A PROPOSAL TO ESTABLISH AND IMPLEMENT A CAREER CORPS PROGRAM IN CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R000300100001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 106
• Document Creation Date: December 20, 2016
• Document Release Date: August 31, 2006
• Sequence Number: 1
• Publication Date: July 3, 1951
• Content Type: REQ

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. SECRET.
A 13, OPOSAL
FOR THE
ESTABLISHMENT OF A
CAREER CORPS
ORVCDF Pe E;
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SECRET
TO
LIEUT. GEN. WALTER BEDELL SHIM
DIRECTOR OF CEN'TRAL INTELLIGENCE
A PROPOSAL
FOR THE ESTABLISHMENT OF A CAREER CORPS
Office of Training
3 July 1951
SECRET
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TRAN5M111TAL
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Li rector of Central intealigence
Director of Training
A ?roposal to Establish and Lmp
3 Jul' 1951
Career Corps Vrograa in CIA
1. SUMO its ineeptiess six menthe ago today, the Office of Training,
in compliance with your verbal instructions, has given priority to planning
for the establishment of a Career Corp.. The formulation of a plan for
so vital an Agency-vide program merits more than a six-months attack by
my limited staff. However, the recent news release on the k-ency Career
Corps :-'rogram impels me to submit herewith the plan as new developed,
with probable imperfections which a later submission mif;ht have eliminated.
2. The plan rests upon two basic assumptiansi
a. Ultimately the quality of our personnel ulli depend upon
highly selective recruitment at the Junior level, but the Career
Corps itself could not and should not be recruited from without
the Agency, but rather should be selected from those er4ployees
who have demonstrated their ability through a period of service
in the Agency.
b. A program for a Career Corps, to be successful, must be
integrated with a career management program for the Agency.
As it corollary to aosumption (b) there is also submitted herewith the
proposed plan of Agency-wide Career Manafement, into which the Career
Corps program must itself be integrated.
3. Career Management and many phases or the Career propowil
are properly the responsibility of ?arsenal. If this plan is approved
in whole or in part, I recommend that the 4rector of Personnel be made
responsible for implementing these portions of the plan that are
properly functions of his Office. He will, of course, hove the whole-
hearted eupport of the Office of Training.
L. I cannot emphasise too strongly that a sine se non to the
successful execution of a plan of this type is the unqualined support
of the Uirector of Central Intelligence and his Assistant irectors.
Our study of the subject indicates that :ersonnel and Kanagenent have
advaneed similar proposals for career development In the past but that
former Director* failed to give them impLomentinc support.
Distribution:
Addressee
MCI
ELA
DDP
LIDS?
Pomo
0/7R
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FOIAB3B
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TABLE OF covriorrs
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TABLE OF CONTENTS
Introduction
Diecuseion
I Selection Criteria
II Recruitment
III Basic Training
IV Initial Placement
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D1TRODU CT I 011
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INTROC h
Thc intention of establiehinz, a Catcer Corps wiVAIn the
CIA was v.iccinctly stated by ,.,eleral !'sith as follows:
"I? trylikj to build up a corps of well o alified men
here who are interested in makin a career with the
Central Intelligence A6ency. lo effect this, i recent-
ly established a training section which functions - as
much as I dislike the term - as a sort of career manage-
ment office."
alter Bedell f'Voith
IC Hon. John cCloy
17 Aarth 1951
The Office of Training has studied the problem of es-
tablishing a Career Corps from various angler, and has
consulted experts in career management outside the Agency,
as well as experienced executives within the Agency.
Th. problem involves recruitment of extremely able
young men and women from outside the Agency, identification
of the most able people already in the AGency, and Improve-
ment of the value of members of the Career corps to the
Agency by training, rotation and other experiences. A
system of career benefits and security must be established
for careerists. The recommendations made in this report
are centered around annual evaluation intended to uncover
the most able people available. Only people with at 'seat
two years of distinguished service in the Agency are here
considered eligible to become Careerists.
Certain protases are closely connected with the matters
diecussed here, bat have been given only passing attention
at this time, because they are subsidiary to the main problem.
One Le the establishment of career benefits and security
(Tab 1). Another in the proper use of military personnel
on duty with the Agency, not only from the point of view of
their maximuamlilisation by us, but almo of their own
professional improvement (Tab 0).
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THF PROBT:11
A. To devise a plan to *sleet, recruit, and train young men
and women of ?xleat promise, and to place thwi in the Agency
where they will be of the greatest use.
? To devise a method of identifyirv, those employees of the
Agency who have the highest potential for further develop-
slants to train and rotate the within and outside the Aoltney
in such a way that they will develop the greatest useful-
ness to the Agency; and to place the in the most ismer-
tent positions.
C. To provide the training necessary to implement A and
To coordinate As B and C.
DIFCi;SSION
The problem is discussed under the headingss
I. Criteria for !election. Ainimue qualitative criteria
are established in temp of education, linguistic
ability, leadership, personality and health. tpecific
criteria are established on the basis of the present
needs of the Agency, in terms of education, epeciali-
sation, research an experience.
II. Recruitment. Rearuitionnt on the basis of the eneral
and speciiic criteria should bring into the Agency a
continuous flow of younc men and women, of wham many
will prove to be able specialistr, and n few will
svelte/My develop into generalists capable of fill-
ing high executive positions.
Contacts will be eetablished as paid consultants
in 93 quality universities and colleges. They will
identify, euide, and nominate in the last year of
study the most promisint graduate students and under-
graduates. No more than 2* of the selectees in any
year may come from one school,
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_tudentr will nu recomi4oned irom other celleges
"or 2ersonnol Procurement.
Contacts will be estaaished in the separation
centers of Lno Armed .orces toioehtily ano interest
ablo youn, nun eno .4iomen.
Ihose recomaiended will be tooted locally, and the
best will be brooc;nt to ,,ashinton for aspessment and
interviews. The Office of Trainin will operate the
contacts and will monitor the teetin4 and recruitment
in consultation with Personnel.
III. Antic Training is being established to provide eelectees
with the nemsenary skills and knowledge to enable them
to eater ALA olliee with general competence in intelli-
gence, and to maks the most of on-the-job training.
As soon as posriblo, basic training should LA 4lven
all new professional employees.
All selectee* will take a 12-weeks course, designed
to teauh them the lUndamentals of intelligence and of
the hessian language, and to improve readine speed
anti writin skill.
Selectmen *ill 05 suojected to a runuinc ASPOSS..
sent throughout their oasic
IV. Initial Placement, Un the basis of evaluation and
assessment, selecteev will oe placed in the offices,
either in regular slots, or in an appropriate number
of training slots to be established in each OXJ.I.C4
on the basis of at.thorized iable o; urganiaation
strength. 14e iiireetors of 'Arainin,_ ant. versonnel
will jointly determine the placemeut in consultation
with the Assistant Jirectors, and will authorise
placement of galactose in *Ince training slots.
V. Emiection of Wiper Corps. upervisers t U evaleato
annually all personnel, .9 through 4S?13, who have
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been with the Agency a minimum of two years, and lin()
are under 14 (45 for the first year of We program).
Those who stand out will be tested, aa will other es-
p103'... in this category who wish to compete for
Career Corps selection. The outstanding candidates
will be assessed and interviewed, ane the Career
Corps will be identified. It will consist of special-
ists, whore capacitior ano interests indicate that
they are superior within their offices and should
stay there, an of generalists, whose capacitier
ane inters-eta ini,icate thQy are capable of
filling agency-wiae positions.
? TrainieL of Career Corps pecialiste will be derigned
to increare their competence within their offices,
It will consist of advanced intellienee courses; area
ane language 5?:tudy; scientili, ouoaalic an technical
study; rotation withie t Agency; and travel -- all
to be arraneed in and out of the Agency 1.4 the Office
of Training in coneultation with the Office of Personnel
and the Areistant Arecter concerned.
VII. Traiein of Carver 1:urps ,eeeraliets will be designed
to increase the breadth and competence of the individual
in the Aeency AS A bekole? rather tem to deepen his
specialised skill, It -.,ill coneist primarily at stuoy
in the National Intellience Course and other high-level
Service ane governmeh?Al co. set; arw rotation through-
out tne Agency and outside the J:::;46aely. The ultimate
purpose of the traininj, will be to produce a .J.rector
of Central intellUence.
Matters of detail are discussed in the followinG tabs:
A. Specific Criteria lor Initial Ealection
e. List of institutions in which C- iotacts Mould be
Established
ram
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C. Testin and Assessment of Candidate 'Telectees
? Arrangements with Armed liorcee for Training of
f,electees
E. Lawmagc electeem
The 4ssic Traixdx Provram of the CIA ntellAgence
School
o. .J,Naluation of :-electeee 41.1rin !mete ?raining
4. -Aimber of Training ?lots to e Aeded to TA of
Each '4ifice
idenLaicatton Career i,orps; Career ,;lanagement
Pro rem
&valuation of AtPtanC1n cIrdtwates for thc Career
Corps
K. goLation nen for Career - Specialists
L. Advanced Trainin, LA intnlli7ence
Language Training for FneeialAte
N. hotation Plan for Career Training - .ioneralists
0. Career Training for IntelWence Advisory Committee
Employees
P. lAplementation of Cniverrity anc Industrial Training
C. Career bencilts and ?acurity
oraduate Training, CIA .tntellivence Scheel
RaGOK MiLATICAS
1. mat you approve the report in general.
2. last you authoriao the Lirectors oi Trafhin. an Personnel
to ?arry out detailed implementatinn.
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. a.rarsu
Oar problem is to select able one versatile people
who will fit into several offices of the Agency, and to
develop a program of training and rotaticn that will develop
their eapabilities to the utmost. Through the 100 Training
Slots allotted to the Office of Training, we will bring in
annually 200.300 Career Corps releeteso, who meet general
and specific criteria. A Career Corps neleetee is a young
men or woman who appear, to have great ability and promiee,
and wishes to make a career in CIA.
A. General Minimum' CritelV.JALA....ke
B. Megative Criteria
We do not want as Career Corps tAtleetette people
witht poor academic records; exeollent academic
record' and nothing else; physical defects serious
enough to be a handicap in overt work; mere than the
most minor emotional defects; a record of failure in
language study; unwillingness to go overseas; unsound
motivation.
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The Agency will no doubt properly continue to
employ such people for specific jobs. If they are
successful, ve will pick them up by the procedures
described in V.
C. Specific Criteria
(Figures based on Agency needs and on
information supplied by Assistant Directors.)
Out of any group of 100 selectee., there should be
about:
38 College graduates
5 Engineers, with some experience in
production
7 Ll.B.1s, preferably with undergraduate
majors in Social Sciences, Area Studies,
or International Relations. A few
should be administrators.
50 Ph.D.Is or graduate students eiho have not
completed the Ph.D., but nave progressed
far enough so that they have actual
research training and experience.
These figures are intended only as a guide to selection
and recruitment, and should not be regarded as a Table of
Organisation. A first-rate man must not be excluded because
his category is full, nor may a second-rater be brought in
merely to fill a slot. The figures should be continuously
revised in the light of job descriptions for current
vacancies. (A more detailed breakdown is given in Tab A.)
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LI. ChULJ*
The chief problem in recrtitment is to choose frnm among
the many who will meet the selection criteria those w-oes lees
tangible Qualities justify hich ezectal,lons of 'Lames in the
Aoncy.
A GIA contact will be established in a selected group of
itout 50 universities anii colleges listed 1.3 Tab i3;. The
contact will he reimbAreed as a coneultant at the rate of
.25.00 a dey for ten days a year, PO that he will give more
than mammal attention to the problem. Aandling the contacts
and other matters connected with this program will require a
major part of the time of a member of the Training 7taff.
Contacts thoulc be men with considerable intelligence
expertenee in CIA or other intelligence agenelee, lhey lust
be men of the highest quality, since qualitative discrimination
hy individuals appears to be 'subjective, i.e., it is based on
comparison of the subject with the dieeriminator, they must
he sufficiently active in the noo-academic affairs of the
institution so that they will know studeets outside of their
own fields. In a few inotitatiens the ideal contact will be
the Dean of the College. In Adversities, there ehoulc, be
two or mere, one for the College and an* for oath gradaete
sehoel, since the students in ene school are enidea well
known to the faculties of the others. in maw institutions
there is a auti, composed of intellectually elite undergraduates,
grimiest* students, and fesulty, and devoted to serious dieoussion.
A tenuity member of such a clefs would know the desirable students.
Suggested contacts will be listed throwh consultation
anant,i, Personnel Procurement Officers, Office of Operations
Afield Contacts, an the Training Olfice. A member of the Traini.
inc Staff who is well qaaliried to negotiate in colleges and
univervitio, All visit the institutions cc-ncerned tc, consult
the authorities, establish cnntacts, to deal Ath other
matters noted below,
Contacts must be cleared through secret, an4 brodtht
together in the Agency in the paImer of their first year, to
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attend to. Orientation Course and to receive ether indoctri-
nation. They will be carefully brieled on what information
they may gilife candidates.
Contacts will begin to watch tnore underkraduates wwc)
emerge in their junior year above a line ol performance to be
established locally, and In their senior year student, who
blossom late. ..abeduate students shoulk be picked up after
their flret year. Audents who transfer will be passed on
from contact to contact.
At no time will the oomtact Aye Z.44, candidate the imprev4on
that is Dieu', se oeted as a mpicer of 21_11.1111.12auAl.
rather that he 1.3.1 be_i_.!..._nanive_aortAanity to prove by his own
perfornce that he Is entitled to :zainin,' and OPportuslly lor
advancement.
Toward the middle of the studento final year, teut contact
will tura him over to a Personnel Procurement offioer. lhe
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contact will recommend a tOw of the beet otudents ar career
selectee., and the remainder for other mom specific employment
in the Agency. Potential operators will be turned over immedi-
ately to the covert offices, so as net to compromise their
cover. Out of any hundrek, selectee*, no more than two will be
taken from one college or school witein a university, in order
to avoid Ivy Leaoma concentration, an, to 4ve the proeree
high preetige anc wie ran.
Candidates recommended by the contacts, Ali:t otherpuneerthed
in other college, by Personnel Procureento will iill out suitable
applications, by which the obviously unlit wilf be weeded out
and the others will be tested by a qle-tAs to bk,. miewri 'nu tha
cnolo,leal Aar/ of the Oifice oil.
25X1 with the tests administered
rinds the I PrePen
th the Agendys has toetim, arrani4ements with
most or the better colleges, it Dew not be necessary to brin
the candidates tocether at ventral points.
Tho taste shouL, ve i.Lne L reveal intellience,
motivative, aptitutie ;or or work, apility to reason in
appropriate problAss, Liao psycholojcal make.6up o iruAvidual,
his knowled0 oi ? current al-lairs and uhler backgrounul, anCtis
ability to write.
The survivors noulc be brought to ,senin(ton and Interviewed
ans4 assessed wAh oar current needs in *in, (Ins testinf.;, and
assessment program is Uscribed j laZ G.)
lbe separation centers ol ttl, Armed ';'02101915 Will ve another
source of reloeteee. fxpntacts should e established in each
of these under the alrection oi Alltary iersonnel
Available iniormation from personael ile will provide a basis
for preliminary soreen1n6. ;:ubeequent asses,ment procedure,
will be developed by the 0,:fiee of Trainink* (Iah c)*
A third source o: selectees will be yaw, men an women
turned up by the normal activities oi Personnel i'rimmronent.
rhey shouLl meet the selection criteria noted in I, anc should
be under 35, *no pricLermbay uner 30. abe illtie as,sered
similarly to the first two 7:..roupr* (ab C)*
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There mast be sufficient data common to all groups to permit
comparison along them. Final selection from among the eandidates
should be made hy the Office of Training after convaltation with
the 4rester of Personnel, who has ultimate plaeement reeponsi?
betty. Training liaison offieers from the aloropriate of
should be consulted in eases where there l. any doubt.
It is possible and desirable that some own and wanon whoa
we would be glad to take at the bachelor's level will wish to
go immediately to graduate school. If they vish to study a
relevant shbjeot, they should certainly be cncoura4Ted to do so.
They should not Ix, subsidised by us, since any one wno is imeci
anod7h for this proram will have nh di.ficulty in obtaining
a fellowship or asni,tantship. other, asy take their military
training a:ter the il,achelor's Degree. (A proposed arrangement
riith the arm iAl korces will be descr:...od in Tsh 1A0
LIX. ifiVIL 1kAidiiU
The purpose el basic training jr to ,Ame the selectee the
basic skills and knowledge necessary to ah intoAli,monce officer.
Under present conditions, with tow Table of Orgazisation only
about half full, training must be kept as short as possible, in
order that the selectee. ney tie alleorbod in the Agency at the
earliest possiblc, data.
The entire cause oir basic traininc deecribed below in at
present available only to career corps selestees, but as soon
as the demands of the offices become leer presein44 it will be
offered to all new professionaa enpleyeee.
The training program must be controlled and expanded in such
a mmy that instruction will always be given br experts who are
well qualified either by experience in the field, or by long study
of the subjeot. Under no conditions will canoed leetures nor
teaching from a manual be permitted.
A. assic trainin for Career Corps selectees, already in
operation, or to be established immediately.
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2. Before selectee* enter an duty, they will have
been clearly informed that they are net an elite
cerpm, and that their future in the Agency depends
on their performance. further training and pre-
ferential treatment will result only from selection
through the rrocedures described in V.
2* The basic course !or selectee, will last twelve
weeks and will be offered thrice yearly, July,
October and March, it will be dui.ned tu 4ve
the students the folle,in knowleke an,: skills,
a. IUt'Ltndamentale O Rurrian, 116 an elemen-
tary knowlecLe of Toviet area. These
are basic tools under prevent circumstances.
Audents already competent in Rusc.tan will
be giAni other ln ae trainik?. The morns.
IAA will be devoteet course. (Tab
b. '*'.hc. fundamentals of intellience, *fie to
all offices, Out not special to any. '411ey
will learn tat.lec. oi in the total
insllienoe an ,overnmental structur. They
will acquire suc skills an concepts as are
necesstry to all inLelli,once oil:Leers.
Consierabl;.- etteltion will be 7?tven to the
study ol problme. Irk, curriculum will in-
clude traininR in rani reaoin an comprehension,
and in precis writin, eesi,,med tek;ether to
speed tne processin of documents, anc: to
Improve the quality and clarity et writing.
ihe afternoons will be devoted to this
course. Lither jr nc or at the end of this
course, selectee, will attem. the LA
',mientation n.inCoctrination Co use, or ite
equivalent. (A cnascrition of 'Lie Lntallt-
gence tralath, is iez in Tab
3. Throughout tAeir trainitu4 selectee, will be con??
tinmously aeseesed by their instructors and other
members of the training office, in order to
determine their quality and the type of work
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for mbieh they are initial4 beet suited.
Unoatisfestory candidates will ,./e dismissed.
(Tab 0.
4. At the end of their basic training, selectee*
will be placed within the Agency, either in a
regular or a trainini, slot. Vela IV.)
?
Proposed expansion o1- basic training, tc be implemented
as the Table of Organization fills anti the demand for
speedy release of ,.7orsonnnl weakens.
I. Elementary area rams; about three on
duration, C7oe v14
2. An advanced course In nuseian and oLhar alavonic
languaees for solectoor *no ajreatly have a basic
knowle&e of Rurrian, and courren in nenitle and
oriental lencuages? (4.0* VIs U-6)
in
IV. INITIAL P T
velecteets initial asplomon ir of ,,rekat importune,
not only in terms of hie oan kevelopment, but of the efficiency
of thu offices and tht Agency a/ a whole.
ivory effort will be made to place Ghc selcLtee in tgle
most suitable position available. gin academic an other quali-
fications will be studied, his personality and aptitude* will
be assessed, and his interests will be ascertained. His performance
in basic traininc, vill play an Iportant part In the nature and
level of hie placement.
Assistant Areetorr and their re; revJntatives will be invited
to interview appropriate selvetcer late Ln the trainin_ period,
and to express interests or lack thsreo4 until tIle selectee is
placed in sn appropriate office and a suitable position.
If the criteria for relootion and thu process of recruitment
were perfect, there would be no problem, of placement. Since
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they are probably not, prevision should be made for a very
few training *lots in the Table of Organisation of each Offioe,
to be used for selectee', at well as for rotation of Career
Corps personnel, as deeeribed below (VI). Those slats will
have the further advantage of tilting up slack when there is
a temporary leek of openings in particular eategorise. The
Directors of Training and Personnel Should be authorised
jointly to plisse selectee* in training slots, after consultation
with the Assistant Director. (Tho necessary changes in the
Tables of Organisation are described in Tab H.)
No selectee iny remain in one training slot tor more than
six months, at the end of which he must either be absorbed
into the regular Table of Organisation of the Oates, absorbed
elsewhere in the Agency, either in a reveler or training slot
in another Office, or dismissed at the joint discretion of
the Directors of Training and Personnel. In offices where
rotation of new personnel is customary, it goy be found desirable
to move selecting through a logical succession of training
slots within the offioe before they are initial:Nrplaced, but
only with the ooneent of the Assi,tent birestor concerned,
keur to six months after the initial placement in a regular
slot, a representative of the Office of Training will request
the supervisor of the selectee to make a preliminary evaluation
of his work. This evaluation will confirm or essetradict the
original evaluation, esleetion and placement of the incavidual,
and mei load to a ?Ammo in the criteria for selection and
methods of recruitment. It will provide a means of evaluating
basic training, and grounds for sodifying training when necessary.
It will also swell obvious misfits, who will be either moved
or dismissed. (Tab U).
Ones a selectee is plaited in a regular slot, his future will
depend on his'perfOrmance. Personnel will have the same interest
in his that it does in all employees, but Training, except for
the evaluation first mentiened6 will become interested in his
again only when he emerges, if he does, as a candidate for the
Career Corps after two years in the Agency (Pee V)*
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V. IDENTIFICATION OF CARR CORPS
Welt to initial selection, the most critical problem
in the Career Development Program is the early and accurate
identification of the Career Corp.. The Career Corps is
composed of men and waxen of superior ability and performance
and includes specialists, who are outstanding in a single
office, and generalists, who are willing and able to fill
important executive positions that involve the Whole Agency
in one way or another. (A more detailed discussion is given
to Tab I.)
A. All Agency personnel in grades from G3-9 through
GS-13, who have been on duty for at least two
years, and who are under 45 for the first year this
program is in operation, and under 40 thereafter,
will be studied annually by Personnel to identify
those who have high potential for Career Develop-
ment through further training and rotation.
The group, 05-9 through 1S-13? is of manageable
seise and is capable of close study.
Justification for these gradess Professional
personnel who have not advanced to M5-9 in two years
under current practices of promotion, are of low
potential. It is further assumed that 08-14s and
above are already careerists, veil established and
professionally competent, so recognised by thoir
superiors, and for wham further training may be
desirable' or else fall into categories that would
sum farther training impractical or unnecessary,
that iss
1. Too old to profit from training
2. Mediocre or incompetent
1. Outside experts, here for emergency only
Nevertheless, for the first year that this program
is in operation, it will be necessary to study
personnel 53-14 and above, to determine which of them
should be considered members of the Career Corps.
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? The Career Corps will be identified as follows:
I. Appraisal by supervisors will be combined with
ego and grade, and grephleally represented, to
reseal those who stand out. (totalled dis-
cussion of this procedure will be found in Tab I.)
2. The preliminary group thus selected will undergo
testing and evaluation designed to reveal:
a. aptitude potential for impressment;
b. I.:dollies:moo, aptitude, and per
e. knowledge of the intelligence promos;
4. Ability to work from evidenee in an
intelligence problem;
kneeled.' of current affairs, together
with historical and soonomic back-
ground; and
f. ability to learn languages
(The preeeduxe will be discussed in Tab 4.)
For two years, or until the earear preplan is
aecepted by the Agency, and particularly by the
Assistant rirectore, who will lose some good men
from their offices, it wi.l be necessary to emelit
all employees 6: 9..13 to take the tests if they
wish, as a check on the evaluation. Allowance
must be mad* throughout this process tor different
levels of performance at the various grades and
by persons with different kinds and aeownts of
1110111???
On the basis of the evaluations and the tests,
a small group of potential generalists will be
molested by Personnel, who will appear before a
Board of nomination and review (Tab I, ootles
A), eonposed of the rirector of Central Inte111-
genes or his representative, the linseter of
Training or his representative, the Assistant
Director of the Office involved or his represent..
time, the rirector of Pemnnel or his representa-
tive, and other appropriate persons. The beard,
through interviews and any other means it wishes
to employ, will make a final judgmant and will
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in particular seek to identify the Generalists
(c, 4). imployees who are obviously well
qualified epeeialists need not appear before
Urn Heard.
C. The successive rtepe in the process of evaluation,
tasting and assessment, and interview will divide
personnel into five principal groups'
1. Thceo wPo should be dihnissed for inefficiency.
2. Those who should be transferred to other slots,
more suited to trmirnwaraz
3. These who are 5Jefictoz7 in their present
poeitiom, but wooe putentt&1 or age de net
Justify further tratninc or rotative.
h.Liaialiste who are hithly satisfactory in their
present position, whoa* desires and aptitudes
Indicate that they should stay in that sort ef
work, and whose potential justifies further
trainint one promotion. :'omo of this groan as
become Assietant %rectors, but they will remain
in their original Cffioes.
5.
Generalist! who are hteM1r satisfactory in their
present positions, but whose aptitudee and in-
terects jultify extensive training and rotation
thrimasut ths kgency, to proper* thee for *gooey-
wide John; and atm:- po$itions of reat respon-
sibility.
The specialist" and generalitts are the Career Corp..
Nolection for the Career Corps does no mean immediate
promotion, but greeter opportunity.
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TI. TRAI a CUR,. iaCIALISTS
The purpose of career tralaing for rpecialistn (V,C,4) is to
improve their efficiency and range in the offices in *itch they
work and to *kWh they will return. Assistant Directors may rest
assured that persennel released for training as Specialists will
return to their office of origin, and that they will be at least
partially replaced by other members of the Career Corps rotated
into thair office from other offices, or by selecteet. The pro-
posed training slots in the officer will be used to facilitate
rotstion (Tab H). Since some specialists Will become Assistant
Director*, a broad variety of training will be made available.
Programs will be tailored to iedividuil needs.
The training may be designed to impart new skills and
knowledge, to refreeh and improve existing skills and knowledge,
or simply to get the individual out of a rut by a change of
environment and concentration. The last will be of particular
value to analysts, scientists and librarians, rho are likely to
fall into habits and attitudes of mind that are not necessarily
the meat productive. Training for npocialists will be arranged
individually, after consul tetion and agreement with the Assistant
Director and his Board of Review (Tab 1, Section A.
SJee of these Objectives nay be accompliehed by tra
tning
courses already existing or to be established within the Agency.
Others may best be achieved in universities, industries or other
government agencies, or by travel. (A sample plan of rotation
and training is discussed in Tab 4.;
A. The advanced intelligence course will be of value to
nearly all in this group, particularly the less
experienced (Tab I.).
The simplest problem is the acquisition of a language.
when there is considerable deemed for a language,
instruetion can be hare:led meet economically by arrang-
ing with an institute or university to set uy the
required language training for the group. Language
training will be est up within the Agency for those
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who unmet be trained outside because of the demands
of their duties hers, or becomes of security. In the
ease of languages for which there is scattered demand,
instruction *an best be arranged through ?Aside
institutions, preferably local, an an individual basis.
The best wey to study a language is full time,
with complete leave of absence from other duties.
Comprcedass may be made, but only at the cost of
efficiency and speed (Tab 14).
C. Sonat mere comnalcated is the problem of area study.
Two elemeatery area programs should be established,
preferably in local educational institutions, or within
the Limon one ea the Auropean orbit of the USSR, and
one on China and the For East. For mere advanced study,
and for study of other areas, trainees meet be sent to
academic institutions. Existing rumours** ars being
studied, with the help of the Social Science Research
Council. In a very few cases, such study may be
accomplished in a summer session, but in meat instances,
an academic year or oven tm will be required (Tab
D. The Office of Scientific Intelligense has a particular
need for a pro grea an Soviet Ulnae., combined with
area study, and the effect of scion.. and teshmelogy on
international relations. This question is being studied.
The purpose may be accomplished in sr out of the Agency.
Such a program should also be useful to the ATice of
Research and Reports (Tab P).
. A course on economic intelligence, and its use in
support of economic warfare and operations will be
developed.
F. Scientists, economists, and other specialists will be
sent to universities, either as students or as research
associates, to increase their substantive knowledge, or
to carry out research, or simply for professional re-
freshing (Tab P).
G. In many cases training in an industry, foundation or
laboratory will be more useful to scientists, econo-
mists, and other specialists than university training
(Tab P).
?
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R. In some eases, travel and study in an appropriate and
feasible area will be the nost desirable program,
whether for training or refreshing. This might some-
times be accomplished through rotation in one of the
operational offices (Tab 10.
I. Rotation within the Agency, through use of train-
ing slots in the offices, will be desirable in cases
where the work of an individual is or will be closely
connected with that of another office, but in all
cases the purpose of such training will be to maks
the trainee more competent in his own office, to which
he will return (Tab 10.
J. With the cooperation of Office of Scientific
Intelligence, short courses in the present knowledge
and capacities of Soviet scientists in the various
fields, and of the present and potential capacities
of Soviet weapons should be established, not only to
increase knowledge, but to overcome some of the super-
ficial contempt for Soviet science that is current.
These courses should be open to personnel from other
intelligence agencies.
VII-. TRAINING OF CAR1:4gt C .EaALISTS
Generalists (V,C15,) are those very rare individuals who
have the capacity to bring together many aspects and branches
of the intelligence problem and organisation, and wish to do so.
Their need is not for specialised training, but for increasing
areas of responsibility and experience on the one hand, and for
rotational experience within the Ameney, as well an in other
intelligence agencies and other governmental agencies which have
mutual intelligence needs.
Whereas the purpose of Specialist Career Training is to
produce better Specialists, there is considerable doubt that any
particular effort should be and. to Laprove the special skills
of the Generalists, excepting to broaden their language ability,
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increase their first hand knowledge of important foreign areas,
and to give them enough experience in the various offices of the
Agency and other intelligence agencies so that they can under-
stand their products, and know their limitations and capacities.
Therefore, while a high percentage of this group will have
benefited as Specialists from the sort of training described in
before they have been identified as leneralists, an entirely
new emphasis nust subsequently be placed on their career develop-
ment. The purpose of their training is to produce Directors of
Central Intelligence, Deputy Directors of Central Intelligence,
Assistant Directors, and Deputy Assistant Directors, assistants
to the Director, *embers of the Nations]. i',atimates Laird and
other key 'people. (A sample plan of rotation and training is
presented in Tab N.)
A. Gn the academic side, the first need is for a national
intelligence course, not only for this group, but for
the personnel of other intelli:ence ogenciee (Tab a).
E. Generalists should be rotated throughout the getacy1
by means of training slots (Tab N).
C. They Should also attend the National War College,
Naval dor College, induetrial college, participate
as members of the of$ or attend the General
A.aff and Intelligence Sehools of the Armed Forces
and the Foreign Service institute of the State
Department (Tab N).
D. During, before or after the period of rotation within
the Agency, trainees should serve long enough (at
least one or two years) in one or more of the intelli-
gence or operational agencies of National Security
Counoil Staff, State, Navy, Army, or Air Force to
understand their methods and objectives.
E. Time should be given the trainee for study of foreign
intelligence systems, both friendly and unfriendly.
Materials in the possession of the Agency will be
made available through the Office of Training.
At the end of the period, the train's should be ready for
positions of great responsibility on the level of Deputy Assistant
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Director and Assistant Director, and after experience on that
level, to serve an the immediate staff of the Director or
Deputy Director, and finally for Deputy Director of Central
Intelligence and Director of Central Intelligence.
Notes Jobs in the Agency fall into four categories:
technical, administrative, overt analytical and research,
and covert operations and collection. Specialists should be
rotated within one of these groups, but not among than. The
above has bee* written on the assumption that it is possible to
find deneraliste capecle of understanding each office, though
not necessarily of specialising In its work.
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SPEOVIC CRITIRIA naTIAL sauccrus
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TAB A
SP!CIFIC CRITERIA FOR INITIAL numus
(FigureF based on Agency needs and on information
supplied by Assistant riroctors.)
Out of any group of 100 selsetees, there should be abouts
38 College graduates with fielda of eon-
Gentration that bear some relationship
to reality. Of these:
24 :should be potential operators
should have unusual language training
10 should be able to type
A few should be administrators.
5 Engineers, with sons experience in production
7 Ll.B.0s, preforeAy with unAergreduate majors
in Social Foienoes, Area ttudies, or Inter-
national Relations. A few should be adainia-
tratore.
50 Ph.!.'s or graduate ctudients who have not
completed the 11.D., t.,ut have progressed far
enourh eo that they havt actual research
training and experienee. Of theses
L in Political .c4t.novi, :'ociology, History
or International Relations
7 in Economies
12 in Area f'tudies
3 in hodern Languages
5 in Physical and Biological :clones*
19 in these or other fields, provided they
have strong contemporary Interests, and
ars interested in asecrete questions
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In view of existing shortages. the numbers of
economists, scientists, and area specialists recruited
for the coming year should exceed these figures.
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LIST OF INSTITUT 0
SHOULD
iM ICH C CMTRA
STABLISHED
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nsnin AID ASSZSMSW OF 01141DIDOS SELECTEES
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1?11# eb
Ve
4111j0
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25X1
/t is not ?contemplated that
will find any great difficulty in setting up
an orderly and efficient sehedule of testing programs
throughout the country three times each year. Perhaps
during the first year there will be a slight amount
of confusion, but during the following years the
testing progrems should prove of no great difficulty,
eepecially if there is someone in the Ofieli ef Treintm
designated to coordinate'
activities. Their big job will be to develop, revise
standardise, and validate tests, questionnaires and
teehniques related to the Objective testing program.
They will need to expend considerable effort in this
direction during the first two years. After this, they
will have to devote substantial numbere of research
hours each year to keeping the testes questionmaires
and techniques up to date by inserporatimg research
findings in the battery. If the job is properly dens,
more or lees as manned, CIA will have a more ?more-
howdy. and objective battery of tests than is being
used by the Foreign Lorelei' or any of the military
services. In terms of economy, it would mean that the
Assessment Team would not waists their more expensive
man-hours in asseesinc candidates. Who are unqualified
for CIA.
II, KIM Tu ilUAL SUUCTION
Durinf World War II the British developed, through the Air
Office SeleCtion Boards, a new type of scientific personnel
selectien known as assessment. In the 4ar Office felection
Beards the person being assessed was asked to carry mit a variety
of practical problems in real-life situations. qn was observed
and tested by Military officers, psyshologiste, psychiatrists
and the oosmandine officer of the reloction-Assessment
:4rior to the establishment of the aritish oblection-Assswseent
Ashool, five out of ten persons failed to suceessfulAY somPlsts
training schools itcotland, even though these prospective in-
telligence ?Meer* had been presumably well-screened by their
recruiters. After the establishment of the Arlastion.Assesement
!:chool, through which students mile required to go before entering
training, only on student out of ten failed to complete the
course successfully,
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25X1
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A. Purpose and Principles
It is planeed to use s modified and limited set-up
in the otrun of Training to &seem' candidate selectee'
for important pfychalegioal qualities Ishii& Gannet be
tapped by meame of paper-and-pencil objective-tqype
tests. The tooting program will be used to meseure
the oandidatelo mental ant' intellectual fitness for
research; the arsesament dill reveal his peyehelegical
fitness foe executive and opsrationaI poste. The
asessIrment procedures will attmmpt to measure character-
istics of the applicant such ass
6 a.
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These and many other ohareeteristtes, which will
be Observed in the assessment promos, are tapertent
is the treinimg and pis/moment of a person in this
Ageney.
Procedsres
The Assessment Team will study the
25x1 1 'results on the applisents prior to
their asseemmemt, ineluding the statistics and test
profiles, the illogrephie :uestiemnsire mad the
Writbma Interview C;vestionnalve. The psyshologIst
en the Assessment Teem will study and analyse all
the findings en the applicant and before the appli-
eant's arrival will lay out as tar as praetioable an
assessment program for his to Ulm into account his
special intereets? attitudes, motivations and wosk
skills. The sandleates will he assessed in gimps
of four to six, over a period of two days. The tee-
d', assessment program will be generally as Wilms
1. First Der
s. tiewinag SD the nature of the
progrms.
b. indtrnociWniviirz interview with
sto
25X1
co Oro slew The applicants, sitting
tsfOlaeii7 unwed a table, shoos, a topic
of current interest and discuss it.
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The rest of the day is spew, by the Applicant in
talking with staff seMbers of the Office of Training,
the Personnel rivisions or with embers of other Offices
who have Safi-mite Intarto ta the applisantoo skills
aud potential. nurin bid:3 time Administrative matters
and aloloal UXUnitliTAAWS3 can be taken Oere Of,
It should be emphasisel that the assessment program
ie highly flexible so that psychologists can legate sore
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individual attention to the important or difficult
eases. In those eases where it does met appear
likely that the eandidate will qualify as a seleetes,
Us sandidate will be referred daring the almond
day to Personnel Procurement for possible plattement
elsewhere in the Ageney. If this sonnet be amongsd
during the seeond day, it will be dens daring ths
third dey, if the candidate ie able to stay over.
In some tartans*. the Aeoessmeat Team will hese
to tarry set its program away from diashingtem to salt
the sensenienee of applicants, but as mesh as possible
the assessments should be done in daabingtea.
dithin /*sly-eight beers after completion of the
assessment program a ecerdinsted, staff assessment
report on the eandidete will be semi to the Lirooter
of Trainine to aid Mn in (a) making the final desist=
on the candidate's *election, and (b) working out a
training progress to develop the candidate's potential
most effectively. This aseuremmtnit report will also
be used later by the chief instructors and the *value.
ties psychologist to plan further training for the
trelectoo*
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2L2
ARRAIMBIIMITS MB AIM MILS Fa
MUDS SKISCUE3
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TAP D
ARRA S ITF4 AR)ED FORCES FOR TRAINING OF SEIZCITLIDS
This Tab iU be written when negotiations
with the Department of Defense are sueoessfnikr
completed.
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TAB
maws PRCORAN FWtitLACTEIS
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TAB is
LANITAA-,
(because A' the currnt needs of the Agency, the cure e presently
being established is aussian. The same methods can be used for
other languages.)
A. rtanization
Humber of students in each gr-lup
Length of course
Hour schedule- /N.. A.
so of instruction
(1) Descriptive grammar and theory
20-3D
12 weeks
20 htmars per week;
A.M. - 12 Noon
londay through Friday
a-
(2) Group drill - phonolgy, spoken languams,
reading drills
?01.1.?? ??????.?
(3) individual laboratory drill for spoken
and written language-- ----
2 hours weekly
(214 hours)
3 hours weekly
(96 hours)
10 hours weekly
(120 hours)
C. Objective;..
(1) Foundation for proficiency in use of spoken language
and written language.
(2) basic knowledge of phonology, structure, and rsqar.
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(3) Active non-cognate vocabulary for everyday 11 e
situations - approoimatoly /4(_J words.
(14)
ntial verbs and declentdon forms.
U. ,ject ves
essive recognition knnwleae of cognate 'got lulary -
no aper level, 706 worOs.
kt the end of this period, the average student ar,ould
be able to use the spoken languswa th rearonaLle fllency,
and with oral accuracy so that 'rie can be madily updtretood.
his oral skill will be limited to everyday life situations,
with a spontaneous active vocabulary of some LOO words.
auditory recognition skill shoAd be much broader, covering
possibly 1) words.
low-
After this foundation course, selected students should
be directed to continuo their language tro_ining at tho rate
of five weekly hours of laboratory drill in the CIA Language
School Laboratory to increase their skill in the use of the
spokea and written language. jlie additional hour per week
should be provided tor remedial and corrective linguistic
analysis. If this in-service internal braining program is
continued at the rate indicated for about 13 months, the
student should have a good active command of the language.
In-service training can be focused an the acquisition
of specialised terminology in various technical fields to be
established in consultation with the sewral offices.
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ALIT
THE BASIC TRAINING PROGRAM OF THE CIA
INTELLIGENCE SCHOOL
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TAB F
DE, BASIC TRAIX140 PRAWN fl.F rH: CIA Ir.2,L.T114C.
A. DISCIA
The basic training of this school is designed to give the
selectee the knowledge and skills basic to intelligence.
The program will remain flexible, so that it may be tailored
to suit the needs of each new group. The early courses
cannot turn out finiehed Intelligence 'fficera. The
graduates will enter their jobs better prepared than hereto-
fore.
? PVaRAM
The program will consist ofs
(1) Necessary lectures on orientation, mission and
security.
(2) Structure of U. S. Government and CAOS role;
therein.
(1) Missions of intelligence Advisory Committee
Agencies.
(L) cvganisation of CIA.
(5) Lectures on the World Situation, Foreign Policy,
the Soviet Government, history, etc.
(6) Methods employed in intelligence.
The tentative twelve week program will be interspersed with
problems and training films, and selections for readings in
foreign languages.
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!el
EVAIDATIOW OF SIMMS Mlle BASIO ?RAINING
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TAB 0
E.V SEj..,ECT-LR1 TaALMINCE
Each selectee will be subjected to a running evaluation
during Basic Training in order to eystematise, verify and extend
the knowledge of his aptitudes obtained by testing and assessment
prior to his employment (Tab C)? and to determine his potential
so that he may best be trained and placed. dithin six months
after a selectee has been placed, Ws r.2perviaor will Le aaked to
evaluate him.
A. Evaluation During Training
The Evaluation Psychologist, the Chief Instructor,
and the Instructors will periodically rate each student in
terms of performance in countess personall ty, and ranking
in comparison with other students, in erdcr to determine
his outstanding strengtho and weaknesser.
The following
rating syntax will be used:
?ereentile
Definitions of Rai,ings Auivalents
Superior
z
An extremely outstanding performance 93-L4
Excellent
s
An outstanding performerice, definite-
ly above average
atisfactary :
Aecioiremente met without distinction
50-114
Mediocre
s
AIWA= requirenents barely met
16-49
Poor
s
A deficient performance. 1o:finitely
below average
345
1:441uret A extrenely deficient i.-mart,.-7rinanco 0-2
MOTE: The derivation of the ratings from the normal distribution
CUM does not imply that the students would be marked won the
011
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sures' eitich is .an arbitrary statistical interpretetion
of human variability. The students will be rated in terms
of their ability to hold career jobs in the Agency. In
some classes it is conceivable thmt all students will
qualify. It would be spurious, therefore, to fail some
of them merely to conform to the iniquitous practice of
mariOng on the curve.
Students rated low will be carefully studiee to determine
whether they can be improve, or should be dismissed.
A final evaluation will be sent to the birector of Training-,
and will be used as one of the bases for initial placement.
B. Evaluation after Initial Placement
Supervisors of selectee. will be &eked to evaluate tiem
from four to six months after initial placement. The
evaluations will be studied by the staffs of the ()ffice
Training and Mersonnel, as a chock on selection, training
and placement. Selectee. who present a problem at this
stags will be carefully studied, to determine whether they
should be placed in another position, or dismissed.
If a selectee undergo.), an important change of position
n his first two years in the Ancy, a similar evaluation
will be made from four to six mInthe after the change.
2
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TAB Ii
MUNBER OF TRAIN DK} SLOIT TO BE ADDED TO T/0
OF EACH onus
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FOIAB3B
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Thb
IDUITI7IC41101 CAL* COM C4 kr FR
NANA MUT wow
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Tab I
TIJICATIJ1 O1 COLS z CAtt.R AMGEtT 11'04. .A14
In this etAdy of career or mankement development there
is carried fareard the conception of a limited and elite group
implied in General esethis letter to The Reeberable Jahn Maws
17 March 1951. Its procedures an techniques are directed to
the identification of the Career Corps. The ticket of admission
to the group is jemenstrated ability on the job. The
are propoeeds
1.. The formation of a Board for misminetien and Review at
the DirectordiDoputy Li:actor level of the Agency and
fioards of Review at the Office level. (Faction A)
2. Annual appraisal of employeer by thir alrervimors
and/or arr,ociatao (Section 3) to ta)replace a.Janat
doveleplm,: job..oerformanee rer7uirtmenty ',:':uation
3. Restriction to non-clerical. 4srsonnel in the fiS 9-13
level inclusive, i.e., the sent likely career :Weue.
The rationale for this poeltion is set forth in
:ection P.
4. Rephacis away from mgana (the Civil Service concept)
and directed toward what the employee gal do and what
may be done to jj?v. and prepare him or her for
higher level eirvice.
5, Thv first step Objective in to train and ground super.
visor* in appraisal techniques; the second step objective
ie to identify pools or inventory of "Potential' (see
&option R) for discussion of possible application of
the du?ent Company "skimmer Chart" technique); with
the final objectives a job-rotation program (Section
Cs 2) for identified potential as and whets the tight
manpower conaition can be relieved.
Given the manpower shortace of todeys it is felt that this
Agency can 1.11 afford either inadvertaatly, or mere important
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through leek of training, to overlook the "potential" now on
board. in addition the program ehoule benefit morals, aid
recruitment, and sharpen-up the application of trtininE faeili-
tier (tection F).
This study has owon out of thel congiderAtion of sone ten or
twelve comperable industrial plans, thee* of Air ioree one Navy;
and a review of certain "status and efficiency" and other re-
ports in being or contemplated in the Agency (Section 6).
It is recommended that the pro ram be adoinistered by a
Career Development :,taff, and that a mans experienced in this
field, be brought in and supported by an adequate staff.
The tie-in of this program to the Career Corps rslestee
Program and to Pereonnel IaN card system is net forth in
Factions H and I.
A. inerd(s) of AVamlfation and Review
A first requirement for success of the program is active
tap eeholon support. This requiren that the Front Office and
the Assistant Li restore on whose Offices the program i pinges
understand the objecttves of the program and give it their
beeking
4th this backing forthoomik:4 it is proposed that a hoard
of f_..ikaudnation and Nowise be formed at the Leirecter.asputy
Director level of the Olney. This topilevel Committee would
sit annaa14, The function of tAr Eieard is set forth in fection
V.1, By 3 of the Useuesion.
allow this Loard sech 0: Lice will have its Board of Review.
Its Chairman cohl be the i.put, Assistant I.:treater' the Train-
ing Liaison Officer of each 0fice could be Secretary. These
board* will nit as need arises.
The function of these boards, workin1 with the Career ievelopo
moot ttaff
2. Develop broad requirements for effective performance
at those levels ol administrative, profesoiemal and
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technical competence conterplatad in V* proposed
prorma. The objectivcr; a more complete under-
standing of the fundamentals which make for supmrior
performance in each category and at each level of
effort, ?
Measure tneindi iva3 kAinst t.[; Job requiromentsi
of the level in w ich he operates and at the rot
higher 10-111,0
In cooperation with the Office of IralninL, ectint;
throuja the Traininz liaison Officer, develop
proved training procedures and applications.
44 In coopization with t'tte Office of Tratnin and Per-
tonna, to plan lojcal Divisional, Intrai.Office and
inter-at-ace rotational circuits and promotions.
It is believed that tho effect ol the proposed board structure
would be to stimulate recognition a cevelopeant of ability.
B. 4ppraisal
1. Apprpisfl and Proposed Applicatioq
The proposed procedure an4, technique of periodic
appraisal of an employee by his supervisor is deemed
primarily a managerial tool to be lin administered.
It fellows, this4 that the method should Oes
a. Cleared to and reflect the peculiar problems
of the Agency and its Ladividual Offices)
and
? Beeentralised, i.e., the supervisor limited
to an appraisal of there he knows or has
contact with ?ersonally.
Apm44al Techniques
The purpose of varyin, appraisal techniques is identical:
to face* the supervisor to think in an orderly fashion
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about the meopie under him, to the end that the
appraiselw Nkl be moalinjul.
In technical jargon t4c appraisal sue. be
1.e., an accurate measure of the abilities It .16
supposed to measure, end reliable, i.e., meesure
the same ability consirtently. Actuadly appraieals
are likely to to tnaccurete, stereotyped anci exhibit
"halo effect", i.e., a favorabl: appra.4a1 rtemmtng
from personal predilection rather than from objecNive
anelpd.e.
In an e:Cfort to reach objectivity twc: techniones are
currently developtni4 Apple/ technique anta the
*forced choice* technique.
The appley technique ir employed in the ZOtroit Kdison
Plan. Aare, some four supervirors Nho knou the bull+
vidual and his work eit as a panel, with a representative
of rsarkagattneut development staff mittingwin as coach
and moderator.
In the famed choice technique the supervisor is forced
to choose between two or more statements as most or
least descriptive of the indivicual. Rating as to
determinate traits or characteristics ie then derived
by statistically weighting the responses to tht lam
alternates. The end product is, theoreticany, an
accurate an valid appraisal in which 'halo effect*
and other aherretiene are eliminated,
This technique, unfortunately, hes the dieedventago
seamen to all seders (it empinys a code in the fors
at a statisticsilweighting), 14e., it loses its
effectiveness when the code is broken. In practice
this happens. Supervisors imposer er later boons
aware of "pai-off" alternates and are guided accordingly.
For these reasons the forced choice techniome is re.
looted hers, as is the panel er Appley technique,
/*really boom it wool; appear that the staff work
required would he prohibitive.
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3* Q
The UIU.te appreisel or evaluation Joni Lc.; Lo used
Lu the Offices will he workod oat Qy the Chief of the
Career ievelopesa Staff rupeorted by competent
technical help and in ccoperation with the nfficess
working through the lralnini. Liaison jflicor. Wbo sa
suggeeted above& would be a Aomber of the. ':.tard
Review of w Offiee in question,
There is attached herewith, however, a proposed lora.
The thinkirk, behind it is Lamed on thq thosiu that
validity, reliability, a21 lack oi "halo salect" can
host Os ac?deved by tying tho ar,prsisal slimily to
specific job requirement, both at primary and advanoed
levee of coepetences a practice which has imam.; ay..
premien at primary levels in practice in the covert
emcee (Form 51.53, Ftatu, an4 aficiency .ports).
Ina fora itself- in the best eapowitIon of tile oniorel
technique proposed. law Iona ix to be regarded as a
prototype ol' general ayetheds It ig to be 41:4pocted
thiti. the forms in i.e details will ha modified and
refinwd in practise.
The form he. been f,:eared to current Wavy procedures
ut rating the individuals not as excellent& averages
etc.& but as adjudged in idiug List 104 next VOA&
aiddle 40,4 etc.& compared "with ail others of the
sanegrado and job Loudly 'whose profeesional abili?
ties are known to yen personally.' it is telt that
this technique (wain bontribatee to the objectivity
of the appreiselm
Another feature of the propoeed fere is that rating
the inctividual (in the Addle 4os etc.) este as a
ocardinato point on a mile. it im believed that
this technique has certain advantageet
a. The employees* performing* and potentiality show
wp visually as a profile.
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b. A current appraipal can be compared with a prior
Wrensl by tracin the .reier profile and aLperk.
//spacing it on the errent profile.
An the prolile ir placed on a scale wAch it virtually
li to 1004 it is peoible that an aggmate of scan
points can be arrived at, .his aggregate of ;43ints
might be used as a 'bonus? factor whi-.!h siOt make
pos'ible the applisati3 of the Skimmer technique.
Oar rection Z.)
,Uetres Ths question eight yropor4 be raised* Aly ham 30t one
of the mere arthedes Executive bervelopment "Tyraisal forms been
adopted. The reason* are two (a) the mem objective the job
criteria the sounder the appraisal; and (b) it le telt that the
usual forms lack validity in life, i.e., they pastry the myth
of the successful as at conceived by men of success.)
4. porolsal of -',,Nolcoosio
it le proposed that thti appraisal el any empleyee be
based on Le joint opinion of at last two men vile know
the an and his work. ',here this prove, i practical,
it Le suggested that the indivioual be asked to appraise
on the identical blank fore. The mupinrvlsor
asi thenkl,capare the scpranal with his own. Any
variant, would be awjueted in a subeequent discuesion
pith the employs* (sso 5 below).
The sinol appraiser, 1.e., th iemodiato supervisor
(as proposed in the -?kancis report) is not believed
to be in the interests e. kency morals. Re4a.vd3ese
of the fairness ant ebjectivity of the supervisor,
the employ-a derives tar more conadanamo if mere than
one indivt?ival site in jud,,wmoi on hist.
Discussion 4?f the Appraisal with triPlefee
The eTreisal shoul be discussed with the employee.
Thus the indivival ir ivelin a chance to wrote. his
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Interest in advancement mnd to A.ve his opinion of
his loin trsat m.'sda. in this Aeoussion* however*
no promises eba3d be made iv any indiAdual or
participant in the program.
This discussion an0 Interplay between supdrvisor and
subordinate Nape bring out the
qualities and his trainik, new s* anc thus .n a1 as a
wuprryiser to discharga his primary reeponsibilUy*
is4,4* that of d people entrusted to his '
sari. As ne tide to conara the observation
that employee, supervise as thay have been supervised*
this procedure should ultimately .Arnefit Vie whole
organisation.
Practically it is Just sit this point that the Olole
appraisal prooees can bs slantad away from a zAIRL
concept and direeted ta4ard determining What ihirifidividuel
can do and what training oan do to Wpm" the
individual and prepare kin for hii;hor Xo1,4 yerviee.
6. Time 4ementa in Appraisal
Appraisal will taka place annually.
C. /00 Performanoe Criteria L vut
2. Job kamili
One of the primary roquirements ler success of the
proposed program is tot
a. 'Apta?Aifih at the trimsry (junior) level broad
job families Lhat exhibit nowarable ,terfoneanco
criteria.
b4 Levelep specific criteria for effestive performanes
in each broad family at ths .1.imary level and at
enecesding lovas of aompetanee and responsibility
within thu Aiiency.
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The objective hers is a basic understanding of the Eta
qualities that make for superior performance,. Civil
Service 30,1). descriptions are written primarily to
justify certain Wi levels, and are not alwaye helpful.
It in believed that a hopeful start has been as toward
these requirements in the job families and job require-
ments which tine expression in the prepeeed appraisal
form (Section A). it in anticipated that the Aoards
of Review (eetion A) working with the Career Levelop-
ment Staff 0111 be instrumental in further developing
and refining Weed criteria. This ,rowth will take
plumb through:
a. further study of the education, experience and
knowledge requiremenoi in job lamilles and for
comparable jobs.
A statement from each member ui a eupervieory
groap of the requirements to periorm his job
effectively; and pi what he requires in performance
from other supervisore who may be reporting to
him.
Answers to such Etti0i0F, edited add sifted by the 6oards
of heview eight well contribute to a more objective
understanding of job performance criteria.
It is, of cturpe, ler easier to call _tor meaningfUl
criteria than to produce them, particularly as one pro?
ceeds up the Reale of competence. Iet appraisal in
the absolute or in vacuo results in a leek of objectivity
am induces a fussy frame of reference in the appraiser.
The development cis' specific and adequate criteria, then,
is vitally important to the succeer! 04 tin:Ls prof.ram.
2. Rotational Circuit*
The defining of job fasdii.s, as proposed above end in
the suggested appraisal form (Section B), is a first
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step in determining 100.041 rotative circuits. Thus
it appears illogical, at junior or even senior levels,
to rotate to an analytical-research job an individual
appraised 4,11 basically an operational type. It is
only et higher echelons of competence and responsibility
that such rotation become, feasible and freitfUl. The
devise suggested in the appraisal form, in which rating
ea the basis of additive qualifications required for
higher levels, oraiii=noe, will, it is hoped, prove
a useful tool in determining fruitful rotations.
Much further study will be required in this field. ,Aach
study and the identification and fixing of sound job
rotation eireuits is a function of the Boards of Review,
the Career Development .--taff, and the Office of Training.
kneliOatlee
1. Discussion of A plieation in epth
This program should be restricted to the u 9.13 level
of non-clerical per%onnel. Again the thinking behind
this proposal is that of restriction to a career group
in line with General ::mith's conception.
The rationale for the selection of the G-9 level, as
the lover limit in thls program, follows.
As one goes down the employes pyramid in a program of
this kind, a law of diminishinc return sets in. More
and more appraisals are required but the chances of
uncovering *potential" are not proportionately im-
proved. olhat one is really doing is spending current
funds (as a measure of effort) for a hoped-for future
return. By restricting the program to the proposed
group, the Agency is assured maximum return an effort
expended.
Many a program of this kind has been mothered to death
by its own freight. The proposed application cuts down
weight. Method in this technique is only refined by
trial-and-error. The approach herein proposed means
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that method can I.* refined at a relatively low coot.
If and when feasiNle end desired the program can
slaws be extended up or down the pyramid.
2. Tine saebtr Grades
An analysis of the time elements involved in average
personnel progression or rise witt n the Agency shows
the following (These statistics are an educated guess
by Personnel and must be substantiated by further
analysis.)
To Rise rom Average Time Assume
0S.5 to 7 6 to 8 mos. 0.6 yrs.
U5..7 to 9 12 to 16 mos. 1.2 Yre_.,
On-5 to 9 2.0 yrs.
The C.4',-9 level embraces Jouxoeymon Intelligence Officers,
Reiman* Analysts and other comparable professional
personnel. All operative supervisors and administrative
officers are above this level. while many trainees
for professional jobs are brought into the Agency at -As-5,
the rise to of.7 is rapid; 00011 6 or 8 months on NI average.
This program is built around two theses (a) that the
price of admission into the Career r:evelopment Program
should be on-the-job survival ability, and (b) that
the program is directed toward the really able. The
period of 1.2 years for the 0.7 induct** and 2 years
for the Gr-5 inductee appears a reasonable time element
for any individual of career potential to reach the
Pick-up point, 1.e.? (7:37Tit in proposed that the
Career Corp. .elsotee will enter the organisation and,
after initial trainine, be forced to demonstrate by
on-the-job performance an ability to survive and ad-'
vanes for a two-year period). Theoretically, therefore
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25X9
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25X9
the proposed "in depth" application of this prop's=
is ethleally justifiable.
3. NEW-AUABLItt..4t9.4.Mi
aased on Personnel figures (somewhat tentative at
this 1,1,e) it is estiTated that there are apvroxiestely
inmellermee in rem 5'43 ;here are
approximet471 on board (deep cover is excluded
from ail tlee4 fiuree). news the Career ffserlepment
Proexiam contemplates umbracin: a prox5Jeate1y 30 of
Ageney personnel. kr 4 rhea( point, vaned on comparable
personnel, industrial companion tenc tc. ccver roma
20* of their employee, in comparable procrams.
Ammer Chart" ineeri
The duPcint ':,oppenly **skimmer chart" techaique is rally an
adaptation of the agew.Inmgrade itea e):' the 'service* slanted toward
a constructive purpose rather than toward a negative one (elimi-
nation).
In the duPent technique, Ala employees sO2o receive an annual
compensation (ineludinc bonus) in OX0OOP of a predetermined
amount are for each avo armed In a descendin orcer of compen-
sation. Those arrays portit the identificetiol of a compensation
point at each aka' that selects or "skims" a specified pereeStags
of the armed employees; say )0% of those arrayed at JI(;, etc.
pacified percentages are decreased as etie increases.
Inore results a scatter diaw,ram of Peel.ction inints? from
which is derived a 0:e1action Line by visual or mathematioal
processes, This is a%..2.41t company line At iF wised on all
employees above a predetermined level). Me company selection
line is used on the departmental charts. This makes it possible
to judge departmental experience a,:ainst the background of total
cceweav experience.
In this technique all iniAst,Juals above thk selectIon line
are "potential' or hir,her reeponsibilitis and advancement.
are the dePont ampanyti career corps.
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Possible Adaptation to CIA
A characteristic of industry is (1) a rapidly rising
salary scale (2) little tendency ier salaries to cluster at a
given dollar level, and (3) salary scale which is made to rise
even more rapidly by corporate bonus syrtems. Government
employment is just the opposite. Theyalary scale is -Jreatly
compressed) there are clusters at each GS level) ane the ae
xoupingappear much leer defined.
Given these difficulties, the primary question is whether
the technique exhibits validity when applied to CIA personnel.
To test this, a pilot plant run was made on 873 names,
GS 9 through GS 14. Any indivicual was deemed "potential" and
marked for examination on the following basis: at GS 9 if
26 years old or under) at GS 11 if 26 years or under) at GS 12
if 31 years and under; at GS 13 if 33 years ane under; at GS 14
if 37 years and under. This resulted in 115 names (had
application of the duPont (;ompany's decreasing skimmer per-
centage been made there would have been 198 names).
These names were then shown to a senior executive with
broad experience and contacts in the Agency. This officer's
review indicated that this age-rade technique was a valid
identification of potentiality.
The primary ebetacle to adapting the duPont technique in
its entirety (i.e., skimming a designated top percentage at
each age level to produce a Selection Line) lies in the clusters
of personnel at each GS level. Possibly this eifficulty could
be met by the introduction of artonus factor", stemming from
the proposed year-end appraisal. The effect would be to break
up the personnel clusters and/sake possible the skimmer technique.
An adaptation of the skimmer cnart technique to thir Agency
would give the Director of Central intelligence, his _eputies
and the Assistant Directors a most useful administrative tool.
It is recommended that further study be given to this technique
and that, following the proposed year-end appraisals, an attempt
be made by the introduction of a valid "bonus factor" or by
other means, to adapt the technique to CIA career identification.
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fits
Three and possibly four it odeare envisaged here by
which to identill potential in r:IAt (1) by torte mire aeftestteht,
(2) by competitive in nations, (3) by appraisal, and (h)
by skimmer teehnique. in mar4y of i as the prorft begins
with a shareenineeep, extension an more conscious avlicrtion
or things (sismemp am; thourht of -ootential) which neve been
done in the past. These bentlits snould !lows
1. Ability on board lv leer likely to be overlookw- or
fall to reach its "potential" and wants oS talent
will be rolueed. Iacompetence will be exposed.
2. Agency morale rhoule, be improved, pc:0,0141y alro recruit..
ment. Men and women will kno that if they can devonstrate
ability on thejce].,, they will be watched :or promotion.
BiwylaW
thee, benefits ir the important onu
of conviderstion or job roquiremens for broad lave of competence,
there can be obtained a clear picture 04 what trainirt can be
expected to accomplieh. if the trainin- requirements or the
Office, can pinepointed, with tailored rrograne made possible
for the treA)Adual or 'mall group s 140 similar heedr, tt
groundwork it laio for the ;:reetteet usertaneor Lhe, 4waining
Oilice.
dowevers a note oV caution murt beourmed. not
lase siht of the fact that each of tt techniques tsrejn re.
poled is fallible and Ubat all ropresent an art that Le fluid
and inexaet at best.'itr thir moron, reliance har been pieced
on 'several 'methods, since, while on alone 1014,411, fail, it is
unlikely all nolthotir woul,..). fail.
it it to be expected that thit -srogram will encounter marq
eiffioulties. they 411 eo nv thus te, experience A high
mortality. leeee difficulties enc thit possibility ill not be
absent in this Agency. Succees, if won, will only stem rrom a
high measure of hi level eupport, teether with extremely
adequate alel competent staff work.
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lieview of Manegement Levelopment Plans in Industry and ;.,;lsewhere
The Agency has not been unmindIul o; development procedures.
There was high-level consideration of tue problem some years ago.
Introduction was opposed on the grounds oi the lack of an
system (since corrected), anti in addition it wee tnount that
the manpower deficiency militated against application.
Agency experience in the past has been studied, an the
plans of some ten or twelve industrial companies, and of ono
Consulting engineering firm for its professional staff; the
Officers Fitness heport of the Navy, and tne report of Olficer
:ffectiveness of the Air 1,ores have been examineO.
H. Tie-In to Career Corps Selectee Pro ram
The Career Corp selectee Program is, in effect, a high-level
'potential" recruitment program, coupled with a basic educational
or training effort to ground the individual in intelli;ence and
area. It is proposed that at the end of an initial course, the
participant be assi,ned to one of the Offices.
It has been the general experience o; inoustry that co11e:20
recruits are accepted by the line organization if there is faith
in management's ability to weed out poorer recrats. Ader the
contemplated plan, selectee, would be forced to demonstrate a
survival value and an ability to rise, in Lae usual manner and
on the job, in order to be picked up at t.& 9 level in tne pro-
posed Career Development Program. This would ai,pear to meet
effectively any criticism of "favoritism" in tie Career Corps
:eleotee Program.
I. Tie-In to IBM Control
The various "potentialities" of administrative, professional
and/or scientific personnel identified in the Career oevelopment
Program; pertinent data relatin to significant education; area
experience, the employee age and nage-performance" index, etc.,
can be easily carried on Personnel's ISM records. In conjunction
with the Offices, other pertinent data could be developeo in as
much detail as desired. Staff would work this out with the boards
of Review.
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&VALUATION OF OOTSUNDI1/0 CAMPIDATIS FOR TEE
COUR MPG
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TAB
%.VALUATI -IN nit T jA0 LAW=IDATE3 Ckti,LA CORPS
Employees who stand out after appresal by supervisors will
be examined through tests and evaluation, as outliaed in V, L, 2.
Those who have entered the Agency through the Career Selectee
Program (I-TV) will already have been subjected to intenlive
testing and assessment, but some older employees, and some who
have entered the Agency through other channels, will not have.
For the first two years of this program, any employee Who
wishes to take the terte miky do so, regardless of the appraisal
by his supervisor. This Will serve as a check on appraisal.
The problem is being studied in the office of Training.
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TAB It
ROTATION PLAN FOR CAREER TRAINING - SPECIALISTS
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Tab 1C
ivrri7.L14 ?LAN FJ.e mu,La TWI - S'i'LCIALISTS
I. DEFINITION
For the Career Training proram a Specialist is defined as
a person so designated by the Board for iAcamination and Aeview
(Section V, F4 3 and C,
In the basis of selection ?tandrds Uiat the ioard ill
aaploy, a Specialist wills
A. tel a professional. ;Atoll iiaric !ricer
B. Be in grade 35-?:4t r hi r
C. Be, whan selected, ratably in age br- ket nid-twer4tes
to nid-tairties. .owiever, this age bracket is not an
absolute requirement Vection V, A)
D. Have been an duty in the plency at least ten years
E. Aave complated his basic training or the equivalent
F. Be highly satisfactory in is regular position
1. Have potential to justify training and eventual
promotion to the lavel 35-114 or higher
H. Be, on the basis of das4os and aptitudes, L.:ited
primarily for career employment in his present
7tfice (for maple, -7.1f1ce of lasearch and Reports,
fice of Scientific intelligence, atc.)
At any point in his career a Spscialist may have his desig-
nation changed by the Board for Lxmaination and Review to that
of Deneralist (defined in V, c, 5 and Tab N).
WiP
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I/. AIM OF ROTATION OF SPECIALISTS
A basic for a4Y Specialist training Freers*
s that the
flee or Uill return free trelnligit his own
totett=?11,14 it7=. his=Air 441101021,0
III, SCOPR OF ROTATION PLAN
Depending upon the mission and needs of the individual
office, a Specialist ney be rotated through training leading to
competence in any or all of four major fieldes
(1) Operational
(2) AdMinistrative
(3) Analytical .0 Research
(4) Teshmical
The lonerange emphases, however, will be upon the field(0)
most closely related to the more important qualifleations desired
for the positions of office heed and section ?hist, in his office.
IV. TYPICAL ROTATION PLAN
There follow* a typical rotation plan, in siren phases,
for Specialists. Its purpose istiorimarily to indicate the scope
at training contemplated rather than to present a specifie
pattern that a particular individual must follow. All phases
of the training will be tailored, with the Assistant Director's
approval, in each instance to fit the person's needs and potential.
Phase 1 - 1 year
CIA Intelligence School (Tab L)
Refresher course, to includes
a. Extensive area study or functional study of
his area.
b. Preparation of SA Intelligence Survey on
bational Intelligence level.
SECRET
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e. !doctoral, by eminent visitors and schN:41
staff.
d. intensive reaLng.
S.Research at euitatAs library and wilvere,ty
centers.
2 rears
Relplarlr Azsigned
asturn to assigned office and continue work there.
1 year
Rotation Throuttha elated --)ffice
(nffice ef C*rrsnt Intelligence assumed - if (Trice of
operations, Ant* of Special A7vrations or )ffice of
?elicy Coordination, this may consist of a tour abroad
of one tn two years) ?
a. Three months in the 5Apviet DiviCon of the
Support group.
b. Three months in t astern bivision )f the
same lroup.
C. Three months in the *stern Division of the
same Group.
4. C08 month in '2,peratimis.
e. Ins month in bituatien Room - study and
participate in briefing problems.
f. be month in liaison duties with those
sections of tbe other intelligence aeenties
concerned with -Ince of Current Intelligence
activities.
This phase may be supplemented by from 3 to
6 months in a Service Intelligence School.
- 3
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25X1
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?base h -
Regularly Assigned '
2 years
Return to assigned office and continue work there.
ylhase 1 -
Duty inl
25X1 a.
1 year
b. ntudy sollecting and reporting problems.
e. Suggested alternates for this phase include
a tour of approximately one year at either
the Army War College, ';avel War College or
Air War College.
Pure 6 -
a!sulaTli Assigned Dffice and a Related lne
Return to assigned office and continue work there
one year, followed by rlio .--ear in a related office.
2 years
?ham 7 -
National in lligeace - University Level
4W Study threats to U. S. national security
stemming from the particular area in which
he has specialised.
3-12 months
b. Study an. by which Intelligence nay best
support U. S. national planolng sad policy
in foreign relations.
*. Work during this phaee in company with policy
and planning officers from key government
agencies.
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TAB L
ADVANCILD TRAINING - CIA INTELLIGI.NCL SCHOOL
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Tab L
ADVANGEL TR/314W ? C .sca994
The advaneed training will be in the outer, of ? refresher
smarm for experieneed speeialiste. The program will aim for
Inass menthe daratien. In this course the student wills
(1) heireive lectures from eminent s qualified vivito.
(2) 4mcage in extensive arse ree4W, end study.
(3) Prepare an intellikmece urvey en a National Intelli?
gene* level.
(4) Engfte in supplementary area etudies at suitable
Universities.
(5) If poesibles spend some time abroad4
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TAB if
LANGUAGE TRAINING FOR SPECULUMS
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Tab it