIA-RDP84-0078OR002300070008-4
 Approved For Release 2003/04/29 CIA-RDP84-0078OR002300070008-4
GS ATTRITION RATES BY AGE GROUPS
Directorates and Selected Career Services (Over 300 Employees)
40-49 50-54 55-59 60 & Over
FY FY FY
1
66-68 " FY
66-68 FY 66-68 FY 66-68
Av? ,i 68 68 v. 68 v.
A
2.0 2.4 I!II 4.9 ~ 4.5 7.9 7.1,11 55.0 ~ 43.9
4
SC
SF
Si*
SL
SP
SS
0.0
47.6
0.0
85.7
200.0
3.6+100.O it
0 . o1!1oo . 0 66.7
6 . op 38.9 38.5
5.6;~ 44.4 50.0
7.70 33.3 33.3
6.3jr 75.0 40.0
2.8, ~ 50.0 35.7
iG
11.51, 57.1 37.5
True separations only of CTs bearing SJ designation, regardless of area of
assignment when separated (excludes employees entering military under CT
auspices).
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
.1
6.1
5.7
0.0
3.6
3.6
3.4
- - - -: - -H
7.5 6.4 1111.6 2.0 I1III 5.5 5.2 8.3
iii
8.3 5.8 1!, 0.0 1.0 0.0 0.0 0.0
6.3 6.4 8.6 4.9 3.3 2.3 5.3
5.7 6.7 3.8 3.3 5.7 4.7 6.o
7.6 6.93.6 1.9 7.9 5.6 5.6
14.4 7.7 7.1 5.2 5.3 3.6 o.o
7.5 ~, 8.2 J;'~ 4.2 ~ 4.6 !I~ 0.0 li 2.8
48.1
5.81 45.3 ~'i!!l 38.8
 OlJ3%
Approved For Release 4 A-RDP84-00780R002300070008-4
GS SEPARATIONS - MALE AND FEMALE
Agency and, Directorates
At the Agency level, 3/5 of all separations were female in FY 1968,
although females comprised only 1/3 of the on-duty strength.
Female attrition rates ranged from a low of 18.0 in the DDI to a
high of 24.3 in the DCI. The Agency increases in FY 1968 of 1.9
in female attrition over FY 1966-1968 was a numerical increase of
101 separations.
DDS had the lowest male rate (6.4) and DCI the highest (9.3). The.
most significant change in FY 1968 vs FY 1966-1968 at the Directorate
level was a .7 DDS increase in male attrition (from a 5.7 average
in FY 1966-1968), representing 4/5 of the total Agency increase in male,l
separations.
? Selected Career Services (Over 300 Employees)
SF had by far the highest male attrition rate (11.4) in the DDS.
SJ and SP were low in both male and female attrition.
SS had lowest male attrition rate in the Agency; highest female rate
Agency-wide.
IM increased 3.3 in female attrition rate (numerical change from
13 to 26) but still had lowest female attrition rate in the Agency.
IR had highest male attrition rate in the Agency, highest female rate
in the DDI. Had sharp increases in both categories.
SECRET
Approved For Release 2003/04/29 CIA-RDP84-00780R002300070008-4
 DCI
DDI
Agency
DDS&T
DDP
Approved For Release 2003/04/29 : CIA-RDP84-00780R002300070008-4
Approved-For Release 2003/04/29 : CIA-RDP84, 00780R002300070008-4
f~l7au( (j
MALE AND FEMALE GS A ITION RATES ?? FY 1968
 Approved For Release 2003/04/29 : CIA-RDP8470078OR002300070008-4
Directorates and Selected Career Services (Over 300 Employees)
MALE AI''D FEMALE GS ATTRITION RATES
Av.
i TOTAL
FY
FY68 66 - 68
Agency ;i
11.7 11.0
DCI 15.0 14.5
DDS
9.6 8.8
SC 7.2 _6.2
SF f 5.02
L10 .~
Si* 6.1 it 7.5
SL 11.3 11.0
SP 11.5 13.0
SS 10.7 10.2
DDP 11.7 10.6
IC
ID
IM
IP
IR
IT
12.1 G 11.6
FY FY
FY68 66 - 68 FY68 1 66 - 68
Av. Av.
7.2 6.9 L21.7
fig --37
9.3 11.1 ' 24.3 20.4
5.3
11.4 Z.J
5.0 6.7
8.2 7.5
5.4
7
3.J 4.47
6.5 6.1
9.7 8.7 7.1
15.2 13.3 12.6
9.8 ii 9.1 7.4
13.6 1; 12.6 10.7
20.0 !` 14.2 , L17 ..7
9.0 10.3 :; 3.2
5.6 15.7 17.0
9.6 16.7 16.0
8.1 [4.7 [1.6
~1-0.4 21.0 18.7
Li1.37 23.9 18.9
5.7 15.0 15.1
7.1 ~ 8.6 24.2 22.4
True separations only of CTs bearing SJ designation, regardless of area of
assignment, when separated (excludes employees entering military under CT
auspices).
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved For Release 2003/04/29,: A-RDP84-0078OR002300070008-4
~~ Agencyy and Directorates
67% of all Agency separations occurred among employees with 0-4.9
years of service. Among the Agency and the three largest
Directorates (DDS, DDP, DDI), percentages are very similar in all
years of service groupings.
Most significant change between FY 1968 and the average period
FY 1966-1968 occurred in the 2-4.9 years of service category
which had a decrease of 5o at the Agency level (41 employees)
because of similar decreases in DDS, DDP and DDI.
Selected Career Services (Over 300 Employees)
Aside from SJ, SF had the highest percentage (34% of its total FY 1968
losses) in the 0-0.9 category within the Agency. It also had lowest
percentage (5%) of its losses in 2-4.9 category.
IC had a 1.2% rise in 0-0.9 category over the FY 1966-1968 period,
offset by a 10% decrease in 2-4.9 category.
IM, IR and IC showed percentage increases and decreases in various
age groupings during last three years, reflecting shifts in separa-
tions among the different age levels.
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved For Release 2003/0~4-RDP84-0078OR002300070008-4
PERCENTAGES OF GS SEPARATIONS BY YEARS OF SERVICE _- FY 1968
Agency
DDS&T
DDS
DDP
DCI
DDI
DDS&T
DCI
DDI
DDP
Agency
DDS
0 - 0.9
Higher than Directorates because
of separations in IAS (Pool).
2?4.9
1 - 109
5 - 9.9
DDP
16%
DDP
DCI
15%
DDS
DDS
15%
DDI
DDS&T
15%
Agency
Agency
i?rr
~~f,..~
DCI
DDI
14%
DDS&T
SEAT
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
10 and Above
 Approved For Release 2003/04/2 ttAff,P84-0078OR002300070008-4
PERCENTAGES OF GS SEPARATIONS BY YEARS OF SERVICE
Directorates and Selected Career Services (Over 300 Employees)
I
0 - 0.9 3
1 - 1.9
2 - 4.9
5 9.9
10 - 14.9
15 - 19.9
20
over
UNIT
FY
FY
66-68
FY
'FY
66-68
FY
FY
66-68
1
FY
1
FY
66-68
FY
FY
66-68
FY
FY
66-68
FY
68
Av.
68
Av.
68
Av.
68
Av.
68
Av.
68
Av.
68 J
Agency
27
25
17
15
23
78
14
14
7
9
9
8
3
DCI
18
22
18
18
31
37
15
9
15
11
0
2
3
DDS
24
21
17
17
22
CU
15
13
8
12
12
10
2
SC
16
17
15
10
35
36
23
19
5
10
5
8
1
SF
/
~27
51
15
j
/~
10
12
10
15
19
15
1
Si .J
7
60
16
, 25
10
15
0
0
0
0
0
0
0
SL
29
23
1
16
1 3
7
10
12
16
20
11
4
SP
22
19
12
21'
37
2
2
C~
6
10
16
9
2
SS
21
21
22
21
21
27
13
11
9
11
10
8
4
DDP
21
19
17
15
24
29
16
17
6
9
12
10
4
DDI
18
18
20
16
27
32
14
14
9
10
8
9
4
IC
297
[17]
I id
13
32
Lf
19
18
3
4
3
5
3
ID
11
15
8
-
18
27
32
8
10
14
15
9
9
3
IM
12
20
25
-71
1
13
20
13
14
10
10
13
17
14
IP
17
24
21
20
8
36
13
14
8
5
3
1
0
IR
1
23
19
21
17
21
~327
17
14
10
11
7
7
1
IT
14
---
13
4
7
25
2
21
16
11
9
18
25
7
[l
DDS&T
l
I
25
18
17
16
I I
33
39
15
14
6
9
4
4
0
There were no people with 20 years of CIA service until FY 1968.
True separations only of CTs bearing SJ designation, regardless of area of
assignment when separated (excludes employees, entering military under CT auspices
Agency percentages in 0-0.9 years of service grouping higher than those of the
DASirectorates(Clerict?P o~g)rn?otRs`fiowria n8 4 ab'Iet D -~t07` 0 _occur in
 Approved For Release 2003/04/29: CIA-RDP84-0078OR002300070008-4
GS SEPARATIONS BY REASONS
Agency and Directorates
68% of all Agency separations in FY 1968 occurred for personal or
job-related reasons. All Directorates except DDS&T had similar
percentages in these two categories. 4/5 of the DDS&T losses were
attributable to personal or job-related reasons.
All Directorates but DDS&T and DDT showed slight percentage increases
in the retirement category.
Rises in DDP, DDT and particularly DDS percentages in FY 1968 resulted
in an overall increase in the FY 1968 Agency percentage of separa-
tions for education.
Selected Career Services (Over 300 Employees)
SC had the highest percentage of losses because of schooling in the
DDS (19% of its separations).
SF had a significant rise in percentage of losses resulting from
military separations causing it to be the highest in the Agency in
FY 1968.
SL had the highest percentage of retirements (29% of its total separa-
tions) of any Career Service. This reflects a sharp increase from
the FY 1966-1968 average.
IC continued to have the highest percentage of educational separations
in the Agency (22%).
IT had the highest percentage of losses for personal reasons (64%) and the
lowest percentage for job factors (11%).
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approves For Release 2003/04/29: CIA-RD-PI
SECRET
PERCENTAGES OF GS SEPARATIONS BY REASON -- FY 1968
Job
Agency
DDP
DCI
DCI
DDP
DDS&T
Agency
Ms
DDI
DDS
DDP
Agency
DDI
DCI
DDS&P
Other
DDI 23% lEduc. 9%; Mil. 8%; Diequal. 6%
DCI 23% Educ . 8%; Mil. 10%; Disqual. 5%
Agency 20% Educ. 9%; Mil. 5%; Disqual. 6%
DDS 20% Educ. 10%; Mil. 6%; Disqual. 4% mpg DDS&2 Educ. 5%; Mil. 5%; Disqual. 5%
DDP 14% Educ. 9%; Mil. 3%; Disqual. 2%
SECRET
IT, Approved For Release 2,003/04/29: CIA-RDP84-007$OR002300070008-4
Retirement.
 Approved For Release 2f TCIA-RDP84-00780R002300070008-4
PERCENTAGES OF GS SEPARATIONS - BY REASONS
Directorates and Selected Career Services (Over 300 Employees)
Agency disqualification percentages higher than those of the Directorates since
most disqualifications occur in IAS (Clerical Pool) not shown in this Table.
True separations only of CTs bearing SJ designation, regardless of area of
assignment when separated (excludes employees entering military under CT
auspices).
Approved For Release 2003/04/29 IA-RDP
Disquali-
Personal
Job
Retirement
Education
fication*
Military
UNIT
FY
FY
FY
FY
FY
FY
66-68
FY
66-68
FY
66-68
FY
66-68
FY
66-68
py
66-68
68
Av.
68
Av.
Av-
Ay-
AR
A
Agency
45
45
23
24
12,
11
9
7
6
7
5
6
DCI
54
49
15
22
8
5
8
8
5
0
10
16
DDS
41
44
24
24
15
13
10
8
4
5
'6
6
SC
SF
33
28
38
2
5
l
[
1
2
24
20
b
7+
6
7
15
L7
SJ**
37
25
53
65
0
0
10
10
0
0
0
0
SL
38
39
15
17
22
C,,-)
17
6
7
4
5
8
11
sP
62
56
26
25
10
-
11
2
4
0
2
0
2
SS
56
56
116
18
18
16
5
6
0
o
5
4
DDP
53
52
20
20
17
117
9
9
2
3
3
5
DDI
40
42
26
27
11
11
9
8
6
5
8
7
IC
35
40
24
27
5
6
22
15
3
3
11
9
ID
45
49
28
20
10
14
6
7
5
4.
6
6
IM
31
28
21
26
27
26
6
6
15
14
0
0
IP
40
42
32
34
3
2
8
6
5
5
12
11
IR
33
37
35
36
7
6
9
6
1
2
5
1
1
IT
64
47
i 7
2 7
25
19
6
0
0
0
3
DDS&T 1
59-7
Li
3]
3 7
5
5 1
1 5
6
11 5
4
5
3
 Approved For Release 2003/q.Ai1.tJ -RDP84-0078OR002300070008-4
Reasons for GS Separations
Personal: Includes marriage to foreign national, health, social adjustment,
change of scene, moved to be with family, family responsibilities,
community environment, death and miscellaneous.
Job: Includes immediate duties and responsibilities, supervisor, administra-
tive practices, physical work environment, relationship with work.
associates, security restrictions, lack of initial understanding re
nature of work, advancement and career change.
Retirement: All CIAR and CSC.
Education: Self-explanatory.
Military: Self-explanatory.
Disqualification: Includes failure to qualify, unsatisfactory performance or
conduct, security or medical disqualifications and surplus.
Approved For Release 2003/0'rc 1RDP84-0078OR002300070008-4
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
Approved For Release 2003/04/29 : CIA-RDP84-0078OR002300070008-4
 Approved For Release CIA-RDP84-00780R002300070008-4
SEPARATIONS IN THE FEDERAL G VERNM ENT AND CIA*
Total Attrition Rates -- FY 1967
Attrition Rates by Occupational Category -- FY 1
Fed.
Govt.
20.9
Clerical
20.5
Approximate Percentates of Separations By Years of Service -- FY 1968
Fed.
Govt.
38%
Total - First 2 Years
* Federal separations cover U.S. civilian employees, including transfers from one
Federal Agency to another, and CIA separations relate to GS civilian only. In order
to relate Fed. Govt. and CIA separations, different; sources of U.S. Government
statistics were used, that pertain to different Fiawaal Years. (Total Federal
attrition rates--Federal Employment Statistics Bulletins, CSC; Fed. attrition rates
by occupational category--Current Federal Work Force Data., CSC; aand'Fed. Percentages
of separations by years of service--Manpower sis, Programs Div., CSC.) Percent-
ages of Fed. separations by years of service were computed from Information in the
CSC source.
Includes AID and Peace Corps.
Approved For Release 2003/:jIA-RDP84-00780R002300070008-4
-Under 1 Year
Professional
 Appro For ReI2003/04/29 : CIA-RD 0078OR002300070008-4
0. . . . TET
STAT
ORGANIZATION
DCI
O/DCI, OPPB, IG, NIPE, Cable Sec, ONE.
Gen Cou, OLC
ODDS
Commo
Finance
CTP
Log
Med
Pers
Sec
Trng.
DDP
O/DDP, CI, FI OPSER, CA, TSD, AF,
EUR, FE, NE, M SB, WH, MPS
O/DDI, UCS
IAS
OBGI
OCI
CRS
ONE
NPIC
OER
DCS
OSR
0
O/DDS&T, OEL, ORD, OSA, OSI2 OCS, FMSAC
OSP
SECRET
ORGANIZATIONAL AND CAREER SERVICE ABBREVIATIONS
CAREER SERVICE
Executive Service
E
EL
Support Service
S
SC
SD
SF
SJ
SL
SM
SP
SS
ST
Clandestine Services
CS
Intelligence Service ;
I
IA
IB
IC
ID
IN
IP
IR
IT
IX
Research Service
25X1
25X1
Approved For Release 2003/04/29 : CIA-RDP84-00780R002300070008-4