REPORT OF THE COMMITTEE ON PROFESSIONAL MANPOWER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R002300180001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 109
• Document Creation Date: December 19, 2016
• Document Release Date: December 15, 2006
• Sequence Number: 1
• Publication Date: March 6, 1968
• Content Type: REPORT

proved For Release 2O6/1 2/15 :CIA-R DP84-00780R002300180001-
15 December 1967
NOTE FOR: Mr. Bannerman
J
A,
Colonel White histicked about the same
points that we had on our copy.
We still have the former draft version
which I believe that Colonel White has not seen. We
might consider some slight changes to the former
version and then show it to Colonel White or work
out a compromise between the former version and
some of the material in this CT version.
vIOPI/ : 'F K -'1 `1
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Secret
Report of The Committee
on
Professional Manpower
Secret
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WARNING
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Code, as amended.
Its transmission or revelation of its contents to or re-
ceipt by an unauthorized person is prohibited by law.
GROUP 1
Excluded from automatic
downgrading and
declarsification
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MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT: Report of the Committee on
Professional Manpower
1. The ad hoc Committee on Professional Manpower,
established by your memorandum to the Deputy Directors
dated 13 December 1967, submits the attached report for
your consideration. The report includes a statement of
findings, a discussion of the factors leading to these
findings, and a series of recommendations. The Committee
believes that implementation of these recommendations
would facilitate the Agency's acquisition and retention
of high quality professional personnel.
2. A major conclusion of the Committee is that the
Agency has been obtaining a high quality of junior
professionals who are well suited to its requirements.
Indeed the critical question is how the Agency can manage
this young. talent effectively and provide the kind of job
challenge, early responsibility and advancement opportunity
required to assure its retention.
ounn c a son
Chairman
Committee on Professional Manpower
Attachment:
Report of the Committee on
Professional Manpower
GROUP I
Excluded from automatic
downgrading and
declassification
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SECRET
REPORT OF
THE COMMITTEE ON PROFESSIONAL MANPOWER
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INDEX
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Page
INTRODUCTION . . . . . . . . . . . . . . . . . . . . 1
Objective . . . . . . . . . . . . . . . . . . . 1
Membership . . . . . . . . . . . . . . . . . . 1
Scope of the Study . . . . . . . . . . . . . . 1
Techniques of the Study. . . . . . . . . . . . 2
FINDINGS . . . . . . . . . . . . . . . . . . . .. . . 3
General . . . . . . . . . . . . . . . . . . . . 3
Position and Selection Standards . . . . . . . 3
Recruitment . . . . . . . . . . . . . . . . . . 4
Sources of Junior Professional Manpower. . . . 6
Performance and Potential of Junior
Professionals . . . . . . . . . . . . . . . . 6
Career Management and Development. . . . . . . 8
Attrition . . . . . . . . . . . . . . . . . . . 8
RECOMMENDATIONS . . . . . . . . . . . . . . . . . . 10
1. Personnel Career Management. . . . . . . . 10
2. Professional Applicant Test Battery. . . . 10
3. Employment Incentives. . . . . . . . . . . 10
4. Information Feedback to Field Recruiters . 10
5. Direct Personnel Recruitment Programs. . . 11
6. Relationship Between Employee Educational
Background and Job Performance and
Potential . . . . . . . . . . . . . . . . 11
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7. Midcareer Executive Development
Program . . . . . . . . . . . . . . . . . 11
8. Identification and Development
of "Comers" . . . . . . . . . . . . . . . 11
9. Promotion from Sub-Professional Ranks . . . 12
10. Personnel Congestion at Senior Levels in
the Clandestine Services. . . . . . . . . 12
11. Centralized Personnel Management in the
Clandestine Services. . . . . . . . . . . 12
12. Accumulation and Analysis of Attrition
Data . . . . . . . . . . . . . . . . . . . 12
DISCUSSION . . . . . . . . . . . . . . . . . . . . . 13
General . . . . . . . . . . . . . . . . . . . . 13
Position and Selection Standards. . . . . . . . 13
Recruitment . . . . . . . . . . . . . . . . . . 15
Sources of Junior Professional Manpower . . . . 17
Performance and Potential of Junior
Professionals . . . . . . . . . . . . . . . . 19
Career Management and Development . . . . . . . 21
Attrition . . . . . . . . . . . . . . . . . . . 24
A. Charter -- Committee on Professional Manpower
B. Monograph -- "The Succession Problem in CIA"
C. Survey Questionnaire -- "Professional Employee
Rating Form"
D. Table -- Supervisors' Opinions Concerning
Comparative Quality of FY 1963-67 and
pre-1963 Junior Professionals
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TABS (Continued)
E. Table -- Over-all Performance Ratings of
FY 1963-67 Junior Officers
F. Table -- Percentage of Junior Professional
Employees Estimated to have Senior
Officer Potential
G. Table -- Estimated Over-all Potential of Junior
Professional Officers
H. Memorandum -- "Factors in Student Achievement"
I. Memorandum -- "Characteristics of New Foreign
Service Officers"
J. Memorandum -- "Relations Between College Quality
and Rated Potential and Performance"
K. Memorandum -- "Recruitment of Quality Professional
Personnel"
L. Memorandum -,-.-,"Role of the Female Professional
in the DD/I"
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M. List -- Relative Ranking of 36 Top-Rated Engindering
and Scientific Graduate Schools
N. Sample -- A&E Professional Applicant Testing Report
0. Sample -- Personnel Recruitment-Requisition
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Objective: To examine the quality of recent input of
professional officer personnel in relationship to near-
and long-range manpower needs.
Membership: The Committee was composed of a senior
25X1 representative from each Directorate: John Richardson,
Director of Training. the Committee, repre-
senting the DD/S; Special Advisor to the
25X1 Ling the DD/I
representing
e UDIP; and Donald Chamberlain, Director of the
Office of ntelligence, representing the
DD/S&T. Chief, Plans and Review Staff, Office
of Personnel, consulted closely with the Committee through-
out this study. Thp Committee wishes to express special
appreciation to , who acted as our Executive
Secretary, drew up the basic Committee report draft, and
shepherded the report from its beginnings to its final form.
Scope of the Study: The Committee was directed to review
"sources of new officer personnel, qualitative standards
applied in their selection, whether these standards are
adequate and are being maintained at suitable levels, the
measures taken to provide for the continuing development
of professional officer personnel, and whether action is
needed to improve the Agency's competitive position with
respect to attracting and retaining highly qualified
personnel." (Tab A)
The recent input group chosen for this study were those
employees who entered on duty in professional positions during
Fiscal Years 1963 to 1967, inclusive, principally in grades
GS-07 through 12. In the case of the DD/S&T the grade range
was extended to GS-14 because of the comparatively few junior
officers hired by that Directorate.
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Techniques of the Study: The Committee obtained a number
of recent studies which were pertinent to this effort;
compiled, distributed, and analyzed the results of a surve
questionnaire (Tab C) which was completed by more than
Agency supervisors on approximately II professional
officers falling within the group Una= tudy; received
briefings by selected Agency representatives; retrieved
selected data from the Agency's records system; reviewed
files of personnel in the study group who have since
separated from the Agency; acquired certain data from the
State Department on its'junior Foreign Service Officers
Corps; and obtained the opinions of supervisors throughout
the Agency.
Each Directorate produced a separate contribution to
this study. Our Committee report is a collation of the data
and findings contained in the individual Directorate reports,
copies of which are held by the Committee and are available
for your review.
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1. The major conclusion resulting from this study is
that the Agency, with few exceptions, has been able to hire
the quantity and quality of junior professional officers
needed to accomplish its mission. Their on-the-job
performance and estimated potential appear to preclude both
a near- and long-range succession problem.
2. Instead, the critical personnel question is whether
the Agency will be able to manage this talent effectively
and to assure long-term tenure and experience by providing
training, adequate job challenge, responsibility, and career
advancement opportunities, for professional officers at all
levels, including junior professionals.
Position and Selection Standards
1. Position standards in the Agency have been
maintained at consistently high levels. These standards
normally are developed by supervisors who oversee the
positions described. In many instances, position, standards
have been raised as a result of professional growth within
the Agency, or of scientific and technological developments
which affect Agency activities.
2. Selection standards appear to have been maintained
at a high level, at least in the sense that recent junior
professional appointees, as a group, have received very
favorable performance ratings from their supervisors.
3. Generally, the Agency has allowed positions to
remain unfilled rather than lower selection standards, but
there are exceptions. In the Office of Computer Services,
selection standards have been relaxed because of the Agency's
inability to compete with private industry and other employers
for the services of trained computer technicians. Instead,
less qualified people have been selected and an in-house
training program established to bring recruits up to job
standards.
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4. Within the DD/I, four offices report an inability
to get sufficient numbers of the kind and ualit of desired -- the Central Reference Service;
; Office of Current Intelligence; and
ice of Economic Research. There are also indications
that women are being hired increasingly because sufficient
qualified men have not been available to the Directorate.
5. Diverse manpower requirements make meaningless any
stereotyped concept of "the" junior professional candidate.
Even in the generalist category, upon which both DD/P and
DD/I depend heavily, the variables of native intelligence,
personality characteristics, educational background, level
of maturity, breadth of experience, and other intangibles
are too complex to be reduced to simple patterns.
6. All Directorates appear to have the kind of
personnel input and development needed to provide the man-
agers and executives of the future.
STAT
7. The Agency's Professional Applicant Test Battery
(PATB), designed to measure intelligence, personality,
attitudes, interests, background characteristics and other
factors, is administered to all Career Trainee candidates.
The CS now proposes to administer the PATB to all candidates
for professional positions. For the other Directorates, the
PATB is administered to applicants for professional positions
on a selected basis, either as a result of stipulation in a
recruitment requisition (Tab 0) or at the discretion of the
field recruiter.
8. The nature of the relationships between scores on
Agency Professional Testing and job performance measures has
not been fully explored. Experience with the Career Training
Program suggests strongly that there is a useful correlation.
The Assessment and Evaluation Staff of the Office of Medical
Services currently is conducting an in-depth study of this
subject.
1. The Agency's competitive position with regard to the
recruitment of professional personnel remains generally
satisfactory, except in certain specialized categories --
communications engineers, graduate economists, computer
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technicians, and experienced personnel for some very
senior DD/S&T positions -- where industrial competition
is stiff.
2. While we have no basis for evaluating its future
significance for the Agency, we have noted concern among
supervisors and recruiters about recruiting difficulties
created by the war in Vietnam and other factors.
3. Other government agencies and departments have
matched or surpassed some of the employee benefits which
once were considered exclusively the Agency's -- e.g.,
pre-employment travel authorization, insurance benefits,
sponsorship of academic studies. The impact on our
recruitment effort does not seem serious,-except possibly in
the DD/I.
4. Agency field recruiters frequently deplore the lack
of feedback with regard to the reasons why their candidates
were or were not hired. Despite guidance received in the
form of recruitment requisitions (Tab 0), weekly status
reports from the Office of Personnel, annual conferences,
and exposure to substantive personnel from Headquarters who
participate with them in field recruitment, the recruiters
apparently are at a disadvantage in not having firsthand
experience with the jobs for which they are recruiting, or
with the kinds of people that supervisors regard as successful
within the Agency environment.
5. Most of the Agency's recruitment effort is conducted
by the Office of Personnel, but a number of operating
components, notably the DD/S&T, certain offices of the DD/I,
and the Office of Security, engage in their own recruitment
programs. (Tab K) On campus, field recruiters typically
deal with placement or administrative officials, while
direct recruitment seeks to work through particular teaching
departments or faculty members. The latter approach makes
possible the recruitment of specially qualified and experi-
enced personnel who may not have manifested to the placement
office any interest'in Agency employment.
6. Field recruiters and supervisors frequently cite
the lengthy waiting period before firm job offers can be made
as a serious impediment to the employment of large numbers of
highly promising prospects.
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Sources of Junior Professional Manpower
1. The importance of the four principal sources of
junior professional personnel -- direct hire, internal
Agency transfer, the Career Training Program, and promotion
from sub-professional ranks -- varies by Directorate, by
individual office, and by specific function. Promotion
from sub-professional categories generally appears least
satisfactory.
2. The Cooperative Education Program has produced a
number of communications engineers for the Agency and
although it is small -- only about a dozen prospective
careerists are presently enrolled -- the program looks
promising for meeting the Agency's needs for certain
technically-trained personnel.
3. The Agency has not had sufficient experience with
the Summer Intern Program to judge its effectiveness.
Performance and Potential of Junior Professionals
1. Of 313 Agenc supervisors who were surveyed,
245 -- more than 86% of those who expressed an opinion --
believe the FY 1963-67 group of junior professionals is
equal, or superior, in quality to the group which entered
on duty prior to 1963. The 14% which judged the FY 1963-67
group inferior in quality was limited to two Directorates --
DD/I and DD/P. In DD/S and DD/S&T, every supervisor who
expressed an opinion believed the FY 1963-67 group to be
either equal or superior. (Tab D) In addition, the Heads
of all Career Services in the DD/S were unanimous in
believing that the FY 1963-67 group is superior.
2. More than half of all junior officers evaluated
in this study were rated "Strong" or better. (Tab E) These
independent ratings, which were not shown to the officers
being evaluated, closely approximated fitness report ratings.
3. The performance median for junior officers evaluated
in this study is "Strong" in DD/I, DD/S, and DD/S&T. In the
Clandestine Services, it is between "Strong" and "Proficient".
The Committee noted the very small percentage of CS officers
who were rated "Outstanding" on over-all performance as well
as the lower median point on performance ratings. We believe
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that the assigned ratings reflect a more conservative
evaluation by CS supervisors of junior officers in the
early stages of their careers.
4. Growth potential for this group of junior officers
was judged excellent. In DD/I, whose supervisors' judgments
were least optimistic, it was estimated that better than two
out of five have the potential to attain GS-15 rank, one of
six supergrade rank. In DD/S&T, whose supervisors were most
optimistic, it was estimated that three out of four have the
potential to reach GS-15 level, and two of five to achieve
supergrade rank. DD/S supervisors estimated that two out of
three have the potential to attain GS-15 rank, better than
one in four supergrade rank. In the Clandestine Services, it
was estimated that three in five have the potential to reach
GS-15, and better than one in five to achieve supergrade level.
(Tab F)
5. Supervisors estimated that more than 65% of this group
of junior professionals have "Above Average" potential in
terms of job performance and contribution to the Agency effort.
(Tab G)
6. Preliminary results of a study by the Assessment
and Evaluation Staff of the Office of Medical Services indicate
a correlation between graduation from certain quality-rated
undergraduate colleges, approximately 100 in number, and
estimated potential of the junior officers evaluated in this
study. DD/S&T data was not part of this study. (Tab J)
7. In the DD/S&T, however, a correlation emerged from a
study of the relationship between attendance at 36 top-
ranking graduate engineering and scientific schools and
subsequent performance in the DD/S&T. One-third of all new
employees (GS-07/14) entering the DD/S&T during FY 1963-67
held graduate degrees. Half of the graduate degree holders
attended one or more of the top-ranked schools (Tab M); half
attended unranked graduate schools. An analysis of supervisor
ratings reveals that those officers who attended the top-ranked
graduate engineering and scientific schools received distinctly
superior performance evaluations compared with those who attended
other graduate schools.
8. In the DD/I, among 285 junior professional officers
hired directly from university campuses, the incidence of
"Outstanding" performance ratings was twice as high for
graduate degree holders as for bachelor degree holders. This
confirms the finding of an earlier DD/I study in November 1967.
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Career Management and Development
1. Generally, individual career planning is not
practiced in the Agency. Even the five-year career
plans that were a conceptual aspect of the Midcareer
Executive Development Program have not been implemented,
except possibly within the DD/I. The Midcareer Course
has come to be looked upon by supervisors as a battery
recharging experience for large numbers of middle-level
officers. Operating components do make an effort to
nominate suitable candidates for the Course and, in that
sense, engage in some qualitative screening of middle-
level officers.
2. The identification and development of junior
professional "comers" is left largely to offices and
divisions in all Directorates. DD/I has established a
centralized system for monitoring "comers" and the CS is
exploring the possibility of moving in the same direction.
3. In the Clandestine Services, limited promotion
headroom has led to the loss of highly promising junior
or midcareer level officers who believe they still have the
time and talent to develop a full career elsewhere.
4. Although professional officers within the Clandestine
Services form a single Career Service, the traditional practice
by which staffs and divisions tend to confine professional
officers to assignments in specific geographic or functional
areas has obstructed the capability of the CS to place, on a
global basis, the best qualified man in a given job at a given
time. In particular, this practice has impeded the orderly
rotation and broadening experience of junior professional
officers which should be a part of the career development
process. Efforts presently are underway in the Clandestine
Services to introduce a more centralized management system
without, however, disrupting the effectiveness which individual
divisions and staffs have achieved within the limits of their
independent resources.
5. Junior officers within the DD/S&T appear to face
serious disadvantages and limited career prospects in trying
to compete with the very large number of still youthful seniorl,
officers in the Directorate who possess advanced technical
training and business or industrial experience.
1. The over-all separation rate of the junior officers
entered on duty during. FY 1963-67 is approximately 28% The
separation rates by Directorate are:
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DD/I -
35%
DD/P -
20%
DD/S -
14.4%
DD/S&T -
35%
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2. Total figures can be misleading, however, as
certain categories of personnel have higher separation rates
than others. In the DD/P, for example, almost two-thirds of
the separations consisted of junior officers in the Records
Integration Division. In the DD/I, the separation rate for
junior male professionals was 29%, but for women officers it
was 50%. Retirement, of course, is not a factor in attrition
among junior officers.
3. Accurate information on the reasons for voluntary
separations is difficult to obtain, partly because many of
those leaving are guarded in their statements, and partly
because the Agency's records system is so designed that over-
simplification results from what typically is a complex
situation involving a multiplicity of factors.
4. The voluntary separation rate in DD/S&T can be ascribed
in considerable degree to a lack of continuing technical
challenge and to limited fields for application of technical
skills. Compounding this picture is a comparatively greater
interest on the part of DD/S&T officers in being scientists,
especially in 'research and development, than intelligence
officers.
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RECOMMENDATIONS
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The Committee recommends:
1. Personnel Career Management: that the four
Directorates review and report to the Director of Central
Intelligence on the primary career management problems of
their Career Services, together with reasonable solutions.
(Ref . page 3. ) '
2. Professional Applicant Test Battery: that the
PATB, or its equivalent, be administered to all future
junior professionals as part of the selection process.
In addition to assisting in selection and placement, it
would provide an objective indication of potential which is
an important consideration in identifying "comers". PATB
results would further provide a uniform data base to help
evaluate the quality of Agency professional officer input.
(Ref. page 4. )
The DD/S&T feels that the use of the PATB should not
become mandatory for all junior engineers and scientists urftil
its usefulness with regard to these categories of personnel
has been investigated more thoroughly. This Directorate
believes that the PATB as presently constituted is applicable
primarily to the Career Training Program, and that it will
require modification and testing More it becomes widely
useful when rating DD/S&T junior personnel. DD/S&T is
perfectly willing to work with the Assessment and Evaluation
Staff, Office of Medical Services, toward this objective, but
does not wish to employ the system until it is satisfied that
its use-will be beneficial. (Ref. page 4. )
3. Employment Incentives: that such items as pre-
employment trave reim ursement, expenses incurred when
entering on duty, early provision of full-time training,
greater insurance and hospitalization benefits, and
sabbatical leave be examined carefully for possible improve-
ments. This Committee understands that a DD/S study is under-
way in this subject area and expresses the hope that ways can
be found to strengthen the Agency's competitive position
through legal, achievable advantages in the employee benefit
category. (Ref. page 5. )
4. Information Feedback to Field Recruiters: that field
recruiters be provided more specific-and timely guidance on
the reasons for the rejection of candidates. (Ref. page 5.)
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5. Direct Personnel Recruitment Program:
a. that there be increased direct participation
in field recruitment by each of the Directorates, in
cooperation with the Office of Personnel. (Ref. page 5.)
b. that our competitive recruitment position be
strengthened on the campus by a program designed to
facilitate scholarly exchange between faculty members, 25X1
graduate students, and Agency intelligence analysts.
(Ref. page 17.)
6. Relationship Between Employee Educational Background
and Job Performance and Potential: that ad itional research
be directed toward more fully defining the relationship
between college quality and rated job performance and potential.
If further study confirms and extends our initial finding that
a positive relationship does in fact exist, it is recommended
that proportionately more recruiting effort be directed to-
ward approximately one hundred colleges and universities with
above average quality ratings. (Ref. page 7.) We wish to
emphasize, however, that the Agency has obtained, and should
continue to seek, highly-qualified people from less well-
regarded schools.
7. Midcareer Executive Development Program:
a. that serious attention be given to
possibility of revising Headquarters Regulation
establishing the Midcareer Executive Development-Program, or
that action be taken to improve Directorate compliance with
-its--provisions calling for the nomination of candidates
deemed genuinely qualified for promotion to GS-15 or above
and for the planning and implementation of five-year programs
for the officers nominated. Consideration can also be given
to reduction in the number of Midcareer Courses conducted
annually and to adjustment of Directorate quotas. (Ref.
page 8.)
b. that DD/S&T and the Office of Training seek
adjustments in the Midcareer Course which will permit
attendance by DD/S&T officers generally between 30 and 35
years of age, regardless of more senior rank and duration of
service with the Agency. (Ref. page 21.)
8. Identification and Development of "Comers": that
"comers" in the junior professional o facer
t
ca
egory in each
Directorate be identified to Directorate level on a systematic
and regular basis in order to keep the list of such officers
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current and to provide Directorate-level influence on
training, assignment, and career progression of'Officers
in this category. (Ref. page 8 .) "-
9. Promotion from Sub-Professional Ranks: that
promotion from sub-professional to professional categories
be scrutinized more vigorously and systematically as this
source of new professional officers has proved to be the least
satisfactory. (Ref. page 6.)'
10. Personnel Congestion at Senior Levels in the
Clandestine Services: that agency officials intensify
examination o a l possible methods of relieving and pre-
venting the recurrence of the congestion problem at the
senior levels of the CS, including genuinely effective out-
placement assistance, special retirement inducements (bonuses,
re-training assistance) and, in the cases of officers with
proper qualifications, placement in appropriate positions in
other Career Services. (Ref. page 8.).'
11. Centralized Personnel Management in the Clandestine
Services: that personnel management at the Directorate level
in a CS continue to develop procedures to facilitate orderly
rotation that will provide the challenging and broadening
experience that is particularly important in career develop-
ment of well-rounded CS officers, and to provide the flexibility
needed to react quickly and effectively to changes in priorities
among several world areas. (Ref. page 8.)'
12. Accumulation and Analysis of Attrition Data: that
each Directorate institute means o systematica ly accumulat-
n and analyzing more reliable information on why professional
officers leave the Agency. Sufficient information does not
now find its way to senior supervisors to permit a meaningful
assessment of the significance of attrition for recruitment
policy, career development, and operational effectiveness.
The Committee also recommends an annual Directorate report
to the Executive-Director on rates and causes of attrition.
(Ref. page 9.);
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DISCUSSION
General
1. A recent study by the Office of Personnel, "The
Succession Problem in CIA", dated 27 November 1967 (Tab B),
indicates that the retirement of large numbers of senior
Agency officers (GS-14 to 18) in the ten-year period from
1967 to 1976 will result in heavy drafts upon officers now
in GS-12 and 13 positions to fill senior jobs.
2. The study estimates losses in GS-12/13 ranks,
through upward movement and attrition, at 82% in the same
ten-year period and thereby logically raises the question
of the qualitative and quantitative resources available
in junior officer ranks to fill intermediate level positions
in these ten years. Briefly, the Office of Personnel-has-
estimated,, based nn October 1967 on-duty strength figures,
that more than professional officers will have to enter
the GS-12/13 ranks between 1967 and 1976.
3. The Committee on Professional Manpower has not dealt
with the quantitative aspects of this problem, but it should
be pointed out that the Committee's study covers approximately
1725 new junior professional officers who entered primarily
into GS-07/12 ranks during one five-year period; it did not
attempt to quantify the numbers already present in those ranks
at the beginning of the period (FY 1963). A glance at avail,
able statistics, however, reveals that the number of junior
professionals-already on-board, to be reinforced by further
accretions within the next several years, constitutes'a suf-
ficient quantity of prospects for filling estimated vacancies
at the GS-12/13level. External recruitment by DD/S&T and
DD/1 directly into the middle-level ranks will also improve
this picture of future Agency leadership.
Position and Selection Standards
1. By relating selection standards to job requirements,
all Directorates are endeavoring to minimize the personnel
hazards of hiring over-qualified personnel for jobs which do not
challenge their ability and potential. Many necessary jobs are
routine, lack glamour, and provide small opportunities for
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
advancement. There are numerous instances where overquali-
fied personnel are entrapped in such jobs; others are
unwilling to accept the fact that learning routine funda-
mentals is essential to long-term success.
2. In some instances, jobs remain unfilled if candi-
dates do not measure up to standards. On the other hand,
there are many Agency positions for which qualifications
must be developed through in-house training either because
of unique requirements, as in the case of CS operations
officers, or because the Agency is not able to acquire
sufficient numbers of already-trained personnel, as in the
case of computer technicians.
3. Selection criteria typically are applied in four
separate instances during the recruitment process: during
interview by a field recruiter; in an evaluation of profes-
sional testing, if taken; during interviews by one or more
representatives of the component for which the applicant is
being considered; and in specialized evaluations by the
Offices of Security and Medical Services.
4. In addition to being the initial personification
of the Agency to a recruitment prospect, the field recruiter
makes the first crucial decision, i.e., whether to turn the
prospect away, or to give him application forms and stimulate
his further interest.
5. The Professional Applicant Test Battery (PATB),
which is a six-hour series of tests devised and evaluated by
the Assessment and EvaluationStaff of the Office of Medical
Services (AES/OMS), is given-automatically to Career Training
Program prospects and to others whose qualifications seem to
relate to one or more recruitment requisitions which stipulate
that the tests be administered. The tests are designed to
measure intellectual ability, attitudes, interests, personality,
background characteristics, foreign language aptitude, knowledge
of current affairs, and other factors. An AES evaluation of
an individual's test profile (Tab N) is sent to an operating
component on request, to the Skills Bank, or to the Career
Training Program if the individual is a CT candidate. The
test results are incorporated in the Applicant File to pro-
vide assistance in making selection and placement decisions.
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
Unlike the Foreign Service Officer written examination, there
is no passing or failing score. Instead, there is a narra-
tive comment evaluating the individual's test characteristics
in terms of the position for which he is being considered,
6. Certain other Agency components, e.g., the Clandestine
Services, the Office of Economic Research, and the National
Photographic Interpretation Center, consistently make use of
PATB evaluations. Many make no use of them whatever; some are
indifferent.
7. A positive selection decision is made only after one
or more interviews by representatives of an operating compo-
nent and, in most cases, only after review and approval by
senior officers in the component or Career Service. An offer
of employment, of course, must await favorable findings by
the Offices of Medical Services and Security.
8. CT candidates undergo the most rigorous screening in
the sense that they are subject to the initial CT recruitment
process described above, and still must undergo interviews and
evaluations by operating components upon the conclusion of
their formal training cycle in much the same manner as appli-
cants entering the component directly from outside the Agency.
9. The Clandestine Services is experiencing some dif-
ficulty in a core category, i.e., the junior professional who
can become a skillful agent recruiter and handler. It recog-
nizes the need to sharpen the identification of intangible
characteristics which make for a successful officer in this
critical function,
1. The Agency to date has experienced-no_serious
difficulty in-recruiting junior professionals of the desired
quality and in the numbers needed.
2. The Support Services seem to have limited appeal to
today's business management graduates. An intensive input
of Career Trainees in the last two and one-half years has
raised the quality of generalist junior officers and, in a
few cases, has provided specialists. By and large, the Support,
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
Services have been able to satisfy selection criteria
in all categories, with the possible exception of com-
munications engineers, where competition is a serious
factor.
3. The DD/S&T, despite its insistence that selection
standards be maintained, generally has been successful in
obtaining enough quality personnel. A few very senior
positions have gone unfilled 'because of the Agency's in-
ability to compete in terms of salary for people with the
necessary qualifications. While encountering no major
difficulty in recruiting well-qualified personnel, the
DD/S&T does experience a considerable problem in retaining
them. This subject will be discussed further in the sec-
tion concerning attrition problems,
4. The Clandestine Services, except in certain spec-
ialized functions, does not compete in the manpower market
for people with scarce skills which command a high salary
on the outside; instead, it seeks. well-balanced and intel-
ligent individuals who are motivated-by genuine interest
in world affairs. In-house training in the techniques of
clandestine operations and on-the-job experience become the
upgrading factors.
5. In the DD/I, the Office of Current Intelligence
reports difficulty in finding writers, researchers, and
people with area background to match those of earlier cal-
iber. The Office of Economic Research has been accepting
bachelor-level es were
desired. Thel indicates
that recruits hired directly have been somewhat inferior in
recent years, although CT input and an increased reliance on
women employees have improved the situation. The National
Photographic Interpretation Center reports a recent improve-
ment in its ability to obtain the number and kinds of re-
cruits most desired.
6. The lengthy processing time for applicants is regard-
ed by all Directorates as a serious recruitment handicap.
This is not a new story in the Agency. The DD/I, competing
for scarce talent found in academic circles, seeks individuals
who normally would be signing teachting and research contracts
by 1 April of each year. The Committee notes some feeling in
SECRET STAT
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
DD/I that recruiting is impaired by adverse Agency pub-
licity as well as by limitations on conducting a more
overt scholarly exchange with the academic community.
7. An ability to communicate to the prospective
recruit, on an unclassified basis, a reasonably complete
and accurate description of a specific job, and the nature
and conditions of DD/I employment in general, would en-
hance DD/I's competitive position. The National Photographic
Interpretation Center, for example, reports recent sig-
nificant success in publicizing job opportunities in a
specific manner.
8. There appears within the Agency as a whole a
growing desire to participate more directly in fieldi'ecruit-
men. Such action is again being considered within the
Clandestine Services. It certainly is a m'a3;or factor in
DD/S&T recruitment, especially with respect to senior posi-
tions, and has been standard procedure for all professional
recruitment in the Office of Security, which has relied
principally on its own field personnel. There is a definite
trend in DD/I in favor of supplementing regular Agency
recruitment efforts by an expansion of direct contacts be-
tween DD/I officers and university faculty members. There
seems to be little question that a specialist, discussing
substantive matters with a prospective employee, will-im-
prove the chances of recruiting him;.
Sources of Junior Professional Manpower
1. The Agency's junior professionals come from four
major sources -- direct hire from outside the Agency;
lateral transfer from other compotients of the Agency; the
Career Training Program; and promotion from sub-professional
ranks. As part of this study, a survey was conducted to
determine which of the sources, if any, provides the most
qualitative input. Although the results of the survey do
not lend themselves to conclusions of general application,
some clearcut patterns do emerge.
2' The DD/S&T personnel structure is unique within
the Agency owing to the fact that the majority of officers
entering the Directorate during the five-year period under
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
1
1
study did so at grade GS-12 and higher; 93% of all entrants
were hired directly from outside the Agency; 37% came from
business and industry; 17% from graduate schools; and 17%
from undergraduate schools. The other three major sources
of junior professional manpower have little relevance for
the DD/S&T.
3. The Career Training Program was the source for
approximately 50% of the junior professional officers who
entered the Clandestine Services during the five-year period
from FY 1963 to 1967. Approximately 30% was recruited'
directly from universities and business concerns; the remain-
der entered from other government agencies, from other
Career Services within the Agency, or from CS sub-professional
levels.
4. More than 72% of the supervisors surveyed in the
Clandestine Services regard the Career Training Program as
the best input source, based on qualitative and quantitative
considerations. There is consensus, however, that an admix-
ture of functional specialists and older officers with greater
breadth of-'experience is desirable to meet the needs of the
Clandestine Services. Current personnel ceiling limitations
have cut off this source of professional manpower input.
5. In the DD/I, direct hire from campuses was the
largest input source for the five-year period, providing
approximately 40% of junior professional recruits, about
evenly divided between graduate and undergraduate students.
Direct recruitment from private business accounted for 20%,
the Career Training Program contributed 12%, internal Agency
transfers about 6%, transfers from other Federal agencies
about 9%0, and appointments directly from military service
about 12%.
6. DD/I supervisors rated direct recruitment the best
source of junior officer personnel. CTP and internal
Agency transfers received equal ranking thereafter, but the
transfer group had the highest percentage of its people
rated "Outstanding". Part of the reason appears to lie in
the fact that officers transferred internally start producing
on the job more quickly and also bring broader intelligence
experience to the job.
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
7. Within the DD/S, the results were more diversified.
The CT Program and direct hire from private business each
provided approximately 30% of junior professional input dur-
ing the period. But opinions vary among the Support Career
Services as to the most desirable manpower source. CT
generalists readily meet the needs of the Office of Personnel
and the Administrative Career Service. Logistics, Finance,
and Security Career Services find that a specialized interest
or experience is vital for career progression. Communications
and Medical Services require specialized technical expertise
while Training for the most part relies on internal Agency
transfer for qualified personnel. The pioneer effort of the
Communications Career Service with a Cooperative Education
Program appears promising as a source of engineers.
Performance and Potential of Junior Professionals
1. Performance ratings and estimates of the potential
of the junior professional group under study already have
been reported in the Committee's Findings. Detailed break-
down of the ratings is found in Tabs D through G.
2. A special study conducted by the Assessment and
Evaluation Staff of the Office of Medical Services, at the
request of this Committee, suggests that there is a correlation
between superior estimated potential of the Agency's junior
professional officers in DD/I, DD/P and DD/S, as they were
evaluated by their supervisors, and their attendance at certain
"quality" undergraduate institutions. Tab J indicates that
junior officers in the three Directorates who attended 70 of
the approximately 100 top-rated colleges received significantly
higher ratings, especially with respect to their potential for
achieving supergrade rank, than those who attended colleges of
"lower quality". The quality rating of a college was derived
from data published in 1965 which was based on the academic
aptitudes and educational/vocational aspirations of members of
its entering freshman class. The list of "quality colleges",
as given in Tab J, is not comprehensive; it includes only
schools whose graduates were among approximately l'1 junior
professionals in DD/I, DD/P and DD/S who were evaluated in the
Committee's study.
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
1
t
3. There is evidence in the DD/I of a correlation
between performance and amount of formal education acquired.
The incident of "Outstanding" performance ratings given
to those with graduate degrees was considerably higher than
to those with less formal education. This is consistent with
the more conclusive findings of an earlier study of the
academic backgrounds of various DD/I groups, including
"comers" and key officers. Among the junior officers entered
on duty in the last five years, this distinction was not so
clear. While 54% of the top-rated junior officers in the
DD/I either attended an Ivy League school or possessed a
graduate degree, the same was true for 43% of the lowest-
rated group.
4. Attached as Tab H is an analysis of the backgrounds
of the 15 Career Trainees who achieved an 'Ou
rating in the Operations Courses conducted at
from FY 1963 to 1967, inclusive. The conclusion was that
the location, nature, size, and curriculum emphasis of the
academic institutions which they attended do not appear to
have been influential factors in terms of student perform-
ance. Rather, such factors as military experience, writing
ability, self-organization, energy, diligence and intel-
lectual curiosity were major concomitants of their ability
levels. These findings are somewhat at variance with those
cited in paragraph 2, above.
5. Attached as Tab I is a brief analysis of the back-
grounds of successful Foreign Service Officers appointed
druing the period 1959-1964. The analysis, conducted in
1965 at the request of Deputy Under Secretary for Administra-
tion W. J. Crockett, revealed that the most significant
factor in relation to success was age, with the most success-
ful officers entering on duty at 28 or older; the second
most important factor was previous military service; resi-
dence abroad and achievement of an advanced degree were rated
third. Previous employment and marital status did not
appear to have material impact. There was not, as part of
this analysis, any attempt to assess the quality of the
officers' educational background. Tab I does indicate that
FSOs appointed in the period 1963-1966 attended a wide range
of undergraduate and graduate institutions.
25X1 20
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Career Management and Development
1. None of the four Directorates operates a system-
atic career management and development program at the
Directorate level. There is a consensus in the Agency
that, given the nature of the intelligence profession, it
is neither possible nor practicable to develop a detailed
long-range career program for professional officers.
2. In the DD/S&T, the Career Service Panel of each
office reviews at least annually the records of all offi-
cers GS-14 and under and ranks them in the estimated
order of their performance, ability, and potential. The
central DD/S&T Career Service Board does the same for all
officers at supergrade and GS-15 levels as well as those
in the Scientific Pay Schedule. These reviews are conducted
for the purpose of identifying "comers", establishing
promotion rankings, selecting senior school representatives,
and determining assignments and increased responsibilities.
The Deputy Director for Science & Technology personally
reviews all "Outstanding" Fitness Reports and approves rec-
ommendations for senior schools and for supergrade and
Scientific Pay Schedule promotions.
3. The DD/S&T annually conducts its own Development
Course for approximately 12 highly-qualified officers in
order to prepare them for a broad career within the
Directorate. The requirements of the Agency's Midcareer
Course have not to date fitted the DD/S&T?s personnel qual-
ifications in terms of age, grade, and years of experience,
4. The DD/S&T is faced with a major personnel problem
in that the average age of its professional officer corps in
grades GS-12 to 14 is 35 years. This group is highly csdu-
cated in scientific and technical fields; despite its youth,
it has considerable pre-Agency work experience and good
advancement prospects within the Directorate. By contrast,
however, junior professionals in the Directorate are poor
cousins in terms of professional credentials and career pros-
pects. The age factor in the GS-12/14 group alone indicates
that junior professionals will have a long wait. The DD/S&T
has not been able to find solutions for improving the career
prospects of the junior professional category as a whole,
but does have plans for providing advanced education for the
ablest officers in this group.
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
5. Within the DD/I, there is a special Midcareer
Panel composed of deputy office heads, except for the
chairman who is an office director (currently the head
of the Thds panel meets four
times A year To consider Mice nominations for the
Midcareer Course; it also engages in follow-up studies
with regard to the implementation of the five-year career
plan that is required for each Midcareer nominee. A
recent study indicated that of 125 DD/I Midcareerists
there is only one case in which no part of the individual's
five-year plan had been implemented,
6. The DD/I has a dual system for identifying "comers".
Most offices identify such personnel as part of the day-
to-day supervisory function. Selecting officers for the
Midcareer Executive Development Program and for other ca-
reer development opportunities serves to formalize this
identification process at the office levels. At the same
time, the DD/I himself has established a "comers" list of
some 100 officers. This is reviewed annually at which time
additions and deletions are made based upon a current ap-
praisal of performance and potential.
7. In the DD/S, the spotting and development of prom-
ising junior and middle-level officers is a responsibility
of the individual Career Service. The Deputy Director for
Support personally reviews all "Outstanding" Fitness Reports
on DD/S professional officers at all levels. He also con-
sults closely with the Heads of all Career Services with
regard to the assignment and promotion of officers at GS-15
level and higher. Midcareer selection is monitored at the
Directorate level. Systematic implementation of five-year
development plans has not proven feasible. The?Midcareer
Course is considered a valuable battery recharging experi-
ence for sizable numbers of above average performers who
are judged still to have promotion potential.
8. There are two principal features of the profes-
sional manpower problem that distinguish the Clandestine
Services from other Directorates. The first is that its
needs cannot be purchased or disposed of on the open market,
The absence of corollary outside occupations requires the
CS to train its own manpower, which enters primarily at GS-07
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
to 11 levels. Another aspect is the difficulty of finding
outside second careers, a factor which inhibits the retire-
ment of CS officers whose primary work experience over the
years has been in CS operations.
9. The second principal feature is the staffing needs
for the overseas stations and bases which require a corps
of trained officers willing and able to serve when and where
needed and to meet the special demands of clandestine oper-
ations abroad. For this reason, the CS undertakes to employ
only personnel who are qualified for clandestine activities
and who, in addition, are able and willing to serve overseas.
Over the years, too many CS personnel have become "immobile"
for a variety of reasons. Efforts are being made to correct
this situation by limiting new input to those who understand
and agree in advance to serve in accordance with the needs of
the Directorate.
10. The need for a system of rotation of officers to
provide new challenges and broadening experience is increas-
ingly recognized and two steps are being considered at this
time. The first is to segregate those few positions at
Headquarters which, because of the nature of the work or
other factors, should not be subject to any system of normal
rotation. This step has been substantially completed. The
next step, now being considered, is to require all CS officers
at Headquarters to execute a field reassignment questionnaire,
indicating their desires and availability for overseas assign-
ment and any personal factors affecting mobility for future
assignments. Such information will provide the basis for the
first real inventory of human resources available to the CS
to meet its worldwide responsibilities.
11. The selection process has been centralized in the
Clandestine Services, somewhat in contrast to the situation
in the other Directorates, but the actual management of
personnel resides within individual divisions and staffs. As
reported in the "Findings", efforts are now being made to
achieve a degree of centralized management at the Directorate
level.
SECRET
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
12. In the Clandestine Services, the identification
of junior and middle-level officers who have more than
average potential for advancement is accomplished primarily
in the operating divisions and staffs. The Deputy Director
for Plans reviews and approves candidates for the Midcareer
Course. Likewise, he consults with the chiefs of divisions
and staffs and approves or recommends to the Director of
Central Intelligence the assignment of all senior officers
(branch chiefs and above at Headquarters and station and
base chiefs abroad). All promotions to grade GS-15 and
above must be approved by the Deputy Director as are rec-
ommendations for assignments to senior Service schools,
1. The Committee endeavored to explore the reasons
why approximately 28% of the junior officers who entered
on duty during the period under study have left the Agency.
It was discovered that individual personnel folders contain-
ed neither precise nor complete data concerning the circum-
stances of an employee's' departure from the Agency. In
addition, only a very cryptic reason is entered into the
machine records system which usually is the one given by the
departing employee. Only occasionally is a supervisor's
documentation present in the personnel folder itself. A
single tentative conclusion can be stated: it does not ap-
pear, from the limited records available, that the separated
personnel, as a group, were as effective in their jobs as
those who have remained with the Agency, Caution has to be
exercised with regard to this conclusion, however, because
final fitness report ratings, on which judgment is based,
may reflect the mutual disenchantment of supervisor and
employee. Even more important, the tenure of this group is
so short that many ratings were no doubt tentative and
conservative pending time to make further observations.
2. In the Clandestine Services, the over-all attrition
rate has been about 4% annually, but two-thirds of this is
from Records Integration Division, mostly in grades GS-07
and-08. Attrition
in
RID has received continuing attention,
25X1
but the nature of
the
work,
the salaries available, and other
factors make it a
dif
lt
problem. I'n the CS, less RID,
only 39 of more than
who
entered on duty in grades GS-07
through 12 during FY 1963-67 have left the Agency.
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
3. DD/I professional separations from the Agency
approximate Over the last
five years 40% ccounted by
the resignation of junior professionals who entered on
duty during the period itself.
4. The true reasons for these departures are only
partially known. The records show that 30% leave for
family and personal reasons, 30% leave because of dis-
satisfaction with some aspect of their job, 15% return
to school, and another 15% either go into military service
or leave for better jobs. The remaining 10% leave invol-
untarily, many for security reasons, but almost none on
medical grounds.
5. A distinguishing characteristic of the DD/I at-
trition picture is the significant role played by its
women professionals. The over-all attrition of the junior
professional group under study is 35%. But the female
attrition rate was 50% versus a 29% rate for males (See
Tab L for the "Role of the Female Professional in the
DD/I").
6. A review of fitness reports indicates that those
who separated from the Agency out of the DD/I were rated
slightly lower than those who stayed. A few outstanding
people and a few weak people left; mostly they were strong
and proficient, in about equal numbers. The women's
performance level averaged higher than the men's,
7. In many cases tenure was too short to permit a
rating (over one-third were on the payroll less than one
year). In virtually all cases re-employment was indicated,
and in some cases, hoped for. A goodly portion had spent
their short tenure in training, and many were promoted dur-
ing this period. All in all, this group represented an
expensive proposition in terms of how much it was able to
contribute to the work of the DD/I.
8. Within the DD/S&T, 49% of those departing gave
"job dissatisfaction" as the principal reason for departure,
and 25% cited "better job opportunity elsewhere." The
Directorate believes that the bulk of "job dissatisfaction"
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
is occasioned by a lack of suitable technical challenge
and thinks that this problem is likely to grow more
acute with time. For a variety of reasons including
budgetary ones, the.DD/S&T is not engaged in research and
development in so-called "large systems" and in only
limited areas is it pushing on the frontiers of science.
This problem is significant in the Offices of Research and
Development, Special Projects, and Elint; it is much less
of a problem in the cases of the Office of Scientific
Intelligence and the Foreign Missile and Space Analysis
Center. The DD/S&T Development Course helps to give per-
spective to a number of the Directorate'.s personnel in
the expectation that a broader view of Directorate and
Agency activities will help to keep them in the Agency,
but the annual enrollment of about a dozen is too small
to make a significant dent in the problem.
9. The separation rate in the DD/S from the group
under study is 14.4%. Reviewing the causes, -offices and
functions represented, we find no pattern discernible.
10. The Committee's review of the attrition problem
as a whole indicates there is no systematic effort in any
of the Directorates to define sufficiently the reasons for
the departure of relatively large numbers who list job
dissatisfaction, better job opportunity, or personal rea-
sons as the cause of departure. While the exit processing
mechanism of the Office of. Personnel endeavors to ascertain
the elements which are involved in voluntary separations,
more accurate information very likely is available within
the component from which the employee is departing.
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CONFIDENTIAL
13 December 1967
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and Technology
Deputy Director for Support
SUBJECT: Committee on Professional Manpower
1. Pursuant to the agreement reached at our meeting of
5 December, I have established, effective immediately, an ad
hoc committee to examine the recent input of professional
officer personnel with respect to the quality of these officers
in relationship to near- and long-range Agency manpower needs.
are-John Richardson (Chairman),
nd Donald Chamberlain.
2. In connection with its mission, the committee will
review such questions as: sources of new officer personnel,
qualitative standards applied in their selection, whether
these standards are adequate and are being maintained at
suitable levels, the measures taken to provide for the
continuing development of professional officer personnel, and
whether action is needed to improve the Agency's competitive
position with respect to attracting and retaining highly
qualified personnel. The committee will submit its report by
29 February 1968.
3. I have advised the committee members of the Director's
interest in this survey and hav.e encouraged them to call upon
you for any necessary support and assistance during the conduct
of their study.
/s/ L.K.White
L. K. White
Executive Director-Comptroller
cc: General Counsel
Inspector General
Committee membe
(Richardson, and Chamberlain)
CONFIDENTIAL
 Approved For Release 2006/12/15: CIA-RDP84-00780R002300180001-9
MEMORANDUM FOR: Director of Training
SUBJECT: Senior Succession
22 December 1967
1. Attached is a paper prepared for internal use of the
Office of Personnel on the problem of senior succession. With
refinement we had thought it might later be forwarded for
command attention. We think now your committee should see it.
We know the Director's question on quality was addressed to
the narrower issue of professional input but we presume to
think his real concern was maintenance of the Agency's
professional preeminence. Some of the answer lies in what
we do about replacing the current seniors.
2. This paper recites some of the dimensions of the
problem -- over half of the GS-14 to -18 group will leave in
the ten-year period 1967 - 1976 and 89 per cent of the now
GS-12 and -13 group will either leave the Agency or be
promoted into the GS-14 to -18 group. Question -- what are
we doing about preparing thoseiGS-12's and -13's, who won't
be leaving in the next decade, to assume the senior responsi-
bilities? Are their career services even identifying those
who are likely to move up? The paper raises detailed, sub-
sidiary questions which suggest an overall program designed
to satisfy, at least in part, what we believe to be the
Director's concern.
3. We have provided copies for your committee members
should you agree they should see it.
/s /
Emmett D. Echols
Director of Personnel
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SECRET
THE SUCCESSION PROBLEM IN CIA
SUMMARY OF INITIAL REPORT
A looming succession problem requires Agency-wide study and
the involvement of management at all levels if we are to
pinpoint and solve it.
Even in advance of detailed analysis, our findings indicate
an Agency-wide problem of accelerated personnel losses in the
Grades 14 through 18 (Retiree Group) which will echo downward
through other employee groups.
1. The Agency will lose in the next ten years over
one-half of its personnel in Grades GS-14 through
18. Although numerical losses in the DDP Group
will be higher than those in the DDI and DDS Groups,
in terms of a reduction of the total on-duty strength
in these Grades, the DDS Group will be hit the
hardest (77%) and the DDP Group the least (34%) ex-
cluding the O/DCI.
2. Over four-fifths of the employees presently in Grades
12 and 13 will leave these Grades in the next ten
years because of separations and movement upward (on
the assumption that they will be used to fill higher
grade vacancies). The shrinkage of personnel in the
GS-12 and GS-13 grade groups in the next ten years
will be felt the most in the DDS&T (100%) excluding
the O/DCI and the least in the DDP (55%).
The implications of these data should be analyzed in detail
within the Career Services, including an assessment of the
effects of accelerated personnel losses in the senior Grades
upon the Back-up Group (GS-12s and 13s); the Intermediate
Group and the Entry Group. For example, it may be anticipated
that future decisions concerning the number and qualifications
of new professional hires will depend significantly on the
results of the succession studies in the Career Services.
We want to assure top management that the succession problem
will be systematically studied throughout the Agency, using
a tailored plan of analysis which each Directorate feels best
suited to its area. Possible items of study include: a
quantitative assessment of who is de-parting from the senior
grade groups in the next 5 and 10 years and who is staying in
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the Back-up Group; the qualifications and lack of quali-
fications of the Back-up Group to take over; the feasibility
of assisting Career Services to construct models-&f the
qualifications they prefer for senior and managerial personnel
to have; the feasibility of OP providing management profiles
showing the managerial qualifications actually possessed by
individuals identified for this purpose by the Career Services
(as related o the managerial norms in the Career Service mo els);
and t e desirability of modifying our personnel evaluation
system to include factors for reporting on managerial potential.
(See TAB B 2 for the total list of possible study items.)
In making our studies we will be guided by the following beliefs:
1. No elite concept is wanted in this Agency.
2. No formal individual career plans are desirable.
3. The role of Career Services should be retained and
strengthened, if possible.
4. An Agency-wide succession program cannot be a canned
program and must be constructed in the context of
the Agency's problems.
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SECRET
PRESERVING AGENCY PROFESSIONALISM
The very things that made possible the recent celebration of
our twentieth anniversary, such as professional experience,
skills and substantive expertise, are permanent only as values;
as assets, they are perishable and need to be constantly
replenished within a dimension of time which will assure the
perpetuation of both the quality and quantity of our personnel.
It is difficult to resist the urge to call ourselves and our
problems unusual, but few would question the complexities of
some of our personnel staffing problems. It is sufficient to
mention here some of the factors that bear on the problem of
maintaining a continuity of professionalism, in this Agency,
even as some of the adverse effects of maturity begin to
appear. To mention some examples, the Agency has a greater
range of occupational requirements than almost any other
governmental organization; this diversification of occupational
needs complicates our attempts to plan the types and amounts
of employees that should be brought in at a given rate, in
order to balance accelerating losses caused by retirements and
aging; the frequently conflicting demands within the Agency
for technical talent versus generalist personnel are harder
to resolve in CIA than in agencies having only a few types of
professional requirements; CIA must do its own recruiting,
rather than turn to rosters of available personnel; and we
must substantially grow within house our own talent. This
latter point deserves special emphasis. Acquiring technically-
qualified people is only a prelude to providing Agency instruc-
tion in the basic knowledge and skills, of our work, e.g., there
is no DDP college or tradecraft curriculum available in the
academic community. Although comprehensive training is
particularly important in this Agency as the means for qualify-
ing personnel to undertake assignments, "professionalism" is
best maintained by employees doing a variety of jobs over a
period of time. The impending acceleration of personnel losses
therefore must be offset if the desired goal of maintaining
the current level of professionalism in this Agency is to be
achieved.
Loss of managerial and professional strength has not been a
major problem in the past. As the Agency grew, we built
acceptable programs of compensation, selection, individual
career development, training, Career Service monitoring,
employee recognition, employee incentives, employee benefits
and special programs adapted to the needs then existent.
During the formative years, emphasis was placed upon supporting
line managers and fixing formal responsibility, through the
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career structure, at the basic levels of..personnel.manage-
ment and decision-making. Our policies and structures have
proved their effectiveness as appropriate means for continuing
to do personnel business. But, with the advent of the success-
ion problem, we now face a dilemma that will require the
continuing attention and involvement of both top management
and all working levels, especially the Career Services, if we
are to pinpoint and solve it.
HIGHLIGHTING THE SUCCESSION PROBLEM
Even in advance of a detailed study on the accelerated
personnel losses expected to occur in the future, it is
possible to illustrate how the succession tempo will quicken
perceptibly in the next five years and substantially during
the next 10 years. The ripple effects unleashed down through
an organizational structure by key appointments is well known.
Our concern in this report is the phenomenon of expected
migrations outward from the Agency and upward through its
ranks brought on by accelerated losses. Top management in
viewing the succession problem must look not only to filling
key vacancies but to the problems which will be engendered
at all echelons of employees, starting with the Retiree Group
(especially those in professional and managerial positions
and extending down into the Back-up Group (GS-12s and GS-13s
who will be around to take over, whether qualified or not);
the Intermediate Group (middle to senior, non-managerial
professionals, expected to surge upward to fill the jobs
vacated by the Back-up Group when it moves forward); and
the Entry Group (whose pace, number and required skills are
affected by the momentum of accelerated personnel losses
felt throughout the entire organization).
A quantitative impression of the timing and size of future
losses and the possible adverse effects within the Agency
can be gained from the following information:
1. In the next 10 years (CY 1967-1976), the Agency
will lose over one-half of its senior personnel
(GS-14 - 18) through separations and retirements:
On Duty
30 Nov 67 GS-14 - 18
(CY 67-71 25%
Est.
Losses (CY 67-76 56%
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2. Estimated losses of t.hesesenior.personnel_.d.uring.
the next 10 years will vary substantially .among
the Directorates:
DCI
..DDS&T
DDI
3. More meaningful than the actual number of expected
losses in senior .professionals...wi.t.hin the Directorates
is the. expected depl.e.t.ion in t.he. tot.a.l..number of
.personnel now on duty in Grades GS-14 through GS-18.
The per cent of expected losses within the next 10
years to the total personnel on duty 30 November 1967
is as follows:
Agency 56%
DCI 23%
DDP 34%
DDI
DDS&T
DDS
42%
45%
77%
4. In mathematical terms, there are-enough employees
now in the Back-up Group to replace expected losses
of Agency personnel in the Grades GS-14 through 18,
although no opinion concerning the level of their
qualifications to take on higher jobs can be deduced
from the data. Our most significant finding may be
the probable future drain on the Agency's professional
corps in the Back-up Group (i.e., the number of GS-12s
and GS-13s on duty 30 November 1967 who will be here
10 years hence). The following is an estimate of the
number of personnel currently in the Grades GS-12 and
13 who will be lost in 10 years because of retirements,
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separations and movements upward into Grades GS-14
through 18.
Agency
89%
DDP
56%
DDI
56%
85%
100%
100%
AVOIDING THE PITFALLS OF A SUCCESSION PROGRAM
Before undertaking our studies, we want to state our
assumptions. Their identification will help to define the
perimeters of our future surveys, i.e., beliefs assumed
rather than studied, and will help to earmark the vulner-
abilities of our findings for those who would question the
assumptions.
First in importance from the standpoint of clarifying the
purpose,of the study is our belief that an elite concept is
not wanted in this Agency, either as a formally sta e
policy or as a de facto circumstance, that would be expected
to ensue from proposals put forth. The argument against an
elite corps of successors does not deny the need for Career
Services to identify individuals with the potential for
advancement; for no program of managerial or professional
development can be carried out unless deserving employees can
be identified for assistance and observation in different
situations. In fact, Career Services have as a primary role
the assignment, training, recognition and advancement of
personnel under their jurisdiction, and they will continue to
perform these responsibilities, irrespective of whether or not
future needs arising from the succession problem are even
consciously considered as a part of these determinations.
Our belief is that today's decisions on personnel assignments
and training should take into account not only the capability
of qualified and available individuals to-fill these jobs or
training slots but also the developmental needs of possible
candidates which should be met in order that they can perform
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more useful service tomorrow. We do not advocate, however,
the establishment of an in-group for preferential treatment.
On the contrary, we view the problem as primarily one of
emphasizing the professional development of a sufficient
number of people to fully meet the totality of the expected
succession problem within each Career Service. Our bias
would favor the planning of assignments and training of all
personnel in the Back-up Group GS-12 and above except, perhaps
those ruled out by a Career Service. If this were done, the
resultant effect should be a rounding-out of personnel in the
areas where they are deficient or inexperienced (e.g., staff
versus line or overseas versus Headquarters). These planned
arrangements if structured in terms of Career Service needs
should maximize alternative choices for the future take-over
of more complex professional and managerial responsibilities.
Second, we do not advocate a formal approach providing for the
formulation of career plans tailored o the expressed interests
of individual employees. does not 1 he concept of
"bringing along" personnel to fill the vacuum of more respon-
sible assignments anticipated in the future, and it is not
considered administratively feasible or workable. Earlier
attempts to prepare individual plans and coordinate individual
agreements on future progressions and/or assignments proved
fruitless, and no resurrection of such a system would be
acceptable in our judgment, to the Agency.
Third, from the tenor of previous remarks., it should be clear
that we believe the Career Services should retain unimpaired
their vital role. We urge only an assessment of the highlights
of the succession problem in each Career Service and the
measured introduction of tomorrow's needs in today's decision-
making. Nothing more is envisaged except the recommendation
of any Agency-wide policy changes that may be necessary to
ensure top management that continuity of professionalism will
be maintained in the future at all age and grade groups, The
Office of Personnel sees for itself a supporting role in
working with the Career Services to analyze the succession
problem in a systematic way throughout the Agency.
Fourth, we have-hammered. the point and will-there-fore only..
reiterate-that an Agency-wide succession program cannot be a
canned arrangement. Having made this point, however, we
would like to note that most succession programs installed
elsewhere, principally in industry, tend to reflect certain
common characteristics conducive to success or failure. (For
a summary of these common features see TAB B 1.)
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SECRET
DETAILING OUR SUCCESSION STUDIES
We have demonstrated in general terms that CIA will face an
Agency-wide succession problem, but this we already expected.
What specific ramifications will result throughout the Agency
from accelerated personnel losses is the real question, and
the answers to this question will give us the clues as to what
remedies will be required and in what size packages. Let us
put the question in more detail: (1) where is the succession
problem of significant concern--in which Career Services and
organizational units; (2) what is the nature of the problem
below the Agency level--what will be the likely manpower
effects of expected future changes within Career Services and
Offices; (3) who are the employees affected by the succession
problem--does the problem involve the Back-up Group only in a
particular area or is the principal future impact to be found
in the reverberations of accelerated personnel losses, such as
the emergence of an unprepared, Intermediate Group or the
specter of an inadequate number of young professionals entering
on duty; and (4) how is the problem to be solved--will increased
alertness do the job; will occasional preplanning of assignments
suffice; should the occupational mix be changed; are more
expenditures for personal development required; are new Agency,
wide policies needed, etc.? It is apparent, even in the asking
of these questions, that no one set of answers will apply to
all Career Services and Offices since the what, who, where,
when and how vary significantly among these units and will
vary within them from year to year.
No successful management succession program can be based on
theoretical concepts alone, but any study attempting to cover
all the possible variables involved in future personnel
losses within the next five and ten years would become an
impossible task. We must structure our studies of the
succession problem at the outset so that resulting proposals
and recommendations will neither be too abstract and formalistic
or too detailed and ambitious.
We want to assure top management that a systematic approach
will be taken throughout the Agency to identify succession
problems wherever they exist. Analysis in depth will be
limited, however, to only those factors that the Directorates
and Career Services consider relevant to their particular areas,
and our approach will supplement the planning already being
done by the Career Services to identify and solve their
succession problems. Accordingly, we believe the following
steps should be taken in making the Agency-wide studies:
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1. Prepare, as time and staff facilities within the
Office of Personnel permit, a separate report for
each Directorate showing the nature and severity
of the succession problem within each Career Service
in its area.
2. Develop with Directorate and Career Service
representatives a tailored plan of analysis appli-
cab.le.to.their areas, using the guidelines in TAB B 2
as possible items of study.
3. Dig in depth when necessary to ferret out specific
problem areas within individual Career Services.
4. In concert with Career Service and Directorate
representatives, prepare recommendations which would
require Agency-wide. action..and summarize the internal
actions that Career Services are taking or planning
to take.
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COMMON ELEMENTS OF A SUCCESSION PROBLEM
1. Objectives vary with organizations, but four are common
to most organizations:
a.
Staffing key jobs
b.
Developing
individual opportunities
c.
Providing
continuity of competency
d.
Deploying
manpower to increase effectiveness of
organization
2. Program must be supported and participated in by all
levels of management and will be if understood and
need demonstrated.
3. System must look and plan ahead 5, 10 or more years.
4. Must identify managerial positions and people with
potential for filling them.
5. Forecasting of long-range organizational structure,
manpower needs and functional changes are bases for
determining the future climate.
6. Must develop a methodology or system to ensure that
individuals with management potential are routinely
considered for assignments and training which will
improve their qualifications and effectiveness.
7. Should evaluate background of managers to see why they
became managers and what they have done well.
8. A good selection process is needed to obtain people
with career potential.
9. Development of individuals and developmental programs
should be tailored to meet specific needs (training
programs often too broad or general).
10. Management potential should be evaluated as well as
performance.
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TAB B 2
POSSIBLE STUDY ITEMS IN EACH DIRECTORATE
AND CAREER SERVICE
1. Grid of senior personnel leaving and composition of
Back-up Group.
a. Future departures of personnel in senior professional
or managerial positions during the next 5 and 10 years
(Retiree Group).
b. Reservoir of personnel in Back-up Group (GS-12s and
13s expected to move upward vacated positions
GS-14 and above).
c. Qualitative assessment of managerial and professional
experiences of departees versus those possessed by
personnel in Back-up Group (highlights of problems
in specific Divisions or Branches when applicable).
d. Qualitative assessment of significant experience or
training needed by personnel in Back-up Group (group
dimension of problem and highlights of specific
problem areas in Divisions and Branches when appli
cable.) .
2. Quantitative evaluation of personnel needed in Inter-
mediate Group to meet needs in 5 and 10 years, arising
from losses of personnel in Retiree and Back-up Groups.
3. Quantitative analysis of personnel needed in Entry Group
to meet needs in 5 and 10 years, arising from losses in
higher grade groups.
4. Feasibility of working with each Career Service to build
a managerial model for its use as the basis of a
continuing review of the developmental needs of personnel
within the various grade groups. The models would vary
substantially among Career Services and would include only
those specifications of particular concern to them, e:.g.,
type of technical background (accounting, economics, etc.);
kinds of formal training that should be acquired; accept-
able rates of progression over a career span; variety of
assignments that an individual should have; balanced
levels of desired staff versus line experience and over-
seas versus headquarters experience; types of appropriate
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supplementary job or substantive orientations;
including brief stints outside the Career Service;
supplementary technical skills desired (language,
area experience, university graduate work, etc.);
index of personal attributes of importance to the
Career Service; and acceptable levels of personnel
.evaluations, inc.l.uding..any.identifications of factors
of particular..impor.t.ance to the Career Service.
Models would have to be the final product of the
Career Service although... assistance in initial drafting
_and.monit.or.ing of the Agency-wide effort could come
from the Office of Personnel. Obvious_ly..,...th.e._elemen.ts
of ..a ..model would on.ly..r_epr.esent...an ideal. se.t..of...norms
.desired by the ..Career-..Service f..or....us,e._as enc ar s
in.f.ollowing employee development an work assign-
ments.
5. Feasibility of obtaining from.Career Ser_vic.es._an
identification ..of individuals .who .have.. potential for
further managerial or professional development. This
effort should be.quite.broad-based. For example, one
...approach.might-bb-:to._consider.all GS-12s and GS-13s
with potential for eventual, manage.rial,.positions.
6. Feasibility of providing Career Services with an
annual.. management profile. on each of. their careerists
identified _as. having-potential for further managerial
development (it would emphasize the presence or lack
of the specific norms contained in the Career Service
manag.er.ial..model).
7. Desirability of modifying our personal evaluation
.program to include factors for reporting on managerial
potential..
8. Study the characteristic-determinants of management
potential hav ng.relevance to each Career Service
(e-.g., .conceptual ability, adjustment to change,
technical competency, ability to advocate views,
managerial style and verbal skills).
9. Identification of.areas in which immobility or
superannuationi.nhibits..operational effectiveness,
such as size of family,. general age level, lack of
dynamism, etc. Study possibilities of using affected
personnel elsewhere.
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10. Id.entif icat.ion . of..-signi.ficant _organizat_iona1...and
functional chang.es_ planned for the future within
Directorates. and.. components, ...as....guides__ to future
manpower needs. Identification of...key_.manager_ial
and professional positions that will become vacant
in the next 10 years.
11. Determination of the applicability within the Agency
of recognized techniques of managerial development
and ascertaining what precise modifications or
adaptations should be made in these techniques for
them to have meaningful relevance, e.'-g., replacement
charts, career paths, personnel inventories, rotation
systems, long-range personnel projections, employee
testing, employee coaching and separate managerial
appraisal systems.
12. Determination of specialized internal or external
training programs required in particular Career
Services or Offices to keep personnel updated in
their technical disciplines or broaden their
perspective for higher responsibility, including
substantive areas not previously encountered, e.g.,
familiarizing DDS&T personnel with new developments
in their specialized fields or requiring economists
to take additional graduate work. Review feasibility
of approaching this problem at the Agency-level by
using OTR and external facilities to meet requests
for professional development. of specified individuals
upon recommendations of Career Service, proposed as a
part of an integrated program of developing the
managerial potential of its employees.
13. Systematic review of Agency personnel policies,
programs and procedures, e.g., the mid-career and
senior school programs, in order to determine what
changes should be effected to meet the dimension of
the succession problem in the next 5 and 10 years.
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 This Table assumes that future losses .in..;Grad.es GS-14'
._. thr..ough...l8 will be I1.ll.ed from_.t.he.._r:o, s. I
Gr...oup..,(pers.onne.l .in.: Grades.. GS-,12 and ..GGS,-13 who wi 11.
be in-the,.. kgency. _ long....eno.ugh , to .f.i l.l. ,i.n behind depart-
ing, .pers.onne..l.. in., t.he.._higher.,.'.Gr.ad,es ). ,..: This,`: as.sumpt ion
is essentially cor..rect,..alt,h.ough i.t ~obv,iousl.y has less
validity ..in DDS&T, wh,ere some, .direc.t .haring...at,.-higher levels occurs, or in. the .DCI where: ::, inte.rnal_.reass;ign
ments .are used. (Replacedlosses in the QDC.I would.,
have._..an?...impac,t_,,--.h.owever, elsewhere _in the~Agency.)
The real-questions cannot be answered hereand .must
remain the'-subject of future analysis; namely: (a)
how much longer wi.l,l,indivi:dual.si. i,n.. tthe,.. Back-up..Gr..oup
be available i.n their. respective c.ompqnerits,,, and
Career Services beyond..the next 5 and. _10 years' i
order to assume suture: v.ac.ancies; an.d.: (b) will these-
personnel .. have.. s.uf._ficient, .exp.er.i.e.n.c.es.:ano..,q,ua.l,i.f.i,c-At-ions
to be__..fula_y..prof_icient::as they .are...asked, ..to .take on
higher r.esponsibili-ties? 25X1.
b/ Projected personnel losses-for..t.he..Age.n.cy include
estimated .separations. and all typeso. ..r.etirements
(mandatory,.. optional, discontinued, s;er.viee.._and .
ability) . All retirements other, than...mandatory
estimated ' 1967-19.71 .for. Gr.:ades= GS 12 t.hr.oug .
GS-18.......an.d.or such Grades ...in C,Y .196.7.1976,) , ar.e..not `
contained in the Directorate. totals.'s.ince these data
cannot be broken down below the Agency level. See
TABLE 3 for further details.
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TAOLE 3
FOOTNOTES
a/ Figures for mandatory re.t,ir:ement.s,. s.hown:..by-grade_..groups,
refer to employees expected to retire ..und.er present
..Agency policies- (age 60 w.ith..20 or more years of service
or age.62 with more than 5 but less than 20 years of
service), .
b/ "Other retirements" in CY 1967-1971 are based on estimates
prepared by PRS/OP of expected retirements in CY 1967-1971
for discontinued service, disability and optional election
(before age 60 with 30 or more years. of service under
Civil Service Retirement and with 20 or more years under
CIA Retirement). Although we could not break down these
estimates by individual Grades, weestimated the portion
of such projected retirements that would fall in the, grade
group:--GS-12 and GS-13 and the grade group GS-14 through
GS-18.
It is presumed that disability and optional retirements
will increase during CY 1972-1976 over the previous five-
year period, e.g., the number-of personnel eligible for
retirement is expected to double in the second five-year
period over the first. Such increases will have the 25X1
effect, however, of decreasing theFestimated number of
personnel expected to mandatorily retire (under current
Agency policies) in CY 1972-1976. In order, to err on the
conservative side, we decreased the number of option'
discontinued service and disability retirements fr?
in CY 1967-1972 to 325 in CY 1972-1976.'(a total of
for the next 10 years).
In.order to construct a conservative estimate of losses
for all reasons other than retirements, it is assumed that
the annual number of separations other than retirements
experienced within each Directorate in CY 1966 for each 25X1
of the grade groups GS-12 through GS-18 will remain
constant in each year during 1967-1976. Although this
approach is conservative, it will suffice todemonstrate
the dimension of the expected losses attributable to this
factor, which in conjunction with expected retirements
will show the expected losses of personnel in the various
grade groups
I
SECRET
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COMMITTEE ON PROFESSIONAL MANPOWER
Professional Employee Rating. Form
(DD/S&T)
SUBJECT: Survey of Recent Junior Professional
Manpower Input
1. The Committee on Professional Manpower, which has
been established by the Executive Director to examine the
quality of recently-appointed junior professional officer
personnel in the Agency, is reviewing the records of staff
employees who entered on duty at grades GS-07 through 12
during Fiscal Years 1963-67, regardless of their present
grades. In addition, in the. DD/:S&T, because of the fairly
high proportion of recent EOD's who are in grades above
GS-12, it appears necessary to extend our .survey to include
EOD grades of GS-13 and GS-14. Your assistance in this
study is requested.
2. Office of Personnel Records indicate that the above
named employee is within this category. Please have the
information on pages 2, 3, 4. and 5 complet-ed for this employee.
The information on pages 6 and 7 pertain to a group and need
only be completed once by a given supervisor. Therefore, if
a supervisor completes these forms for more than one employee
he may destroy any unused pages 6 and 7. The information
sought on pages 4 and 5 can best be provided,by the employee
concerned; however, when requesting the employee to complete
this form, there is no need to refer to the rating form. If
the employee is not available,?your.Personnel Officer should
complete the data form from available records. Both the
rating information and data forms should be returned to the
Chief, Administrative Staff, DD/S&T Room
6E38 Headquarters), not later than 2 anuay 1963.
3. An evaluation of this employee by his immediate
supervisor (i.e., the.person who writes his fitness reports)
is requested. If his immediate supervisor is not available
within the time period set, please have the evaluation
completed by the available supervisor who is most familiar
with the individual. In appearance, we realize that the
scales below are quite similar to fitness reports. There
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1
fitness report ratings are sometimes overly lenient, ratings
but instead reflect a number of influences. Thus overall
performance. Because of their manifold functions, fitness
reports are typically not "pure" measures of performance
bases for promotion, etc., as well as evaluations of actual
discussions with subordinates, as. motivational devices, as
are, however, very significant differences in the reasons
for requesting this information and the uses to which it
will be put. Fitness reports serve as a focus for
formers, in the future we shall be able to select proportion-
ately more top-notch people.
Agency as a whole. If our research enables us to identify
characteristics which differentiate best and poorest per-
that information collected here will have an impact uponYthe
or different characteristics of the same individuals may be
more similar than they should be, and too many people
receive the same ratings. We are asking each supervisor to
attempt to avoid these pitfalls as much as possible and to
produce relatively more accurate measures of this employee's
performance (on the first three scales) and potential (on
the next three scales). This committee will treat this
information with strictest confidence, using it only for re-
search purposes. Information provided will not become part
of any personnel record nor will it influence the careers of
the people being rated in any way. It is hoped, however
This employee's actual overall performance is:
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
STRONG
.D.
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
G.
WEAK
The quantitative aspect of this employee's performance (i.e.,
the amount of work he gets done) is:
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
STRONG
D.
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
G.
WEAK
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SECRET
The qualitative aspect of this employee's-performance
(i.e., the degree of excellence characteristic of his
work) is:
A.
OUTSTANDING
B.
Between
OUTSTANDING and STRONG
C.
STRONG
D.
Between
STRONG and PROFICIENT
E.
PROFICIENT
F.
ADEQUATE
_
G.
WEAK
I
I
I
This employee has the potential for becoming a senior
level officer (GS-15):
Yes No
This employee has the potential for becoming a supergrade:
Yes No
This employee's overall potential for making significant
contributions to the Agency in the future is best estimated
as:
^T 7-7 /-7 /-_ /-7
Weak Below Average Above Ounding
Average Average
S E C R E T
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S E C R E T
COMMITTEE ON PROFESSIONAL MANPOWER
Employee Biographic and Agency Data Form
Employee's Name
Personnel Serial Number
1. Date of Birth
2. EOD Date
3. EOD Grade
7. Present Job Title
8. Time under Present
9. Higher Education
(Degree) (Year: Granted)
10. Academic Honors
11. Military Service (Extended Active Duty Only)
(Branch) (Duration) (Highest Rank) (Field of Assignment)
12. Total Years of FULL-TIME non-CIA Civilian Employment
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S E C R E T
13. Source from which Employee Entered Present Career
S
r
e
vice (check)
Undergraduate Student f, Career Training Program..
Graduate, Student g. Other Fed:.Govt- Empl.
College Faculty h. Other Agency Career.
Military Service i. Agency Contract Empl.
e Business/private Empl.
14. Agency-Sponsored Training
Internal (Courses Taken
t
I
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S E C R E T
GROUP SURVEY SECTION
3. Looking beyond this employee to the group of
professional employees who have entered on duty in your
office since 1963, and comparing them as a group with those
who entered on duty before 1963, please comment.on their
ecaliber as follows:
A. The current group is superior to the pre-1963.
group.
B. The caliber of the two groups is essentially
the same.
C. The current group is noticeably inferior to
the pre-1963 group.
D. There is no basis in this component for making
.such a comparison. Please explain why.
4. Four major sources of input to the Agency
professional officer ranks are listed below. Although
recognizing that only one of them is significant to the
DD/S&T, if you have any experience with any others of the
listed sources, in the blanks provided, please rank these
sources according to your estimation of the overall quality
of input they provide (1=best, 4=poorest). If you use the
category (other), please indicate where it would fall in
this ranking but do not actually assign a number to it. Do
not attempt to provide any rating for sources which have not
contributed any manpower to the group you supervise.
Career Training Program
Direct Recruitment from Outside the Agency
Lateral Transfer from another Directorate
within the Agency
S E C R E T
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S E C R E T
Promotion from Sub-GS-07 Personnel
Other (please specify)
5. The following space is reserved for any general
Ye>omments.which you may, wish to make about the quality of
recently-appointed junior professional officer personnel
in the DD/S&T.
DONALD F. CHAMBERLAIN
DD/S&T Representative
Committee on Professional
Manpower
 Approved For Release 2006/12/15: CIA-RDP84-0078OR002300180001-9
I
SUPERVISORS' OPINIONS
COMPARATIVE QUALITY BETWEEN
JUNIOR PROFESSIONAL OFFICERS WHO ENTERED
ON DUTY IN
FISCAL YEARS 1963-67-AND EARLIER ENTRANTS
I Number of Supervisors Participating
I
The two groups are
EQUAL
No Basis for Making
essentially
22.9% 16% 35% 57%
56.7% 60% 55% 43%
20.4% 11.% 0 0
Comparison 6.4% 13% 10% 0
100.6%o 100% 100% .100%
DD &T Participation in this survey
as lmi
w
tedby the recency of
its establishment; only the Office of Scientific Intelligence and the
ute
. S
Office of Com
p
r
time prior to 1963.
SECRET
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SE CRE:T
RATINGS OF'OVER-ALL, PERFORMANCE, BY, JUNIOR PR?FESSIONAL.,OFFICERS
WHO . ENTERED ONDUTY AT GRADES GS--07 THROUGH 12
DURING.FISCAL YEARS 1963-1967
(Based on Evaluations Made by Immediate: Supervisors)
I
Number of Junior" Officers Rated
A. OUTSTANDING 3.1%
B. Between OUTSTANDING and
STRONG 15.4%
C. STRONG 34.8%
D. Between STRONG and
PROFICIENT
26.2%
16.6%
3.7%
0.2%
100.0%
.015%
5.8%
4.4%
10,3%
13.7%
17.2%
33.1%
42.3%
35.5%s
29#.'3%
22.7%
27_.6%
20.6%
14.4%
14.3%
5.0%
0.7%
1,0%
0.022%
0.3%
0..0%
98.,3%*'
99.9%*
100.0%
 Approved For Release 2006/12/15: CIA-RDP84-0078OR002300180001-9
PERCENTAGE OF JUNIOR PROFESSIONAL EMPLOYEES. ESTIMATED TO HAVE POTIENTIAL
FOR ATTAINING SENIOR RANK.IN TI3E AGENCY
(Based upon those who entered on duty in grades GS-07 through:l2 d-urin
'Fiscal Years 1963 through 1967 and who remarin'in"the Agency)
DDI
DDP
DDS
:DDS&T
GS-15 OFFICER POTENTIAL
43%
59,2%
66.3%.
76%
SUPERGRADE OFFICER POTENTIAL
16%
22.4%
26.5%
41%
I
I
SECRET
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SECRET
ESTIMATED OVER-ALL POTENTIAL OF JUNIOR PROFESSIONAL OFFICERS
WHO ENTERED ON DUTY INGRADES GS-07 THROUGH 12
DURING FISCAL YEARS 1963-1967
I
Total Number of Junior ~Of f icers Rated
A. OUTSTANDING, Potential
B. ABOVE AVERAGE Potential
C. AVERAGE Potential
D. BELOW AVERAGE Potential
WEAK Potential
Immediate Supervisors)
10.3%
6.4%
12.1%
53.0%
54.0%
56.4%
33.9%
32.0%
29.2%
2.8%
6 ?i4%
2.1%
.001%
.004%
0.3%0
100.0%
99.8%
100.1%'
SECRET
19.0%
58.0
20;6%
3.0%
0;0%
10000
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SEC=RET
TAB H
3 January 1968
1
MEMORANDUM FOR: Chief of Station
SUBJECT: Factors in Student Achievement
1. I have reviewed the evaluation s..and ..biographic data
on. fifteen students who: achi.eved_.r.a.tings. of .. Outstanding for
their performance in.. the_.Operatio.ns Course, Phase 1, and
have attempted to determine. if the students' education,
military. and. civilian experience, played a.r..ole in their
performance,, or if part i.c.ular_.ski1.1s. or .character traits,
contributed to their achievements. The.;fi:fteen students
represent classes which ;matr.i