SSCI HEARING - 23 JULY 1986

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01116R000200260012-9
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 137
• Document Creation Date: December 27, 2016
• Document Release Date: April 18, 2011
• Sequence Number: 12
• Publication Date: July 23, 1986
• Content Type: MEMO

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TO:
41.
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DC1
X
2
DDCI
3
EXDIR
X I
4
D/ICS
5
DDI
_.
6
DDA
7
DDO
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
14
D/PAO
15
D/PERS
16
VC/NIC
17
ES
X"
18
19
20
21
22
SUSPENSE
14 Aug 86
).,
Remarks To 3: Copies provided all addressees late
23 July. interim progress report requested prior
to DCI departure on leave.
3637 (10-81)
Exetil pie Secretary
Date
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STAT
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MEMORANDUM FOR:
FROM:
Executive Director
Deputy Director for
Deputy Director for
Deputy Director for
Deputy Director for
3249/7
23 July 1986
Administration
Intelligence
Operations
Science and Technology
Director of Personnel
Director of Central Intelligence
SUBJECT: SSCI Hearing - 23 July 1986
Attached is the statement I made today before the SSCI on personnel
management.
I want to move out on this immediately. You should begin now to
articulate and schedule the steps I said we are going to take.
William J. Casey
Attachment:
As stated
cc: DDCI
D/Ex Staff
DCI
ER
ES
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tIaAL
DCI TESTIMONY
SENATE SELECT COMMITTEE ON INTELLIGENCE
23 JULY 1986
CIA PERSONNEL MANAGEMENT
IT IS A PLEASURE FOR US TO BE HERE TODAY TO TALK ABOUT
ASPECTS OF PERSONNEL MANAGEMENT IN THE INTELLIGENCE COMMUNITY.
EXECUTIVE DIRECTOR OF DIA, DEPUTY
DIRECTOR FOR ADMINISTRATION FOR NSA, AND SECRETARY MORTON
ABRAMOWITZ FOR INR WILL ADDRESS PERSONNEL NEEDS AND INITIATIVES
IN THEIR ORGANIZATIONS. I WILL COMMENT GENERALLY ON THE COMMUNITY
AND ADDRESS DEVELOPMENTS IN CIA MORE SPECIFICALLY. IN AN AGE
OF HIGH TECHNOLOGY, IT IS EASY TO LOSE TRACK OF THE FACT THAT
INTELLIGENCE IS A MANPOWER INTENSIVE BUSINESS.
WHEN I CAME TO THIS JOB I FOUND AN ENTHUSIASTIC, DEDICATED
AND, ABOVE ALL, HIGHLY TALENTED WORKFORCE. THEY WERE STRETCHED
DANGEROUSLY THIN FROM THE CUTS OF THE LATE 1970s, BUT THE SENSE
OF DAILY CHALLENGE AND FULFILLMENT THEY GOT FROM THEIR WORK WAS
AN INSPIRATION. WITH YOUR SUPPORT, THEIR RANKS HAVE BEEN
REBUILT AND THEY HAVE OBTAINED THE RESOURCES THEY NEEDED AND
DESERVED.
OUR PERSONNEL SYSTEM HAS SERVED US WELL AND HAS MANY
STRENGTHS. IT ACCOMPLISHES OUR MOST FUNDAMENTAL GOAL,
DEVELOPING PEOPLE WHO ARE EXPERTS IN THEIR FIELDS AND DEEPLY
COMMITTED TO OUR MISSION. BY AND LARGE OUR EMPLOYEES SAY
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OUR PERSONNEL SYSTEM IS FAIR. EACH INDIVIDUAL CAN MAKE A
DIFFERENCE AND GOOD PERFORMANCE IS REWARDED. TODAY, WE ARE
FOCUSING ON MAKING OUR MIX OF TALENT AND EXPERIENCE MESH BETTER
WITH THE LANGUAGES AND THE CULTURES AND THE NATURE OF THE
PROBLEMS AND THREATS WE MUST DEAL WITH.
THE WORLD IS CHANGING. WE NEED TO CHANGE WITH IT.
WE MUST SEE THAT OUR INTELLIGENCE COMMUNITY DOES NOT SUFFER
THE MIDDLE AGE MALAISE THAT MANY ORGANIZATIONS EXPERIENCE.
WE MUST ANTICIPATE KEY FORCES WHICH WILL SHAPE OUR PERSONNEL
NEEDS FOR THE FUTURE.
-- WE NEED A LARGER PERCENTAGE OF EXPERTS IN OUR
WORK FORCE, EXPERTS WHO HAVE HIGHLY MARKETABLE SKILLS ON
THE OUTSIDE.
-- WE FACE INTENSE COMPETITION FROM THE PRIVATE
SECTOR, AND PARTICULARLY FROM BELTWAY CORPORATIONS WITH WHOM
WE DO BUSINESS AND WHO INCREASINGLY CAN ATTRACT OUR PEOPLE.
-- THE RATE OF CHANGE IN SOME SKILL AREAS IS SO
HIGH THAT CONSTANT, CONTINUING RE-EDUCATION IS IMPERATIVE.
-- WE SEE INCREASING NUMBERS OF VERY TALENTED BUT
INEXPERIENCED AND SOMETIMES IMMATURE YOUNG PEOPLE. THE LACK
OF MILITARY EXPERIENCE IN OUR RECRUITS, FOR EXAMPLE, SHOWS.
-- TANDEM COUPLES AND SINGLE-PARENT FAMILIES ARE A
FACT OF LIFE. WE MUST ADJUST TO THEM OR WATCH OUR RECRUITMENT
PROBLEM GROW.
2
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TODAY WE FIND MORE AREAS DENIED TO US. WE HAVE TO COPE
WITH RELATIVELY NEW AND RAPIDLY INTENSIFYING THREATS OF TERRORISM,
NARCOTICS SMUGGLING, ARMS TRAFFICKING, INSURGENCIES AND COUNTER-
INSURGENCIES. THIS IS HEAVILY CONCENTRATED IN LATIN AMERICA,
THE MIDDLE EAST, THE INDIAN SUBCONTINENT, SOUTHERN AFRICA, AND
THE GREAT PACIFIC ARENA. HERE WE ARE REQUIRED TO WORK WITH
LANGUAGES AND CULTURES WHICH UNTIL RECENTLY OCCUPIED ONLY A
RELATIVELY SMALL PORTION OF OUR PEOPLE. WE MAY WELL BE DENIED
ACCESS TO STILL OTHER AREAS.
THE TERRORISTS AND SOME OF THESE OTHER THREATS HAVE
BURGEONED SO RAPIDLY THAT WE CAN'T AFFORD FOUR TO FIVE YEARS
TO DEVELOP YOUNG OFFICERS TO HELP US COPE WITH THEM. TO MEET
THIS NEW CHALLENGE, WE ARE REACHING OUT TO RECRUIT, TRAIN AND
USE MORE PEOPLE WHO BRING WITH THEM THE LINGUISTIC AND CULTURAL
APTITUDES RELEVANT TO THESE NEW THREATS. WE ARE REACHING OUT
FOR PEOPLE WHO HAVE THE BACKGROUND AND EXPERIENCE TO SUCCESSFULLY
LIVE, VISIT OR TRAVEL IN AREAS IN WHICH WE HAVE NOT HAD TO BE
SO ACTIVE IN EARLIER YEARS. FOR A BROADER BLEND OF PEOPLE, WE
ARE REACHING OUT FOR PEOPLE TEN TO FIFTEEN YEARS OLDER THAN
THOSE WE HAVE TRADITIONALLY SOUGHT TO BRING ON DUTY. THIS
SHIFTING OF GEARS IS URGENT AND CRITICAL. IT CALLS FOR NEW
DEPARTURES AND BOLD INNOVATIONS IN OUR RECRUITING, TRAINING,
COMPENSATION, AND GENERAL PERSONNEL MANAGEMENT.
3
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HISTORICALLY, EVEN WITH THE SPECIAL AUTHORITIES GRANTED
THE DIRECTOR OF CENTRAL INTELLIGENCE BY LAW, WE HAVE GENERALLY
WORKED WITHIN THE BROAD FRAMEWORK OF THE OVERALL FEDERAL
PERSONNEL STRUCTURE. THE PRESIDENT HAS FOUND THE GOVERNMENT'S
PRESENT COMPENSATION SYSTEM INFLEXIBLE AND OUT OF DATE. AS
YOU KNOW, THE OFFICE OF PERSONNEL MANAGEMENT JUST FORWARDED
TO THE CONGRESS MAJOR PROPOSALS FOR SIMPLIFYING THE FEDERAL
PERSONNEL SYSTEM. WE TOO BELIEVE IT IS TIME FOR CHANGE. WE
ARE EXPERIENCING SEVERAL PROBLEMS:
-- TODAY'S SYSTEM DOESN'T FACILITATE LATERAL ENTRY.
-- WE CANNOT ADJUST BENEFITS TO SUIT EMPLOYEE AGE
OR CIRCUMSTANCES.
-- OUR ABILITY TO REWARD PERFORMANCE IS NOT NEARLY
SO WELL STRUCTURED AND DEVELOPED AS OUR ABILITY TO REWARD
LONGEVITY.
-- THE PROCESS RELATING SALARY AND BENEFIT STRUCTURE
TO MARKET FORCES (PARTICULARLY IN HIGH-DEMAND, SPECIALIZED
SKILL AREAS) IS PONDEROUS.
WE HAVE ALREADY BEGUN THE PROCESS OF ADJUSTING OUR
COMPENSATION SYSTEM TO MEET THE CHALLENGES WE FACE. WE ARE
ALREADY INTRODUCING INNOVATIONS INCLUDING:
-- SPECIAL AGENCY-SPECIFIC PAY SCHEDULES FOR
SCIENTISTS, ADP PROFESSIONALS, ENGINEERS, AND MEDICAL
OFFICERS;
4
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-- A PAY BANDING EXPERIMENT IN OUR OFFICE OF
COMMUNICATIONS;
-- A NEW SECRETARIAL CAREER AND PAY SYSTEM WITH
FOUR BROAD PAY LEVELS, MODIFIED PAY FOR PERFORMANCE, JOB
ENRICHMENT AND SIGNIFICANTLY INCREASED TRAINING;
-- NON-SUPERVISORY SPECIALIST TRACKS FOR A LIMITED
NUMBER OF PROFESSIONS AND POSITIONS;
-- OVERSEAS PAY THAT IS 9.6% HIGHER THAN DOMESTIC;
AND
-- AN EMPLOYEE SPOUSE PROGRAM FACILITATING JOINT
ASSIGNMENTS AS WELL AS GUARANTEEING REEMPLOYMENT AT CURRENT
GRADE ON RETURN TO DUTY WHEN JOINT ASSIGNMENTS CANNOT BE
ARRANGED.
NOW LET ME TELL YOU SOME OF THE OTHER STEPS I BELIEVE
WE NEED TO TAKE:
-- WE NEED TO ADJUST OUR PAY SYSTEM TO ACCOUNT FOR
THE PROBLEMS I ENUMERATED EARLIER, PARTICULARLY TO BETTER
RELATE PERFORMANCE AND COMPENSATION. WE NEED TO EXPAND OUR
EXPERIENCE WITH PAY BANDING IN THE OFFICE OF COMMUNICATIONS
AND OUR NEW SECRETARIAL CAREER SYSTEM TO MOST, PERHAPS ALL,
OF OUR WORK FORCE. (WE HAVE NOT HAD A CHANCE TO STUDY THE
NEW OPM PROPOSAL IN DETAIL, BUT WE BELIEVE MANY OF THEIR
IDEAS TO BE PARALLEL TO OURS.)
5
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-- WE NEED TO MAKE EXTENSIVE CHANGES IN OUR PERSONNEL
STRUCTURE TO ALLOW US TO MORE ADEQUATELY REWARD EXPERTS AS
OPPOSED TO MANAGERS. WE NEED TO PROVIDE A WAY FOR TECHNICAL
AND SUBSTANTIVE EXPERTS WHO DO NOT GO INTO MANAGEMENT TO
CONTINUE TO BE RECOGNIZED AND REWARDED SO THAT THEY STAY WITH
CIA AND HELP US WITH THE INCREASINGLY COMPLEX COLLECTION AND
ANALYTICAL PROBLEMS WE FACE.
-- WE NEED TO RETHINK THE CURRENT SET OF INCENTIVES,
ALLOWANCES, AND OTHER BENEFITS SO THAT WE CAN OFFER A BROAD,
FLEXIBLE COMPENSATION PACKAGE THAT RECOGNIZES THAT THE NEEDS
OF OUR EMPLOYEES VARY AT DIFFERENT STAGES OF THEIR LIVES AND
CAREERS.
-- WE NEED TO REFOCUS OUR TRAINING PROGRAMS AND
DEVOTE MORE OF OUR RESOURCES TO THEM, BOTH TO BRING NEW
EMPLOYEES UP TO SKILL AND MATURITY LEVELS THEY DO NOT HAVE
WHEN THEY JOIN US AND TO HELP MANY OF OUR EXPERIENCED PEOPLE
REFRESH THEIR SKILLS AND UPDATE THEIR KNOWLEDGE IN THEIR
FIELDS.
-- WE NEED TO TAKE FURTHER STEPS TO ENHANCE MANAGEMENT
AND LEADERSHIPS SKILLS OF THE PEOPLE ENTRUSTED WITH THESE
RESPONSIBILITIES. WE LONG AGO REALIZED THAT IN MANY CASES
WE CANNOT PAY EMPLOYEES WHAT THEY MIGHT EARN IN THE PRIVATE
SECTOR. OUR ABILITY TO ATTRACT AND RETAIN PEOPLE RESTS
STRONGLY ON OUR ABILITY TO LEAD AND MANAGE THEM IN WAYS WHICH
CONSTANTLY REINFORCE THE EXCITEMENT AND CHALLENGE OF OUR PROFESSION.
6
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THE CULTURE IN OUR INTELLIGENCE COMMUNITY HAS FOSTERED
OVER THE YEARS A LEVEL OF DEDICATION AND ENTHUSIASM WHICH
I HAVE NOT SEEN IN ANY OTHER ORGANIZATION. WE MUST SEE THAT
THIS SPIRIT IS SUSTAINED AND STRENGTHENED AS WE FACE THE
UNPRECEDENTED CHALLENGES I SET FORTH FOR YOU IN MY NATIONAL
INTELLIGENCE STRATEGY. OUR IMPORTANT AND EXCITING MISSION
ATTRACTS PEOPLE TO US. WE HAVE TO PROVIDE THE FRAMEWORK FOR
ACCOMPLISHMENT AND FULFILLMENT, AND RECOGNITION THAT KEEPS
THE] HERE. WE LOOK FORWARD TO WORKING WITH YOU TO IMPROVE
THE MANAGEMENT OF OUR MOST IMPORTANT RESOURCE SO THAT WE CAN
CONTINUE TO PROVIDE OUR COUNTRY WITH THE BEST INTELLIGENCE
PROFESSIONALS IN THE WORLD.
7
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74 2,
.411,
Intelligence Community Staff
1 Executive Registry
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Intelligence Community Staff
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CONFIDENTIAL
SENATE SELECT COMMITTEE ON INTELLIGENCE
Personnel Hearing
Wednesday, 23 July 1986
0930-1200 Hours
WITNESSES:
Mr. William J. Casey
Ambassador Morton I. Abramowitz
ACCOMPANIED BY:
Mr. William F. Donnelly
WITNESS LIST
Director of Central Intelligence
Executive Director
Defense Intelligence Agency
Deputy Director for Administration
National Security Agency
Assistant Secretary of State for INR
Department of State
Deputy Director for Administration
Central Intelligence Agency
Miss Eloise R. Page Deputy Director
Intelligence Community Staff
Ambassador Frank McNeil
Dr. Kathleen Bailey
Assistant Deputy Director for Attaches
and Operations
Defense Intelligence Agency
STAT
STAT
Assistant Deputy Director for Human
Resources
Defense Intelligence Agency
Directlr of Personnel 25X1
Central Intelligence Agency
Deputy Director of Personnel for
Plans, Analysis and Evaluation
Central Intelligence Agency
Deputy Assistant Secretary for INR
Department of State
Deputy Assistant Secretary for
Interdepartmental Affairs
Department of State
Office of Personnel
National Security Agency
Office of Persoftel
National Security Agency
CONFIDENTIAL
STAT
25X1
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,
ALSO ATTENDING:
Mr. David Gries
Mr. William Schmidt
Mr. James Wong
CONFIDENTIAL
Director, Office of Congressional Affairs
Central Intelligence Agency
Legislative Affairs
Defense Intelligence Agency
Chief, Legislative Affairs
Rational Security Agency
Legislative Affairs Office
National Security Agency
Congressional Affairs
Federal Bureau of Investigation
Intelligence Division
Federal Bureau of Investigation
CONFIDENTIAL
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STAT
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TO:
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DCI
2
DDCI
3
EXDIR
X
4
D/ICS
X
5
DDI
X
6
DDA
X
7
DDO
X
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
X
14
D/PAO
15
D/PERS
X
16
VC/NIC
.a1
18
19
20
21
22
SUSPENSE
Date
Remarks Attached, FYI, is DIA Statement for 23
July SSCI hearing on IC Personnel (DCl/DDCI received
advance copies).
ExgtivjtIrrligry
Date
3637 (10-81)
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DISSEMINATION CONTROL ABBREVIATIONS
NOFORN- Not Releasable to Foreign Nationals
NOCONTRACT- Not Releasable to Contractors or
Contractor/Consultants
PRO PIN- Caution-Proprietary Information Involved
ORCON- Dissemination and Extraction of Information
Controlled by Originator
REL This Information has been Authorized for
Release to.
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STUDENT IT TNE EXECUTIVE
DIRECTOR, OIR, MENNE TNE SENATE
SELECT CONNiTTEE ON INTELLIGENCE
REVIEW OF INTELLIGENCE COMITY PERSONNEL
23 JULY 1996
?
(U) Thank you. me. Chairman and members of the Commit for the
opportunity to appear before you today to discuss Defense
?-Intelligence Agency's manpower and personnel goals and strat ies to meet
-
the challenges described in the XI's National Intelligence St stogy.
(U) As the Agency nears its 25th anniversary this Oct
important to reflect on who we are and where we have been ov
and a half decades. It is interesting to note that of the
officers and enlisted personnel on active duty today. probab
4 percent can ever remember a time when DIA vu no
intelligence support for their plans and operations.
(U) The basic mission of DIA is to satisfy the fore
_intelligence requirements of the Secretary of Defense, Jai
Staff and major components and field commanders of the
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HANDLE VI
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Defense. This basic tasking has never changed; however the
.we execute our mission, the caliber of personnel who
organization known as DIA, the concepts under which we opera
tools and technologies at our disposal have unde
over the years. Lt is through the day in, day out execu4
mission that the kgency fulfills its role as a force multipl
commanders in the field. The new DIA of today is radically
focus, attitude, and ability from that of the 19605 and 1
of tomorrow will be different from that of today. It is the
change and adapt to new challenges and circumstances t
strength of any organization. Our motto for the 25th Ann
DIA -- Committed to Excellence in Defense of the Natio,
lightly chosen.
? (U) As the members of this Committee are aware, it i
Genera/ Perroots, as well as mine to continually
effectiveness and responsiveness of Defense Intelligence to a
and to seek efficiencies and economies in the utilization of
resources. D1A's role in Defense intelligence management i
important as its substantive intelligence production responsi
(S) The early years of DIA were difficult ones for bot
and the nation with intelligence requirements and nati
changing rapidly. By 196S. when the last component
established DIA was in place -- the Defense Attache Syst
CPT= ""*" .+2117 7.7
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the Intelligence Community as a whole, faced an incredib
target structure, intercontinental missiles, SAMs.
-Collection platforms, and a growing U.S. involvement in
(S) In FY 1968, at its height of the U.S. presence
0-2 and
Southeast
in 'nets's,
The following
back of
y expanded
satellite
Asia.
the size
DIA was
?
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year
of
not
the Executive
the Department
spared.
Branch and the Congress began a scaling
of Defense which would last over a decade.
(C) For over a decade DIA's managers faced the constant question of
what and how much to eliminate while still meeting mission essential
requirements -- standing watch over the Soviet Union/Warsma Pact, treaty
monitoring, technology developments, etc. -- meanwhile finding still
further billets to divert to essential new requirements. Every
conceivable method was used to absorb the elimination of one out of every
three of our personnel, from dropping families of products to wholesale
reductions in support operations and services. Finally the Agency found
itself one-deep or none-deep In numerous areas not exclusively confined
to intelligence analysis. The 1970s were simply an unmitigated disaster
for military intelligence in general, and for DIA in particular.
HANDLE irlA
IA1INT4EYNOLE4OONINT
COBTEL SYSTEMS ADM
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("1--
(C) The poor state of the General Defense Intelligence
DIA was recognized and acknowledged by this very Committee in
of 1979 during the preliminary hearings on the FY 1900
Budget. The SSCI took a leading role in recognizing that the
ming too steep a price for the false intelligence econom
1970s, and that the General Defense Intelligence Program and
manpower augmentations, not further reductions. The
authorized empower increases of the early 1900s (FY 1900-
designed to address deficiencies and shortfalls produced b
skeletal staff in many geographic and functional areas.
manpower shortages in the intelligence processing and support
Agency.
(5) At first, we requested, and the Congress authorized
Increases primarily to augment basic military intelligence an.
the principal focus on areas of high threat -- USSR/Warsaw P
PAC -- or of increasing strategic and political signific
Middle East, Latin America and Africa South of the Sahara.
(U) Additional personnel were authorized not only to
enhance basic data analysis, conduct long-range, indepth ma
provide curinret intelligence and support to the JCS. but also
DIA to undartake new and important missions. For example,
manpower was also authorized to augment the 'Defense Attache
accommodate manning requirements of newly opened Defense Att
in countries in which there had been no Defense representation.
mind
the Spring
resident's
nation was
es of the
DIA needed
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t and the
the
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to enable
United
System to
Offices
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in our recent manpower requests, for Fiscal Years 1986 and 1
were included to intensify research and analysis on Third Wor
especially lthose in the Middle East, Southwest Asia, Afric
America. Similarly. progress in Soviet weapons programs, most
mobile strategic systems, are forcing DIA to apply additi
resources and to develop innovative analytical techniques to
evaluate these new systems. New areas which will consume cons
years of effort include low-intensity conflict analysis such
and insurgency, narcotics, arms transfer, and nuclear and b
chemical warfare issues.
(U) While I have highlighted the principal new and exp
endeavor DIA has undertaken in the past few years requiri
manpower. I would like to emphasize that to acccmplish
responsibilities, adjust to shifting intelligence pri
accommodate increases in data volume since 1979. 411 I
management have constantly examined the allocation of sc
resources. The objective of these self-examinations has a
minimize requirements for new personnel while positioning the
the requirements of tomorrow.
(U) Since the end of FY 1979 there have been hundreds
DIA'i billet structure ranging from slight adjustments to di
specialty requirements to limited billet, section, branch,
realignments. Each was undertaken by line management and i
?
. 4
HANDLE VIA
TALENT-KEY
CONTROL S
7 resources
countries,
and Latin
ignificantly
1 manpower
monitor and
derable mam-
as terrorise
oloeical and
areas of
g additional
many new
flies, and
vels of 01A
? manpower
ways been to
y to meet
changes
in
position
and division
ternal Agency
-CONINT
JOINTLY
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,?
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resource managers with the objective of some qualitative or quantitative
improvement, however slight, to the overall structure and organization of
0-1A.
(U) I should also note that our rebuilding efforts haven't been limited
to billets alone. To meet the new challenges of the 1990s and beyond, it was
and is clear that our approach to human resource management, if it is to be
successful, could not be configured solely on past practices and
occomplishments. We must consider the environmental demands of a different
tomorrow, focusing not only on optimum workforce size, but on personnel
quality factors necessary for building a highly skilled manpower base.
There is no doubt that tomorrow we will be required to do more, do it
better, and do it faster than ever imagined previously.
?????????
.-????????
?
we have concluded that additional manpower is needed.
'Technically sophisticated foreign weapon systems are being developed and 25X1
placed in the field, a Situation Mhith translates directly into more complex
collection requirements, and the need for more coordination and
collaboration among S16114, HUNINT, imagery and MAS1NT requirements and
collection operations managers.
other than
HOUK% remained essentially constant. The ?tyranny of the present
represents a constant pressure on available manpower and there art too few
resources remaining to anticipate, plan, and program for the changes in the
collectionI environment, technology. U.S. security interest areas, wartime
support plnn ing, and utiltiyax.juations of proposed no:1143pm
TALENT-KEYHOLE-COMINT
25X1
bp.
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-p4
(S) The Dot) NUMINT system. both 'overt and clandestine,
spectrum of capabilities from those personnel assigned to this
must have recent ellitary operational we maneoement expert
language and area expertise, security reliability, and the
flexibility Ito devote one-third of their career to NUNINT
These are difficult criteria and DIA NUNINT management and
civilian personnel operations professionals are working close)
and nurture these types of individuals. Though NUNN%
clandestine HuNIKT, is by definition the slowest of the INTs
placing a collection asset near the target, it has the tug
return on invested resources. The investment cost in manpower
support to collection ratio, is very high. The development
Integrated Dot) MONIST management and operations system will tak
should. The price of haste is a potential ?incident -- a circ
intelligence professionals cannot deliberately foster.
requires a
They
foreign
'cation and
signments.
ilitary and
to acquire
iculerty
in terms of
t potentia)-
specially
a strong
time. as it
tante which
(C) In the area of counterintelligence and security
counterintelligence support capability has grown in recent yea
the more traditional security functions has not kept pace.
President's Budget includes the first significant increases
manpower since the drawdowm, of the 1970s. OIA is not only r
It's own internal security posture, but also provides Do0-wi
compartmented security policy and procedures other than NSA
controls the numbers of compartmented accesses authorized, and
inspects storage facilities for compartmented material.
storage facilities and people cleared for compartmented
increased exponentially since 1900. DIA manpower serving
HANDLE VIA,
TALLNT-ETh
CONTROL SYS
-e
while our
manning of
The FY 17
In security
Ponsible for
support for
tori.). DIA
approves and
slumber of
material has
t population
ENS JOINTLY
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1: 1
has not. We know we must do a better job in this area
manpower is key to success.
additional
(C) As we move forward into the 1990s, there will continue is be a need
for additional manpower to satisfy the increasing demands or finished
intelligence products as well as to cope with the impacts of emerging
technologies on the analytical and dissemination processes. This small
growth requirement should level off in the near future analytical
proficiency in and exploitation of new technologies incrt se and new
faci/ities, communications techniques, and information
are placed into operation.
systems
(U) The Agency's commitment to accomplishing the plans oulined in the
DC1's national intelligence strategy is reflected in our Own personnel
policies and plans for the future. In addition to the conthuous goal of
maintaining an effective. economical balance between mwtf4ce size and
mission essential requirements, there are two other major aan resource
challenges being confronted by DIA.
(0 First, the workforce needed to respond to the intell gents demandS
of tomorrow is changing and will be more technically orlon Where once
individuals with broad academic backgrounds and )iuiitsj prior work
experiencel could be successfully assimilated into the intelligence
disciplinei, we_oust now aggressively pursue and acquire personnel with
actual miSsion related experience, specialized aciidsmiccrjiIaiitials. and
high tktIll. levels. Our recruitment program has become sore vtwous and will
continue to broaden to exploit new sources of quality person
HANDLE VI
TALENT-KEiNOLE-CONINT
CONTROL S STENS JOINTLY
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-
(U) The second major human resource challenge being faced
goes hand-in-hand with changing recruitment practices. T
actively working towards establishing a more attractive worki
attuned to the unique needs of individuals comprising the DIA
today and tomorrow. To data, the acquisition and retenti
.perionnel has not been a major problem for DIA. Over the last
Agency's average attrition rate has been considerably lass than
the Federal government. Again, while we recognize that even t
of quality personnel has been excellent, it say not remain so
as competition for specialized and scarce expertise increases
private and public sectors. With that in eind, we have initia
personnel management and development program for the 1990s.
and is -- to ensure that DIA has a well-trained and
motivated loyal workforce proud of its contributions to the
United States. We realize that we not only need to attract
also to ?nurture the type of analyst needed to meet the cha
1990s and beyond.
(U) The Intelligence Authorization Act for FY 1982. Pt
to bring the Defense Intelligence Agency into alignment with
agencies -- CIA and ASA. Under provisions of PL 97-89,
Intelligence Senior Executive Service (DISCS) was established.
DISCS is rtterned after the Senior Executive Service, it is
it recognizes not only leadership capabilities but also
intelligence expertise valued so highly in the community.
RANDLE VIA
TA1NT-12118LE
CONROE
T. 7
the Agency
Agency is
environment
workforce of
if "Malty
years, the
the norm for
retention
in the future
in both the
an enhanced
goal was --
ted, highly
fly of the
retain but
lenges of the
?89. did much
our colleague
the Defense
Although the
unique in that
substantive
401:11ILT
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(U) We have developed over 40 career ladder programs
progressive knowledges and skills needed to advance in
occmpetion to include all intelligence and intelligence
throughout 01A. lo complement these career ladders and to be
Job performance, a new performance appraisal system is being
The new system is based on performance areas and
personal attributes, which have been derived from a cross s
workforce. By the beginning of 1987 the new appraisal syst
place for all civilian employees.
to identify
particular
positions
ter evaluate
implemeeted.
Its; I.e.,
ion of the
will be in
(U) As added emphasis is placed on knowledges and skill development for
progression in the career ladders, emphasis is also being placed on training
and education. For example, a Career Programs Selection Board (CPSB) of
senior management officials was established last year to ov ee all long-
term civilian career development and training opportusit es, such as
rotational assignments and full-time study. Our Defense Intall gence College
has also been expanding the numbers and kinds of educational programs to
enhance the quality of intelligence personnel for not only DIA but the total
Community. New graduate concentrations, weekend course ems. end new
nobile training courses are being developed for an increas ng number of
intellige44 professionals throughout the Cmmmunity.
(U) D1A's success in quality personnel training and sdutt1on results
from a collaborative effort along training administrators intelligence
HANDLE VI
TALENT-BE MOLE-COKINT
CONTROL S STENS JOINTLY
41
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gangers, and the Intelligence Community to assess existi
training and education requirements and to deliver programs
requirements. In response to intelligence nanaeement initiativ
of Training, tasked to direct and *anent OIA's internal train
and the Defense Intelligence College, tasked with the education
of military and civilian personnel for command, staff, and
Positions in the DoO, national, and international intelli
have initiated new and innovative programs in the areas of
Intenigence/Operations; management training for intermedia
Intelligence personnel; counterterrorism analysis; strateg
awareness; and. NUMMI collection.
and future
match those
the Office
programs,
and training
policymaking
structures,
Joint Space
end sealer
deception
(U) Both the College and Office of Training have been ? tire in
dealing with advancing technology in intelligence SyStAIMS, p icipatiag
luillab
the planning and pro9ratn9 stages of new systems so as to ha e curricu
materials and courses available when new systems reach operational
capability. An ongoing evaluation process controls the qu lity of our
training and, education efforts. All courses are subject to al review,
keeping content and focus current and ensuring professi al training
requirements are met.
(U) In addition, the College is placing greater emphasis
research and scholarship. In 1986 the College hosted cote
tables, anc symposia on Terrorism, Low Intensity Conflict,
Africa. To meet total force requirements, weekend courses
Intelligence, Human Intelligence, Reconnaissance and Technica
Collection.' and Scientific and Technical Intelligence, to n
offered.
HANDLE VIA
TALENT-KEYHOLE
CONTROt SYSTEMS
intellieence
round
the Horn of
on National
Information
a few, are
INT
JO1NTiv
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(U) Military career development opportunities have also
over the last few years. Two years ago, we started a mil
enhancement program where key persomnel from all breeches
Forces discuss assignments, career incentives, and
opportunities. DIA sponsors its own program to select the Enli
Member of the quarter and Year, has initiated an Outstandieg
of the Year Program, and actively participates in the
Exceptional Performance Program.
(U) Another area of major importsnce to Do0 and OIA
mobilization planning and DIA subscribes fully to the mandate
role of all Do0 components to deter war but if deterrence f
fight to win. DIA has undertaken a major review of the status
these areas within the Agency. Improved crisis and mobilizati
recognized as one of the strongest methods of deterrence and i
reason that several new activities and programs have been initi
(U) The ability to stabilize existing manpower of the
crisis or wartime conditions was the primary factor which led
request the Services to ext from recall to active duty
retirees employed as.tivilians by DIA. Successful campletioe
has remitted in the assurance that over 300 well trained
personnel trill remain at their stations during crisis or
conditions.
RANDLE VI
TALENT-II
CONTROL $
/1.
emphasIzed
tary career
the Armed
oducetional
tad Military
ior Officer
Stripes for
crisis and
at it is the
its, we must
efforts in
planning is
is for this
y during
Agency to
all military
this action
experienced
mobilization
-CONIC
JOINTLY
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A
(U) Efforts have been taken to trove the mobtlization
Olannift for the agency. The result baS been a tightened set Of 441
TOOOTOMents wili insvre adequate manpower, both military andi
tO fOifill Difilt wartime mission. One of the major problems f
Agency concerns the ability to find qualified personnel to fil
positions created during crisis or wartime conditions. DIA has
Innovative program that will assist in this area. in April 1996,
?0?P
!stabUshed the Olkitellred1FiviliaNReserve (RCR) Program. R
Agency retirees are canvassed as to their willingness to
thoutisf national spergency be declared. Those retirees volunteeri
program are assigned to specific mobilization positions and will
training on an annual basis_ The creation of this program ins
wi)1 be able to call on an experienced cadre of individuals to ass
wartime efforts of the Agency.
manpower
tattoo
civilian,
leg the
civilian
new and
Allone.Y
civilian
to work
for the
offered
that OIA
at in'the
(U) One of the major contributions to an enhanced personnel system to
meet unique intelligence Community situations kik the provisions hortzed
in the Intelligence Authorization Act of FY SS, PL- 98418. 1 provides
broadened personnel authorities to the Secretary-of Defense for DIA.
Frinarily, it save DIA the much needed im0MPt1os frollQP* Clusift atics Act
waking it comparable to CIA and NSA. eri-iurrentti:idopting 1 ited pay-
\ settime flexibtlitjes. to attract and retain critical -skills such as
acipntists;*And ADP specialists.
'
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?2
HANDLE YU
TALENT-NEYHOLE-CON
CONTROL SYSTEMS JD
NT
ELY
?
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(U) With respect to the need for additional persona
legislation at this time. we feel the Agency It acquire more
experience with those authortties already. greeted by the Congress
Initiating further requests in thiilarea. Once we have two or
experience and have conducted an evaluation, indicators Of the,
1 related
ational
Prior to
ee years'
need for
minor adjustments may surface. We will then cell this to the at ion of
the Department. Da, end the Congress.
(U) What we need in DIA, and the intelligence business as a
somehow reverse the trend of the pest decade of denigratiag the
and dedication of the civil servant. Public service is one of
callings in the nation and requires committed personnel willing
their duties with modest compensation and recognition as the mos
hope for es rewards. In the intelligence fuections, public rec
success is not compatible with the security of the nation or the
of sources and methods. Pity, as 10 all know. is not generally reg
long-tere motivator.
(U) Thus, we are left with concentrating on the qu
worklife job satisfaction if you will. These areas tan he
providing career opportunities, rotational assignments,
facilities, educational and training assignments, and internal ? Rion
and awards program. Much progress hos been wade in these areas is recent
years, but none of us kin ever be complacent. Service in the 1 lligence
Community must aiways be S career, not e job. The! old ways of people
le s to
highest
perforce
they can
ition for
tact ion
I
HAMM VIA
TALEMT-XEYNOCE
COMM SYSTEMS
NT
INTLI
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- rill, I
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management, where indivinuals were quickly cast into a narrow c
and pointed *the to art obsolete. The young worker today is
of a mobile society, is looking to make a meaningful contribu
employer and nation, and wants to experience new chall
Namegiment must recognize these needs and encourage their dove
(U) Improving the quality of worklife will become more perti
survival of an effective DIA. As I have indicated, we are i
number of programs to improve carter opportunities within DIA
communications to ensure effective performance evaluations are I
working. Rounding out this work environment is providing an att
stimulating work station capable of providing state-of -the-
accomplish assigned tasks and responsibilities.
(U) Additionally, although recent legislation has
personnel system in closer alignment with CIA and RSA, t
varying legislation statutes among DIA, CIA, and NSA. I beli
should continue to work towards legislative consistency
intelligence components, creating a more positive effect t
community. Consolidation of civilian intelligence personnel
the DoD would permit greater movement and career development
across the community, enhancing our ability to 'sells Intel?
challenging and rewarding career.
RANDLE VIA
TALENT-KEVNOLE
CONTROL SYSTEM
neer field
he product
on to his
often.
t to the
Dived io a
improve
place and
active and
tools to
DIA';
are still
that we
among tha
t the
ems within
unities
98ACO as II
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WI -
;
f;
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(U) In closing. I would like to summarise the challenges? t 01A is
pre apring to face in the foreseeable future. To begin, greater asis will
be placed an technology. The number of professionals and sci tists and
their influence within 01A and the community will increa . T be
competitive, have already begun exploring sew approaches to ation
work schedules, time sharing strategies, and rest 30b
responsibilities.
(U) I, and General Perroots, look forward to working with t Committee
and its staff in conducting the review of Intelligence Community 1.
MUM VIA
TALENT -CONK
CONTROL STST6JIMMY
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STAT
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TO:
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DCI
2
DDCI
3
EXDIR
X
4
D/ICS
X
5
DDI
X
6
DDA
X
7
DDO
X
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D v= = OCA?
X
14
D/PAO
15
D/PERS
X
16
VC/NIC
.2..7)&-7i7
18
19
20
21
22
SUSPENSE
Date
Remarks
Attached, FYI, is NSA statement for 23 July SSCI
hearing: An Overview of-NSA's Personnel Capabilitie
and Requirements. (DCl/DDCI received a4Fance copies.
3637 (t0.81)
x2eyti,:rurcret8ag
Dote
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DISSEMINATION CONTROL ABBREVIATIONS
NOFORN- Not Releasable to Foreign Nationals
NOCONTRACT- Not Releasable to Contractors or
Contractor/Consultants
PROPIN- Caution-Proprietary Information Involved
USIBONLY- USIB Departments Only
ORCON- Dissemination and Extraction of Information
Controlled by Originator
REL This Information has been Authorized for
Release to.
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?????????.maaff.......
SECRET
?
STATEMENT FOR TUE RECORD
OF
LOUTS 3. ti01.1701NT
DEPUTY DIRECTOR F011 ADMINISTRATION
ISENATE SELECT COMMITTM ON INTELLIGENCE
23 July
1986
AV.' ?
Classified ly RSA
Sedusat pis
HANt3LE VIA COP.,VNT CHANNELS ON
SECRET'
123-2
_ $1,103 64*. Wilke Pz
25X1
y Copy
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I
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I ' F-711.7.7.777
I
I. An ':erview o( NA' s Personnel Capabilities and
J
Requirement' (1)
I
(u) A:: a result of Congress approving significant increases
in our manp Wk'l authorization. NSA has been in an extended growth
period over i the 1.vit neveral years in terms of the size of our work
force. The end rer.ult of that growth has been an increase in our
capability to satisfy our mission of analysis and techoical program
development and operation. Most of the growth baa been in the
hard-to-recruit, hard-to-retain technical skills, like engineering,
computer prspgramming, and the mathematics, with a large group of
linguists included an well.
(S-CCO) For the future, we must look to a steady,
continuing manpower growth in order to ensure that we obtain the
skills needed for the U.S. SIGINT system to meet the deaands for
national security support which will be placed on it &nine the
1990s. I
1
'Furthermore, a this technology produces the systems
of the 1990s, the size of our support organizations can no longer
be constrained because their increasea availability is equally
cs3ential to noccenriful mission operations and system 4 support. To
ensure that we maintain the ca9abillty to provide the best response
to national security requirements, we need the engineers,
mathematicians, and computer scientists possessing the most up-to-
date techniques and tne skilled staft people capable Of supporting
the new teChnologies.
(CI) SIGINT is a manpower-intensive business. /A potential
circumstance that woeld provide for no manpower gtowtA, or a
reduction in current manpower levels, would have serious
implications for future NSA intelligence production. Support
ntafts are now maintained at minimal manninq levels and offer no
flexibility to absorb decrements. Manpower stagnation or reduction
would cut into the very fabric of misGion operations, disrupting
the critical manning pathn leading to the essential operational
expansion n required for the 1940s and beyond.
(U) The following chdrt summarizes the Agency's
capabilities and requirement' by job skill. It lists the number of
individuals assi9ned in each skill (our current persqnnel
capability) ami th,_1 number authorized for that skill (our
requirement). The chart breaks the Agency's mission down into its
intelli9ence function (CA, Th, etc.), it communications oecurity
function, and its computer security function. Also included are
the technical support aro-ds of engineering, data systems, etc., as
well as the manaqement area (at division level and above). This
total represents a sizeable portion of the Agency work force. The
main groupings of skills not included are: clerical, logistics and
personnel.
HANDLE.: VIA COLMi-li CHA.?..iNELS ONLY
r '
-
? I
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(U) Twenty-0 year- all the Nation11 Security
(Introduced its first formal career development program,
:not dir;similar tri ti :.? con.-.ornl; exressed by the SSCI
the quality ot pernoneel rmpporrinq ic..y intelligence fu
!the future. The cormIrltono e)f cryptologic career deve
64nd still is pcofer..sin:J! rertification in Agency occup
? ,
;Today tiSt offerpucl cettification in 23 caree
certification is a pretequi.;its: for plomotion to grade
in those fields. CertificJtion is based on criteria of
experience, performanc and testing', as established And
the respective Carcer Panels.
gency
for reasons
egarding
ctionsin
opment was
tions.
fields:
3 and above
education,
updated by
(U) These pr31-1m:; have served NSA exceelingly ell up to
the present. Each Carv.er Pan,:,1 is well informed, both y its
member who are tIoni.lt exec,Irives and technician:1 in th career
field and by interns actively ongAge(1 in collection, pc easing,
analytic and other tochnical tallk3, about the current tate of
technology and target activity, and about emerging cha lenges and
opportunities. They roorinoly u4;e .such information to eview the
criteria for viofcsioual cettifica'tion to ensure that they are
effective iri preparinri employees to use state-of-the-a t tools and
to cope offdctively with new challenges identified in e
foreneeabl,!'futute. Altho%i)h we are concerled about t
implication:3 of teceA foc?4sinq on the manpower needs of
the fut!ire, we are c,.rniilnt thAt the nPedr of thP tut re can be
met by butl:nry; on a nAid lf Career develop-tent ?cograms.
NSA'f, Perf,onnl to Meet the Long and Short Range
Challenges Outlined in the NAti(InaT intelligence Strat y (U)
(U) Nf:Ai tl meet the long anA sho t-range
challenges fotth in th,.. Nitiomil Foreign Intellige ce Strategy
by increasinl its eff,-)It.-. ti) teruit, develop, and ret in the best
personnel possible.
(U) Sp7.cific 1-.1 initiatives t() meet the e challenges
Include:
- (u) Concentrating our recruitment effort against
critical ^kill perzohnol (ongineerl. data systemc pers nnel,
mathematiciannl;
%
- (U) Developinq a very successful, nation lly
recognized, CO-OP program;
- Cr) C'ettiny lply st:'ales; for ccItI al skill
S. ?
personnel:
dl?
- (U) Pewarain9 exoellence with appropriat promotions
and awards pcolram.;;
di ?i1
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; '
. 1
' I
i
II
+I!
(U) t our developmen
'academic (t.ch un ' 1p,.1 uthaRced de)ce..1 work (both f
aCtec hours): aril
- pndino partinipation in nominars an
sponcored by major oniversiri-!u, other Government agen
private industry.
(V(:W) Our rertiitmeht of on int:rtm!linqiy hiqh
forcc will ennure OUf tuture abilay to overcome fordi
deny inform.iticntooklv collection effort. Experts in
technoloyioal advAnt7e wilt help ip C-sc effort to sort
large gu.sntitio Of (1:0:a e(W. Mtkle al-time aholysis m
reality. Our "worllas:.1" ccyptanalvts and mathemat
provide even more ivtelligonce support to military co
tactical inti-llig,ra-c: L.(ol)lemr. becnme more technical.
Ins Prq:;ent aria FI;ture Perzonnol Issues Which Will
Our Abiliq to Cdff,' OUt Missions
(U) N1:71 enjiv: a very nuccensfal recruitment p
hal resulte1 in the :s.oncy Leint 10Ci manned fr:r sever
Our recruitmont oftort has been complemented by an exc
attritio:1 rat--ii five percent. over the same time
Howfwc.c, rc)(lardl-Itl of our pant accomplishmentn, never
and future pecsottnet it;Ilus threaten to stymie the Age
Progress.
by funaing
11-time and
conferences
Le, and
quality work
n effortn to
pew
through
re of a
clans will
anders as
Detract from
ograt that
1 years.
-edingly low
eriod. ?
1 prenent
cy's
0.4 Of FuravAht %;oneecia is the aetual and per elved ?
erof.,ion of?fedetal i.!mplyee benefits. This issue affe ts both the
recruitment and rotontion of emtalOyee3. In recent years, employees
have been raddled with reduce() cost of livin9 pay incr ase n and
r,ubstandard health insurance benefits while being fore d to
contribute to Medicar. neccialy hired employee are overed undet
? a new retirertt?nt !:,/tm that will 'relaire additional ployee
cntrilp_ftiont; to evAl bsmefite undzr the oll retirem t system.
In addition to aetk.wl chanies, there are a variety of roposals
currcnt'y undl-r cr,n.;idi,ration that wo,ald adversely aff.ct Agency
employoo.l. Thene ineTude the proriosea immediate taxa ion of
retirement unnuitie-;, future within-grade increase fr :es, and
rescission of the leave accrual incentive.
(U) Not only doe' the actual and threatened f
reduction in hehetitn demoralize the current work for
could to inrt-.!_0;ea attriLicn.. it aggravates the
difficult tank of r..ctuitinl highly qualified applica
t:ori!. i I:S4 t Lhrink, an increasing numtier of
c-..cruitf will ploi.r clreerc7 In thci private rectnr.
rther
which
lready
ts. If
SE it.10!
(U) Arhlinf.; to the dilemma, the public percepti n of federal
c4r hu: dilltinntlr:l in recent yearn. Federal em.toyment has
been portrap,0 an contliting of mundane work, substansead pay, and
as being lena doita!e than that in the private sect.t. Like many
other agencies. we .ire involve In a struggle to repl e a
4
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gradually aging work force through recruiting and ret
younger, talente,i, well-educated employees. Unfortuna
are the very people who are being discouraged from co
Government service an a career. NSA has combated thi
an aqgressive public relation:: program but the struggl
increasingly more difficult.
(U) Another personnel issue we must address i
nubltantial expaw.lon over the pant six years. This
come alarming change.1 in work force demographics. Ov
of the work force ha c six years or less of experience
mix of thii group is quite different from that of tho
the past. For exaulple, in FY8S, 40% of the new hires'
technical career fiells--doJble th4, percentage in PY6
been written about the changing value systems and inc
mobility of the :ivy breed of profesnional employees.
to retain fewer of this group based strictly on their
commitment to Covprnmi.nt service.'
(U) Emplove.er with over :4 years of service
third of our work force. This subgroup includes most
executiven, manager7), and technical expert'. Over 40
em2loyees are currently eligible to retire. If any s
chane s are made to the retirement system, the Agency
a tremendous loss of expertise that would be difficul
(U) The relative r.ize of the 31 to 40 year ol
will continue to decline while the 21 to 30 year old
up population expanidts. The large number of newer pre
and professional employs will be competing for a le
more v!spoc?citle ponitions as their careers progress.
their high marketability and tendency towards career
will be hard pres7.od to provide career progression th
expectations.
(U) Yet another isnue is the increased market
Agency employeel.in the private sector. In particula
skill employees are more marketable than ever because
are no longer Agency-specific. Cryptanalysts, engine
r.cientists, contracting technicians, and even polygra
have a variety of outside career opportunities. As
sector firms bec,,mo aware of the peed for sure comes
the demand for the skills will accelerate.
1
(In Natio:14a demulr4phic projection14. reveal a
entry thvi1 talent pool over the next ten years from
recruit new employen. In particular, since 1969 the
gradual decline in the number of college graduates ma
Runnian. The numhor of Runnian majors*. receiving dev
ieveln MA, MA, Vhf)) fell from 99n in the peak year o
low of 380 in tho Z9n3 c.)1lecie year. Enrollments hay
_tince. Connidurin9 that almont half of.all Russian 1
have come from col3e9en, we are facing a serious tutu
problem in satisfying our reguirments for Russian lin
ning
sly, these
!tiering
stigma with
is becoming
elves MSA'a
as led to
^ one-third
The skill
e hired in
were in
. Much has
eased
We can expect
lack of
Ice up another
of our senior
of these
gnificant
could expect
to replace.
, . 1
population
nd the 41 and
professional
sea number of
Considering
illty, we
t meets their
bility of
, critical
their skills
rs, computer
examiners
re private
nications,
shrinking
hich we can
e has been a
oring in
es at all
1969 to a
remained low
nguage hire
e recruitment
uists.
. --
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1
(11) In ref:pow;i- to curreht pc.rsonnr4 innuen and
anticipationi of fi/t!)/4. we have devinea win.; innov
re:;ource prdgramr, an peNli:iPn to ntrengthen the gualit
prsonnel. Thonc ir4-1e premium pay !miles for critic
foreign language in,.ntiv?. pay for lingnists, technical
career prolrAm,:, cntlemceld training coocdin
the* National Cryptololi School. a new mil-level staffi
and an upgraded pers()onl alminincration function gear
the rieed..1 of today's ollployee:-:. Lookinq to th.l, future,
dedicated manpowor and resourcoc. to developing and impl
human resource pro(jr d!ligno,1 to reward and retain a
skilled, trained, an,1 work force.
IV. Effoits in P:1.)qie to 5trengthen the (Witty o
In the Development al.! 0!)eritionq. or Technical Programs
Analysis (U)
tive hum3n
of
1 skills,
track
ted through
q program,
to meet
we have
owning
highly
Personnel
and
A. The Ch. ?i' Face of the NSA Work Force (U)
(U) Thc wilrk force of todly in the res it of an
evr)lutionary proce!: t!lat haq involved both internal a ? external
1orcQ13 over the la.:t 2,) years. Dur!nq tic perlo4, we awe
experienced lattje hirinl programs in the 1960s and 1980 with
manpower rodu.:tionl; .1;:tini the 1970?; sandwiched betwee We have
ha:1 t) !?.? rf,.fipon:;11.," "high-tech" manpower
ttiaitrznont.L for ..:1!%onkfic! ta.t people. Fuc cc, we have
facrtd constantly omoritn,1 noq te.zhno/ogies and mission hanges that
have chanqe:e! oar :A111 an/ mix re,plirementn. At; result,
our emphasis durin th la!;t fiw. years has been the r ruitment of
"Critic:11 Skill" ir1.3., engineers, computer
profea:lionall. mar.h?.,moian.; and linguists).
B. Ageney Sacee. in Critical Skill Hiring (U)
lo.on remarkably?successful n attracting
critical skill Individuals o NSA as the
(FOU0) wo
tie numbers and quality of
following statintii:n
UVS2 1484 FY8S
Engineering (.41 107 /44
Professionals
nT)ow:
Computer
Professionals
Mathematician':
Linguists 1
*F786 ( s a 86703)
229 196
?
21ro 30q 24R 252
.50 79 50
23 27q 246 228 12/
* (The original hiring
of the impabt of Cromr
.increased t( 1234, ild
pr m og;rA of h56 wa.r. droplIed trl 179 becaule
Rudman-Hollings. That numher W43 later
finally to i414).
S.
* ?
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C. Quality Inait.:itoc; of Recent Hires (U)
1
itl) The suc-ol.; of our effort!: to strengthe the
quality of our p.:rsounel d,?4u1n..ltrat..43 by the quality of
individuals we have attracted the looney in recent y ars. For
example, Cne. third oi the engineers we hired in FYRS we e from the
top 50 Unit.10 Stato enqirwering school:: as defined by he arsourman
Report: A Rating of Graduate and Profeslional Programs in American
Universities. Durincj that saint? fiscal year, our critic 1 skill
hires hal the hit.Ownt average grade point Average% of a y past
years:.
Enlineers: 3.0/4.0
Computer Scientist: 3.2/4.0
Mothomaticiann: 3.3/4.0
Further, our liberal art ..7npport personnel hires I had well
above the minimum aplitudo scores on th,, NSA Career Qualification
Ratteries of test.
!
1
D. Employment Incentive Programs (U)
1
(U) Tho Agency aggrf:ssively uaec Its Spedl
authorities to estat..lir,h policies and pro9rams to eittC t and
tetain top quality p.rople. For example:
i
- 011 The Director's une of hir. pay au horities has
allowed us to entabli..I.h pay Icalo:1 and startin9 salad-s that make
un competitiv. At pronent, engineern, Computer profe sionals and
mathematicianfi are cov!.rt.d by w;,N "premium" salary sca es.
1
- (U) liO pay relocation travel and tra sportation
expen3es for all shortaqo s'cill hires (Including lingu sts).
I
- (U) The F,3reign Language Incentive P ?gram (PUP)
is a honii:i paid to 1inrui:;t3 to dvvelop and maintain t etc language
1k1/11 an.) t:i f;tly in 1,in1t2l1,. jnhn.
i
- (U) We ar: increariing emphasis on th NSA "Tech
i
r:
Tcack" pc.; a. t,) allo... (2 cit skil) in,lividua ls to ?rovess
profensiona ly and financially without eeking manager at
rosponsit)il.tice:. Tti .: pr t) tt .t onc:oqr .i.r; contInued,A owth in'
technical t. it f,.)r i:viivi.luAl,; who preCer the scient fie and
technical arta to thi: mahalrial arena.
1
- (U) Tho Aioncy emphasizeli continuing education at
all levels. Wo provile 3railuate stir+) sponsorship thr ugh our
Fellowl;hip Proqram and out "20/20" Program (half time ork/stuay
for up tr: four n4iTri.). Ttlo National Cryptolo9ic S hoot
sponcor2 on-j)inl in.h.l..7,. .-.h,Itt t7oticle? :irld f:e.minlit'S or
professional devolor,e;.t. Wo also encourav attendanc and
participation at protional nociety conference!I and ?onventions.
I.
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?
.???
- Ue0t10) Opport.inition for npecial lang age
training, especially in esoteric language develops, allows us
needed linguistic skills in-hour.o. Advanced and special training
in available thro)h our National Cryntoloqic School a ? through
attendance at npocial pro9fam:-; at placer. such ac Monterey and
Carmisch.
- (U1 Our Intern Programs provide thce
developmental programs in some 14 different career fie
programs emphasize formal clAsscoom instruction and on
training and experietwo, and lcad to professional cert
the respective carPer fields.
- (ul "Chalion,Ong technical opportuni
reason cited by 901 of the respondents to a survey of
engineers and comp.Iter scientilts in FY34 on why they
Agency.
E. Recruitin:; Programs anA Approaches (U)
I
(U) We marniqe a number of specific recruit
to help us attract and recruit the high quality indivi
minsions require. Thozl program; include:
I
- (11) Coliege Rotations Program: Out
college relation:: .irla roc:ruitmiNnt program involvec: on-
to 150 to 200 co1l(10:, and universities each year. We
advertising in varitAr: campu'i media, and maintain clos
associations with thi, college placeownt Offices and de artments.
Advance publicity i,. if,Ale by Alone./ professionals in t e Skill
areas we a.:- fw.c.',(ilcj !7) recruit, an we arrange for s akers to
give presentatic:ns at student groups such an the Institute of
Electrical and Elcl..ro:tic 1L.il::ors (IEKE) and the As iation of
Computi 1n9 achin$1.s (ACM) CAM:M; chapters.
i
- (u) Adverti!linq Program: We advert se in a
variety of ff..!iu - clowq/.4., professional journals, radio - and
have a contract with ii mijor advertising firm for pro essionally
produced ?teratur.:. lnA hrorhur.,s.'
I
- (I)) Reqional Recruitment Offices:
offices in Bo!iton aud Atlanta manage our cecruivnent
N'
northcat and sout!lea..*t regions of the (I.S.
-year
ds. These
the-job
tication in
y" was the
ewly hired
ccepted the
ent programs
uals our
ationwide
.ampus visits
do extensive
- (U) "Team' Recruiting and Placement
During our main recrJitmont soason, professional engi
computer 43iec2al.]t An1 linglints are detailetl. to th
Division t2 spocialized support to our critic
applicants. T4.!3,2 in,lividual conduct interviews, co
and pruvide wliquo .11-ro1icant interface for technic:a
and answer:. .Aitd in4ivi4oal prniPmr..
tic regional
ffOrta_in the
Approach:
cc: 3,
Employment
1 skill
duct tours.
questions
9
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- (U) Cooperative Edue.ation Program: N
Program has been cited an a model program for both ()over
industry. We have ieder 300 participants from 40+ schoo
nationwide. Althou9h most of our co-ops are engineers
scientists we recently inaugurated a language co-op pr
our first "graduating class" of Russian linguists was h
summer. Our recapture rate is approximately 85%, and $
gzaduating co-ops go on to graduate school and maintain
relationship, with the Aljency an graduate co-ops.
1
- (U) Summer Program: Our summer Prow
to college students with at least Junior standing and a
3.0/4.0 grade point average who are majoring in enginee
computer science or spec!ified languages. We employ app
50 atudnts per summer, and have a recapture rate of SO
- (U) Professional Recruitment: This p
focuses on attractinl experiem7ed professionals, and c
on advertisementN in profional journals and Publicat
attendance at job anr1 technical fairs. NSA, in fact, C
.own Career Fairs in 1933 and 1984.
s "Co-Op.
nment and
a,
nd computer
ram, and
Id this
e of the
their
m is open
minimum
oximately
'401.
09 ram
centrates
ons, and
nducted its
- (U) Prior Military Recruitment: The mployment
Division maintains liaison with the military services t recruit
individuals with neo.Jed ski/ln who have. ^lor!ted to /eav the
service.
i
- ttli Affttm.IP.i.p. Ae7tiert Profits,: We
special eff; rtn to a
reevuit qulified minorities from at
While Use p ?gram ft?oCtIlf?l primarily on traditionally mi.
schools, we are placinq aAditional emphasis on identif
minorities at non -minority campuses. We advertise in
interefst me4ia Ouch a'.:. "filack Enclineer"h attend care
provide speakers at cam:AP:e,: and conduct special publi
visits. The Employment and Equal Employment Opportuni
work closely in managing ti .1 progrlm, and we have two
recruiters assigned as minority recruitment specialist.
result of thle effort, the pereentage of minorities
risen from 5.1% in 19112, to approximately 10% in both
1984. This ..;kitained 4titiph.i!;i.; resulted in -a 11.4% min
level in 19d5, the hiqht tdto achieve4 in 13 yeatS.
In 1985, minoritiel artpInt....) tor 12% of all eneitneerS
of entry level computer sientists, and 104 of all per
grades 7 thru 15.
F. Di7:11vantlior; in Roc!rutting (U)
Intaln
sources.
ocity
ing
clal
r fairs,
relations
y Offices
full time
. As a
Iced has
983 and
rity hiring
Furthermore,
bered; il%
onnet hired
(U) White we have heon quite su,.7cesnful in our
recruiting in general over the past several yeac:, the e arP still
some situation:; thAt put us at a disaivantalifs in recru ting the t?:op
quality The!;e inolude:
- (0) Salaries: Many private firms ca still out-
the top 10% of graduates. Minimal or non-e latifint pay
bid us for
incressalle a
114) W*otit lat 4?4i1
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- (U) henefitn: Most private companies pay the
full coat3 of life and health incurance and other bone, ts.
- (U) Location: The DaItimoce/WashIngt n area is
considered one of the hitjhest cust areas in the country Many
firms ar:.. ra:w locatiriq in mlich lower cont area'.
- (U) Paucationll Benefits: A few firm offer much
more comprehennive 1004, tuition payment and salary prog anis.
I
- (U) Travc-I Rentrictions: Some 1Ingul tssar
opposed to the idea travel ce:;tcletions because they are
restricted from vi:;itinq the countries who language t ey studied
(especially Ilunsian cr:10r1!).
- (u) Advanooa Joh Knowledge: Some Ind viduals ace
concerned thiat they c.artnot know exactly what the Agency does or
what they will do in their joh assignment.
- (U) Lotectc Linguists: It in always a problev
to find sufficient naecn of esoteric linguists who ca meet our
security requirement.n.
G. tThreer ni-vc.lopm,7.nt ProqrAms (U)
(j) A ti,*.i if 14 intern proir.ims offer an
for accelerated dt've.lo,):cont. an4 profe!inlonal oertificat
cryptolo3i:: and ct7pir.qi,! riqlted They 3f.t
competitive b1 i; to or;-hiilrl personnel an well an to
beginning their proffiwial cAreers. Interns, which
number over 7400, f,A.Low plannel curric:ula a
operational .assignment'.: to complement their academic b
with specializeId ex7er'.ence-. The intern program for
field hal a structr.e and requirementn. Interns
electivr. cryulps n-z'srantr, op..rAtionaI assignments t
denired divt,:nity load the professional area in
plan to Con,ntrato. Car.,r.r profe.nionaln manage the
pro9ram. 11 Ji jd,guidance and counse
facilitate ..1:-;.9(..?nt,; anA ralnignmnntl, scheduli? tra
tenting, 4 in pc.-rforman and progre of e
pportunity
ton In
en on a
ople just
urcently
?
? ?
?
kground
ach carper
ay take
at provide
which they
ntern
inch
ning and
ch intern.
1
((J) In adlitOm to the pre-professional?in gcn - ?
prograltf7., N 1 ov:i-At,:! to,': t.chnician training program in such
divers.! OCC1k).ttitm,--, Af; cfrnputor operations, signal') co version,
tn1c?communi..fitio!v:, :ln,1 foreign lan9uatien. Entry into these
programs, mtl of whi.. la::t fur 24 month., ceqaires at leant a
high school Jipl.... oi equivalent.
? ,
(11) Th.. 5;ouior Cryptologic Executive Pevel pment
Program (SCEDP) aims at creating a cadre of hiqhly trained
:1,individuals ready foi nenior leadership pw:itionr. Ea 4h
:1? participant'w,Irk!; with a tuc.ntat in clirligning a develop ehtal plan.
1 .
ia'
-"??
!
' I
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This mentor alno acts as a career advisor and sponsor.
development proiram usually includes neveral management
course offered by the National Cryptolooic Sch,aol; ext
executive development training conducted by such activi
Office of Pernonnel Management, the Federal Exeeutive I
senior service collegen, various universities; and deve
assignments. Special work experiences to strengthen th
participantA' competence to perform well in an executiv
are central to the pLotitdm. Developmental asaignments
'consist of the opportunity to gain new competence by pe
job in a different type of functional area. Participan
spent much of their rzareec in a production environment,
example, purno,% devolpmntal assignmentn with a staff
such as planning and pulicy, budgetinq, or hsman rennur
management.
I
,(U) Within NSA theie is a mijor career lad
to the mostIscnior leveln which in parallel to or comp
managerial track. Ree;111:14% of the highly sophinticated
work performed at NSA, and the scarcity of talent able
that work, he Agency provides distinct career paths f
mobility in technical occupations. The Technical Trac
framework of job,: within three broad occupational fami
Intelligence, Selene.% and Technology, and Commtinicatto
It is for both technicA fT...i.ilints who may hive no m
ziupervisory rel;p4,nnP:ility, .1,1 for technic-al leadt,rs
supervise a projc.t Of L" or a team. Anyone who is i
one of the lied famlie:: of sw:cupations, is professi
certified, 4nd in in Eicacie 11 nr ahoy'', in eliiihle fo
Technical Trac:k. re,,i,11: in t'1,,-e joi)!; can iocl.in their
training and d..vol,lp!wIt tewiil becozling experts in th
areas, if that il thc!il. int-re:A. In many occupations
Technical Track offers a career pathway extending from
through supergrade (Senior Technical Expert) for those
the necessary expett knowl.xdtw 4nd skills. In the las
over 55 technical position5; in N3A WPIP created or Yet
supergrude .ozitionr, in recolnition of the degree of t
specializat on reTilrel to s? form those jobs today.
I
(U1 Becaunc: many military personnel are as
cryptolo)ic fnnetion.:, prelvi,lion is also made for NSA
certificati1) n al.:)nq wizh th Pir ciwilian connterpartsw.
three speciil dlop.:,,,ntal. q.)rogramn are operated by t
military pt..3onnt,l. The Junior- o Officer Cryptologic Ca
and the Midile Enll!ited Ctyptologic Career Advancement
essentiallyithree-year intern programs to broaden the
celected mikitAcy il,?crinf.I. in key cryptologir skills
management %rartic. They employ a necien of operati
assignment'; and trainin9 courses to eni;ure thilt member
Service Cry toloqi,7 Fl.-merits hiv,.1. quality prPplration
military care, it'!!! at 'In\ lelAgnart^rn ani in the
highlight of th:. mi!itary c.iti:or devel,'%pment efforts a
11
A
development
rnal
ten as the
stitute,
opmental
pO5 ition
ypically
forming a
s who have
for
ctivity
OS
er leading
ements the
technical
to perform
r upward
is a
tea:
s Security.
nagement or
ho may
a job in
nally
the
talents,
it technical
the
grade 13
who develop
two years,
?entitled as
chnical
igned to key
rofessional
ja,addition,
e Agency for
eer Program
Program are
nowledqe of
nd
nal
of the
or their
ield. A
NSA in the
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Directors.; Fellowship Program, a year-long opportunity to
participato in awl oberve decision making at the most senior level
of Agency managoment. The program combines training ? the job and
in the cla!:nroom, and also is open to one civilian a y at.
(U) In 1978 NSA established a Career Resou cc Center, a
central source of counseling and referral services, in ormation on
educational resourcen, ani materials to assist in self assessment
and career planning. Personnel ufie this resource at a rate of 70
visits a day. TLe demand for these services is result ng in
increasing.automation which, in turn, will make infor ?tion about
Agency jobs/careers available to more employees at mot locations.
The goal of this activity in to find the best match ? ween
indlviduallinterests, abilities, and opportunities as means to
a) achieving maximum individual potential, and b) mexi lxing the
quality any cetainability of the work force.
(U) An essential future addition is a res arch
capability to perform two key functions. The first i to provide
an independent evaluation of the present adequacy of e
professionalization program in light of the recent lane infusion
of new emplop!e!3 aria to determine whether or not the ?cogram is
responsive to their needs. The second Is to move bey.nd the Career
Panels' ability to anticipate changes in skill needs .y conducting
studies and peformlng future needs analyses, and proviiding guidance
to the Career A research capability will ena le the Career
Panels to exPrt gri,.atr leadership and perform in a las reactive
manner.
- (U) The Director's Senior Council h
the task of describing the cryptologix skill needs of
This is an essential element of information in assess
adequacy of individual career programs' ability to pc
(multi) di- inlina analynts and technicians of the f
s been given
the 1990s.
ng the
uce the
tUtO.
'I
i
H. S.AmmAry and Conclusion s (U)
11 i
(U) Over the past several years, our use ?f employment
incentiv an0 our innovative recruitment programs an techniques
have enab ed us to ho highly competitive for quality ew hires. We
are very OleaL.ed to learn that In the Third National ngineering
1
Student E Lployer Pteference Survey (conducted by 'Gra uating
Engineer" mai.ozino anl Deutsch, Shea and Evans, Inc. 1986), NSA
was named cno of tho top SO employer choices by elect teal
engincotirj9 tItu.lentri. Concurrently, through comptehe sive,
aggresivt_ c.,ior dolelopment and incentives programs we have
limited our ,)ttrition to a very low and managtable ra e while
successful!j annimiiating large numbers of high quail y. highly .
skilled nt4w hirr.c into our workforce. But, we also r alize that if
we ari? to irf:Intinm. our su000!ls, wo cannot rent on our laurels. We
must c0nti:031! t:., floe new an0 bettec ways of attractl g and
12
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retaining top quality individualn we work co hard to re cult. tom.
of the probiemt; dfla challenges we face include:
11;) Wo munt continue to Rtudy and ea Inc
innovative pay systems.
(t) Wo mant Pxnlore new recruitment t chniquea
and approach's.
- (0) W..! must continue to provide quati y training
for new hire' 7 anri to op9rad4. tht. of our current tic force.
1
- munt implement new tangible an intangibit
incentive syltems.
- (U) W mu.:-.t continue to provi4e meant gful.
productive job.; for out new employees so that we contin e to live
up to their expectationn.
13
'CO*4.
?
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TO:
?
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DCI
2
DDCI
X
3
EXDM
X
4
WICS
X
5
DDI
X
6
DDA
X
7
DDO
X
8
DDS&T
X
9
Chm/NIC
10
GC
11
IG
12
Compt
X
13
D/OLL
X
14
D/PAO
15
D/PERS
X
16
VC/NIC
18
19
20
21
22
SUSPENSE
Dote
Remarks NSA input for 23 July SSCI hearing in
personnel. (Advance copies provided SA/DCI).
3637 (10-81)
ExHtive Secretary
22 trdly 86
Date
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Executive Re .stry
86. 3249x/5
A
-DDA STATEMENT BEFO tSSI WEARING
ON NFIP PE SONNOL
23 July 1986
(U) NSA has been and will continue to be a human enterprise
dependent for its excellence on the number and quality of its
people. We have come to understand that unique human factors,
working above all reasonable expectations, have many times been
responsible for much of our success. In t(-rms of information
derived from collection, analysts and managers at every level
routinely develop insightful results beyondithat immediately
apparent in available data.
(U) Thanks to your support, NSA hat; been in an extended growth
period over the last several years in terms of the size of our work
force., The end result of that growth has been an increase in our
capability to satisfy our mission of analys s and technical program
development and operation. Most of the gro th has been in the
hard-to-recruit, hard-to-retain technical s ills of engineering;
computer science, and mathematics, with a 1 rge group of linguists
included as well. For the future, we must look to a steady,
continuing manpower growth in order to ensure that we obtain the
skills needed for the U.S. SIGINT system t0 meet the demands for
national security support which will be plered on it during the
1990s. A potential circumstance that wou'l provide for no manpower
growth, or a reduction in current manpower levels, would have
serious implications for future NSA intelligence production.
(U) Our long and short-range personnel goals to meet the
challenges set forth in the National Foreiln Intelligence Strategy
v.0.5---/A0
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are to recruit, develop, and retain the bet personnel possible.
Recruitment, development and retent en of an increasingly high
quality work force will ensure our future ability to overcome
foreign efforts to deny information to our collection effort.
Experts in new technological advances will help in the effort to
I
sort through large quantities of data and make real-time analysis
1
more of a reality. Our cryptanalysts and mathematicians will
,
provide even more intelligenee supp(Int t') military commanders as
1
tactical intelligence problems becoT c mere technical.
(U) NSA enjoys a very successful re-:rt,itment program that has
resulted in the Agency being 100% mInned fcr, several years. Our
recruitment effort has been complemented by
attrition rate--about five percent over the
However, regardless of our past accomplishme
and future personnel issues threaten to styM
progress.
an exceedingly low
same time period.
nts, several present
ie the Agency's
(U) Of paramount concern is the ictaal and perceived erosion
of federal employee benefits. This issue affects both the
recruitment and retention of employee:i. In recent years, employees
have been saddled with reduced cost oF livirr pay increases and
substandard health insurance benefits while being forced to
contribute to Medicare. In .3ditior1 Lo actlal changes, there are a
variety of proposals currently under consideFation that would
adversely affect Agency employees. These include the proposed
immediate taxation of retirement annuities, the threat of future
freezes in within-grade increases, and resciasion of the sick leave
accrual incentive.
2
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(U) Not only does the reduction in benefits demoralize the
current work force, which could lead to increased attrition, it
aggravates the already diffieult tsk of recruiting highly
qualified applicants. If benefits continue to shrink, we fear an.
increasing number of possible recruits eili elect careers in the
private sector.
(U) Adding to the dilemma, the perception of federal
employees has diminished in recent y.ars. Feeeral employment has
been portrayed an consisting of mundane wok, substandard pay, and
an being less desirable than working in ttr private sector. Like
many other agenices, we are involved in a itruggle to replace a
gradually aging work force through recireitng and retaining
younger, talented, well-educated employees. Unfortunately, these
are the very people who are being diecoura.apd from considering
Covernment service as a career. NS has combated this stigma with
an aggressive public relations progr m la.rt the struggle is becoming
increasingly more difficult.
(U) Another personnel i!;sue we nAst address involves NSA's
substantial expansion over the past !jic yeilrs. This has led to
some significant changes in work forfe demographics. Over one-
third of our people have six years or less of experience. The
skill mix of this group is quite di4ferent from that of those hired
In the past. For example, in FY85, 60% of the new hires were in
technical career fields--doehle the lercentage in FY67. Much has
been written about the changing val e systcms and increased
mobility of the new breed of professional. employees. If
3
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predictions prove to be true, we can exr.ect to retain fewer of this
group based strictly on their lack of commitment to Government
service.
(U) Employees with over 20 year:; ot service make up another
third of our work force. This subgroup in:ludes most of our senior
executives, managers, and technical expert;. Over 40% of these
employees are currently eligible to retire. If any significant
changes are made to the retirement sistem, the Agency could
1
experience a tremendous loss of expeti e Ahat would be difficult
to replace.
1
(U) The relative size of the 31 to 40 year old population Will
1
continue to decline while the 21 to 10 iezi-7 old and the 41 and up
population expands. The large number oF pre-professional and
1
professional employees will be competina in a lesser number of
more responsible positions as their careeri progress. Considering
their high marketability and tendency towards career mobility, we
will be hard pressed to provide career prelossion that meets their
oxpectations.
1
(U) Yet anothr issue is the ie:reisel marketability of Agency
iamployees in the private sector. :L partiular, critical skill
1
(.mployees aro im)re maikotahle than cver beause their nkilts are no
longer Agency-specific. Cryptc,nalysts, erlineers, computer
1
scientists, contracting technicians, anl oven polygraph examiners
have a variety of outside career oprortanities. As more private
sector films become aware of the necl far aecere communications,
the demand for these skills will accelerate.
4
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(11) National demographic projections reveal a shrinking entry
level talent pool over the next ten years rrom which we can recruit
new employees. For example, since 1969 there has been a gradual
decline in the number of college graduates majoring in Russian.
The number of Russian majors receiving degrees at all levels MA,
mA, Ph!)) fell from 990 in the peak year of 1.969 to a low of 380 in
the 1983 college year. Enrollments have r(mained low since.
Considering that almost half of all leisr itu laaguage hires have
come from colleges, we are facing a :eriou: future recruitment
problem in satisfying our reguirments feu Yussian linguists. All
indications are that we will experience sivilar difficulties in our
search for people in all of what we conf;ider to be critical skill
categories.
(U) In response to current perw,onel issues and anticipatiOn
of future ones, we have devised many inn evtive human resource
programs and policies to strengthen the guiAity of personnel.
These include premium pay sralee for -riTicll skills, foreign
1Pngueqe incentive pay for linguists, te..hnical track cateet
1
programs, internships, enhanced training ccirdinated through the
National Cryptologie S(h(ol, a new mid-leve staffing program, and
an upgraded personnel ndministra'Aoh ? un. ti 1.1 geared to meet the
needs of today's employees. I,00ljng o he future, we have
dedicated manpower and resources to deve.op ng and implementing
human resource programs designed to r,!wall -ad retain a highly
skilled, trained, and motivated work or e.
5
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(U) In summary, pay, benefits, and the
work attract highly qualified people to the
offer of challenging
workforce. The
taucination of the work itself, more than any other single factor,
keeps people in the Intelligence buLine. We are not gravely
concerned that either the attraction or re'.ention power of the
Intelligence bu3iness will EAU, but we fe,tr that tightening
budyets and changes to government-wi(le per:;onnel policies could
diminish the ability of our Agency to attr.A0t and hold the caliber
of people it needs.
6
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TO:
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
I DATE
INITIAL
1 DCI
X
2 DDCI
X
3 EXDIR
X
4 D/ICS
5 DDI
6 DDA
X
7 DDO
8 DDS&T
9 Chm/NIC
10 GC
11 IG
12 Compt
13 D/OLL
X
14 D/PAO
15 D/PERS
X
16 VC/NIC
17 C/S
X
18 ES
X
19(
20
21
22
SUSPENSE
Date
Remarks EA/DCI phoned D/Pers re tasking requirements
of this memo.
3637
fif 22 Jul 86
Executive Secretary
Dote
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22 July 1986
MEMORANDUM FOR: Director of Personnel
FROM: Director of Central Intelligence
SUBJECT: SSCI Hearing - 23 July 1986
3249/4
I need a paragraph or two explaining to the Committee exactly what we've
done with secretaries and communicators and the significance of it.
I also need the basic statistics on our progress in recruiting overall and
in specific categories and divisions, and our progress in deployment of case
officers overseas
SECRET
William J. Casey
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EXECUTIVE SECRETARIAT
Rot TING slip
TO:
ACTION
INFO
DATE
INITIAL
1
DCI
X
2
DDCI
X
3
EXDIR
X
4
D/ICS
5
DDI
6
DDA
X
7
DDO
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
X
14
D/PAO
15
D/PERS
16
VC/NIC
)7
D/Securi
,y X
18
C/S
X
19
ES
X
2o
Ed<
---,
21
1
22
SUSPENSE
Dote
Remarks EA/DCI phoned D/Scty re tasking requirements
of this memo.
3637 0081,
AV1v36efretr
Dote
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22 July 1986
MEMORANDUM FOR: Director of Security
FROM: Director of Central Intelligence
SUBJECT: SSCI Hearing - 23 July 1986
86- 3249/3 1
I need the basic numbers on polygraphers on hand at the end of 1984, now
and programmed, and the status of repolygraphing in numbers and methodology in
creating uncertainty and expectation.
I need these on hand as background for the SSCI hearing on personnel.
William J. Casey
vos
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DISSEMINATION CONTROL ABBREVIATIONS
NOFORN- Not Releasable to Foreign Nationals
NOCONTRACT- Not Releasable to Contractors or
Contractor/Consultants
PROPIN- Caution-Proprietary Information Involved
ORCON- Dissemination and Extraction of Information
Controlled by Originator
REL This Information has been Authorized for
Release to...
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SECRET
DCl/ICS 3567-86
21 July 1986
MEMORANDUM FOR: Director of Central Intelligence
FROM: Director, Intelligence Community Staff
SUBJECT: Testimony Before SSCI on Personnel (U)
Attached is a suggested script for your testimony on NFIP personnel
matters before the SSCI on 23 July. (U)
Attachment:
Testimony Before SSCI
Attachment contains SCI material.
Regrade to UNCLASSIFIED when
separated from attachment
t. A. beurimalter, dr.
Vice Admiral, USN
SECRET
yl
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SUBJECT: Testimony Before SSCI on Personnel (U)
ICS/PBS/ED
18 July 1986)
Distribution: DCl/ICS 3567 w/att. SC 06186-86
Orig. - DCI Copy #1
1 - ER Copy #2
1 - OCA Copy #3
1 - D/ICS & DD/ICS Copy #4
1 - ICS/LL Copy #5
1 - PBS Subject (Testimony File) Copy #6
1 - PBS Subject (SSCI File) Copy #7
1 - PBS Chrono Copy #8
1 - ICS Registry Copy #9
SECRET
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SECRET
DCI STATEMENT BEFORE SSCI HEARING ON NFIP PERSONNEL
23 July, 1986
The people of the Intelligence Community are its greatest
asset--ground of our success, shield against our adversaries,
hope against the challenges to come. This simple fact is easy
to lose sight of in the age of high technology, and I am
pleased that you have chosen to examine our personnel situation
in this systematic way. We have much to tell you about it. We
have cause for satisfaction in our progress thus for, and for
some alarm as we look ahead.
Our satisfaction comes because Congress has provided us
with the large numbers of additional people we have asked for
over the last several years. This has enabled us to put the
past behind us and catch up with a lot of problems that only
people can solve, such as creating a linguist database and
increasing our human intelligence and analyst cadres to levels
more suitable to today's collection environment and rapid
information flows. In addition, we are devoting a great deal
of attention, as you know, to rebuilding our support
infrastructure. If I may digress for a moment, I understand
that support is not a subject that you wish to cover today, but
SECRET
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I strongly recommend that you return to it. You cannot
appreciate the personnel needs of the collection, processing,
and analytical functions unless you also examine support. My
colleagues and I stand ready to help you do that.
As the National Foreign Intelligence Strategy points out in
detail, the Intelligence Community in the future will be
pressed as never before to provide indications and warning,
analysis, and support to diplomatic and/or military initiatives
against a wide variety of issues. These no longer focus mainly
on military problems, as in the past. Today we also worry
about global economic, social, technological and scientific
developments that could threaten the position of the U.S. in
the world. If we don't have the people on hand who can see
these developments coming and provide timely warning to
policymakers, we're too late. As we all know from watching
OPEC's trials in the past year, events of very significant
world-wide importance can happen in a great hurry. I would
argue that it is the responsibility of the Intelligence
Community to "scout the future," as the Strategy puts it,
because we have the right mix of people and information
resources to do so.
The increased personnel ceilings you have provided have
helped a great deal. We have been able to hire the kind of
people we think we need, and our improved performance shows
-2-
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SECRET
it. But even though our present status is a source of
satisfaction in many ways, there are also many causes of
concern.
I would like to take this opportunity to expound on how
personnel matters relate to some of my highest priorities. I
have already alluded to HUMINT and analysis. These two
disciplines both needed help badly over the past few years, and
only more of the right kind of people could provide the cure.
Both are now and will forever be highly manpower-intensive, no
matter what technological help we manage to provide. HUMINT is
getting tougher all the time. All U.S. personnel overseas are
increasingly vulnerable to attack, which makes long periods of
overseas service just that much more unattractive for many. In
addition, different skills will be required of the operations
officer of the future. We will move more toward non-official
cover, which places a premium on people who can blend into the
foreign environment. Some of the targets we are after are
highly technical, which means more training for our officers.
Finally, more than two-thirds of our most senior officers are
eligible for retirement. This makes retaining our current
group of mid-level officers and their expertise a matter of
critical importance, since it takes a long time to make a good
operations officer.
-3-
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Turning to analysis, our analysts are our "front
office"--the people who talk to our customers and deliver the
final product. As the Strategy points out, the number of
analytical disciplines we must cover is growing fast, and so
must our numbers of people. Further, many of our problems are
unique, and can't be solved simply by hiring someone with a
relevant background. We constantly have to invent analytical
techniques as we go along for problems such as terrorism and
narcotics, for example. Adapting to new problems is something
only people can do. We have a continuing need for individuals
with foreign language competence, particularly for those areas
of the world where instability or terrorist activity can
threaten American interests or lead to the commitment of
American forces, conventional or otherwise. Finally, it is not
enough for our analysts to be experts in their fields, They
must increasingly be intelligence experts too, capable of
providing informed, timely feedback to the collectors so that
they can apply their limited assets against a myriad of
changing targets. One thing our investment on the collection
side has bought us is flexibility. We can cover a lot more
targets than we used to, and change coverage much faster. But
these advantages are lost unless the analyst can communicate
with the collector. Unfortunately, unlike substantive
-4-
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expertise, which we can often hire off the street, an analyst
acquires familiarity with the intelligence system only by being
exposed to it over a long period of time. Thus we not only
have to recruit people with substantive expertise, we have to
keep them for quite a while before they become fully
productive.
I would like to talk briefly now about the more highly
technical side of the NFIP, specifically the imagery and SIGINT
disciplines. I think that we often lose sight of how important
people are here because of the glamor of the technology and the
huge amounts of money involved. The concept and design of the
big collectors is so important that it requires the best people
available. The systems last so long and are so expensive that
they must be built from the beginning with the best possible
insight into the future collection environment. The government
simply must have at least some of the people capable of doing
this. The same is true of the ground processing systems. We
must be involved with our own people from the outset if we are
going to get what we want in the end. Experience has shown,
though, that good design is only part of getting the most from
your collection investment. Time after time, systems have been
turned on to targets which didn't even exist when they were
designed, and provided vital information. Smart, dedicated
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people do this--people with experience they can acquire only by
working for years in the intelligence community.
Entirely new missions, such as direct support to military
operations using data from certain of our satellites, have been
discovered purely by human ingenuity. Another good example is
provided by cryptanalysis. For all its emphasis on computer
power, a .cryptanalytic attack depends for its success primarily
on a correct analysis by trained and gifted human beings.
Turning to the future, the main reason why I am a bit
worried is that the pool of people available to do these jobs
is shrinking. I think that there are three main reasons for
this.
First, there is competition with other employers, who are
frequently after the same sorts of people we are. This is
particularly true in the case of certain science and technology
specialities. In many cases we simply can't match in salary
what the private sector will offer. Plus, of course, much of
the work of our people is classified, and the security
restrictions on their activities on and off the job are part of
doing business. Many people simply do not want to work under
these conditions and either will not associate with
intelligence in the first place or tire of it.
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Second, and related, is the perceived instability of a
career with the government in any capacity. The turbulence in
the last few years in the areas of pay and retirement benefits
has hurt. I fear both for retention and recruiting. Frankly,
I am less concerned for the moment about retention because I
believe that intelligence work is highly rewarding in itself,
and that, once involved, people tend to stick with it despite
the current level of uncertainty about pay and benefits. I
cannot predict how much longer we will benefit from their
dedication and enthusiasm, however. Of more immediate concern
Is recruiting. Most of our recruits have not done intelligence
work before, and do not know of its rewards. They do know that
government service has become controversial, particularly as a
career, and that they will be subject to a comprehensive
security system that most of their fellow citizens will never
experience.
Finally, the security system not
joining us, it also rejects many who
something we have to live with--I am
compromises on security.
I am nevertheless confident that
only dissuades some from
try. This is just
not interested in making
we can overcome these
challenges. For example, we will have to recruit better, and
give more emphasis to describing the challenges and benefits of
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a career in intelligence. Also, we can make better use of
co-op arrangements for undergraduates and employ special pay
categories for highly qualified people. But most importantly,
we have to make our people aware that they are doing unique
jobs under demanding circumstances, and that they can be proud
of it. I ask for your continued support, not just for the
special needs of the Intelligence Community, but in preserving
in general the attractiveness of employment by the federal
government. Our starting point is the notion that public
service is a good idea, both personally and professionally. We
all have to work hard to keep it so.
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TO:
Remarks
To 6: Please provi. e equested input soonest.
EXECUTIVE SECRETARIAT
ROUTING SLIP
ACTION
INFO
DATE
INITIAL
1
DCI
X3
? 2
MCI
X 1/
3
EXDIR
X 'S
4
D/ICS
5
DDI
6
DDA
XI
7
DDO
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
14
D/PAO
15
D/PERS
16
VC/NIC
17
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X G
19
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21
22
,-
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SUSPE
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Jul
Dote
3637 (O-8')
Ext)tive Secretary
21 July 86
Dote
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21 July 1986
MEMORANDUM FOR: Deputy Director of Central Intelligence
Deputy Director for Administration
FROM: Director of Central Intelligence
SUBJECT: SSCI Hearing - 23 July 1986
REF: DA Paper "The DA - An Action Agenda"
I would like for you to develop some paragraphs on reflecting
the suggestions in your above-referenced memorandum to be injected
into the attached draft of a statement before the SSCI on personnel
this week. I refer specifically to the first three paragraphs beginning
on page 3 and paragraph (e) on page 4.
41
William J. Casey
Attachment:
Draft DCI Statement for the Record - SSCI, 23 July 1986
6-- V65 2-5xi
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STMEMEIUTFOA zwoLlnEcodel?
SENATE SELECT COMMITTEE ON INTELLIGENCE
23 JULY 1986
CIA PERSONNEL MANAGEMENT
AS I LOOK AT PERSONNEL AT CIA, I FIND A YOUNG, VIGOROUS AND TALENTED WORK
FORCE PLEASED BY CUSTOMER RESPECT FOR THEIR PRODUCT AND CHALLENGED DAILY TO
ACCOMPLISH TASKS PREVIOUSLY THOUGHT IMPOSSIBLE. MORALE IS HIGH. 41111110111111
Nimmommesimimmiensimaiimil. AS A SNAPSHOT IN
TIME, I WOULD SAY THE ORGANIZATION IS IN A VERY HEALTHY STATE.
DESPITE ALL OF THIS, IT HAS BEEN A PARTICULAR CONCERN OF MINE, AS THE CIA
NEARS ITS FOURTH DECADE, TO AVOID THE SORT OF ORGANIZATIONAL MIDDLE AGE WHICH
COMES TO MOST INSTITUTIONS, A KIND OF BUREAUCRATIC HARDENING OF THE ARTERIES
CHARACTERIZED BY THE GROWTH OF RED TAPE AND OVERREGULATION AND BY A LOSS OF
CREATIVITY AND INITIATIVE.
OVER THE PAST COUPLE OF YEARS, WE HAVE PAID INCREASING ATTENTION TO OUR
PERSONNEL SYSTEMS TO ENSURE THAT WE WERE CREATING AN ENVIRONMENT WHICH
CONTINUED TO ENCOURAGE OUR EMPLOYEES TO WORK TO THEIR FULLEST POTENTIAL AND
CAPACITY AND WHICH PERPETUATED THE SENSE OF COMMITMENT AND DEDICATION WHICH
LONG HAS BEEN A HALLMARK OF CIA'S CORPORATE CULTURE. WE CUT THROUGH SOME OF
THE RED TAPE WHICH HAD DEVELOPED AND TOOK STEPS TO REMOVE CERTAIN OF THE
IRRITANTS AND IMPEDIMENTS WHICH HAD CREPT INTO OUR SYSTEM. THIS PROCESS OF
SCRAPING THE BARNACLES OFF OUR CURRENT PERSONNEL SYSTEM IS CONTINUING BUT IT IS
MY BELIEF THAT MORE FUNDAMENTAL CHANGES NEED TO BE CONSIDERED.
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INDEED, I WOULD SUBMIT HERE TODAY THAT WHAT WE NEED IS A NATIONAL
INTELLIGENCE PERSONNEL STRATEGY TO ENSURE THAT WE CAN CONTINUE TO HAVE AND
RETAIN THE BEST INTELLIGENCE CADRE INTO THE 21ST CENTURY. AS I MENTIONED IN
THE NATIONAL FOREIGN INTELLIGENCE STRATEGY PRESENTED TO YOU IN FEBRUARY OF THIS
YEAR, WE MUST CONSTANTLY STRIVE TO ENHANCE THE QUALITY AND MOTIVATION OF OUR
WORK FORCE. WE HAVE IMPLEMENTED THE MOST IMPRESSIVE ARRAY OF TECHNICAL
CAPABILITIES IN THE WORLD. BUT, TO GET WHAT WE SHOULD OUT OF THEM, WE COUNT ON
aliP100Aw
PEOPLE WHO CONCEIVE THEM, INTERPRET AND USE THEIR PRODUCTS, AND PROVIDE SUPPORT
4
TO THE ENTIRE INTELLIGENCE PROCESS. THE EFFECT OF CHANGES IN FEDERAL PERSONNEL
4.
POLICIES ON OUR ABILITY TO RETAIN TALENTED AND PROMISING CAREERISTS MUST BE
CAREFULLY MONITORED AND NEW FORMULATIONS FOUND TO PREVENT THE APPEAL OF AN
INTELLIGENCE CAREER FROM DETERIORATING.
AT CIA, I ALREADY HAVE A TASK FORCE HARD AT WORK ON THIS ISSUE AND I AM
AWARE OF OTHER INITIATIVES WITHIN THE COMMUNITY. IT IS, THEREFORE, A GREAT
PLEASURE FOR ME TO BE HERE TODAY TO SHARE WITH YOU OUR VISION OF THE FUTURE AS
YOU BEGIN TO STUDY PERSONNEL ISSUES IN THE INTELLIGENCE COMMUNITY. I AM
CONFIDENT THAT AS A RESULT OF OUR JOINT AND COOPERATIVE EFFORTS WE WILL DEVELOP
THE PROGRAMS AND STRATEGIES WHICH WILL KEEP OUR INTELLIGENCE PROFESSION AT THE
CUTTING EDGE IN THE COLLECTION AND ANALYSIS OF INFORMATION NEEDED TO INFORM THE
POLICY PROCESS AND PROTECT OUR NATIONAL SECURITY.
I WANT TO TAKE A FEW MOMENTS TO SET FORTH CERTAIN GUIDING PRINCIPLES, TO
TRACE THE CONSERVATIVE EXERCISE OF OUR SPECIAL AUTHORITIES, TO IDENTIFY CERTAIN
INITIAL STEPS WE HAVE TAKEN TO USE THESE AUTHORITIES IN NEW AND CREATIVE WAYS
AND FINALLY TO EXPLORE WITH YOU THE DIRECTION IN WHICH I FEEL WE MUST HEAD.
(U)
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GUIDING PRINCIPLES:
EVERY SUCCESSFUL ORGANIZATION
HAS A BELIEF SYSTEM, A CULTURE WHICH
DEFINES ITS PLACE IN THE UNIVERSE AND WHICH ENCOURAGES PEOPLE TO WANT TO BECOME
AND REMAIN A PART OF THAT ORGANIZATION. I AM SURE, FOR EXAMPLE, THAT YOU HAVE
SEEN OUR CREDO BUT
I THINK YOU
CAN BOIL DOWN OUR BELIEF SYSTEM TO THREE
CLUSTERS OF IDEAS.
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FIRST, OUR PEOPLE
BELIEVE
WE ARE THE BEST INTELLIGENCE ORGANIZATION IN
THE
WORLD. WE ARE APOLITICAL BUT
WE ARE POLICY RELEVANT.
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SECOND, AS AN INSTITUTION,
RESOURCE. WE ARE A FAMILY AND
WE BELIEVE THAT PEOPLE ARE OUR MOST IMPORTANT
WE TAKE CARE OF OUR PEOPLE. WE ARE A
MERITOCRACY AND WE BELIEVE THAT THE INDIVIDUAL EMPLOYEE MAKES A DIFFERENCE,
SO
WE VALUE THE VIRTUOSO PERFORMER AND WE REWARD THOSE WHO PRODUCE.
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AND THIRD, WE ARE A CAN-DO ORGANIZATION. WE ACCOMPLISH THE MISSION
AND
MEET THE CHALLENGE.
WE ARE FORWARD LEANING, FLEXIBLE AND LESS BUREAUCRATIC.
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WE MUST PERPETUATE THIS CULTURE. OUR HUMAN RESOURCE MANAGEMENT SYSTEM,
? THEREFORE, MUST SAFEGUARD THESE CENTRAL BELIEFS YET BE SUFFICIENTLY FLEXIBLE TO
MEET THE CHALLENGES OF THE DECADES AHEAD. LET ME TOUCH UPON A FEW OF THESE
CHALLENGES:
THE AGENCY MISSION HAS EXPANDED. THE INTELLIGENCE ISSUES WE DEAL WITH
ARE DIFFERENT FROM, AND FAR MORE COMPLEX THAN, THOSE WE HAVE TACKLED IN
THE PAST. THE NUMBER OF OUR CONSUMERS LIKEWISE HAS GROWN. WE NOW MUST
SERVE SUCH ELEMENTS OF THE GOVERNMENT AS THE DEPARTMENTS OF
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ENERGY, TREASURY, AND COMMERCE; NASA, THE ARMS CONTROL NEGOTIATORS, THE
SPECIAL TRADE REPRESENTATIVES, YOUR OWN JOINT ECONOMIC COMMITTEE AND SO
FORTH.
TO ACCOMPLISH OUR TASK WE REQUIRE TEAMS OF EXPERTS FROM A VARIETY OF
ANALYTICAL AND COLLECTION FIELDS, EACH CONTRIBUTING SPECIAL SKILLS AND
KNOWLEDGE. WE ALREADY FACE KEEN COMPETITION FOR THESE HIGHLY SKILLED,
EDUCATED AND TALENTED PEOPLE AND FIND IT DIFFICULT TO OBTAIN THE ETHNIC
AND LINGUISTIC MIX WHICH IS ESSENTIAL TO OUR BUSINESS.
LOOKING TO THE FUTURE, WE ARE TOLD THAT THE BABY-BOOM GENERATION
ALREADY HAS ENTERED THE LABOR MARKET AND THE GROUP BEHIND THEM IS MUCH
SMALLER IN SIZE, SO THE COMPETITION FOR TALENT IN THIS EMERGING WORK
FORCE IS GOING TO INCREASE FURTHER.
WE INCREASINGLY FIND THAT OUR PEOPLE, ONCE ON BOARD AND POSSESSING
SPECIALIZED CLEARANCES AND ACCESS, ARE HIGHLY ATTRACTED TO THE PRIVATE
SECTOR; PARTICULARLY THOSE WHO HAVE TECHNICAL OR REGIONAL SKILLS OR
OVERSEAS EXPERIENCE.
DUAL-CAREER COUPLES AND SINGLE-PARENT FAMILIES WILL BE THE NORM, MAKING
THE MOBILITY REQUIRED FOR MANY CIA OCCUPATIONS DIFFICULT. IN ADDITION,
TERRORIST ACTIONS OVERSEAS HAVE CLEARLY LOWERED INTEREST IN WORKING
ABROAD, MUCH LESS IN JEOPARDIZING FAMILIES FURTHER BY WORKING FOR AN
INTELLIGENCE ORGANIZATION.
THE AMERICAN EDUCATION SYSTEM IN THE LAST TWO DECADES HAS DONE AN
EXCELLENT JOB OF PRODUCING HIGHLY EDUCATED, TECHNOLOGICALLY COMPETENT
GRADUATES, BUT HAS GIVEN FAR LESS EMPHASIS TO LANGUAGES, INTERNATIONAL
RELATIONS AND POLITICS, AREAS IN WHICH WE EARN OUR BREAD AND BUTTER.
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(A TEST OF THIS TREND WOULD BE FOR YOU TO ASK SOME OF YOUR CHILDREN A
BASIC GEOGRAPHY QUESTION.)
AND IF THIS WERE NOT ENOUGH, THE TECHNOLOGY IS CHANGING SO RAPIDLY IN
SO MANY FIELDS THAT GRADUATES SIX - EIGHT YEARS OUT OF SCHOOL MAY NEED
TO BE RETRAINED TO STAY AT THE CUTTING EDGE IN THEIR DISCIPLINES.
ALL OF THIS IS OCCURRING IN AN ENVIRONMENT IN WHICH FEDERAL EMPLOYMENT IS
INFREQUENTLY PORTRAYED AS PARTICULARLY WORTHY OR HIGHLY VALUED, AND THE LOW
ESTEEM IN WHICH CIVIL SERVANTS ARE HELD IS NOT SIMPLY A MATTER OF RHETORIC.
THERE IS THE EVEN HARSHER REALITY OF A STAGNATING AND EVEN DECLINING SALARY AND
BENEFIT STRUCTURE FOR FEDERAL WORKERS.
HISTORIC USE OF DCI AUTHORITIES:
AT CIA, RIGHT FROM THE BEGINNING, THE DCI HAD THE AUTHORITIES TO CREATE A
PERSONNEL SYSTEM TO ENABLE HIM TO MEET THE UNIQUE DEMANDS OF THE INTELLIGENCE
PROFESSION. BUT AS YOU KNOW, FOR MOST OF OUR HISTORY, WE FELT WE COULD
ACCOMPLISH OUR MISSION AND MOTIVATE OUR PEOPLE WITHIN THE BROAD CONTOURS OF THE
OVERALL GOVERNMENT PERSONNEL STRUCTURE. AND SO, AS A MATTER OF CHOICE WE
BASICALLY FOLLOWED TITLE 5 RULES ON PAY, LEAVE, OVERTIME, STEP INCREASES, AND
INCENTIVE AWARDS. INDEED, WE ADOPTED THE GENERAL SCHEDULE (GS) PAY SCALE AND
GS GRADE STRUCTURE.
MORE RECENTLY, WE RECOGNIZED THAT CERTAIN CHANGES WERE REQUIRED AND WE
INVOKED OUR SPECIAL AUTHORITIES TO IMPROVE OUR HUMAN RESOURCE MANAGEMENT. WE
HAVE IMPLEMENTED:
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SPECIAL AGENCY-SPECIFIC PAY SCHEDULES FOR SCIENTISTS, ADP
PROFESSIONALS, ENGINEERS, AND MEDICAL OFFICERS:
A PAY BANDING EXPERIMENT IN OUR OFFICE OF COMMUNICATIONS;
A NEW SECRETARIAL CAREER AND PAY SYSTEM WITH FOUR BROAD PAY LEVELS,.
MODIFIED PAY FOR PERFORMANCE, JOB ENRICHMENT AND SIGNIFICANTLY
INCREASED TRAINING;
NON SUPERVISORY SPECIALIST TRACKS FOR A LIMITED NUMBER OF PROFESSIONS
AND POSITIONS;
OVERSEAS PAY THAT IS 9.6% HIGHER THAN DOMESTIC; AND
AN EMPLOYEE SPOUSE PROGRAM FACILITATING JOINT ASSIGNMENTS AS WELL AS
GUARANTEEING REEMPLOYMENT AT CURRENT GRADE ON RETURN TO DUTY WHEN JOINT
ASSIGNMENTS CANNOT BE ARRANGED.
WHILE THESE INITIATIVES ARE BENEFICIAL MOVES IN THE RIGHT DIRECTION, THEY
ARE ONLY BAND AIDS. THEIR CUMULATIVE EFFECT IS NOT SUFFICIENT TO MEET THE
CHALLENGES OF THE FUTURE.
FUTURE DIRECTIONS:
OVER THE NEXT COUPLE OF YEARS WE PLAN TO:
1. REPLACE THE CURRENT AND RATHER INFLEXIBLE GS ARCHITECTURE WITH A MORE
FINELY TUNED PAY SYSTEM WHICH WILL MAKE US MORE COMPETITIVE, WHICH WILL BETTER
TAKE INTO ACCOUNT THE VALUE TO US OF CERTAIN PEOPLE AND CERTAIN OCCUPATIONS,
AND WHICH WILL BETTER MOTIVATE THE GOOD EMPLOYEE AND HELP RETAIN THE STELLAR
EMPLOYEE BY MORE CLEARLY LINKING PAY WITH PERFORMANCE.
2. RETHINK THE CURRENT SET OF INCENTIVES, ALLOWANCES, AND OTHER BENEFITS
SO THAT WE HAVE AVAILABLE A MORE FLEXIBLE, "CAFETERIA-STYLE" COMPENSATION
PACKAGE, WHICH
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TAKES INTO ACCOUNT THE NEEDS OF OUR EMPLOYEES AT DIFFERENT STAGES OF THEIR
LIVES AND CAREERS.
3. REDESIGN A CAREER DEVELOPMENT PROGRAM TO CLEARLY ALLOW FOR SPECIALIST
AND MANAGEMENT TRACKS.
WE NEED TO ENCOURAGE TECHNICAL AND SUBSTANTIVE EXPERTS WHO DON'T GO
INTO MANAGEMENT TO STAY WITH CIA.
' WE ALSO NEED TO DEVELOP A NEW GENERATION OF MIDDLE AND SENIOR MANAGERS
WHOSE BREADTH OF EXPERIENCE AND VISION WILL ALLOW US TO CAPITALIZE ON
NEW INTELLIGENCE OPPORTUNITIES, EXPLOIT EMERGING TECHNOLOGIES, AND
BRING TO BEAR GREATER INTERDISCIPLINARY SYNERGISM ON THE MORE COMPLEX
COLLECTION AND ANALYTICAL PROBLEMS WE WILL FACE.
4. REVITALIZE OUR TRAINING PROGRAM TIEING IT TO OUR COMPENSATION SYSTEM
NOT ONLY TO MAINTAIN EXISTING SKILL LEVELS IN A RAPIDLY CHANGING TECHNOLOGICAL
ENVIRONMENT BUT ALSO TO GIVE EFFECT TO OUR PERSONNEL PLANNING, WHICH
INCREASINGLY WILL MEAN THE ANALYSIS OF OUR
CURRENT SKILLS MIX IN THE CONTEXT OF FUTURE NEEDS AND THEN RETRAINING OUR
EMPLOYEES.
LET ME EXPAND ON EACH OF THESE POINTS:
ALTERNATIVE PAY SYSTEMS:
EARLIER THIS YEAR PRESIDENT REAGAN EXPRESSED HIS APPROVAL OF A DOMESTIC
POLICY COUNCIL RECOMMENDATION TO REPLACE THE 18 GS PAY GRADES WITH A
PERFORMANCE PAY SYSTEM WHICH PROVIDES MANAGERS WITH MORE FLEXIBILITY AND
AUTHORITY TO REWARD GOOD EMPLOYEES.
AS I EXPLAINED EARLIER, CIA, FOR ITS PART, HAS EXPERIMENTED WITH VARIANTS
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TO THE GS SYSTEM, AND I AM PERSUADED THAT ALTERNATIVE PAY STRUCTURES MAKE SENSE
FOR CIA. I BELIEVE THAT WE MUST ADOPT A MORE FLEXIBLE SYSTEM WHICH REDUCES
BUREAUCRACY, GIVES MANAGERS MORE AUTHORITY AND MAKES THEM MORE ACCOUNTABLE FOR
THE PRODUCTIVE AND EFFICIENT USE OF THEIR HUMAN RESOURCES.
SUCH AN APPROACH, PATTERNED AFTER PRIVATE SECTOR PRACTICES, AND CONSTRAINED
BY THE MANAGER'S BUDGET WOULD :
1. GIVE MANAGERS GREATER ABILITY TO ATTRACT AND RETAIN EMPLOYEES WITH THE
CRITICAL SKILLS WE NEED TO ACCOMPLISH OUR MISSION.
2. REPLACE ESSENTIALLY AUTOMATIC LONGEVITY BASED INCREASES WITH AN
ENHANCED FOCUS ON PAY FOR PERFORMANCE. THIS WILL ALLOW MANAGERS TO REWARD
EXCELLENCE THROUGH A COMBINATION OF PAY INCREASES AND AWARDS WHILE RESERVING
PROMOTIONS FOR SIGNIFICANT CHANGES IN LEVELS OF SKILL AND RESPONSIBILITY, AND:
3. GIVE MANAGERS GREATER RESPONSIBILITY FOR POSITION MANAGEMENT, ALLOWING
THEM TO RESTRUCTURE THEIR ORGANIZATIONS TO MAKE OPTIMUM USE OF EMPLOYEE SKILLS
AND TO MEET CHANGING REQUIREMENTS.
FLEXIBLE BENEFITS AND ALLOWANCES:
AS I LOOK TO THE FUTURE, I SEE A NEED TO BUILD IN GREATER FLEXIBILITY TO
HIRE THE DIFFERENT TYPES OF PEOPLE WE WILL NEED. FOR EXAMPLE, THERE IS A PLACE
IN OUR ORGANIZATION FOR THE ACCOMPLISHED INDIVIDUAL COMING TO US IN MID-LIFE
AFTER A SUCCESSFUL FIRST CAREER. NATURALLY, THE BENEFITS PACKAGE WE NEED TO
OFFER SUCH AN INDIVIDUAL IS GOING TO BE VERY DIFFERENT FROM THAT WHICH WE WOULD
WANT TO OFFER A NEW EMPLOYEE FRESH OUT OF COLLEGE. AND EVEN LOOKING
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AT OUR PRESENT WORK FORCE, I WOULD SUGGEST THAT OUR EMPLOYEES, THE MAJORITY OF
WHOM ARE UNDER 40 YEARS OF AGE, WITH FEWER DEPENDENTS AND AN INCREASED LIFE
EXPECTANCY COMPARED TO THEIR PREDECESSORS, HAVE DIFFERENT NEEDS AND DESIRE
DIFFERENT BENEFITS THAN DID THEIR PARENT'S GENERATION. EVEN WORKING WITHIN A
CLEAR BUDGETARY BOTTOM-LINE, WE OUGHT TO BE ABLE TO CHANGE THE MIX OF LEAVE,
INSURANCE, AND OTHER ELEMENTS WITHIN THE TOTAL COMPENSATION PACKAGE TO TAKE
INTO ACCOUNT THE CHANGING NEEDS OF OUR EMPLOYEES FROM GENERATION TO GENERATION,
AND EVEN DURING THE COURSE OF A CAREER.
DUAL CAREER TRACKS :
MY EMPHASIS ON SPECIALIST AND MANAGEMENT TRACKS DERIVES FROM THE FACT
THAT OVER THE YEARS OUR STRENGTH AS AN AGENCY HAS BEEN A DIRECT RESULT OF OUR
ABILITY TO DEVELOP AND RETAIN A LARGE CORPS OF EXPERTS WHO STAY WITH US ON A
CAREER BASIS.
WE WILL CONTINUE TO USE INDEPENDENT CONTRACTORS AND CONTRACTOR FIRMS TO
ASSIST US IN VARIOUS OF OUR FUNCTIONS, BUT THEY ARE NO SUBSTITUTE FOR A CAREER
WORK FORCE WHICH POSSESSES AN INSTITUTIONAL MEMORY, A BROAD BASE OF EXPERIENCE
AND A HIGH DEGREE OF SUBSTANTIVE DEPTH.
MANAGING SPECIALISTS IS SOMEWHAT OF AN ART BECAUSE, PARTICULARLY IN THESE
CHANGING TIMES, TOO MANY NARROWLY FOCUSED, OVERSPECIALIZED PEOPLE ARE AS MUCH A
PROBLEM AS TOO MANY GENERALISTS. WE FOUND THAT WE COULD NOT AFFORD VERY MANY
PEOPLE WHO WOULD SPEND THEIR ENTIRE CAREER ON SOME BACKWATER, BUT WE ALSO
ESCHEWED THE STAFFING APPROACH OF SOME ORGANIZATIONS WHICH MOVE PEOPLE FROM
SPECIALTY TO SPECIALTY EVERY COUPLE OF YEARS, THUS TRADING DEPTH OF EXPERTISE
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FOR BREADTH OF EXPERIENCE. INSTEAD, WE HAVE DEVELOPED OUR PEOPLE WITHIN A
NUMBER OF SPECIALIST CONES, BROAD ENOUGH, FOR EXAMPLE, TO PRODUCE CASE OFFICERS
AND ANALYSTS ABLE TO GO WHERE THEY WERE NEEDED BUT TRULY EXPERTS IN THEIR
TRADE.
ONE OF OUR PROBLEMS HAS BEEN THAT TRADITIONAL CAREER PATTERNS HAVE FORCED
SUBSTANTIVE EXPERTS TO BECOME MANAGERS. SOMETIMES WE TURN SUPERB SPECIALISTS
INTO MODERATELY TALENTED MANAGERS. OTHERS, UNWILLING OR UNQUALIFIED TO BECOME
MANAGERS, BECOME UNDERSTANDABLY FRUSTRATED AND SOME LEAVE THE AGENCY TO WORK AT
ENHANCED PAY IN THE PRIVATE SECTOR. SOME EVEN COME BACK AS CONTRACTOR
EMPLOYEES TO WORK ON AGENCY PROJECTS. THIS SITUATION IS TROUBLESOME,
ESPECIALLY WHEN WE CONSIDER THAT OUR LONG-TERM EXPERIENCE BASE HAS BEEN
GRADUALLY BUT STEADILY SHRINKING. IN 1976, 14% OF OUR PEOPLE HAD LESS THAN
THREE YEARS OF CIA EXPERIENCE, BY 1981 THIS NUMBER HAD RISEN TO 16% AND BY THE
BEGINNING OF FY 86, 23% OF OUR EMPLOYEES HAD LESS THAN THREE YEARS WITH THE
AGENCY. TO SOME EXTENT THIS REFLECTS THE RAPID GROWTH IN CIA, PARTICULARLY IN
THE 1981-1986 TIMEFRAME, WHEN AGENCY PERSONNEL GREW 21%. HOWEVER, THE GROWING
COMPETITION FOR SPECIALISTS IN CERTAIN FIELDS MAY EXACERBATE THIS TREND UNLESS
WE ARE BETTER ABLE TO REWARD THOSE WHO DO NOT GO INTO MANAGEMENT.
NO LESS IMPORTANT, PARTICULARLY IN A TIME OF RESOURCE CONSTRAINTS, IS OUR
NEED TO IDENTIFY AND DEVELOP A SKILLED MANAGEMENT CADRE. MANAGERS MUST CREATE
ENVIRONMENTS THAT DEVELOP LOYALTY AND MOTIVATE EMPLOYEES TO PERFORM AT THEIR
HIGHEST POTENTIAL. IN ADDITION, OUR MANAGERS MUST BE CAPABLE OF INTEGRATING
HUMAN RESOURCE PLANNING WITH PROGRAM PLANNING AND DEALING WITH THE GROWING
COMPLEXITIES OF INTEGRATING THE RESOURCE REQUIREMENTS OF MULTIFACETED
COLLECTION, PROCESSING AND ANALYTIC ACTIVITIES. WE ALSO KNOW THAT THE
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MANAGEMENT FUNCTION IS GOING TO BE VITALLY IMPORTANT IN IDENTIFYING PERSONNEL
REQUIREMENTS FOR THE FUTURE AND IN PLANNING TRAINING AND ASSIGNMENTS TO ENSURE
EFFECTIVE CAREER DEVELOPMENT AND SUCCESSION PLANNING.
EARLY IDENTIFICATION OF OUR MANAGEMENT CADRE COMBINED WITH A SIGNIFICANT
EXPERIENTIAL ASSIGNMENT PROCESS WILL SERVE TO ENHANCE MANAGEMENT AND PLANNING
CAPABILITIES; AND, WITH A SUFFICIENT CADRE OF EXPERIENCED MANAGERS, WE WILL BE
ABLE TO KEEP SUBSTANTIVE EXPERTS WHERE THEY CAN MAKE THEIR MAXIMUM CONTRIBUTION
TO THE ORGANIZATION.
TRAINING:
FINALLY, WE NEED TO FOCUS ON TRAINING, BECAUSE NO MATTER HOW GOOD OUR
PERSONNEL PLANNING, THE PEOPLE WE HIRE IN THE 1980'S ARE UNLIKELY TO HAVE THE
MIX OF SKILLS WE WILL NEED IN THE 1990'S. INDEED, OUR YOUNG PEOPLE ARE
LEARNING WHAT MANY OF THEIR SENIORS HAVE KNOWN FOR SOME TIME--THAT THE
HALF-LIFE OF ONE'S SKILLS, PARTICULARLY IN THE TECHNICAL AREA MAY BE LESS THAN
SIX- EIGHT YEARS. WHAT THIS MEANS IS THAT WHETHER WE ARE TALKING ABOUT SKILLS
MAINTENANCE OR RETRAINING, EDUCATION IS GOING TO BE A CONSTANT FOR OUR
PROFESSIONAL WORK FORCE.
TRAINING IS IMPORTANT FOR ANOTHER REASON. GIVEN THE MULTIDISCIPLINARY
NATURE OF OUR TASKING AND THE NEED TO SHIFT OUR WORK FORCE TO ACCOMMODATE
RAPIDLY CHANGING WORLD EVENTS, WE MUST DEVELOP A CADRE OF PERSONNEL WHO ARE NOT
JUST FUNCTIONAL SPECIALISTS, BUT WHO ARE PRIMARILY INTELLIGENCE OFFICERS.
INDEED, YOU MIGHT SAY THAT IN A PERSONNEL SENSE OUR MISSION IS TO TAKE
POLITICAL SCIENTISTS, COMPUTER SCIENTISTS, AND PHYSICAL SCIENTISTS AND, TO
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SOME EXTENT, CHANGE THEIR FOCUS FROM BEING, FOR EXAMPLE, A SCIENTIST WHO
HAPPENS TO WORK AT CIA TO AN INTELLIGENCE OFFICER WHO HAPPENS TO BE A
SCIENTIST.
THIS IS NOT TOTALLY OUT OF THE QUESTION BECAUSE WE ARE TOLD THAT, ON
AVERAGE, OVER THE COURSE OF ONE'S WORK, LIFE PEOPLE CHANGE CAREER FIELDS TWO -
THREE TIMES AND CHANGE EMPLOYERS FOUR - FIVE TIMES. SINCE WE TEND TO HIRE
MULTIFACETED, MULTITALENTED PEOPLE, WE CAN EXPECT OUR EMPLOYEES TO BE
SUSCEPTIBLE TO SIMILAR CAREER MIGRATIONS; AND IF WE WANT TO KEEP A CAREER WORK
FORCE, WE WILL NEED TO PROVIDE THEM WITH OPPORTUNITIES TO CHANGE CAREER FIELDS
WITHOUT LEAVING CIA.
AT THE CENTER OF OUR THINKING, AS WE EXPLORE THESE AND OTHER INITIATIVES,
IS THE REALIZATION THAT, HOWEVER WE IMPROVE OUR SYSTEM, THE GOVERNMENT
GENERALLY IS NOT GOING TO BE ABLE TO OUTBTD THE PRIVATE SECTOR. MOREOVER, OUR
EMPLOYEES HAVE NEVER COME TO OR STAYED WITH CIA SOLELY BECAUSE OF PAY AND
BENEFITS. IT IS THE IMPORTANT AND EXCITING MISSION WHICH ATTRACTS THEM. IT IS
THE SENSE OF ACCOMPLISHMENT AND RESPONSIBILITY WHICH KEEPS THEM HERE.
EVERYTHING I HAVE TALKED ABOUT RELATES TO OUR ABILITY TO MAINTAIN A HIGH
LEVEL OF JOB SATISFACTION, AND THAT MEANS GIVING OUR EMPLOYEES THE TRAINING AND
TOOLS THEY NEED TO DO THE JOB AND MAKING THEM FEEL THAT THEY ARE SPECIAL. WE
CONSTANTLY SEEM TO BE RATCHETING UP THE EDUCATIONAL AND SKILL REQUIREMENTS AND
INCREASING THE LIFESTYLE AND SECURITY CONSTRAINTS, YET THE CONTINUED DEDICATION
AND ENTHUSIASM OF OUR PEOPLE CAN BE SEEN IN A CULTURE WHICH FORFEITS OVER
100,000 HOURS OF ANNUAL LEAVE EACH YEAR AND AN OFFICER CORPS WHICH ROUTINELY
FAILS TO PUT IN FOR OVERTIME FOR DOING THE JOB.
THIS IS NOT SOMETHING WHICH CAN BE SUSTAINED BY EFFORTS TO HOMOGENIZE THE
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CIA INTO THE REST OF THE GOVERNMENT OR EVEN TO MAKE CIA LOOK EXACTLY LIKE THE
OTHER COMMUNITY AGENCIES. I BELIEVE THAT EACH AGENCY SHOULD HAVE THE
AUTHORITIES IT REQUIRES TO BUILD AND MAINTAIN A SYSTEM WHICH WILL BE
ATTRACTIVE TO ITS CAREER CADRE AND WHICH WILL ENSURE THE HIGH QUALITY STAFF
WHICH IS EXPECTED IN OUR BUSINESS. BUT IT WOULD BE A MISTAKE TO ERASE THE
FUNDAMENTAL DIFFERENCES IN CULTURE AND AMBIENCE. WHILE EACH OF US WITHIN THE
INTELLIGENCE COMMUNITY WILL BE LEARNING FROM EACH OTHER, THE DIFFERENT
PERSONNEL EXPERIMENTS AND DEMONSTRATION PROJECTS IN OUR RESPECTIVE AGENCIES
REPRESENT HEALTHY EFFORTS TO BUILD TOWARD THE FUTURE WHILE PRESERVING OUR
ESSENTIAL CULTURES.
FROM MY PERSPECTIVE, THEREFORE, YOUR SURVEY OF OUR PERSONNEL NEEDS COULD
NOT BE MORE TIMELY, AND WE WILL WANT TO WORK CLOSELY TOGETHER TO SEE HOW WE
MIGHT USE OUR EXISTING AUTHORITIES, AND OBTAIN ANY ADDITIONAL AUTHORITIES WHICH
MIGHT BE REQUIRED, TO IMPROVE OUR HUMAN RESOURCE MANAGEMENT SYSTEM SO THAT WE
CAN CONTINUE TO PROVIDE OUR COUNTRY WITH THE BEST INTELLIGENCE PROFESSIONALS IN
THE WORLD.
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EXECUTIVE SECRETARIAT
ROUTING SLIP
TO:
ACTION
INFO
DATE
INITIAL
1
DCI
X ,3
2
DDCI
X u
3
EXDM
X 1
4
D/ICS
S
DDI
6
DDA
7
DDO
8
DDS&T
9
Chm/NIC
10
GC
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IG
12
Compt
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D/OLL
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D/PAO
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D/PERS
16
VC/NIC
17
VS
X 7
18
ES
X
20
21
SUSPENSE f 22 auly 86 1A.
Dote
Remarks
To 3: Please provide requested input soonest.
E xeF,ktive Secretary
21 Jul 86
Dote
3637 (10-81)
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Finutive Re s
a 3249/1
21 July 1986
MEMORANDUM FOR Deputy Director of Central Intelligence
Executive Director
FROM: Director of Central Intelligence
SUBJECT: SSCI Hearing - 23 July 1986
I would like to develop some paragraphs for my statement to the
SSCI on personnel this week which would reflect the interesting ideas
you expressed to me on Friday. I think this appearance before the
SSCI should boldly suggest the new initiatives on personnel which we
will want to get underway next year. I made a similar request to
Bill Donnelly for some paragraphs to reflect suggestions made in
the first three paragraphs on page 3 and paragraph (e) on page 4 of
his paper entitled, "The DA - An action Agenda."
William J. Casey
Attachment:
Draft DCI Statement for the Record - SSCI, 23 July 1986
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STA TEPLENT FOf774,E_WEepiel>
SENATE SELECT COMMITTEE ON INTELLIGENCE
23 JULY 1986
CIA PERSONNEL MANAGEMENT
AS I LOOK AT PERSONNEL AT CIA, I FIND A YOUNG, VIGOROUS AND TALENTED WORK
FORCE PLEASED BY CUSTOMER RESPECT FOR THEIR PRODUCT AND CHALLENGED DAILY TO
ACCOMPLISH TASKS PREVIOUSLY THOUGHT IMPOSSIBLE. MORALE IS HIGH. 41111111.11111111116
TIME, I WOULD SAY THE ORGANIZATION IS IN A VERY HEALTHY STATE.
DESPITE ALL OF THIS, IT HAS BEEN A PARTICULAR CONCERN OF MINE, AS THE CIA
NEARS ITS FOURTH DECADE, TO AVOID THE SORT OF ORGANIZATIONAL MIDDLE AGE WHICH
COMES TO MOST INSTITUTIONS, A KIND OF BUREAUCRATIC HARDENING OF THE ARTERIES
CHARACTERIZED BY THE GROWTH OF RED TAPE AND OVERREGULATION AND BY A LOSS OF
CREATIVITY AND INITIATIVE.
AS A SNAPSHOT IN
OVER THE PAST COUPLE OF YEARS, WE HAVE PAID INCREASING ATTENTION TO OUR
PERSONNEL SYSTEMS TO ENSURE THAT WE WERE CREATING AN ENVIRONMENT WHICH
CONTINUED TO ENCOURAGE OUR EMPLOYEES TO WORK TO THEIR FULLEST POTENTIAL AND
CAPACITY AND WHICH PERPETUATED THE SENSE OF COMMITMENT AND DEDICATION WHICH
LONG HAS BEEN A HALLMARK OF CIA'S CORPORATE CULTURE. WE CUT THROUGH SOME OF
THE RED TAPE WHICH HAD DEVELOPED AND TOOK STEPS TO REMOVE CERTAIN OF THE
IRRITANTS AND IMPEDIMENTS WHICH HAD CREPT INTO OUR SYSTEM. THIS PROCESS OF
SCRAPING THE BARNACLES OFF OUR CURRENT PERSONNEL SYSTEM IS CONTINUING BUT IT IS
MY BELIEF THAT MORE FUNDAMENTAL CHANGES NEED TO BE CONSIDERED.
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INDEED, I WOULD SUBMIT HERE TODAY THAT WHAT WE NEED IS A NATIONAL
INTELLIGENCE PERSONNEL STRATEGY TO ENSURE THAT WE CAN CONTINUE TO HAVE AND
RETAIN THE BEST INTELLIGENCE CADRE INTO THE 21ST CENTURY. AS I MENTIONED IN
THE NATIONAL FOREIGN INTELLIGENCE STRATEGY PRESENTED TO YOU IN FEBRUARY OF THIS
YEAR, WE MUST CONSTANTLY STRIVE TO ENHANCE THE QUALITY AND MOTIVATION OF OUR
WORK FORCE. WE HAVE IMPLEMENTED THE MOST IMPRESSIVE ARRAY OF TECHNICAL
CAPABILITIES IN THE WORLD. BUT, TO GET WHAT WE SHOULD OUT OF THEM, WE COUNT ON
alrOdfov
PEOPLE WHO CONCEIVE THEM, INTERPRET AND USE THEIR PRODUCTS, AND PROVIDE SUPPORT
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TO THE ENTIRE INTELLIGENCE PROCESS. THE EFFECT OF CHANGES IN FEDERAL PERSONNEL
#.
POLICIES ON OUR ABILITY TO RETAIN TALENTED AND PROMISING CAREERISTS MUST BE
CAREFULLY MONITORED AND NEW FORMULATIONS FOUND TO PREVENT THE APPEAL OF AN
INTELLIGENCE CAREER FROM DETERIORATING.
AT CIA, I ALREADY HAVE A TASK FORCE HARD AT WORK ON THIS ISSUE AND I AM
AWARE OF OTHER INITIATIVES WITHIN THE COMMUNITY. IT IS, THEREFORE, A GREAT
PLEASURE FOR ME TO BE HERE TODAY TO SHARE WITH YOU OUR VISION OF THE FUTURE AS
YOU BEGIN TO STUDY PERSONNEL ISSUES IN THE INTELLIGENCE COMMUNITY. I AM
CONFIDENT THAT AS A RESULT OF OUR JOINT AND COOPERATIVE EFFORTS WE WILL DEVELOP
THE PROGRAMS AND STRATEGIES WHICH WILL KEEP OUR INTELLIGENCE PROFESSION AT THE
CUTTING EDGE IN THE COLLECTION AND ANALYSIS OF INFORMATION NEEDED TO INFORM THE
POLICY PROCESS AND PROTECT OUR NATIONAL SECURITY.
I WANT TO TAKE A FEW MOMENTS TO SET FORTH CERTAIN GUIDING PRINCIPLES, TO
TRACE THE CONSERVATIVE EXERCISE OF OUR SPECIAL AUTHORITIES, TO IDENTIFY CERTAIN
INITIAL STEPS WE HAVE TAKEN TO USE THESE AUTHORITIES IN NEW AND CREATIVE WAYS
AND FINALLY TO EXPLORE WITH YOU THE DIRECTION IN WHICH I FEEL WE MUST HEAD.
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GUIDING PRINCIPLES:
EVERY SUCCESSFUL ORGANIZATION HAS A BELIEF SYSTEM, A CULTURE WHICH
DEFINES ITS PLACE IN THE UNIVERSE AND WHICH ENCOURAGES PEOPLE TO WANT TO BECOME
AND REMAIN A PART OF THAT ORGANIZATION. I AM SURE, FOR EXAMPLE, THAT YOU HAVE
SEEN OUR CREDO BUT I THINK YOU CAN BOIL DOWN OUR BELIEF SYSTEM TO THREE
CLUSTERS OF IDEAS. 25X1
FIRST, OUR PEOPLE BELIEVE WE ARE THE BEST INTELLIGENCE ORGANIZATION IN THE
WORLD. WE ARE APOLITICAL BUT WE ARE POLICY RELEVANT.
SECOND, AS AN INSTITUTION, WE BELIEVE THAT PEOPLE ARE OUR MOST IMPORTANT
RESOURCE. WE ARE A FAMILY AND WE TAKE CARE OF OUR PEOPLE. WE ARE A
MERITOCRACY AND WE BELIEVE THAT THE INDIVIDUAL EMPLOYEE MAKES A DIFFERENCE, SO
WE VALUE THE VIRTUOSO PERFORMER AND WE REWARD THOSE WHO PRODUCE.
AND THIRD, WE ARE A CAN-DO ORGANIZATION. WE ACCOMPLISH THE MISSION AND
MEET THE CHALLENGE. WE ARE FORWARD LEANING, FLEXIBLE AND LESS BUREAUCRATIC.
WE MUST PERPETUATE THIS CULTURE. OUR HUMAN RESOURCE MANAGEMENT SYSTEM,
. THEREFORE, MUST SAFEGUARD THESE CENTRAL BELIEFS YET BE SUFFICIENTLY FLEXIBLE TO
MEET THE CHALLENGES OF THE DECADES AHEAD. LET ME TOUCH UPON A FEW OF THESE
CHALLENGES:
THE AGENCY MISSION HAS EXPANDED. THE INTELLIGENCE ISSUES WE DEAL WITH
ARE DIFFERENT FROM, AND FAR MORE COMPLEX THAN, THOSE WE HAVE TACKLED IN
THE PAST. THE NUMBER OF OUR CONSUMERS LIKEWISE HAS GROWN. WE NOW MUST
SERVE SUCH ELEMENTS OF THE GOVERNMENT AS THE DEPARTMENTS OF
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ENERGY, TREASURY, AND COMMERCE; NASA, THE ARMS CONTROL NEGOTIATORS, THE
SPECIAL TRADE REPRESENTATIVES, YOUR OWN JOINT ECONOMIC COMMITTEE AND SO
FORTH.
TO ACCOMPLISH OUR TASK WE REQUIRE TEAMS OF EXPERTS FROM A VARIETY OF
ANALYTICAL AND COLLECTION FIELDS, EACH CONTRIBUTING SPECIAL SKILLS AND
KNOWLEDGE. WE ALREADY FACE KEEN COMPETITION FOR THESE HIGHLY SKILLED,
EDUCATED AND TALENTED PEOPLE AND FIND IT DIFFICULT TO OBTAIN THE ETHNIC
AND LINGUISTIC MIX WHICH IS ESSENTIAL TO OUR BUSINESS.
LOOKING TO THE FUTURE, WE ARE TOLD THAT THE BABY-BOOM GENERATION
ALREADY HAS ENTERED THE LABOR MARKET AND THE GROUP BEHIND THEM IS MUCH
SMALLER IN SIZE, SO THE COMPETITION FOR TALENT IN THIS EMERGING WORK
FORCE IS GOING TO INCREASE FURTHER.
WE INCREASINGLY FIND THAT OUR PEOPLE, ONCE ON BOARD AND POSSESSING
SPECIALIZED CLEARANCES AND ACCESS, ARE HIGHLY ATTRACTED TO THE PRIVATE
SECTOR; PARTICULARLY THOSE WHO HAVE TECHNICAL OR REGIONAL SKILLS OR
OVERSEAS EXPERIENCE.
DUAL-CAREER COUPLES AND SINGLE-PARENT FAMILIES WILL BE THE NORM, MAKING
THE MOBILITY REQUIRED FOR MANY CIA OCCUPATIONS DIFFICULT. IN ADDITION,
TERRORIST ACTIONS OVERSEAS HAVE CLEARLY LOWERED INTEREST IN WORKING
ABROAD, MUCH LESS IN JEOPARDIZING FAMILIES FURTHER BY WORKING FOR AN
INTELLIGENCE ORGANIZATION.
THE AMERICAN EDUCATION SYSTEM IN THE LAST TWO DECADES HAS DONE AN
EXCELLENT JOB OF PRODUCING HIGHLY EDUCATED, TECHNOLOGICALLY COMPETENT
GRADUATES, BUT HAS GIVEN FAR LESS EMPHASIS TO LANGUAGES, INTERNATIONAL
RELATIONS AND POLITICS, AREAS IN WHICH WE EARN OUR BREAD AND BUTTER.
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(A TEST OF THIS TREND WOULD BE FOR YOU TO ASK SOME OF YOUR CHILDREN A
BASIC GEOGRAPHY QUESTION.)
AND IF THIS WERE NOT ENOUGH, THE TECHNOLOGY IS CHANGING SO RAPIDLY IN
SO MANY FIELDS THAT GRADUATES SIX - EIGHT YEARS OUT OF SCHOOL MAY NEED
TO BE RETRAINED TO STAY AT THE CUTTING EDGE IN THEIR DISCIPLINES.
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ALL OF THIS IS OCCURRING IN AN ENVIRONMENT IN WHICH FEDERAL EMPLOYMENT IS
INFREQUENTLY PORTRAYED AS PARTICULARLY WORTHY OR HIGHLY VALUED, AND THE LOW
ESTEEM IN WHICH CIVIL SERVANTS ARE HELD IS NOT SIMPLY A MATTER OF RHETORIC.
THERE IS THE EVEN HARSHER REALITY OF A STAGNATING AND EVEN DECLINING SALARY AND
BENEFIT STRUCTURE FOR FEDERAL WORKERS.
HISTORIC USE OF DCI AUTHORITIES:
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AT CIA, RIGHT FROM THE BEGINNING, THE DCI HAD THE AUTHORITIES TO CREATE A
PERSONNEL SYSTEM TO ENABLE HIM TO MEET THE UNIQUE DEMANDS OF THE INTELLIGENCE
PROFESSION. BUT AS YOU KNOW, FOR MOST OF OUR HISTORY, WE FELT WE COULD
ACCOMPLISH OUR MISSION AND MOTIVATE OUR PEOPLE WITHIN THE BROAD CONTOURS OF THE
OVERALL GOVERNMENT PERSONNEL STRUCTURE. AND SO, AS A MATTER OF CHOICE WE
BASICALLY FOLLOWED TITLE 5 RULES ON PAY, LEAVE, OVERTIME, STEP INCREASES, AND
INCENTIVE AWARDS. INDEED, WE ADOPTED THE GENERAL SCHEDULE (GS) PAY SCALE AND
GS GRADE STRUCTURE.
MORE RECENTLY, WE RECOGNIZED THAT CERTAIN CHANGES WERE REQUIRED AND WE
INVOKED OUR SPECIAL AUTHORITIES TO IMPROVE OUR HUMAN RESOURCE MANAGEMENT. WE
HAVE IMPLEMENTED:
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SPECIAL AGENCY-SPECIFIC PAY SCHEDULES FOR SCIENTISTS, ADP
PROFESSIONALS, ENGINEERS, AND MEDICAL OFFICERS:
A PAY BANDING EXPERIMENT IN OUR OFFICE OF COMMUNICATIONS;
A NEW SECRETARIAL CAREER AND PAY SYSTEM WITH FOUR BROAD PAY LEVELS,
MODIFIED PAY FOR PERFORMANCE, JOB ENRICHMENT AND SIGNIFICANTLY
INCREASED TRAINING;
NON SUPERVISORY SPECIALIST TRACKS FOR A LIMITED NUMBER OF PROFESSIONS
AND POSITIONS;
OVERSEAS PAY THAT IS 9.6% HIGHER THAN DOMESTIC; AND
AN EMPLOYEE SPOUSE PROGRAM FACILITATING JOINT ASSIGNMENTS AS WELL AS
GUARANTEEING REEMPLOYMENT AT CURRENT GRADE ON RETURN TO DUTY WHEN JOINT
ASSIGNMENTS CANNOT BE ARRANGED.
WHILE THESE INITIATIVES ARE BENEFICIAL MOVES IN THE RIGHT DIRECTION, THEY
ARE ONLY BAND AIDS. THEIR CUMULATIVE EFFECT IS NOT SUFFICIENT TO MEET THE
CHALLENGES OF THE FUTURE.
FUTURE DIRECTIONS:
OVER THE NEXT COUPLE OF YEARS WE PLAN TO:
1. REPLACE THE CURRENT AND RATHER INFLEXIBLE GS ARCHITECTURE WITH A MORE
FINELY TUNED PAY SYSTEM WHICH WILL MAKE US MORE COMPETITIVE, WHICH WILL BETTER
TAKE INTO ACCOUNT THE VALUE TO US OF CERTAIN PEOPLE AND CERTAIN OCCUPATIONS,
AND WHICH WILL BETTER MOTIVATE THE GOOD EMPLOYEE AND HELP RETAIN THE STELLAR
EMPLOYEE BY MORE CLEARLY LINKING PAY WITH PERFORMANCE.
2. RETHINK THE CURRENT SET OF INCENTIVES, ALLOWANCES, AND OTHER BENEFITS
SO THAT WE HAVE AVAILABLE A MORE FLEXIBLE, "CAFETERIA-STYLE" COMPENSATION
PACKAGE, WHICH
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TAKES INTO ACCOUNT THE NEEDS OF OUR EMPLOYEES AT DIFFERENT STAGES OF THEIR
LIVES AND CAREERS.
3. REDESIGN A CAREER DEVELOPMENT PROGRAM TO CLEARLY ALLOW FOR SPECIALIST
AND MANAGEMENT TRACKS.
' WE NEED TO ENCOURAGE TECHNICAL AND SUBSTANTIVE EXPERTS WHO DON'T GO
INTO MANAGEMENT TO STAY WITH CIA.
WE ALSO NEED TO DEVELOP A NEW GENERATION OF MIDDLE AND SENIOR MANAGERS
WHOSE BREADTH OF EXPERIENCE AND VISION WILL ALLOW US TO CAPITALIZE ON
NEW INTELLIGENCE OPPORTUNITIES, EXPLOIT EMERGING TECHNOLOGIES, AND
BRING TO BEAR GREATER INTERDISCIPLINARY SYNERGISM ON THE MORE COMPLEX
COLLECTION AND ANALYTICAL PROBLEMS WE WILL FACE.
4. REVITALIZE OUR TRAINING PROGRAM TIEING IT TO OUR COMPENSATION SYSTEM
NOT ONLY TO MAINTAIN EXISTING SKILL LEVELS IN A RAPIDLY CHANGING TECHNOLOGICAL
ENVIRONMENT BUT ALSO TO GIVE EFFECT TO OUR PERSONNEL PLANNING, WHICH
INCREASINGLY WILL MEAN THE ANALYSIS OF OUR
CURRENT SKILLS MIX IN THE CONTEXT OF FUTURE NEEDS AND THEN RETRAINING OUR
EMPLOYEES.
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LET ME EXPAND ON EACH OF THESE POINTS:
ALTERNATIVE PAY SYSTEMS:
EARLIER THIS YEAR PRESIDENT REAGAN EXPRESSED HIS APPROVAL OF A DOMESTIC
POLICY COUNCIL RECOMMENDATION TO REPLACE THE 18 GS PAY GRADES WITH A
PERFORMANCE PAY SYSTEM WHICH PROVIDES MANAGERS WITH MORE FLEXIBILITY AND
AUTHORITY TO REWARD GOOD EMPLOYEES.
AS I EXPLAINED EARLIER, CIA, FOR ITS PART, HAS EXPERIMENTED WITH VARIANTS
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TO THE GS SYSTEM, AND I AM PERSUADED THAT ALTERNATIVE PAY STRUCTURES MAKE SENSE
FOR CIA. I BELIEVE THAT WE MUST ADOPT A MORE FLEXIBLE SYSTEM WHICH REDUCES
BUREAUCRACY, GIVES MANAGERS MORE AUTHORITY AND MAKES THEM MORE ACCOUNTABLE FOR
THE PRODUCTIVE AND EFFICIENT USE OF THEIR HUMAN RESOURCES.
SUCH AN APPROACH, PATTERNED AFTER PRIVATE SECTOR PRACTICES, AND CONSTRAINED
BY THE MANAGER'S BUDGET WOULD :
1. GIVE MANAGERS GREATER ABILITY TO ATTRACT AND RETAIN EMPLOYEES WITH THE
CRITICAL SKILLS WE NEED TO ACCOMPLISH OUR MISSION.
2. REPLACE ESSENTIALLY AUTOMATIC LONGEVITY BASED INCREASES WITH AN
ENHANCED FOCUS ON PAY FOR PERFORMANCE. THIS WILL ALLOW MANAGERS TO REWARD
EXCELLENCE THROUGH A COMBINATION OF PAY INCREASES AND AWARDS WHILE RESERVING
PROMOTIONS FOR SIGNIFICANT CHANGES IN LEVELS OF SKILL AND RESPONSIBILITY, AND:
3. GIVE MANAGERS GREATER RESPONSIBILITY FOR POSITION MANAGEMENT, ALLOWING
THEM TO RESTRUCTURE THEIR ORGANIZATIONS TO MAKE OPTIMUM USE OF EMPLOYEE SKILLS
AND TO MEET CHANGING REQUIREMENTS.
FLEXIBLE BENEFITS AND ALLOWANCES:
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AS I LOOK TO THE FUTURE, I SEE A NEED TO BUILD IN GREATER FLEXIBILITY TO
HIRE THE DIFFERENT TYPES OF PEOPLE WE WILL NEED. FOR EXAMPLE, THERE IS A PLACE
IN OUR ORGANIZATION FOR THE ACCOMPLISHED INDIVIDUAL COMING TO US IN MID-LIFE
AFTER A SUCCESSFUL FIRST CAREER. NATURALLY, THE BENEFITS PACKAGE WE NEED TO
OFFER SUCH AN INDIVIDUAL IS GOING TO BE VERY DIFFERENT FROM THAT WHICH WE WOULD
WANT TO OFFER A NEW EMPLOYEE FRESH OUT OP COLLEGE. AND EVEN LOOKING
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AT OUR PRESENT WORK FORCE, I WOULD SUGGEST THAT OUR EMPLOYEES, THE MAJORITY OF
WHOM ARE UNDER 40 YEARS OF AGE, WITH FEWER DEPENDENTS AND AN INCREASED LIFE
EXPECTANCY COMPARED TO THEIR PREDECESSORS, HAVE DIFFERENT NEEDS AND DESIRE
DIFFERENT BENEFITS THAN DID THEIR PARENT'S GENERATION. EVEN WORKING WITHIN A
CLEAR BUDGETARY BOTTOM-LINE, WE OUGHT TO BE ABLE TO CHANGE THE MIX OF LEAVE,
INSURANCE, AND OTHER ELEMENTS WITHIN THE TOTAL COMPENSATION PACKAGE TO TAKE
INTO ACCOUNT THE CHANGING NEEDS OF OUR EMPLOYEES FROM GENERATION TO GENERATION,
25X1
AND EVEN DURING THE COURSE OF A CAREER.
DUAL CAREER TRACKS :
MY EMPHASIS ON SPECIALIST AND MANAGEMENT TRACKS DERIVES FROM THE FACT
THAT OVER THE YEARS OUR STRENGTH AS AN AGENCY HAS BEEN A DIRECT RESULT OF OUR
ABILITY TO DEVELOP AND RETAIN A LARGE CORPS OF EXPERTS WHO STAY WITH US ON A
CAREER BASIS. 25X1
WE WILL CONTINUE TO USE INDEPENDENT CONTRACTORS AND CONTRACTOR FIRMS TO
ASSIST US IN VARIOUS OF OUR FUNCTIONS, BUT THEY ARE NO SUBSTITUTE FOR A CAREER
WORK FORCE WHICH POSSESSES AN INSTITUTIONAL MEMORY, A BROAD BASE OF EXPERIENCE
AND A HIGH DEGREE OF SUBSTANTIVE DEPTH.
MANAGING SPECIALISTS IS SOMEWHAT OF AN ART BECAUSE, PARTICULARLY IN THESE
CHANGING TIMES, TOO MANY NARROWLY FOCUSED, OVERSPECIALIZED PEOPLE ARE AS MUCH A
PROBLEM AS TOO MANY GENERALISTS. WE FOUND THAT WE COULD NOT AFFORD VERY MANY
PEOPLE WHO WOULD SPEND THEIR ENTIRE CAREER ON SOME BACKWATER, BUT WE ALSO
ESCHEWED THE STAFFING APPROACH OF SOME ORGANIZATIONS WHICH MOVE PEOPLE FROM
SPECIALTY TO SPECIALTY EVERY COUPLE OF YEARS, THUS TRADING DEPTH OF EXPERTISE
9
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FOR BREADTH OF EXPERIENCE. INSTEAD, WE HAVE DEVELOPED OUR PEOPLE WITHIN A
NUMBER OF SPECIALIST CONES, BROAD ENOUGH, FOR EXAMPLE, TO PRODUCE CASE OFFICERS
AND ANALYSTS ABLE TO GO WHERE THEY WERE NEEDED BUT TRULY EXPERTS IN THEIR
TRADE.
ONE OF OUR PROBLEMS HAS BEEN THAT TRADITIONAL CAREER PATTERNS HAVE FORCED
SUBSTANTIVE EXPERTS TO BECOME MANAGERS. SOMETIMES WE TURN SUPERB SPECIALISTS
INTO MODERATELY TALENTED MANAGERS. OTHERS, UNWILLING OR UNQUALIFIED TO BECOME
MANAGERS, BECOME UNDERSTANDABLY FRUSTRATED AND SOME LEAVE THE AGENCY TO WORK AT
ENHANCED PAY IN THE PRIVATE SECTOR. SOME EVEN COME BACK AS CONTRACTOR
EMPLOYEES TO WORK ON AGENCY PROJECTS. THIS SITUATION IS TROUBLESOME,
ESPECIALLY WHEN WE CONSIDER THAT OUR LONG-TERM EXPERIENCE BASE HAS BEEN
GRADUALLY BUT STEADILY SHRINKING. IN 1976, 14% OF OUR PEOPLE HAD LESS THAN
THREE YEARS OF CIA EXPERIENCE, BY 1981 THIS NUMBER HAD RISEN TO 16% AND BY THE
BEGINNING OF FY 86, 23% OF OUR EMPLOYEES HAD LESS THAN THREE YEARS WITH THE
AGENCY. TO SOME EXTENT THIS REFLECTS THE RAPID GROWTH IN CIA, PARTICULARLY IN
THE 1981-1986 TIMEFRAME, WHEN AGENCY PERSONNEL GREW 21%. HOWEVER, THE GROWING
COMPETITION FOR SPECIALISTS IN CERTAIN FIELDS MAY EXACERBATE THIS TREND UNLESS
WE ARE BETTER ABLE TO REWARD THOSE WHO DO NOT GO INTO MANAGEMENT.
25X1
NO LESS IMPORTANT, PARTICULARLY IN A TIME OF RESOURCE CONSTRAINTS, IS OUR
NEED TO IDENTIFY AND DEVELOP A SKILLED MANAGEMENT CADRE. MANAGERS MUST CREATE
ENVIRONMENTS THAT DEVELOP LOYALTY AND MOTIVATE EMPLOYEES TO PERFORM AT THEIR
HIGHEST POTENTIAL. IN ADDITION, OUR MANAGERS MUST BE CAPABLE OF INTEGRATING
HUMAN RESOURCE PLANNING WITH PROGRAM PLANNING AND DEALING WITH THE GROWING
COMPLEXITIES OF INTEGRATING THE RESOURCE REQUIREMENTS OF MULTIFACETED
COLLECTION, PROCESSING AND ANALYTIC ACTIVITIES. WE ALSO KNOW THAT THE
10
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MANAGEMENT FUNCTION IS GOING TO BE VITALLY IMPORTANT IN IDENTIFYING PERSONNEL
REQUIREMENTS FOR THE FUTURE AND IN PLANNING TRAINING AND ASSIGNMENTS TO ENSURE
EFFECTIVE CAREER DEVELOPMENT AND SUCCESSION PLANNING.
EARLY IDENTIFICATION OF OUR MANAGEMENT CADRE COMBINED WITH A SIGNIFICANT
EXPERIENTIAL ASSIGNMENT PROCESS WILL SERVE TO ENHANCE MANAGEMENT AND PLANNING
CAPABILITIES; AND, WITH A SUFFICIENT CADRE OF EXPERIENCED MANAGERS, WE WILL BE
25X1
ABLE TO KEEP SUBSTANTIVE EXPERTS WHERE THEY CAN MAKE THEIR MAXIMUM CONTRIBUTION
25X1
TO THE ORGANIZATION.
TRAINING:
FINALLY, WE NEED TO FOCUS ON TRAINING, BECAUSE NO MATTER HOW GOOD OUR
PERSONNEL PLANNING, THE PEOPLE WE HIRE IN THE 1980'S ARE UNLIKELY TO HAVE THE
MIX OF SKILLS WE WILL NEED IN THE 1990'S. INDEED, OUR YOUNG PEOPLE ARE
LEARNING WHAT MANY OF THEIR SENIORS HAVE KNOWN FOR SOME TIME--THAT THE
HALF-LIFE OF ONE'S SKILLS, PARTICULARLY IN THE TECHNICAL AREA MAY BE LESS THAN
SIX- EIGHT YEARS. WHAT THIS MEANS IS THAT WHETHER WE ARE TALKING ABOUT SKILLS
MAINTENANCE OR RETRAINING, EDUCATION IS GOING TO BE A CONSTANT FOR OUR
PROFESSIONAL WORK FORCE.
TRAINING IS IMPORTANT FOR ANOTHER REASON. GIVEN THE MULTIDISCIPLINARY
NATURE OF OUR TASKING AND THE NEED TO SHIFT OUR WORK FORCE TO ACCOMMODATE
RAPIDLY CHANGING WORLD EVENTS, WE MUST DEVELOP A CADRE OF PERSONNEL WHO ARE NOT
JUST FUNCTIONAL SPECIALISTS, BUT WHO ARE PRIMARILY INTELLIGENCE OFFICERS.
INDEED, YOU MIGHT SAY THAT IN A PERSONNEL SENSE OUR MISSION IS TO TAKE
POLITICAL SCIENTISTS, COMPUTER SCIENTISTS, AND PHYSICAL SCIENTISTS AND, TO
11
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SOME EXTENT, CHANGE THEIR FOCUS FROM BEING, FOR EXAMPLE, A SCIENTIST WHO
HAPPENS TO WORK AT CIA TO AN INTELLIGENCE OFFICER WHO HAPPENS TO BE A
SCIENTIST
THIS IS NOT TOTALLY OUT OF THE QUESTION BECAUSE WE ARE TOLD THAT, ON
AVERAGE, OVER THE COURSE OF ONE'S WORK, LIFE PEOPLE CHANGE CAREER FIELDS TWO -
THREE TIMES AND CHANGE EMPLOYERS FOUR - FIVE TIMES. SINCE WE TEND TO HIRE
MULTIFACETED, MULTITALENTED PEOPLE, WE CAN EXPECT OUR EMPLOYEES TO BE
SUSCEPTIBLE TO SIMILAR CAREER MIGRATIONS; AND IF WE WANT TO KEEP A CAREER WORK
FORCE, WE WILL NEED TO PROVIDE THEM WITH OPPORTUNITIES TO CHANGE CAREER FIELDS
WITHOUT LEAVING CIA.
AT THE CENTER OF OUR THINKING, AS WE EXPLORE THESE AND OTHER INITIATIVES,
IS THE REALIZATION THAT, HOWEVER WE IMPROVE OUR SYSTEM, THE GOVERNMENT
GENERALLY IS NOT GOING TO BE ABLE TO OUTBID THE PRIVATE SECTOR. MOREOVER, OUR
EMPLOYEES HAVE NEVER COME TO OR STAYED WITH CIA SOLELY BECAUSE OF PAY AND
BENEFITS. IT IS THE IMPORTANT AND EXCITING MISSION WHICH ATTRACTS THEM. IT IS
THE SENSE OF ACCOMPLISHMENT AND RESPONSIBILITY WHICH KEEPS THEM HERE.
25X1
25X1
25X1
EVERYTHING I HAVE TALKED ABOUT RELATES TO OUR ABILITY TO MAINTAIN A HIGH
LEVEL OF JOB SATISFACTION, AND THAT MEANS GIVING OUR EMPLOYEES THE TRAINING AND
TOOLS THEY NEED TO DO THE JOB AND MAKING THEM FEEL THAT THEY ARE SPECIAL. WE
CONSTANTLY SEEM TO BE RATCHETING UP THE EDUCATIONAL AND SKILL REQUIREMENTS AND
INCREASING THE LIFESTYLE AND SECURITY CONSTRAINTS, YET THE CONTINUED DEDICATION
AND ENTHUSIASM OF OUR PEOPLE CAN BE SEEN IN A CULTURE WHICH FORFEITS OVER
100,000 HOURS OF ANNUAL LEAVE EACH YEAR AND AN OFFICER CORPS WHICH ROUTINELY
FAILS TO PUT IN FOR OVERTIME FOR DOING THE JOB.
THIS IS NOT SOMETHING WHICH CAN BE SUSTAINED BY EFFORTS TO HOMOGENIZE THE
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CIA INTO THE REST OF THE GOVERNMENT OR EVEN TO MAKE CIA LOOK EXACTLY LIKE THE
OTHER COMMUNITY AGENCIES. I BELIEVE THAT EACH AGENCY SHOULD HAVE THE
AUTHORITIES IT REQUIRES TO BUILD AND MAINTAIN A SYSTEM WHICH WILL BE
ATTRACTIVE TO ITS CAREER CADRE AND WHICH WILL ENSURE THE HIGH QUALITY STAFF
WHICH IS EXPECTED IN OUR BUSINESS. BUT IT WOULD BE A MISTAKE TO ERASE THE
FUNDAMENTAL DIFFERENCES IN CULTURE AND AMBIENCE. WHILE EACH OF US WITHIN THE
INTELLIGENCE COMMUNITY WILL BE LEARNING FROM EACH OTHER, THE DIFFERENT
PERSONNEL EXPERIMENTS AND DEMONSTRATION PROJECTS IN OUR RESPECTIVE AGENCIES
REPRESENT HEALTHY EFFORTS TO BUILD TOWARD THE FUTURE WHILE PRESERVING OUR
ESSENTIAL CULTURES.
FROM MY PERSPECTIVE, THEREFORE, YOUR SURVEY OF OUR PERSONNEL NEEDS COULD
NOT BE MORE TIMELY, AND WE WILL WANT TO WORK CLOSELY TOGETHER TO SEE HOW WE
MIGHT USE OUR EXISTING AUTHORITIES, AND OBTAIN ANY ADDITIONAL AUTHORITIES WHICH
MIGHT BE REQUIRED, TO IMPROVE OUR HUMAN RESOURCE MANAGEMENT SYSTEM SO THAT WE
CAN CONTINUE TO PROVIDE OUR COUNTRY WITH THE BEST INTELLIGENCE PROFESSIONALS IN
THE WORLD.
13
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TO:
EXECUTIVE SECRETARIAT
RovnNG SLIP
ACTION
INFO
DATE
INITIAL
DCI
X
2
DDCI
X
3
EXDIR
X
4
D/ICS
5
DDI
X
6
DDA
7
DDO
X
X
8
DDS&T
X
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
14
D/PAO
15
D/PERS
16
VC/NIC
17
C/S
X
X
19
/U
21
22
SUSPENSE
23 July 1986
Dote
Relogrks.To L: Yours for action re Community Effort
re ZS duly hearing.
To 13: Yours for action re request in last para which
is addressed to DCI role as head of CIA.
3637 (10.81)
E.I4cutiye Secretary
Jul 86
Date
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whips uumenNaNGEL IMPINESOTA. *AIRMAN
PATRICK LEAHY. VERMONT. VICE COWMAN
WluJAM V. ROM JR. DaAWAIKE
WILLIAM S. COMM NM*
ORM HATCH. MAN
FRANK MUINOWSKI. ALASIXA
ARLEN SPECTER. PENTISYLVANIA
CNC HECHT. NEVADA
MITCH MeCONNELL KENTUCKY
U.OYD NENTSEN. .----
SAM NUNN. GEORGIA
THOMAS F. MOUTON MISSOUM
NEST F. NOUN**. SOUTH CAROLINA
DAVID L SORER. OKLAHOMA
PILL BRADLEY, !NW JERSEY
ROSERT DOLE. KANSAS, EX OFFICIO
ROBERT C. &VW. WEST VIRGINIA. EX OFFICIO
BERNARD F. MeMANON STAFF DIRECTOR
ERIC D. Newsom. MINORITY STAFF DIRECTOR
Native Regishy
86. 3249 X
United eiStateff eSenate---
SELECT COMMITTEE ON INTELUGENCE
WASHINGTON. DC 20610
July 16, 1986
The Honorable William J. Casey
Director of Central Intelligence
Central Intelligence Agency
Washington, D.C.
Dear Bill:
IN RESPONSE PLEASE
REFER TO 86- 2641
In April 1985, the Committee outlined its three goals during
the 99th Congress. To date, two of these goals are well on their
way in great part through your efforts and cooperation, namely the
development of a National Intelligence Strategy and a comprehensive
review of the federal government's counterintlligence and counter-
measures capabilities and requirements to stem the loss of classified
information. Our third goal was a review of Intelligence Community
personnel. Since personnel capabilities and requirements are integral
to accomplishing the plans in the National Intelligence Strategy, it
is important that we understand each agency's personnel goals,
policies, and programs which support the key intelligence functions.
Personnel -- quality personnel -- are the critical linch pin if the
Intelligence Community is to meet the challenges outlined in the
National Intelligence Strategy. In this review, we would focus
only on personnel issues as they relate to the major intelligence
functions: human intelligence collection, counterintelligence,
development and operation of technical programs, and analysis. We
would, therefore, look first at personnel assigend these functional
responsibilities by agency (CIA, NSA, DIA, INR and FBI (CI)), and
then evaluate each function across the Community. We expect that
in this process we should be able to identify the principle issues
which relate to hiring and retaining the best intelligence cadre
into the 21st Century. To accomplish this, the Committee will need:
1. To review more fully these major intelligence functions.
2. To understand the personnel goals and strategies for those
functional requiremets as evidenced by policies, objectives and
long and short range planning.
3. To review your capabilities, based upon your authorities
and your programmatic efforts to achieve these needs.
,/
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The Honorable William J. Casey
July 16, 1986
Page Two
4. To determine the efficacy of current personnel programs
(recruiting, training, pay, incentive, equal opportunity, and
retirement) to attain the goal of the finest quality personnel
for the Intelligence Community.
In the past ten years, the Intelligence Community personnel
has grown by nearly 18 percent. While this statistic would appear
to be healthy, the SSCI would need to examine whether more or less
is needed as well as the implications for national security if more
or less is provided.
On July 23, at 9:30 am, the SSCI will hold its initial personnel
review hearing in Hart 219. The hearing will provide you or your
representative the opportunity to give us an overview of your
personnel capabilities and requirements in relation to the four
missions, as applicable, mentioned above. We would also expect
you to define your agency's personnel goals to meet the long and
short range challenges outlined in the National Intelligence
Strategy. At the hearing, we would also expect you to identify
present and future personnel issues which will detract from your
ability to carry out missions, and to describe efforts in progress
to strengthen the quality of personnel. We will also expect you
to identify areas where enabling legislation may be necessary.
For the next three of four months, staff members will be
meeting with your agency officials to conduct this reiview and
to prepare a Committee report. Charles Battaglia will serve as
the director of this project whi ohn Despres will be heading
the teamwhich will be reviewing ers nel issues within your
agency. To assist us, we would like a ?ersonnel point of contact
who would serve as a focal point or thi effort.
Sinc
ave lurenberger
hairman
Patrick J. Leahy
Vice Chairman
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Central Intelligence AFncy
WastnionDCZOSOS
The Honorable Dave Durenberger
Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Chairman:
OCA 86-2950
0 5 SEP 1986
The Director has asked me to respond to your letter of
15 August 1986 enclosing a series of questions on our
personnel planning, recruitment, training and management.
As suggested in your letter, has been in
touch with John Despres of your staff to facilitate receipt
of the requested material.
This letter was also sent to Vice Chairman Leahy.
Sincerely,
/s/ DVj 0. Gri,2.3
David D. Gries
Director of Congressional Affairs
Distribution:
Original - Addressee
1 - DCI
1 - DDCI
1 EXDIR
LY-ER
1 - DDA
1 - D/PERS
1 - D/OCA
1 - EO OCA
1 Chrono
1 A ecord
1 - OCA Chrono
OCA w (3 September 1986)
w (4 September 1986)
STAT
STAT
STAT
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Central Intelligence Agpxy
WashinglonD C 20505
The Honorable Patrick Leahy
Vice Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Vice Chairman:
OCA 86-2948
0 5 SEP 1986
The Director has asked me to respond to your letter of
15 August 1986 enclosing a series of questions on our
personnel planning, recruitment, training and management.
As suggested in your letter, has been in
touch with John Despres of your staff to facilitate receipt
of the requested material.
This letter was also sent to Chairman Durenberger,
Sincerely,
/s/ David D. Gries
David D. Gries
Director of Congressional Affairs
Distribution:
Original - Addressee
1 - DCI
1 - DDCI
OCA
1
1
1
1
1
1
1
1
EXDIR
ER
DDA
D/PERS
D/OCA
EO/OCA
OCA Record
Chrono
(3 September
:aw (4 September
STAT
STAT
130 STAT
- --
e
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SECRET
4 September 1986
OCA 86-2970
NOTE FOR: The Director
The Deputy Director
Deputy Director for Administration
FROM: Dave Gries
SUBJECT: SSCI Personnel Report
After your 23 July testimony to SSCI on personnel, the
Committee formed staff teams to gather data and write reports
about personnel practices at each of the major NFIB agencies.
The question of what kind of report is prepared and to whom it
is addressed is crucial. We have suggested to senior SSCI staff
on a number of occasions that since the due date for the report
comes up after the 99th Congress has adjourned but before the
100th Congress meets, the report should be kept at the staff
level. The suggestion has now been accepted. The letter of
instruction from SSCI Members to their staff describes the
report as a staff report to the Members. Thus, it will not have
the status of a Committee report and probably will have little
impact.
cc: DDO
DDI
DDS&T
Distribution:
Original - Addressees
1 - ExDix
1 ?ERV
1 - OCA Record
1 - D/OCA Chrono
1 - EO/OCA
D/OCA:DDG:mdo (4 September 1986)
ALL PORTIONS CLASSIFIED SECRET
1 - DD/HA/OCA
1 - DD/SA/OCA
1 - DD/Leg/OCA
1 - OCA Chrono
DCI
EXEC
REG
S-V0S-a-
ervorT L25X1
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EXECUTIVE SECRETARIAT
Rot TING SLIP
TO:
ACTION
INFO
DATE
INITIAL
1
DCI
X
2
DDCI
X V
3
EXDM
4
D/ICS
5
DDI
6
DDA
7
DDO
8
DDS&T
9
Chm/NIC
10
GC
11
IG
12
Compt
13
D/OLL
X 1
14
D/PAO
15
D/PERS
X 7
16
VC/NIC
17
re
)e 2
18
19
AA
20
21
Adi
22
- -
-
SUSPENSE
Dote
Remarks
To 13: Please see the requested material,
as appropriate, is provided.
Ex Wtive Secretary
15 August 1986
Date
3637
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DAVE DURENBERGER MINNESOTA :.,A,RMAN
PATRICK J LEANT VERMONT VICE :.A;RMAN
0.I.L,AM V ROTH JR DELAWARE
WILLIAM S COHEN MAINE
OWN HATCH. UTAH
FRANK MURKOWSKI ALASKA
ARLEN SPECTER. PENNSYLVANIA
CHIC HECHT NEVADA
MITC. McCONNELL KENTUCKY
LLOYD BistTSEN TEXAS
SAM NL,N% GEORGIA
THOMAS EAGLETON MISSOURI
ERNES HOLLINGS SOUTH CAROLINA
DAVID _ BOREN OKLAHOMA
BILL EIRA.DLEY NEW JERSEY
United e$tats g5mate
ROBERT DOLE KANSAS. EX Cc: ,CIO SELECT COMMITTEE ON INTELLIGENCE
ROBERT C BYRD WEST VIRGINIA ? lk OFFICIO
BERNARD F McMAHON. STAFF D.RECTOR
ERIC 0 NEWSOM. MINORITY STAFt DIRECTOR
WASHINGTON, DC 20510
August 15, 1986
The Honorable William J. Casey
Director of Central Intelligence
Central Intelligence Agency
Washington, D.C. 20505
Dear Bill:
We again thank you for your forward looking and insightful
testimony on personnel management issues before the Committee on
July 23, 1986. We also appreciate the CIA's cooperation with the
Committee staff in initiating our review of the Intelligence
Community's personnel needs and programs.
To facilitate our review, it would be most helpful if the
Agency would supply readily available information on the CIA's
personnel planning, recruitment, training, and management. An
Appendix to this letter details the needed information. We request
that this data be provided to the Committee by September 5, 1986.
John Despres of the Committee staff will stay in touch with the
Deputy Director of Personnel in the CIA, to arrange
for the receipt of these materials.
\ Sincerely,
xe_ enberget1
Chairman
Patrick Leahy
Vice Chairman
Enclosure: Appendix
45. yoS r
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APPENDIX
Background Data Requested From CIA
I. GENERAL
a. The current number of positions authorized and actually
filled for both career Civil Service and contract
employees -- Agency-wide, by Directorate, and by office.
b. The current number of career employees in each grade by
classification -- Agency-wide, by Directorate, and by
office.
c. The number of new hires, and separations/attritions of
career Civil Service each year (1980, 1984, 1985, 1986) --
Agency-wide, by Directorate, and by cffice.
d. The starting and average salary for those career Civil
Service in each grade for each classification -- Agency-
wide, by Directorate, and by office.
e. The average age and range of ages for those in each grade
for each classification of career Civil Service employees.
A similar breakdown for contract employees.
f. The average length of Agency and other government service
and the number of individuals with at least 15 years of
service in each grade for each classification.
The number and percentage of males and females, and
minorities, in each classification fcr career Civil
Service. A similar breakdown for contract employees.
h. Organization charts and functional statements and
appropriate job descriptions -- Agency-wide, by Directorate,
and by office.
i. Personnel policies, regulations and -Iirectives.
Current and previous five year workfcrce profile data --
Agency-wide, by Directorate, and by cffice.
k. Current workforce, staff needs, strategic personnel plans
and related plans; similar plans for the past five years --
Agency-wide, by Directorate, and by cffice.
1. Any reports or drafts addressing personnel management issues
in areas such as recruiting, pay and training -- including
the 1979 NAPA study to the present.
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II. RECRUITING
a. Plans or description of selection process for both career
Civil Service and contract employees, including samples
of forms and related materials used in process. If
applicable, include copies of any recruiting brochures
and materials provided to applicants.
b. Reports or studies done on recruiting and selection
process (internal and external studies) since 1979.
c. Statistical reports for 1984, 1985, and 1986 on vacancies,
applications and selections that are normally maintained
Agency-wide and by Directorate.
d. Annual recruiting plans (for FY 1986 and FY 1987) and
strategic recruiting plans -- Agency-wide and by Directorate.
e. Manuals, instructions, and related materials used by
recruiters.
f. Curricula or description of training for recruiters.
g Agency studies, if any, comparing future critical personnel
requirements to projected personnel supply (e.g., future
need for engineers versus future estimated production and/or
availability of engineers).
III. TRAINING
a. Training needs assessments or similar documents which
identify the training needs of the Agency, Directorate
or function.
b. Organization charts and functional statements for in-house
training programs.
c. Training policies, regulations, and directives.
d. Curricula or description of training for occupations in
HUMINT, technical collection, analysis, CI, and management.
Also, examples of curricula or description of retraining
and career development programs.
e. List and description of professional certifications
required or desired by Agency.
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TRAINING (Continued)
f. Statistical reports for 1984, 1985, and 1986 that are
normally maintained by the Agency on extent and type
of training provided.
Description of qualifications and training of trainers/
instructors.
h. Reports or studies done on training.
i. Description with sample forms, etc., of the course
evaluation process.
IV. HUMAN RESOURCES MANAGEMENT
a. Regulations, directives, manuals and related materials
describing policy, procedures, and organizational structure
for performance appraisal, disciplinary actions, awards
and employee grievance programs.
b. Copies of performance appraisal forms, instructions,
training/orientation materials and related documents for
each system.
c. Any studies on morale, advancement, quality of life, etc.,
of CIA personnel and dependents overseas.
d. Any studies identifying problems/issues in retaining
employees in intelligence career fields.
V. CONTRACTING OUT
a. Policy, studies and data on contracting out and use of
Schedule B civilian employees. Of interest are discussions
on the rationale for, and any problems with, contract
hires.
VI. PLANNING
a. Planning documents, studies, evaluations and related
documents on the CIA's experiments on alternative pay
systems for secretaries and communications employees and
proposed expansion of such systems.
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- 4 -
PLANNING (Continued)
b. Planning documents, studies, evaluations, and related
documents on the proposed "cafeteria style" benefits
and allowances packages.
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-
-
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
LEttfiLV
FROM:
EXTENSION
NO. 4 1
William F. Donnelly
Deputy Director for Administration
DATE
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
PI CEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
L Executive Director
7D55 Hqs Bldg.
Jim:
The attached memorandum
2.
indicates the direction CP is now
taking after the DCI's recent
statement to the SSCII which has
?
been forwarded to the HPSCI as
well--note paragraph 3. We
intended to focus early in the
?
game on the ADP careerists across
the Agency and specifically on
Case Officers as well. Please
?
pass this memorandum on to the
Comptroller.
.
?
William F. Donnelly
Attachment:
?
Memo re Design of New Agency
Job Evaluation and Compensation
System
?
10.
IL
12.
13.
(DC1
EALC
REG
14.
15.
FORM 610 usi PRIVICkIS
/-79 EDITIONS
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R
Next 1 Page(s) In Document Denied
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STAT
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ADMINISTRATIVE - INTERNAL USE ONLY
SUBJECT: Design of a New Agency Job Evaluation
and Compensation System
e. OFFICE OF MEDICAL SERVICES SUPPORT: We will require support from
the Office of Medical Services' (Psychological Services Division) research
psychologists in the development of the performance standards and
performance evaluation systems required by the new compensation program.
f. AGENCY SUPPORT: Five or six subject matter experts from each of
the occupations to be evaluated will need to be made available to work
with PMCD full time for approximately two weeks and then on an
intermittent basis as needed during the job analysis phase of the program.
g. SENIOR MANAGEMENT SUPPORT: A working group will need to be
constituted to assist the Office of Personnel and its consultant in
reaching conclusions concerning the internal alignments of the various
occupations.
6. Your approval of the following recommendations is requested.
a. Consultant support and funding as described in paragraph 5a.
b. Computer support as described in paragraph 5c.
c. Office of Finance support as described in paragraph 5d.
d. Office of Medical Services support as described n paragraph 5e.
Rocert W. Maee
Attachment
3
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ADMINISTRATIVE - IiirEkmu USE ONLY
SUBJECT: Design of a New Agency Job Evaluation
and Compensation System
Recommendation a
APPROVED (4/
Recommendation b
APPROVED (/1-
Recommendation c
APPRNED (tr
Recommendation d
APPROVED (/(
Approved as noted:
DISAPPROVED ( )
DISAPPROVED ( )
DISAPPROVED ( )
DISAPPROVM ( )
TicpuLy ulrec:tor Aom1n1strat4n
Date 'k.1
4
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ADMINI STRATIVE - I N'rERNAL USE ONLY
DRAFT WORK PLAN
The significant phases of the job evaluation program are summarized below:
Project Guidelines:
a. The Office of Personnel will be provided with sufficient qualified
manpower and computer equipment (personal computers witn "tempest"
protection, and adequate access to mainframe terminals with sufficient
programming resources to develop databases and systems required from the
program).
b. PMCD will no longer conduct office-wide position management surveys.
For the duration of the program, PMCD will be dedicated to the development
of the new compensation system, continuation of the secretarial job
enrichment program and maintenance of essential current pay and
classification programs. Components will be granted the flexibility to
make adjustments in their organizations within their current average grade
to maintain the currency of Staffing Complements, with cursory reviews by
PMCD to assure equity is maintained. If upgrades are required, PMCD will
provide the necessary support on a prioritized basis.
c. Career Services will commit subject-matter experts to serve on the job
analysis panels for the occupations being evaluated.
i. The ODA will identify funding for an external consultant to assist in
:he desidn and imclementation of the program.
PHASE ONE - PROJECT INITIATION:
a. Obtain concurrence of the proposed work plan. Establish a 3 member
task force of senior representatives from the Directorates and the DCI
area to assist the Office of Personnel and its consultant in reaching
conclusions concerning the internal alignments of the various
occubations. Provide briefings to the EXCOM and Task Force on the
proposed methodologies.
b. Appoint and indoctrinate a PMCD action-dr.:LP wnich ll ne responsible
for the technical aspects of the program.
C. Develop schedule of steps where consultant interaction, validation and
review of proposed actions will be required.
J. Develop an internal communications process to keep Agency employees
informed about the progress of the job evaluation program.
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ADMINISTRATIVE - INTERNAL USE ONLY
PHASE TWO - JOB ANALYSIS:
a. The Task Force will review the proposed 35 benchmark occupations which
are representative of Agency functions and responsibilities. The Heads of
the five Career Services will propose and assign subject matter experts
for the job analysis panels which will evaluate each of these occupations.
b. Panel leaders from PMD will be briefed by the consultant on the
methodology to be used in data identification and collection.
c. The jot analysis panels will evaluate each benchmark occupation.
d. PCD and the consultant will analyze all data, identify the common and
unique job factors, and establish the levels of responsibility for each
benchmark occupation.
PILOT PROGRAM (concurrent with Phase Two):
3. The consultant and ?CD will evaluate data on the ADP and Case Officer
occupations collected by the job analysis panels to identify common and
unique job factors and levels of responsibility within the occupations.
o. The consultant will conduct marketplace comparisons using private
sector and federal sector data to establish a total compensation program.
o. The consultant and PED will establish tentative linkage points to
other Agency occupations consistent with availaole marketplace data.
d. The consultant and ?CD will develop orocedures for conversion,
implementation and the administration of the new compensation system for
!ihe pilot program.
PHASE THREE - JOB EVALUATION
a. The consultant and PMCD will develop an internally consistent job
evaluation plan which reflects Agency requirements and Agency unique job
factors for review by Task Force.
o. The consultant and ?CD will apply the job evaluation Dian to all
benchmark occupations to identify job responsibility and skill levels
rec.uired to satisfy Agency objectives.
c. ?CD Ni i evaluate nonbencnmark occupations a,ainst the job evaluation
plan.
d. The consultant and PMCD will review the occupational rankings with the
Task Force and seek Agency approval of the job evaluation plan.
2
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ADMINISTRATIVE - INTERNAL USE ONLY
PHASE FOUR - COMPENSATION SYSTEM DEVELCPMENT:
a. The consultant will conduct marketplace analysis of available
benchmark occupations.
b. The consultant will identify link points between benchmark occupations
and marketplace values to construct the compensation system.
c. The consultant and PMCD will establish the linkage between the
proposed Agency compensation structure and that of other Federal
compensation systems.
PHASE FIVE - ADMINISTRATIVE PRCCEDURES:
a. The consultant and PMD, using the pay and benefits schedules
developed in Phase Four, will assign compensation levels for all
occupations based on internal and marketplace values and seek approval by
Agency management.
b. The consultant and PCD will evaluate current Agency premium pay
policies and recommend policy changes required to implement and administer
the new compensation system.
c. The consultant and PMCD, in consultation with the Comptroller, will
develop procedures for performance reviews, performance-based pay
ad3ustments, and budgetary linkages for operation of the system.
PHASE SIX - IMPLEMENTATION/ ADMINISTRATIVE PRCCEDURES:
a. Tht consultant will develop documentation for maintenance of the new
compensation system.
b. The consultant and PMCD will develop implementation procedures and
conversion criteria.
C. PCE) will compute snort-term and long-term costs projections for
administration of the new salary orogram.
J. Agency management will advise OMB and the Congressional oversight
committees of the proposed implementation of the new compensation system.
e. PUD and Agency management will cono.unicate the details of the new
system through briefings, managerial education, and a variety of
publications.
3
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BENCHMARK OCCUPATIONS
Administrative Assistant
Attorney - General Counsel
Budget and Finance Officer
Computer Operator
Computer Programmer
Computer Systems Analyst
Document Analyst
Electronic Engineer
Electronic Specialist/Technician
Economist
Editorial Assistant
Engineer
Imagery Analyst
Imagery Scientist
Information Ccntrol Officer/Assistant
Information Resource Officer
Instructor - Foreign Language
Intelligence Analyst
Intelligence Officer - Foreign Broadcast
Intelligence Officer - Foreign Documents
Intelligence Officer - General
Intelligence Operations Research Assistant
Intelligence Assistant
Logistics Officer
Medical Officer
Operations Officer
Operations Support Analyst
Perscnnel Officer/Assistant
Physical Scientist - Research
Polygraph Officer
Project Management Engineer
Reports and Requirements Officer
Secretary
SIGINT Officer
Telecommunications Officer
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Central Intelligence Agency
Office of the Deputy Director for-Scienctngritchwyttriy?
ripCik: .
.,,, 3249x/9
60-
29 July 1986
NOTE FOR: EXD1R
FROM: DDSU
Jim,
Every time I turn around I find
some additional information pertaining to
incentives for linguists. Attached is a
copy of a statement made by the NSA before
the SSCI on 23 July. Please note the
statement which is highlighted on page 5.
Your idea of turning off the
Language Use Awards for our FBIS linguists
is wrong. I do not agree that a mere QSI
will solve the problem. We need to come
up with a scheme that lets them know
that they are a desired commodity in
this Agency.
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STAT
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I UZC1UIflKe
IS
88. 3249X/5
-ODA STATEMENT BEFO E SS.:I KEARING
ON NFIP PE SONNOL '
23 July 11.986
(U) NSA ha: been and will continue to be a human enterprise
dependent for its excellence on the number and quality of its
people. We have come to understand that uulque human factors,
working above all reasonable expectations, have many times been
responsible for much of our success. li tf!rms of information
derived from collection, analysts and managrs at every level
routinely develop insightful results beyondthat immediately
apparent in available data.
I '
(U) Thanks to your support, NSA hat; been in an extended growth
I .
period over the last several years in terma of the size of our work
I
force, The end result of that growth has been an increase in our
capability to satisfy our mission of analyss and technical program
development and operation. Most of the growth has been in the
hard-to-retain technical
and mathematics, with a 1 rge group of linguists
hard-to-recruit,
computer science,
included as well.
ills of engineering;
For the future, we must look to a steady,
continuing manpower growth in order to ensure that we obtain the
skills needed for the U.S. SIGINT system to meet the demands for
national security support which will be placed on it during the
1990s. A potential circumstance that would provide for no manpower
growth, or a reduction in current manpower levels, would have
serious implications for future NSA intelliigence production.
(U) Our long and short-range personnell goals to meet the
challenges set forth in the National Foreign Intelligence Strategy
2"1?,
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are to recruit, develop, and retain the :)ez.t personnel possible.
Recruitment, development and retention cf an increasingly high
quality work force will ensure our future ability to overcome
foreign efforts to deny information to our collection effort.
Rxperts in new technological advancer. will help in the effort to
sort through large quantities of data and make real-time analysis
more of a reality. Our cryptanalysts and mathematicians will
provide even more intelligence supplrt t') military commanders as
tactical intelligence problems becor mere technical.
(U) NSA enjoys a very successful re-:riiitment program that has
resulted in the Agency being 100% mirned f(r several years. Our
recruitment effort has been complemerted by an exceedingly low
attrition rate--about five percent over the same time period.
Nowever, regardless of our past accomplishmInts, several present
and future personnel issues thrcaten to sty ie the Agency's
'
_progress.
(U) Of paramount concern is the lctialt.pd perceived erosion
of federal employee beuefits. This ilStIn affects both the
recruitment and retention of employee;. In recent years, employees
have been saddled with reduced cost OF living pay increases and
substandard health insurance benefits while being forced to
I . ,
contribute to Medicare. In n.ldition to lctual changes, there are a
I
variety of proposals currently under consideiation that would
I I
adversely affect Agency employees. These include the proposed
Immediate taxation of retirement annuities, the threat of future
freezes in within-grade increases, and rescOilsion of the sick leave
I
accrual incentive.
2
?-? D,r+
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(U) Not only does the reduction in benefits demoralize the
current work force, which could lead to increased attrition, it
aggravaten the already diffinult tank of recruiting highly
qualified applicants. If benefits continue to shrink, we fear an.
increasing number of possible recruits will elect careers in the
private Rector.
(U) Adding to the dilemma, the public perception of federal
employees has diminished in recent y.arn. Federal employment has
been portrayed as coneisting of mundane wok, substandard pay, and
an being less desirable than working in the private sector. Like
many other agenicen, we are involved in a ;truggle to replace a
gradually aging work force through recreiting and retaieina
younger, talented, well-educeted employees. Unfortunately, these
are the very people who are being diecouraeed from considering
Covernment service as a career. NS t hae c-mbated this stigma with
-an aggressive public relations progrem leit the struggle is becoming.
Increasingly mote difficult.
(U) Another personnel i!;sue we Thirst address involves NSA's
eubstantial expansion over the past eix yeers. This has led to
some significant changes in work forge dermlraphics. Over one-
third of our people have six years or less of experience. The
skill mix of this group is quite di4ferent from that of those hired
in the past. For example, in FY135,60% of the new hires were in
technical career fields---double the tercentage in FY67. Much has
been written about the changing value systems and increased
mobility of the new breed of professional employees. If
3
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predictions prove Lo be true, we can exrecl to retain fewer of this
.
yruup based strictly on their lack ot commitment to Government
service.
(U) Employees with over 20 year:; ot srvice make up another
third of our work force. This subgroup imludes most of our senior
executives, managers, and technical expi.rtl. Over 40% of these
employees are currently eligible to retire If any significant
changes are made to the retirement systf.m, the Agency could
experience a tremendous losn of expecti.;e that would be difficult
(U) The relative size of the 31 to 40 year old population will
..ontinue to decline while thr 21 to 30 lec,.7 old and the 41 and up
population expands. The large number of riwer pre-professional and
professional employees will be competinj i3r. a lesser number of
more responsible positions as their car.2er3. progress. Considering
to replace.
' their high marketability and tendency towards career mobility, we
will be hard pressed to provide care-r prolesion that meets their
expectations.
(U) Yet anoth!r is the ir,!reisf.1 marketability of Agency
,unployees in the privAto sector. n particular, critical skill
vmployees art? moru markptable than cver bu7atr;e their skills are no
longer Agency-specific. Cryptc.nalysts, er3in-ers, computer
!wientintr;, contracting technicians, anl cven polygraph examiners
have a vaticty of outside career opportunities. As more private
sector films become aware of the need f,ir secure communications,
the demand for these skills will aCcelerate.
4
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(II) National demographic projections reveal a shrinking entry
level talent pool over the next ten years from which we can recruit
new employees. For example, since 1969 th.tre, has been a gradual
decline in the number of college graduates majoring in Russian.
The number of Russian majors receiving degrees at all levels (BA,
MA, PhD) fell from 990 in the peak year of 1969 to a low of 380 in
the 1983 college year. Enrollments have r,mained low since.
Considering that almost half of all Vustiar language hires have
enme from colleges, we are facing a :eriou: future recruitment
problem in satiA:fying our requirments fc:c 1.ussian linguists. All
indications are that we will experience sicilar difficulties in our
search for people in all of uhat wP consider to be critical skill
categories.
(U) In response to current per5(,onel issues and anticipation
of future ones, we have devised man i
y nnwitive human resource
programs and policies to strengthen t'ne luz,lity of personnel.
These include premium pay scAles for 'ri7icll skills, foreign
I
1Priguago incentive pay for linguists, teAlnrcal track career
i
programs, internships, enhanced training cc)rdinated through the
National Cryptologie schcol, a new mi-leve staffing program, and
an upgraded personnel administra'ion un tim geared to meet the
needs of today's employees. ).00lzing o 'he future, we have
1
I
dedicated manpower and resources to d-ve op ng and implementing
i
hum.ln resource programs designed to rewaid 1 .1
d retain a highly
skilled, trained, and motivated work or
? _
5
e.
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(U) In summary, pay, benefits, and the offer of challenging
work attract highly qualified people to tho'workforce. The
la*cination of the work itself, more than any other single factor
keeps people in the Intelligonco buLiner..s. We are not gravely
concerned that either the attraction or rei.ention power of the
intelligence buainess will fail, but we fe,ir that tight(ming
budgets and changes to government-wide per:;onne1 policies could
diminish the ability of our Agency to attr(16t and hold the caliber
?
of people it needs.
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29 July 1986
NOTE FOR: DCI
VIA: DDCI
SUBJECT: SSCI Hearing -- 23 July 1986
Encutive Regisq
86-3249X/ 8
Just a quick update on where we stand with regard to the steps
outlined in your testimony on personnel management.
one of the Deputy Directors of Personnel, is nearing
completion of a large task force effort which will provide us a
roadmap for changes in our personnel structure and incentive
programs, and give us some food for thought on how to sustain the
dedication and enthusiasm of our employees. This has been a
six-month effort conducted on a half-time basis by some of our more
free-thinking officers from all the Directorates. You should
receive the end product by late August.
I have just received the recommendations from the Executive
Development Task Force for beefing up our people-development
process. It calls for a complete restructuring of OTE's Management
School and some interesting changes in our approach to executive
development. We will be ready to discuss this shortly.
In your testimony you referred to adjustments to our pay
system. As you know, we have been working steadily toward getting
off the General Schedule and into a more responsive and competitive
pay mechanism. The recent OPM proposal in this regard and your
pitch to the SSCI offers us an opportunity to move much faster now
without raising alarms on the Hill and elsewhere. There are two
ways to approach this problem: 1) OPM's simplistic idea of just
collapsing the 18 GS grades into 6 bands; or 2) doing something more
meaningful and effective--and thus more radical.
We seek the latter, more thoughtful, approach. It involves us
in banding along functional, vice directorate, lines. For the
long-term, we have to determine how many banding systems we must
have in the Agency to accommodate the various occupations which make
up the intelligence business. For starters, OP has identified 35
occupational categories which cover 80-85% of our employees. I
think considerable aggregation is required. When a minimum number
is arrived at, we then must determine the appropriate level of
compensation for each banding system--probably a 12-18 month
undertaking. In the meantime, we probably ought to apply the
CONFIDENTIAL
25X1
de? VAS"- hf
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lessons we have learned in implementing the Commo and Secretarial
pay systems and band another element of our population--perhaps our
ADP employees Agency-wide. I think Bill Donnelly has told you we're
prepared to move on this.
cc: DDA
DDI
DDO
DDS&T
Compt
Ptv-'
(
?014?4w4-
/Oy4
CONFIDENTIAL
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OntrallnidigemmAgnry
Was1,rtionDC20505
The Honorable Dave Durenberger
Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Chairman:
2 A JUL 1Ki6
OCA 86-2481
I am responding to your letter of 16 July 1986 to the
Director of Central Intelligence on the personnel review
your Committee is conducting.
As you probably know, our staffs have already met to
discuss the goals and objectives of your review of CIA
personnel procedures. Our Office of Personnel will oversee
our responses to the Committee's team. Deputy
Director of Personnel for Plans, Analysis and Evaluation
will be the principal action officer. P17ase submit your
requests for interviews or information to on my
staff.
This letter was also sent to Vice Chairman Leahy.
(
Sincerely 3ries
Is!
David D. Gries
Director of Congressional Affairs
Distribution:
Oric?inal -
1 -
Addressee
DC2 1 -
OC/EX'
1
DX! 1 -
D/PEPS
1 -
1 -
C/S
LK-
ET; 1 -
ES
1 -
fl/ICS 1
1
nni
1 -
,secoro
1 -
DDA 1 -
OCA Chrono
1 -
nD7)
1 -
1 -
CcmDt
1 -
D/OCA
674.7
22 July 195E)
STAT
STAT
STAT
'-"S TAT
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Cental Intelligence Agency
ftshIngton DC 2050S
The Honorable Patrick Leahy
Vice Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Vice Chairman:
24 JUL wog
OCA 86-2432
I am responding to your letter of 16 July 1986 to the
Director of Central Intelligence on the personnel review
your Committee is conducting.
As you probably know, our staffs have already met to
discuss the goals and objectives of your review of CIA
personnel procedures. Our Office of Personnel will oversee
our responses to the Committee's team. Deputy
Director of Personnel for Plans, Analysis and Evaluation
will be the principal action officer. Please submit your
requests for interviews or information to on my
staff.
This letter was also sent to Chairman Durenberger.
Sincerely,
/s/ David -
David D. Gries
STAT
STAT
stri b_utionz
Oric?inal - Addressee
Director
of Congressional Affairs
- DC
1 -
OCA/EXO
1
n7)C2
1
- D/PERS
1
- EXD.17
1
- C/S
1
-
1
- ES
1
- I CS
1
-
STAT
D7I
1
- OCA. Record
1
-
1
- OCA Chrono
1
- D
1
_
1
- Cort
1
- /01,7,
22' July 19E),E1 STAT
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