THE CHANGING ROLE OF THE CLERICAL IN THE CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00024R000500070017-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 20, 2016
• Document Release Date: June 18, 2007
• Sequence Number: 17
• Publication Date: September 16, 1982
• Content Type: REPORT

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Center for the Study of Intelligence
Central Intelligence Agency
Washington, D.C. 20505
16 September 1982
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THE CHANGING ROLE OF THE CLERICAL IN THE CIA
1. With the age of office automation upon us,
the Agency has a massive program underway for the
installation over the next few years of word
processors to serve our information, data handling,
and production needs. Nearly every employee in the
Headquarters area will have a terminal. Because of
the commonality of equipment, the terminals will be
connected first into local networks, and eventually
through ODP's large mainframe computers, into an
Agency-wide network. New systems such as SAFE and
CRAFT will permit the DI analysts to create and
manipulate their own files and DO officers serving
overseas to produce their own reports on word
processors and send them automatically to
Headquarters.
2. On 14 and 15 September nearly thirty
officers ( clericals, managers, career managers, and
personnel officers) serving in each of the
directorates, as well as the DCI's staff, met under
the auspices of the Center for the Study of
Intelligence to explore the impact of office
automation on the role of the Agency's clericals. We
elected to address the role of the clerical first
because we believed the clerical is probably more
adaptable to change than the manager or the
professional and the clerical can serve as a
resource to the others. It must be emphasized,
however, that the full benefits of automation will
not be realized until managers and professionals are
also using computer terminals and word processors.
3. SPEAKERS. I Ithe Deputy
Director of Data Processing, discussed the Agency's
plans to install new equipment such as the Wang word
processors. He also described the ways in which our
normal work mode would likely change in the era of
automation. of the Office of
Personnel Management provided insights from her own
work experience into the people factors relating to
the installation of new equipment. Finally, the
Agency's Environmental Health and Preventive
Medicine Officer, covered some of
the popular myths which have arisen with the advent
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of automation. ( Their remarks are summarized in
the following sections.)
4. BACKGROUND. One needs only to browse
through the ads in a newspaper or watch TV to
understand how many large companies are now
marketing equipment designed to raise the
productivity of the office worker. Whereas capital
investment has brought huge increases in industrial
productivity, only small amounts have been spent
thus far on improving the productivity of office
workers. In 1900, for example, about 40 percent of
the labor force worked on the farm. Today only
three percent of the work force is there, but thanks
to mechanization, they produce more than is needed.
Likewise in the mining industry, only one percent of
the work force is able to provide 80 percent of our
mineral needs. The greatest growth in the past two
decades has been in our service industries ( now 68
percent of the work force), but capital investment
to improve their productivity has been minimal.
5. Office automation is a means of improving
office productivity. It is wrong, however, to
measure these increases solely in terms of pages
produced per hour or equivalent time spent at
specific tasks. The improvement in the quality of
the product and ability to meet the consumer's needs
in a timely manner are other considerations. Some of
the payoffs of automation are impressive. A typical
secretary spends about 20 percent of her/his time
typing. When adjusted for distractions such as
answering the telephone and making corrections of
errors, the net rate is less than 10 wpm. Companies
which have installed word processors have reported
that this rate usually triples. Another measure is
cost per letter. On an electric typewriter it is
about $7, on a word processor $2, and if the office
uses electronic mail, about 30 cents. The biggest
payoff comes when managers and professionals begin
to do their own work on the terminals. In industry
only about 30 percent of the automation is directed
toward the executives, yet they earn about 70
percent of the salaries. Instead nearly $750 billion
will be spent to improve the productivity of the
clerical. Fortunately, this will not be the case in
the CIA plan. Agency managers and professionals
will have their own terminals. The problem will be
overcoming their initial reluctance to use computers
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and persuading them to do most of their own typing.
The conference participants noted, however, that if
we continue to use our word processors as
typewriters and to have our clericals do all of the
typing we will not realize the intended gains of the
new equipment. Much is dependent upon acceptance by
Agency managers of new roles for themselves, the
professionals and the clericals. If automation
succeeds there will be a fundamental change in the
nature of our work, and probably even in our
organization. The role of the clerical will probably
be one of the first changes.
6. TECHNOLOGY. Office automation results from
the convergence of three technologies: data
processing, word processing, and communications. In
the early days computers were large and costly. Most
of all they were complex and difficult to operate.
Only a few, highly-trained specialists were able to
use them. Access was limited to a few installed
terminals. Moreover, computer memory and data
processing capabilities were considerably less than
what one can find in today's small hand-held
equipment. Data were entered using keypunch cards
and we hired many clericals to produce them. Today
both the size and the cost of the computers have
come down dramatically. The semiconductor industry
with its miniature silicon "chips" is now producing
equipment which costs 1/20 of what it did in 1975.
This trend toward miniaturization and cost reduction
is likely to continue. At the same time the power
of the computer as measured in memory and processing
capacity has been growing geometrically. The first
part of the convergence is the application of this
new technology to the task of word processing.
Terminals have been developed which are able to
perform all sorts of amazing functions, yet which
are quite easy to operate. No longer do we need the
services of a programmer or data processor to use
them.
7. This brings us to the third factor in the
convergence, communications. When all these word
processing machines and computers are tied together
in a communications network, the prospects for
increased productivity and savings in time, cost,
and effort are immense. These factors are even more
critical when one considers that our normal response
to increases in our workload has been first to work
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harder, and then to hire more workers. Automation
will permit us to do more with the present work
force. It is already being used effectively in
industries such as banks, insurance companies,
stockbrokers, and airline reservations where there
is a requirement to store and retrieve lots of data.
Now this equipment will help with other office
functions such as the preparation of correspondence,
filing, sending electronic messages, arranging
meetings and keeping calendars, etc. No longer, for
instance, will senior officials have to play
telephone tag. What we are experiencing is a shift
from our traditional ways of doing business.
8. HEALTH HAZARDS. There are several
concerns commonly voiced by employees moving into
automation. They complain about the production-line
nature of some tasks, with their routine work and
lack of people contact. Some have a fear of the
computer and a reluctance to try something new when
their typewriters have been perfectly adequate until
now. Most of all, a whole series of myths relating
to the health hazards inherent in the use of a
computer terminal has developed. A group of mothers
in Canada, for instance, complained that they had
abnormal pregnancies after working at their
terminals. There has also been much talk of the
dangers of radiation and other problems such as
failing eyesight, aches in the head, back of the
neck, or the back after prolonged use of a
terminal. tried to put most of these
concerns to rest. He assured us that all of these
complaints have been examined carefully and that at
present there is no scientific evidence of any
serious health hazards associated with the miniscule
levels of emissions or "rays" coming from a
terminal. There are, however, very real problems
relating to operator comfort. Posture, work
attitudes, concern of management, adequate lighting,
proper refraction of glasses, etc. are more
important than the popularly reported health
hazards. " Eye strain," for instance, depends on
existing eyesight, adequate, non-glare lighting,
distance to the screen, angle of the screen, etc.
It has been found that many operators who complained
of a change in vision after starting to use a
terminal, seemed already to have needed new
glasses-- the work at the computer only helped call
this to their attention. No evidence has been found
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that even prolonged use of CRT's will lead to
permanent changes in vision. However, to be prudent
the National Institute of Occupational Safety and
Health (NIOSH) recommends that until more extensive
evidence is available, any operator looking
continuously at a screen take a break of ten minutes
every hour, and look away from the terminal to rest
the eyes every now and then. Those whose work is
less intensive should take a break every two hours.
Dr. Bush assured us that medical research into
suspect occupational hazards relating to the use of
a terminal continues and that organizations such as
NIOSH are closely monitoring developments.
9. DISCUSSION. The factors developed by our
three speakers led to some lively discussion of the
Agency's program for office automation and
particularly the new role, skills, and career paths
which would be open to the clerical. We recognized
that we are truly at a crossroads and that, despite
some of the anticipated problems in the
implementation of this program, it constitutes a
real opportunity for the clerical work force and for
the Agency if we are willing to make the necessary
adjustments. The following sections discuss some of
these issues.
10. ISSUES and CONCERNS. The participants
noted that we are on the threshold of a major
revolution in the way we do business. Office
automation will have a serious impact on our work
environment, security, data handling, and
productivity, plus the quality of our work. We also
consider this an opportunity to improve the working
conditions, job satisfaction, and responsibilities
of the clerical employees through an imaginative
adaptation of their skills and duties to the new
potentials created through the installation of this
equipment. It was noted that there will be a
blurring of the distinctions between duties
performed by professional and clerical employees and
that many of the duties currently performed by the
clericals such as typing reports or cables and
filing data will largely be done by managers and
professional officers. On the other side,
clericals, with the assistance of intelligent
terminals and decision programs, will be able to
make many of the judgments heretofore reserved to
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professionals. Many of the traditional skills of
the clerical, however, still will be needed. There
is considerable concern among the present work force
about job security, adapting to changing roles, the
adequacy of training and potential to develop new
career paths. In the view of the conference
participants, considerable effort needs to be
devoted to defining positions, adjusting traditional
clerical roles, and developing new skills. The
initiative for these rests with the supervisor and
office management. Most of all, we need to be wary
of short-term solutions. Many said that we would
need to reorganize the structure of the Agency to
realize the full benefits of automation.
12. There were some specific applications of the
new technologies which may warrant further
investigation. Some corporate executives, for
instance, carry a small portable computer terminal
on business trips. With these, they are able to
link with a computer in their home office from an
airport or hotel room. If similar mini-terminals
could be tied to Headquarters or to an overseas
station through a secure communications circuit,
this could provide continuous and remote access to
Agency files and communications. Potentially this
could reshape the whole business of field
communications, provide added security for our field
officers-- particularly the NOCs-- and increase the
amount of information available to an officer away
from the field station. There is also a security
risk inherent in such a terminal being used outside
a secure facility, however.
13. ROLES OF CLERICAL. Although many
secretarial functions such as those relating to the
support of Agency executives will remain, it has
been the experience of other organizations that
managers and professionals rapidly take over
responsibility for the preparation and editing of
their own memoranda, messages, and reports. In
fact, many secretaries complain that they can't get
the boss off the terminal. In this environment, the
clericals will find the opportunity to take on new
roles. Most of these will entail maintaining order
in the office and acting as a trouble shooter for
other users of the system. With so many potential
individual users and separate files in any given
office, there will have to be someone who keeps
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track of all the transactions and provides for
overall quality control. The new role of the
clerical, therefore, will be to serve as a resource
and information systems specialist. Some suggested
that the new name for a clerical should be office
manager. Clericals will be problem solvers and will
become even more indispensible as ,the ranks of
traditional secretaries dwindle and the needs to
perform duties requiring considerable judgment and
independent decision-making grows. A constant theme
throughout the conference was the requirement to pay
more attention to all aspects of security arising
from access to computer files. A communications
clerk or ODP specialist with such access could do
considerable damage.
14. SKILLS. For the the clerical force, we
will still need to hire people who can type, but
speed and accuracy are not as crucial with the word
processors as they are with the manual typewriters.
We will need personnel with an excellent command of
English and high aptitude in the verbal, numerical,
and clerical fields. Because of the anticipated
blurring of differences between professional and
clerical roles, we should endeavor to hire clericals
who have aptitudes approaching those of the Agency
professionals. The primary difference would be in
educational level, rather than aptitude. The
problem is how to measure accurately these aptitudes
and potential with present screening procedures.
This all relates to the concerns expressed above
about security screening, and the question whether
we can buy all of this at the GS 3/4 level. There
was also discussion of whether we should test for
adaptability to machines, but the participants
agreed that most applicants from today's school
system will be comfortable with computer terminals.
15. TRAINING. There was considerable
discussion of training requirements. Mrs. Stromberg
had mentioned that the experience in industry has
been that training costs tend to equal the money
spent for the office automation equipment. For the
Agency EOD, a three-tiered training program was
identified-- orientation, familiarization, and
skills. There was strong support for a return to an
arrangement similar to the old pool. In this the new
clerical employees would receive an orientation to
the Agency, instructions on security, answering the
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telephone, classification controls and handling
classified data, plus a familiarization with the
various types of office equipment which they are
likely to encounter. Emphasis should be on skills
training, rather than receiving briefings and
lectures. Such training should focus on those
procedures and equipment which are unique to the CIA
environment.
16. Component based training should provide
skills training on the specific equipment found in
the trainee's new office. In the orientation phase,
for instance, the EOD will be shown be shown a Wang
terminal or the VM system will be demonstrated. In
this phase, they learn to use the equipment and
learn the files and procedures relating to their
office. In this manner, a clerical assigned to the
DO would learn to function in that environment,
whereas one assigned to the DI would learn other
systems-- although both might be using the same type
of terminal.
17. The retraining of the present clerical
force will probably be the most difficult task.
Many fear the machines and will attempt to continue
to do their work on manual typewriters. The
retraining of these personnel is such a pressing and
serious matter, that the conferees recommend that
OTE and ODP form a task force to explore these
training requirements. It would also be desirable
to form resource teams to advise and provide work-
related guidance as the equipment is installed. Work
on the transition needs to begin now.
18. REWARDS. There is considerable potential
for higher job satisfaction once we transit the
period of adjustment to our new office environment.
Those using the machines will have greater
responsibility, but also may have less opportunity
for social intercourse. The CRT, like the
telephone, tends to hold your attention while you
are using it. There will also be a greater need for
feedback (negative and positive). The potential for
the clerical to gain greater status within the
organization is also great. Because of this and the
greater security and other responsibilities
resulting from automation, consideration must be
given to increasing the clerical pay scale and doing
away with the present personnel system which tends
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to discriminate against them. Professional and
clerical positions need to be classified on the
basis of responsibility and scope of the work
performed and not tied to the grade of the
supervisor. Likewise there should be equal
treatment in consideration for promotion. We need
to take a fresh look at our grade structure and
create a new career path for the clerical.
19. FINDINGS AND RECOMMENDATIONS. The
objectives of this conference were to air issues and
provide a forum for a free exchange of ideas. Many
of the participants believed that the clericals will
make the necessary adjustments to the changing
office environment more readily than their bosses.
It is clear that office automation is upon us. We
cannot turn back. Agency managers, professionals,
and clericals need to take steps now in order to
gain the expected potentials of automation. This
will be a difficult period of transition and if the
clerical is to assume new roles and develop new
skills, the assistance and encouragement of all
levels of management is required.
SECRET
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