THE SUPPORT SERVICES HISTORICAL SERIES PERSONNEL ADMINISTRATION AN OVERVIEW, 1946-68

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00708R000200130001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 375
• Document Creation Date: November 17, 2016
• Document Release Date: June 14, 2000
• Sequence Number: 1
• Publication Date: April 1, 1972
• Content Type: REPORT

Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
CIA Internal Use Qnly
Access Controlled by DDS
The :support Services
Historical Series
PERSOf~fdEL ADh1 I fd I STRAT I OPT
AfJ OVERVIEW, 1946-68
F
R
O
'M
DDIA
1=D=t~Nq~
SECRET
OP - 10
April 1972
Copy 2 of 3
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
 Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
WARNINCT
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Cock:, as amended.
Its transmission or revcalation of its contents to or ze-
cc:ipt by an unauthorized person is prohibited by la~~r.
GROUP 7
Excluded from avtomotic
downgrodinq and declassification
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
^.
 Approved For Release 2000/08~?el'~=RDP90-007088000200130001-3
CIA Internal Use Only
Aceess Controlled by DDS
THE SUPPORT SERVICES HISTORICAL SERIES
PERSONNEL ADMINISTRATION
AN OVERVIEW, 1946-68
25X1 A by
April 1972
25X1A
Harryl B. -Fisher
HISTORICAL STAFF
CENTRAL INTELLIGENCE AGENCY
Approved For Release 2000/08/~,~~IDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Hi~~torically the term "personnel administration" in the Federal
r
Service c:on~ures up visions of Civil Service clerks in green eyeshades
poring over official papers -- employment applications, test results,
and appointment, promotion, and classification actions -- for violations
of Federal statutes designed to keep the service free of the spoils
system a7id manned by competent technicians of an equal level of
mediocrity. From the very beginning the exempted CIA was determined
to avoid some of the rigidities of the Civil Service, and to a large
degree i~t did so despite personnel procedures and forms that in some
instances were more elaborate and cumbersome than those of that service.
The table-of-organization method of authorizing positions, for example,
generated mountains of paperwork, as many as 40,000 personnel actions
a year, +~,nd a mammoth personal history statement originally required in
three copies put the historical Form 57 to shame. The story of that in-
credible paper-pushing operation is only hinted at in the Overview
History since it is narrated in full in the Unit Histories of the Office
of Personnel. The emphasis in the Overview is more on issues and out-
comes, accomplishments, and in some cases the failures, in the twenty-
year endeavor to develop and apply personnel policies suited to the
highly diversified staff of a unique and worldwide organization. Nothing
was ever simple, administratively or operationally, in the CIA, and per-
sonnel administration borrowed difficulties from both sides.
- iii -
Approved For Release 2000/08/'~~~~,A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Through a series of planned interviews with 18 individuals who,
at various levels o:f responsibility, played key roles in the evolution
of personnel administration in the Agency, 29 tapes recording their
recollections, reflections, and insights were obtained as part of the
basic re;aearch for this history. As the narrative is presented and
as the pros and cons of major issues are unfolded, the views of these
individuals are made available to the interested reader through a
system of extensive source reference notes which are keyed to the text.
As pointed out in the detailed explanation of these sources (see Appendix
A), the .reader usually has been given verbatim transcripts of the
recorded interviews; where this is not the case, it is clear that the
author has paraphrased the material. In addition to the 1$ interviewees,
the source notes also reflect the insights of the author who, over a
period of 20 years, participated in the development, discussion, and
implementation of many of the policies in question.
Approved For Release 2000/08/1~C~1~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Contents
Page
I. Early History and Development
The: Divided Administrative Legacy, SSU~CIG . . .
1
Ea7~ly Organization and Staff, CIG and CIA
8
The: State of the Art, 1947-48
13
Appraisal -- The Dulles and Eberstadt Surveys
of cIA, 1948-49 .
20
Emergence of the Central Office of Personnel
25
Enlargement of Scope of Office Responsibilities
30
II. The Career Service Program and Personnel Administration, 1950-62
Factors in the Diffusion of Personnel Authority .
36
Career Service Committee, September 1951 - June 1952
41
Career Service Board, 1952-54 ?
47
ThE: Career Council, 1954-62 . . . . .
51
Selection for the Career Service . .
60
Career Staff -- The Second Round, 1954-60 . . .
66
Career Conversion Program -- The Third Round, 1961
to Date (1971) . . . . . . .
71
Individual Career Boards and Services . . .
73
III. Basic Personnel Administration in the Fifties
Problems of the Meloon Period, 1951-55 . .
81
Effect on the Personnel Program . . .
87
- v -
Approved For Release 2000/08/~~R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Reconciling Tables of Organization and Ceiling 87
Accomplishments . 95
Organization and Staffing, 1951-54 99
Thf; 1955-56 Holding Period . . . . . . . 103
Rebuilding Lost Confidence, The Stewart Regime,
January 1957 to June 1g60 . . 111
Controlled Staffing . 118
System and Methods 123
Organization and Staffing, lg5g . 132
IV. Personnel Administration in the Sixties: The Echols
Incumbency, lg 0-
The Changed Organizational Environment 134
Implementing the 701 Program . . . . . 139
Disappearance of the Career Council and the
Career Staff, 1962 ? . . 144
Monitoring Role, The July 1g62 Echols Memorandum
on Deficiencies in the Personnel Program . . . 146
Recarrnnendations of the 1g62 (Kirkpatrick)__Task
Force on Personnel Management in CIA . 14g
Supergrade Administration, 1g62 and Prior 154
Personnel Planning and Forecasting . . . . 0 158
Getting Out the Work, 1963 . . . . . . 166
Manpower and Position Management, 1864 . 169
Another IG Survey, 1.864 . . . . . 174
Passage of the CIA Retirement Act, 1964 . . 176
- vi -
Approved For Release 2000/08/1~G~C~j4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Review of Career Management Activities .
Recruitment to the Fore, 1867
Ch:~,nged Concept of the JOT~CT Program, 1865
177
179
181._
1g66 Reorganization and Staffing, Office of Personnel
1$7
Last Look, 1868
18g
V.
Administering to the Human Side
The Search for Tangible Benefits .
193
The Legislative Program, 1852-56 . . .
196
Administrative Authorities Task Force, 1967
200
The "Most Important Benefit" -- Early Retirement,
1g5o-64 . . . . .
202
The Insurance Program, 1g48-66 .
208
The Services Program . . . .
216
Casualty Assistance
216
Honor and Merit Awards . .
220
Suggestion and Invention Awards Program
226
Public Service Awards . . . . ? .
230
The Agency Credit Union . . . . ?
232
Bats and Pieces . .
234
-vii -
Approved For Release 2000/08/1 ~~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Tables
Page
1.
OP Budget Sunnt~a,ry, 1951-56
105
2.
Military and Civilian Strength, 1948-6$
134
3.
Projection of Recruitment Workload, 1963 .
159
4.
Accessions and Separations, 1956-65 . . .
161
figures
1.
1949 Organization Chart, CIA
12
2.
1953 Personnel Organization
37
3.
Office of Personnel, July 1954 .
101
4.
Hump Chart, 1959 .
121
5.
Professional and Managerial Staff, CIA,
Anticipated Flow, 1967
182
Appendixes
~-
.
A.
Sources, Including Oral History Excerpts (1-189) .
237
B .
Chronology, 1946-68 .
313
C.
Personnel Directors, 1947-72 .
325
D.
Roster of Career Service Boards and Panels, 1 July 1956
326
E .
List of Background Doc~nents
329
F.
Tape List of Oral History Project . .
342
G.
Index . . .
346
- viii -
Approved For Release 2000/08/1~~~C~,4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-R~~90-007088000200130001-3
CIA INTERNAL USE
1LCCESS CONTROLLED BY DDS
PERSONNEL ADMINISTRATION: AN OVERVIEW
lg~~ 6-68
I. Early Iiis-tory and Development
The OSS CIG Administrative Legacy
The period between the demise of the Office of Strategic Service
(OSS) on 1 October 1845 and the National Security Act of 1847, which
became e:E'fective on 18 September 1847 and provided for the estab-
lishment of the CIA, was marked by unusual administrative uncertainty.
The interim organization, the Central Intelligence Group (CIG), did
not come into existence until 22 January 1846. ~~ In the three-
month hiatus the top staffs of the OSS had departed for more promising
endeavors, and the overt Research and Analysis and Presentation Staffs
had been transferred to the Department of State. ~ The covert activ-
h ies of OSS had been placed in the Strategic Services Unit (SSU),
specially created in the War Department to accommodate them while their
fate was pondered by higher authority. ~ CTG was first conceived as a
small, select group of intelligence officers with a still smaller support
staff. Rear Admiral Sidney W. Spuers~-~ chosen by President Truman to
~- For serially numbered source references, see Appendix A.
~'Rear'Admiral Sidney W. Souers USNR, was Director of Central Intel-
ligence from 23 January 1846 to 10 June 1846.
Approved For Release 2000/08/'I~~~C,1~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
be the first Director of Central Intelligence, was given neither hiring
nor budgeting authority. Instead, the Presidential Directive estab-
lishing i~he Central Intelligence Group (CIG) called upon the D epart-
menu of State, War, and Navy to furnish, collectively, the funds and
people fc~r the new organization. The intelligence agencies of the
military departments had strongly contested the concept of an autonomous
group to provide intelligence services of common concern, and having
lost the argument they were now being called on to provide the money
and the people, the latter -- technically at least -- to remain on their
rolls. '.the first problem thus became that of persuading the Departments
to release good people to CIG and then to persuade the people to cast
their lot with the new organization. Without authority ~to hire, CIG
could not act on employment applications from outside the government
except by use of the appointing authority of the Departments of State,
War, or LVavy. 4~ These were heavy odds, and only 84 people were obtained
to staff an initial Table of Organization of -in the five months of 25X9
Admiral Souers's regime. Their procurement was essentially a matter of
interagency liaison and of individual negotiation, which took the full
efforts of the small personnel section in the newly constituted Per-
sonnel and Administrative Branch of the CIG. Conditions changed when
General'"t~andenberg,~having taken office in June 1946, made a strong and
-~ Lieutenant General Hoyt Sanford Vandenb~rg,!USA (AAF), was Director
of Central Intelligence from 10 June 1946 to 1 May 1947.
Approved For Release 2000/08/18~c~7A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
successful drive for independent funds and for hiring authority. These E
authorities were granted in September 1946; by that time eight of the
twenty months of CIG's life had passed.
In contrast, the SSU presented a problem of disposition. It was
organizationally intact and functioning in the same physical location
with mosi; of the _ people 5 inherited from the OSS . The SSU was 25X9
a going concern, particularly for field operations, organizationally
housed in the War Department and self-sufficient as to administrative
and support staffs. There would be a period of dual CIA. and SSU oiler-
ations far eight months while the fate of SSU was being debated and its
personne: strength reduced. CIG Personnel Order _ of 17 April 1846 25X1A
stated the policy throughout this period of coexistence as "the CIG
seeks the administrative experience of SSU people through duality of
appointment, that is, appointment of SSU officers to CIG positions."
Several of the senior SSU administrative people formed the first CIG
administrative and personnel staffs. William Tharp served as first
Personnel Officer of CIG while he was still Executive Officer for Admin-
istration SSU. His assistants, Judson T,ightsey and William J. Kelly~~
doubled as CIG personnel officers. In July 1946, when the SSU was
-~ Far chronology, see Appendix B.
-~ William J xelly was to serve as Personnel Officer and first Per-
sonnel Director of CIA. from 2 May 1947 until 30 July 1951. For a list
of Personnel Directors, see Appendix C.
Approved For Release 2000/08/1 ~E~f~9A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
absorbed into the CIG as the Office of Special Operations, Tharp.., who
had been Chief of the Personnel Branch, CIG as well as Executive
Officer for SSU Administration, remained in overall charge of the per-
sonnel of OSO. hihtsey!became Chief of the Personnel Section of CIG
with__Kelly as his deputy. Personnel administration in the CIG, although
divided from the beginning, was headed by SSU people who maintained
close ra~~port regardless of the organization boxes. 6~
ThEyre was, however, a difference worth noting in the handling of
overt anti covert personnel actions since it had a significance in the
staffing of the avert and covert components of the CIG. The appoint-
ment, as:~ignment, and promotion actions of avert personnel were re-
viewed far qualifications, job classification and grade level by CIG
personnelL officers and by the fully cleared Civil Service Commission
representative in the CIG Personnel Office. Covert appointments
followed a different route. They were reviewed by an internal body,
the Personnel Review Committee of SSU and later of CIG. The committee's
function was to review and approve appointment and promotion actions.
The committee's major problem was the perennial one of authority in
Agency personnel administration -- how far could they ga in challenging
-4-
Approved For Release 2000/08/'FG'A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
the recommendations of .the operating officials. Lacking an outside
source of reference, such as the Civil Service Commission, the
committee found that it could not go very far. The greatest difficul-
ties between the committee and the operating official concerned the
qualifications, or lack thereof, for the grade levels proposed for
covert personnel. Appeals to the Director of SSU, and later to the
Deputy Director of Central Intelligence (DDCI), were necessarily reserved
for cases of really serious disagreements where a complete breakdown in
communication had occurred.
Thcw disparity in the appointing and promotion procedures was
increased in 1848 with the establishment of the Office of Policy Co-
ordination (OPC) which was to conduct
OPC had its own ideas on personnel administration;
they did not include the central Personnel Office, even for recruiting.
In the opinion of 'William J.' Kel~y,'CTA's first Personnel Director, it
was the coming o:f OPC "out of the blue" that really began the deep
divisions in Agency personnel administration. ~ Before that, and
during the CIG phase particularly, organization gaps could be bridged,
command chains were not sa elaborate, and many of the differences could
be resolved by the individual efforts of the personnel officers working
_ 25X1 A -~ General Order
25X1A
-5-
Approved For Release 2000/08/1 ~~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
directly with the operating officials of the Office of Special Oper-
ations.~ Indeed the most significant event in personnel administration
in pre-CIA days -- the winning of Schedule A authority from the Civil
Service Commission (CSC) on 16 September 1846, which freed CIG from
the examining and certifying procedures of the CSC -- was accomplished
by .:Tharp.,:. then Executive Officer for the Office of Special Operations.
New people brought in from outside to staff the CIG personnel office
were at a disadvantage, however, particularly in the placement and
classification areas, because of lack of continuity in intelligence
administration and lack of finesse in the fine art of dual and often
triple administration.
Thc~ new personnel organization struggled hard to stay ahead of
the Agency staffing problem while building its own strength. 8~ A
summary of CIG Personnel Orders from September 1946 to January 1847
showed progress:
With increasing capability of the CIG Personnel Office,
the chosen personnel of the SSU administrative offices are
assigned to appropriate CIG components in both the Projects
Support Division (the OSO Administrative Unit) and in the
new components being established to service the new overt
offices of the CIG.
~ Youth was a major factor that contributed drive and resiliency that
helped to overcome difficulties in the relatively small organization of
the late lg4o's. OSO Branch Chiefs, including and others 25X1A
who were to become the "greats" of CIA, were, with few exceptions, in
their late twenties or early thirties. WillxamKelly,!the Personnel
Officer (D irector), was thirty years old in 1848.
- 6 -
Approved For Release 2000/08/1~~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
By the time CIA. came into official existence in September 1947,#
the Agency had reached a strength of almost - The sudden switch 25X9
from a program of deep cutback of SSU~~ to a sharp buildup of CIG to
meet operational responsibilities cast personnel administration very
firmly in the service role. The conventional role of ensuring equity
and fairness throughout the organization was never to be primary. The
functional statement far the Personnel Branch of the Executive for Admin-
istratioxi and Management contained these tasks; the operative word was
and remained service:
Recruits and develops standards for the placement of
personnel in servicing personnel needs of all offices of
czA.. J
Plans and effects a classification and salaxy admin-
istration program.
Provides training and indoctrination for CIA. employees
as needed .
Maintains personnel position control system to reflect
budgetary, classification, and organizational status of
al:L positions.
Provides medical and employee relations services.
-~ The effective date of the CIA. provisions of the National Security
Act was 18 September 1947, the day after the first Secretary of
Defense, James V. Forrestal, took office.
~ According to the best estimates available from finance sources,
SSU had been reduced to less than _ people by July 1946 when it 25X9
was absorbed into the CIG as the Office of Special Operations.
Approved For Release 2000/08/'~~~'IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Early Organization and Staff, CIG and CIA.
The initial organization for personnel administration in CIG
consisted. of a Personnel Section in the Administrative Staff of the
Executive for Personnel and Administration (P&A). The personnel
section e~erviced all components of CIG except the SSU and the covert
Office of Special Operations when it succeeded SSU in July 1946. The
Chief of the Personnel Section was also the Personnel Officer of CIG.*
the Deputy to the Executive for P&A was, in the
organizational hierarchy, the immediate superior to the Personnel
Officer and controlled the personnel Table of Organization and budget. 10
In July 1947 the Executive for P&A was upgraded to Executive for Admin-
istration and Management; this was a move designed to make the position
the sole channel to the DCI and the DDCI on both overt and covert admin-
istrative matters. CIG "Personnel" gained Branch status at that time.~~
~- Tharp was the first Personnel Officer of CIG, holding the post from
17 April 1946 to 9 May 1946 while still Executive for Administration
in SSU. Lightseysucceeded him on 9 May 1946 and Kelly,.. who was
Lightsey's deputy, succeeded him on 2 May 1947.
;;,~ 25X1 A -~ - was D epu~ty to the Executive for Personnel and Management
(Administration and Management) of CL4 from 1947 to l December 1950;
Assistant Deputy Director, Administration from 1 December 1950 to
3 January 1951; A~DDA~General from 4 January 1951 to 31 December 1951;
25X1A - became Chief of Administration for the DDP in January 1952 and
served i~.~. that Directorate until his retirement.
-~-~On 8 August 1948 George E. Meloon became Assistant Chief, Personnel
Branch, under Kelly:, whom he would follow as Personnel Director in 1951.
Approved For Release 2000/08/1'~c~~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
On the covert side, personnel functions for the Office of Special
Operations were at first performed by existing staff elements under
the Executive Officer for OSO.~ In the course of shuffling the staff
elements, Personnel became a D ivision in OSO's Administrative and:
Services (A&S) Staff in 1947.~--~ The arrival of the Office of Policy
Coordinai;ion (OPC) was the major administrative event of 19~-F8. 11
OPC had an immediate requirement for _ people (the Agency's total 25X9
strength was about - at the time) and its own ideas on adminis- 25X9
tration, including personnel administration, which did not include the
Executive for Administrative and Management of the Agency or the Per-
sonnel Office reporting to him. Losing no time, the new office, OPC,
and OSO proposed in August 1948 a merger of their administrative functions
25X1A
~- Tharp was the Executive Officer and who was to
leave the personnel field for a career in operations and training, was
the Assistant Executive Officer (Personnel).
-~- Some of the future top personnel officials of the Agency, including
three Personnel Directors, were spotted throughout the OSO adminis-
trative organization in the late 1940's. Gearge E. Meloon (Personnel
Director 1951-55) had service in OSO both prior to his move to the
CIG post in 1948 and later as Chief, Special Support Staff in 1949-50;
Robert S. Wattles (Personnel Director 1968-70) was Assistant Chief,
Personnel Division, OSO in 1948. OSO's A&S Staff had a Special Funds 25X1A
Division, the Chief of which was .:Emmett Echols, who was to serve as
Personnel Director from June 1960 to February 1968.
served as Chief of the Covert Personnel Division of the Covert Support 25X1A
Staff (CSC), the successor to the A&S Staff, and was
Chief, Personnel Procurement Section, having succeeded ~ 25X1A
that post in 1947. Others working away in the OSO at that time included
in placement and as the lone classifi- 25X1A
Approved For Release 2000/08/1 ~EC~~-RDP90-007088000200130001-3
 SECRET .
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
that would give them a direct line to the DCI. The combined unit
would be responsible for all covert support functions except personnel
investigations. Each office would have its own Personnel Officer; bath
would be represented by a combined Staff Chief to be located in the
Director's office; separation from the Executive's central staff and
authority would be virtually complete. The proposal met with vehement
objection from the Executive, Murray M~Connel,~ and his Deputy, -
25X1A
25X1 A In two memoranda to the DCI , - charged that duplicate 25X1:A
staffs would lead to confusion in CIA's relations with the Bureau of
the Budget and Congress, to internal competition between overt and
covert offices for the Agency's administrative resources, to a weak-
ening of the cover arrangements far administrative services required by
the covert offices and to duplication, inefficiency, and wasted effort.
The use of the term "operational security" could be read as an effort
to achieve covert autonomy 12 according to ~ 25X1A
In September 19+8 a temporary compromise was effected by merging
the Executive's staff offices and OSO's Administrative and Services
Staff ini;o a single group of five divisions, each subdivided on an
avert-covert basis under the Executive for Administration. OSO and OPC
were authorized to maintain "necessary small administrative staffs for
~ McConnel._was to become the first Deputy Director for Administration
(DDA) and to serve in that post from 1 December 1950 until. his resig-
nation, effective 1 April 1951.
Approved For Release 2000/08/1~~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
internal operations." 13
In October 1949 a fundamental reorganization established completely.
separate staffs for supporting each side of the house, and in effect
it split personnel administration into three pieces. The Administrative
and Support Staff -- later shortened to Administrative Staff -- serviced
avert activities. A&S had its own Personnel Division. Medical services
was separated from Personnel at this time and set up as a division of
A&S. There were also Fiscal and Services D ivisians. The Covert
Support Staff -- later renamed Special Support Staff (SSS) -- provided
services to the covert activities. It had three divisions -- Employees,
Finance, and Procurement and Supply. Both staffs were nominally under
the Executive for Administration and Management (A&M). A Personnel
Staff was established at the "Executive's level, and the post of Per-
sonnel Director was established. The Personnel Staff provided technical
assistance to the Executive, developed personnel policies, and reviewed
classifications and placement actions at the GS-13 and above levels.
This three-way split prevailed until October 1950, when General: Walter;
Bedell ~mith'`assumed the DCI responsibilities. 15
-~ See Figure 1, p. 12.
Approved For Release 2000/08/1~C~Ip4-RDP90-007088000200130001-3
 Ap~roved~For Rglease X000/0~/18 : CIA-RD~90-0~708ROQ0200'~30001 ~3- 1, _ [ ~_
--f SECR~ .
1
3 Cni2f
AD'J L 50 RY
COUNCf'L
19+9 Organizational Chart -CIA
PERSJti`:EL
-$TAcc
Frrscnnei
- Diraetor
SPECIAL
SUPPORT
STnff
Chief
t
11EOtCAL 'ER50l;H c' FISCAL ~ 5-RJICES Ev=L0YE:5 ~ Ft;,:~;CE `~J.'_'~'
DlVlSION OIVISlCti DIVISION iCIVI51Gti~ DlVtilOh ~DlL'lSfGti ~ ~ S s"-_:;~
11 LO l d_i : _
SY~r~=_on CSiaf Chief Chief ` Cniaf ~ ,,,:i~= ~ ~ C~ia~
Asst. Diraetor ~ Asst. Di.-__,
- ~ -; l -
--Appr-oared fAr Release 2000f08F18-: CIA-RDP90-00708R0.002~00130001-3
@UDGET
STAFF
8udg?t
Officer
 25X9
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
The State of the Art, 1947-48
On 31 D ecernber 1947, CIA's population was _ staff employees. 25X9
It rose t:o _ by 31 December 1948. The 28-percent increase was
achieved despite losses of more than ~ people, about 19 percent of 25X9
the average on-duty strength. The job market was tight, and the long
predicted postwar recession had not occurred. Recruiting was the major
task for an Agency faced with a sharp buildup to meet operational
demands placed upon it, but there were a variety of personnel adminis-
tration problems in the expanding organization. 16 The Assistant Chief
of Personnel, George Meloon identified the ills and suggested the
remedies in an October 1847 report, which farms the basis for the account
that fo17~_ows . 17
Meloon'focused on the uncoordinated and hasty efforts to build an
urgently needed personnel organization in a very short time and simul-
taneous with the buildup of the parent organization. His study revealed
an alarming shortage of experienced personnel officers and processing
clerks to man the various units in the central office, which at the
time con:>isted of a Transaction and Records Division, a Classification
and Salary Administration Division, a Placement and Procurement Division
with a Testing and Evaluation Section, and a Training Division. Appli-
cations were sometimes not evaluated properly or were held by operating
official.> for lengthy periods without close followup; files were not
properly organized, and retards were frequently lost or mislaid; letters
Approved For Release 2000/08/~~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
of acceptance or rejection were delayed. A brief survey of positions
in OSO brought to light the fact that the jobs in that area were not
classified by trained individuals -- often not classified at all. Desk
audits were not permitted; certification by the OSO Personnel Section
was all that was required. Most alarming was the delay in obtaining
security clearances; the average time required for clearance, even
for individuals in the Washington area, was six and a half months. 1$
In the six months preceding eloon"s report (April-September 1947),
65 stenographers had declined employment because they could not wait
for security processing. The need for a strong training and orientation
program throughout 'the Personnel Office was apparent in all of its units,
and so was the urgent requirement for an increase in staff.
M?:Loon stated in his report that the reorganizing and strengthen-
ing of tl~e chaotic procurement function was the most urgent need of the
moment.
As the (Procurement) Office is presently operated, with
a very inadequate staff -- in terms of quality -- and
practically non-existent in terms of numbers, it will never
get the job done. A review indicates that in many
months we are losing ground (that is, losing more people
than were added). Either the requisitions for personnel
should be canceled or topside should recognize that the
Personnel Office is not equipped to fill the needs of the
operating offices. 19
~ ;Melaon's recollection in the 21 January 1971 interview for the Oral
History was that there were three people in recruitment work in 1947,
only one of whom wa.s full-time.
- 14 -
Approved For Release 2000/08/1 ~~#-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Next to the recruitment problem, MelQ~n__stated that the develop-
ment of E4 program for orientation training of clerical personnel, tied
in with Nome kind of a pool operation, was the most pressing need. A
measure of the youth of the Agency is implicit in Meloan's statement
that he had not been able to obtain an organization chart of the Per-
sonnel Office or the Agency:
It appears to be generally understood that the
Inspection and Security Chief frowns upon too much
ar'.~entation, basing his opinion on the need-to-know
basis. I feel that this is more a case of a little
knowledge being a dangerous thing and the fact that
an employee of one element doesn't know anything
about the functions of the rest of the Agency will
ca;zse more security violations than if generally
informed. This should not be construed as a recom-
mendation that all employees be briefed on all
clandestine operations. 20~
Me~.aonproposed some remedies for the problems he had unearthed:
Orientation training for all clerical employees.
Tr~~,ining program for personnel interviewer officers
and technicians.
Separation of placement and procurement functions
and immediate increase in procurement staff.
More active recruiting campaign particularly with
respect to contact with private industry, universi-
ties, professional societies.
Recruitment of a small group of personnel techni-
cians to develop procedures, conduct special studies,
review work flow, T~0's, staffing, budget, legislation,
make valid recorrunendations to Personnel Director on
personnel management program.
Approved For Release 2000/08/'~G~iA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Initiation of 30, 60, 90-day followup interviews
wii~h each new employee to determine validity of
initial placement, proper utilization for future.
Periodic reconciliation of personnel requisitions
with records of operating offices.
Re reported in the area of Control. The extent of the
Director of Personnel's control of Agency personnel
programs rerr~a,ined essentially unchanged and was considered
to be neither very satisfactory nor very unsatisfactory.
Wage Classification: With the introduction of the flexible
Table of Organization, procedures were to be based on career
service staffing authorizations rather than an the existence
of an aggregate number of approved positions filled by a
given career service. 91
Management Development: It was hoped that a listing of
individuals who may be considered for the Agency's manage-
ment Development Program would be completed shortly.
Included in the Brief was a statement of intention by the Director
of Personnel that was to lead to the most heated of all the controversies
-11~+-
Approved For Release 2000/08/~~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
involving personnel administration in the Agency. His words were:
During the coming year I propose to make every
effort to identify those individuals in the Agency
whose continuance in their present career service
over an extended period of time is against Agency
interests. It will then be necessary to take steps
to move them to other career services or to assist
them in finding employment outside the Agency.
In addition to dealing with the surplus personnel program, Stewart: set
some personal goals of his own by the end of his first year in office.
These included putting the career services on a self-administering
basis, encouraging them to develop personnel policies and procedures
within a, minimum framework of Agency policies, reorienting the early
retirement proposals in terms of needs of the service, revising and
simplifying Agency personnel regulations, and going forward with the
ideas and concepts on manpower management and compensation that were
coming up from below in the central Office of Personnel. 92
The; surplus personnel problem overshadowed all others on the list.
Not only had the Director of Central Intelligence, Allen Tlulle~ given
this problem top priority, 93 but also Stewart was intellectually
convinced from his experiences in both Headquarters and overseas that
the Clandestine Services, at least, were seriously overstaffed. 94
25X1 C
Approved For Release 2000/08/'~C~'b4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
many and. the wrong kind of people .# Many were not suited to da the
work of the Clandestine Services. The upper grades were congested
with people hastily hired far urgent requirements that no longer
existed, and they were blacking the progress of younger and more
versatile officers as well as choking off the intake of young pro-
fessions,ls required to maintain a healthy and viable organizational
life. The predictable hardening of the bureaucratic arteries had
set in, and something had to be done.
As a prelude to action, and to pin down the exact size and nature
of the problem, the Office of Personnel undertook studies to determine
the professional manpower outlook and to substantiate the needs of the
Agency. A 195g statistical study of the Clandestine Services Career
Service made these points:
The CSCS will not be able to maintain its present
le~rel of operational activity unless steps are taken
to provide for the recruitment into it annually of a
substantial number of young officers and for their
advancement at a reasonable pace. To be able to
recruit these young officers, the service must
~- As early as 1953 supervisors and personnel officials had found that
termination problems were na longer hypothetical. In August of 1g53
the Acting Personnel Director requested the General Counsel for an
opinion as to the applicability of the Director's plenary power to
terminate for administrative reasons. A 7 May 1g56 memorandum from the
DDS to the DDCI recommended that each proposed termination for admin-
istrative reasons be treated as a line (as opposed to a Board) action
25X1A under ~ to foreclose appeal to the Civil Service Commission
up to the point where it becomes necessary to invoke the Director's
special authority to terminate in the best interest of the United States.
- 116 -
Approved For Release 2000/08/1~~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
separate an equal number annually. To be able
to promote them, a means must be found to effect
such separations among personnel occupying medium
and. higher grades. Attrition does not at present
accomplish this nor will it in the future. In
addition to this basic and long range problem, the
Clandestine Services are confronted with problems
rising from the distribution of male officers by
age and grade, Forecast based on present recruit-
ment rates, effect of ceiling, the distribution of
male officers in grade GS-09 and above (not includ-
ing TSS personnel), present attrition rates, the
effect of the operation of the Civil Service retire-
ment pxogram shows that the Clandestine Service will
be staffed by a predominantly old group of employees
by 1974. 95
A1t;hough the other Directorates did not show as sharp a need,
mostly because of a greater attrition rate in the higher grades and
a more diffuse age and grade distribution, the studies showed that
several of their numerous services could stand some pruning.
In planning what to do about the situation, there was one point
of agreement. Nobody, inside of Personnel or outside, wanted to
fallow Civil Service reduction-in-force procedures, which seemed to be
peculiarly designed to retain the very people that the Agency needed
to separate and to separate the very people that the Agency wanted to
retain. Early retirement offered one possibility. Under the spur of
the surplus problem, legislative proposals were reviewed and a
statistical manpower approach, based on the needs of the Agency rather
than the needs of the individual, succeeded in getting the CIA retire-
meat legislation on a new and eventually successful track. 96
Approved For Release 2000/08/18E~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25'711 A
25X1A
As a guide to the development of a formula for qualifying service,
data were accumulated on the amount of overseas service and the total
Federal :service of people serving overseas. Separation data were
studied to establish a reasonable expectation of what might be expected
from nat~zral attrition. A contract was let for actuarial studies to
obtain cost projections that could be used in making estimates to the
Congress. Government experts in the White House advised against the
Foreign Service "up or out" concept -- that is, forcing people out after
failure 'to be promoted in a given number of yeaxs -- as not suited to
the Agency's problem of immediate action on surplus. 97 They dis-
couraged early retirement proposals based on age alone. The Agency
then sought to develop a CIA solution for a CIA problem, drawing an
the experiences of others as they seemed to apply.~~
Controlled Staffing. On 6 November 1959 the Director of
Personnel presented to the DCI a paper entitled "A Manpower Control
Program for the Clandestine Services Career Service." ~ Attached
~ The ~;ubject is treated more fully in OP's history of the Reluctant
Retirees, 1957-67, OP-~, b January 1971.
-ll$-
Approved For Release 2000/08/1~~~A-RDP90-007088000200130001.-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
;25X1 A
25X1A
were st~~tistical studies showing age-grade distribution, current and
projected to 1974, and a proposed optimum to be achieved by forced
attrition of middle and senior officers to permit the annual entry of
145 Junior Officers.
The program was presented both as a
means o:f effecting manpower controls in the interest of long-range
planning and as a means of accomplishing an immediate reduction in
staff. It was suggested as being applicable to DDI and DDS groups as
well as to the CS.-~ The legal authority to separate surplus people
was stated -- after careful check with the Justice Department, the
Civil Service Commission, and the White House Personnel Advisor -- to
be contained in Section 102(c) of the National Security Act of 1947,
as amended.
The original proposal far what later became known as the
701 exercise described a two-part project: a one-shot action to
reduce surplus, and an annual forced attrition to correct the age
25X1 A ~, as Chief of the Plans Staff and as Chief of the Per-
sonnel.Assignment Division (PAD), was the principal personnel staff
officer for these studies.
~~ The:DDI,'Robert Amory, resisted the 701 Program throughout. He
felt-that there was no need for it in his Directorate and that by
violating the concept of tenure, it would seriously impair their
recruiting possibilities in the academic world. The DDS, Colonel
White.~zpported the program and used it in same areas in the Support
Directorate; but 701 was primarily a Clandestine Services exercise.
- 119 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
-25X1A
and grade mal-distribution and pare dawn the hump (see Figure ~+).
Both pus~poses could be served, it was assumed, by a procedure des-
cribed in -- establishing retention registers that
were rank-order listings determining the order of precedence for
retention in terms of a given career service, panel or, in the case of
non-career service personnel, organization unit. Factors to be con-
sidered in ranking were position performance, qualifications, and
potential or future usefulness. After review of the retention registers
by a committee of three senior officials appointed by the DCI, listings
were to be passed up through successive layers of command to the Head
of the Career Service or the operating official. 100 The Director
of Personnel would then review the registers, making every effort to
protect the interests of the individual and to retain in Agency empl~y-
ment those who qualified for positions in components other than the
one nom:i.nating him far separation. As the final step, the Director of
Personnel would then recommend to the Director of Central Intelligence
the separation of those individuals who were deemed to be surplus to
the Agency as being advisable in the interests of the United States.
Contrary to the procedures followed by the commissioned
services of the Federal Government -- the military services and the
foreign service -- the identification of the individual to be separated
and the authorization of benefits were not tied together. Separation
pay was limited to those who were 3p years or more of age and who for
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 25X1A
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
a period of five years or more preceding separation "were assigned to
duties i.n the intelligence, operations, or communications structure
of the organization requiring the acquisition or application of skills
far which requirements in other Government or commercial fields of
employment are either rare or non-existent and which effectively
prevented them from studying, practicing, or otherwise developing
or retaining proficiency in an established occupation or profession." ZOl ~
The 701 Program was officially adopted with the issuance of
25X1A
10 February 1961, some nine months after Stewart left offiee.~~ The
long-range manpower planning and control aspect of the original pro-
posal, 'the so-called controlled staffing concept, was lacking in 701,
although by separate action there was an increase in the intake of young
25X1A
Approved For Release 2000/08/18~c~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
'?~ 25X1 A
officers;, which -- if anything -- added to the congestion. 103 The
main emphasis was on a "one-shot" separation of surplus people, and
it was to this task that the attention of both operating officials
in the CS and the Director of Personnel and his staff was turned in
the ensuing year, with results that will be described in a subsequent
chapter.
stem and Methods. On the technical side, innovative pro-
cedures were introduced during Stewarf's regime in the areas of position
management and ceiling control, compensation plans, and improved manage-
ment of the unwieldy Table of Organization system. Several of these
concepts had been developed as early as 1955, but it was S~ewar~'who
recognized the need for them and went forward with them. 104 The
publication of "Ceiling and Position A uthor-
ization," "Average Grade
Controls," on 26 February 1959 were important steps representing unique
CIA approaches to the problem of centralized control and decentralized
execution. The staffing complement separated the current work force
requirement from the temporarily non-productive group in training, on
detail, or on extended leave, who were carried on a development comple-
ment -- thus achieving a more accurate personnel accounting picture.
Methods were devised for identifying positions in terms of the career
service which was responsible for staffing them, and the planning of
personnel and career management was thereby facilitated.
Approved For Release 2000/08/1 ~E~-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
By identifying positions either as "fixed" -- a position to
be filled only by one incumbent such as a division chief or by a set
number of incumbents such as the branch chiefs -- or as "flexible" --
positions to b~ filled by an open number -- operating officials could
make assignments to meet workload requirements without going through
the bureaucratic process of adding or transferring T~0 positions. By
imposing average grade controls -- requiring the component to lower a
grade tc> raise a grade -- it was possible to manage wage and salary
administration on an overview basis without review of individual trans-
actions.
Some of the ideas proved impractical. The allocation of
ceilings by career service, as originally proposed in did 25X1A
not work. Ceilings continued to be allocated on an organization basis,
but out of the so-called Career Service Staffing Authorization (CSSA)*
~- The Career Service Staffing Authorization was part of the 25X1A
Position and Ceiling Authorization, 14 November 1958, in whi
attempt was made to combine personnel and manpower planning at the
career service level. The CSSA process was a complicated one and in-
cluded the career service ceiling, estimated headroom, inventory of
assets, with the head of the Career Service expected to estimate the
three factors of accessions, separations, and promotions against those
items to arrive at a manpower and personnel plan for the upcoming year.
The CSSA concept was resisted by career services and had to be with-
drawn after a year. From it came the Career Service Grade Authorization
(CSGA) 'produced entirely by the Office of Personnel, limited to
cumulative headroom by grade and furnished as a guide to the career
services on promotion possibilities. The CSGA is still in use (1972).
Position and ceiling authorization have been on an organizational basis
ever since the 1958 attempt at a career service ceiling.
-124-
Approved For Release 2000/08/18E~~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
came the Career Staffing Grade Authorization (CSCa4), which proved
effective in setting outer limits for the Boards on the number to be
promoted based on the cumulative number of T~0 positions designated for
the career service by grade. The competitive Promotion Policy was
made practicable by the development of the Personal Rank Assignment
procedure permitting assignment of higher graded individuals to lower
graded positions if that was required by the operation of the competitive
promotion system or by the needs of the service. These ingenious and
interrelated steps loosened the inherent rigidity of the classification
and the '.['~0 systems without loss of control down the line; 105 and
the control factor was becoming increasingly important as higher author-
ity in the form of the Bureau of the Budget and the Congress asserted
greater supervision over the Agency.~~
These were clever but rather elaborate procedures, and the
question might well be asked, why the basic adherence to the Classi-
fication Act grades and procedures and to the cumbersome T~O system?
25X1A ~ were the principal staff officers
25X1A developing these changes. - describes the background in source 101.
~ The question of where the CIA ties into the US government has been
discussed at some length in the press and by many students of public.
administration. Administratively it is part of the Executive Office
of the President, as is the Bureau of the Budget. Starting in the mid-
50's the President exercised increasing administrative and budget super-
vision through the BOB.
Approved For Release 2000/08/1;8~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Why not make a fresh start? Indeed, more drastic measures were pra-
posed. A CIA. Compensation Plan was placed before the Career Council
on 27 March 1958 at a time when the modifications previously mentioned
were also being considered. The plan had several striking features
that represented new approaches to the fundamental problem of compen-
sation. For example, the nine C,S grades from GS-07 to GS-15 were
reduced :~n the plan to five groups, and the salary ranges within the
groups were extended up to a maximum of ~+8 percent of the base grade.
The pericxlic increases based an time in grade were eliminated. Two
types of promotion were provided for, one by competitive means through
the Carec~r Service and the other by merit increases based on performance.
The plan was extensively researched and discussed with the
staff of the House Committee an Post Office and Civil Service and with
President Eisenhower's Advisor an Personnel Management. Although it
received an encouraging reception, the plan was eventually shelved for
a number of reasons. The external climate in the Civil Service
Commission (CSC) and the Bureau of the Budget, (BOB) where grade
escalatic7n and the whole business of federal pay were under study, was
not candczcive to the recommended increase in payroll costs represented
~- The Unit History of the Position Management and Compensation Division,
19+6-67 contains a thorough account of the research effort put into the
modification of the Classification-System over a period of five years and
25X1A of the various proposals far new compensation systems. (Support Services
Historical Series OP-9,
- 126 -
Approved For Release 2000/08/9~cR~31A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X9
25X9
in the Agency's plan. The Agency, although granted many exceptions
and special authorities in the field of personnel admin~.stration, chose
to remain tied to government-wide policies in the very complex matter
of pay, and this was probably a wise choice in view of the develop-
ments taking place in the government at large.
In the traditional areas of recruitment ~,nd placement, the
Stewatorical Files. Personnel Office Progress Report, July -
December 1853, Plans Staff.
~,j 50. Ibid. Memorandum for Chairman, GIA Career Service Board, from
25X1A Chairman, Professional Selecta.on Panel, dated
25 October 1952. Subject: Functional Responsibilities of the Pro-
f essional ~~election Panel. The Panel determined these to be: the
establishment and monitoring of standards used by the office boards
for ini~tia:L selection of all candidates for intelligence positions,
determinat:Lon of the over-all suitability for applicants and employees
for initia:L appointment to intelligence career positions, and arbi-
tration of controversies between operating officials and administrative
offices arising from disputes over the qualifications of candidates
for professional employment.
51. OP Historical Files. Minutes of Career Council, Fourth Meeting,
21 October 195 , contain a general discussion of 537 questions received
in writing from this meeting, of which the Career Staff in OP was able
to answer 300, referring the others to the Council. The pledge to go
anywhere seemed to cause a crisis in conscience, particular],y to the
25X1A
working wives. Noticed of 15 October 1954 had endeavored to
allay these scruples by encouraging people to sign up regardless and
to give reassurance that full consideration would be given particular.
Approved For Release 2000/08/18~S~IA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
capabilities, interests, and personal circumstances in carrying out the
"serve-anywhere" policy. A basic facet of the problem was discussed by
~5X1A Miss of the Selection Staff in a conversation with
25X1A
25X1A
Dr. on 19 October 1954 (Memorandum: OP Historical Files).
Miss stated that no formal document on the Career Staff went
to the employees in the early days of the program. Notices of
with respec~~ to the Career Staff was not very good. The Office of
Personnel issued in 1953 a 57-Page booklet entitled, "Facts for members
of the Personnel Career Service," but none of the other career services
followed suit.
eligibility were sent out requiring employees to answer in ninety days
ox indicate why they did not want to become a member. Because of
employee protests the IG changed this policy so that the employee
received ninety days notice in advance of eligibility date and had
ninety days after, a total of 180 days, to make up his mind. Miss
that she had a lot of trouble trying to
answer even the basic question: namely, Does membership in the Career
Staff mean status or tenure, or what? As observed by the writer in
the text (p. 95) it is obvious in retrospect that employee communication
52. Ibid. Memorandum for the DCI fxom the DDS dated May 1960.
Subject: Response to Inspector General's Survey on Career Service
and Tab A, .Philosophy of Career Service.
53? Ibid. OP Staff Paper on Career Conversion Program in OP Plans
Staff Files.
5~+. OP OHP, Tape 7, Statement by George E. Meloon,; 22 January 1971.
55. OP Historical Files. Career Services Staff, Progress Report,
1 July - 31 December 1956.
56. OP OHP, Tape ~+, Statement by 23 December 1970. 25X1 A
57. OP Historical Files. Memorandum for DCI from DDS, 19 May 1960.
Subject: Response to Inspector General Survey on Career Service.
Tab B, Summary of Support Office Heads' Views.
58. OP OHP, Tape 7, Statement by George 'E. Meloon 22 January 1971.
59. OP Oral History Project. The inner workings of the Personnel
Career Service Board are described by two veteran officials in the
Oral History.
25X1A 25X1A
Tape 5, Statement by 30 June 1971. - had served on
the Board since around 19 0 and stated that he had seen a lot of changes
in composition and in ideas. Unfortunately, the Board makes subjective
judgments, he said, and peoples' stars rise and fall dependent an who is
on the Board. "Many people highly regarded by ane Board would not be
Approved For Release 2000/08/~8~S~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Chapter "II (Cont'd)
59? (Cont'd)
treated as well by another. Too often several Board members got in
line to bring their friends to the fore and weigh the promoting
exercise. From an overall point of view, one of the cardinal problems
was the situation of popularity versus performance. Consequently,
many people whose attitude was to give the operators what they wanted
regardless of the consequences became very popular and too often rose
to fairly high grades without any knowledge of the personnel business
or any integrity in what they were doing. The Board continued through
most of the 60's in a rather haphazard way, meeting each crisis and
problem as it arose with little planning or development. In retrospect,
it did surprisingly well. In 1865-66 we reached a point where we thought
we should at least categorize the people in three groups, people who
were doing all right in grade and were no problem; another group which was
composed. of people who were possibly overgraded or causing problems or
were marginal performers; the third group were the people who had the
potential and who should be promoted. This rather crude system was a
basis step along the way to planning what we needed. In 1967 as a re-
sult of the Agency-wide promotion blockage, the Board went through the
whole Career Service in order to determine how many people should be
promoted, whether we had a problem in our key positions, and whether
good, deserving people would be denied promotion. At that time on a
conservative look it was felt that the Board could probably take care
of most of our good people. However, we had. to accept the idea that
GS-l~+ constituted success in the SP Career Service because we had very
few GS-15 or 16 positions. In 1968 and 1969 in order to check our ;
categorization of people we asked Dr. (Chief, Assessment 25X1A`
and Evaluation Staff) to give OP a reading of its people -- fortunately
most of them had assessment tests although some of these tests were
ten to i;welve years old -- and to divide them into the three groups as
the Board had done. Dr. - recommendations as to people with high
potential, those with lesser potential, and the bottom group agreed
quite closely with the Board's. The experiment also proved what good
predictors the A&E Staff were. Furthermore, good insight was gained
from the A&E Staff as to what might happen with these individuals.
Board determinations conformed very closely to the test scares and the
interpretations of the scores."
25X1A 25X1A
Tape 15, Statement by 13 ~y 197-? served
for several years in the early 0's on the Personnel Board and
stated that he knew the people in the service well enough to be able
to make some fairly sound judgments on assignments, promotions, and the
like. '.here was an outstanding effort, he thought, by the Board to be
fair and objective and thoughtful. After serving on numerous boards
both in the field and at Headquarters did not find any Board 25X1A
that was more conscientious in its efforts to do a good job. At that
time, the Board was told what the wishes of the Director of Personnel
- 256 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter II (Cont'd)
59. (Cont'd)
25X1A
were before going into session. - took a stand that he was not
interested in what the Personnel Director thought about people, that he
~,25X1A - thought they (the Board) were there to give the Personnel
t 25X1A
Ch
airman a
Director their thoughts and recommendations.
the time, was somewhat abashed at this idea but agreed when everybody
else on the Board agreed, The Board should come up with its own
suggestions for assignments and promotions, and then if the Director
of Personnel did not like the results he had the power to do as he
pleased about it. Another innovation introduced by - involved 25X1A
people at grades GS-10 and below who were not well enough known by
the Board members for them to make judgments about career matters. These
were serious matters not only to the man but to his family and future
25X1A
~ so that - asked the Board to adopt the policy of having the
d
division chief to give a rundown on the individual and why he propose
one person as against another. This was in addition to the advance
briefing or.~ candidates. The Board did split (original sense of the word)
often. A system was developed of giving numerical credit by establish-
ing criteria and assigning a certain number of points to each. Then
instead of a show of hands the vote would be by a ballot on which the
numerical credits would be entered by each member and then totaled to
come up with a-total score for each candidate. 'Ihe Board would then
arrive at who was number 1, 2, 3, 4, and so forth dawn the. line, The
~6X1A system is T1oW (1970) used in Commo and by the Logistics Caxeer Board,
according -t;o -
- 257 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III
~0. Source 31 contains a statement by Personnel Director Meloon about
the relationships between the Assistant Director, Personnel, and the
Personnel Director.
61. CIA~OP Memorandum, 24 July 1951, to Assistant Director from Acting
Personnel Director. Sub j: Proposed Table of Organization for Personnel
Office, OP Historical Files. There are a number of intriguing ratios
and workload units in the memorandum. For example, one clerical re-
cruiter should achieve the entrance on duty of 175 clerical employees
annually. The specialized recruiter was expected to bring in 125 people.
There should be one classification analyst for every 500 positions and
one placement officer for every 500 employees. A personnel relations
officer ratio was described as one to one thousand employees.
62. OP OHP, HSHC 424, Tape 17, Statement by Deputy 25X1A
25X1A D irector of Personnel, 14 June 1971. stated that recruitment
25X1A was a very large organization in 1 2 with a number of contract
recruiters -- two or three were in alone -- when he was first
25X1A assigned to it. - was his firs oca ion, and he was the first
recruiter to be assigned to that city. Either the program was very
badly o~?ganized or he was. It was not until many years later when the
staff was reduced and reorganized that a concerted effort at college
recruitment was made -- daily plans for campus visits during the
October?-to-March period were worked out for recruiters a year in
advance.. The recruitment effort that - saw and participated in 25X1A
25X1A was haphazard. "Our requirements were
tremendous and varied and yet there were few specifics given. It was
like fishing for shrimp. There were no distinctions made in terms of
individ~zal skills and tremendous pressure from Headquarters on accounting
for time and getting files in. At one time we had to submit on a
weekly basis a report that showed what we had spent our time on each day
of the week. It included telephone calls, the amount of time on the
telephone, the amount of time and numbersyof lead sources interviewed,
the number of applicants seen and the amount of time spent talking to
them. Monthly we got a report from Headquarters as to placements made
back there and files put in process. This kind .of pressure plus the
remoteness from Headquarters wiped out all discrimination from our minds.
We played the numbers game and we were less concerned, in all honesty,
with the kind of applicants brought in this Agency provided that our
records were sufficiently sound to keep Headquarters off our backs."
- 258 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cont'd)
62. (Cont'd)
25X1A - personally chafed under this setup and it was with some relief
that his tour as a recruiter came to an end. All of this was not,
25X1A
- said, to negate the abilities of who was boss
25X1A of procurement for many years and an able, intelligent, and energetic
ti
..~ 25X1 A
c
one. It was a holdover from previous days when the Agency faced fantas
manpower requirements, when applicants' files were pouring in and people
were building up their staffs and filling their vacancies, to the tune
of thousands a year. Selectivity went by the boards. Recruiters attempted
to do a good job, but the extraordinary pressures placed on them in terms
of numbers made selectivity a secondary issue, according to ~
63. OP OHP, Tape 7, 22 January 1971, Statement by George E. Meloon.
64. Personnel Office, Summary of Typical Work Units; Monthly Averages,
1952? Based on data from June through December 1952, OP Historical
Files.
65. OP OHP, Tape 9, Interview, Zawren.ce K. Whit, 5 March 1971.
Shortly after being appointed Assistant Deputy Director, Administration
(A~DDA) in January 1952, Colanel White stated that the DCI, General
Bedell Smith', asked at a staff meeting how many people were in next
25X9 year's budget. Upon learning that were planned for, the DCI
instructions were, "When you have half that number on board, stop
25X9 recruit:~ng." Upon finding that the actual strength at the time was
Colonel White recommended
line
i
th
0 i
,
pe
e p
n
25X9 around ~ with some 1,50
and General Smith approved theme personnel ceiling figure.
66. OP OHP, Tape 6, Statement by George E. Meloon, 21 January 1971.
67. OP Historical Files, Statement from Unit History, Statistical
Records Branch, OP.
68. OP OHP, Tape 10, Interview, Lawx?~:nce K. White, 5 March 1971.
Colonel Whig stated in this interview that. the major dissatisfaction
of top management was with the lack of initiative on the part of the
Assistant Director, Personnel, but that he found it necessary to move
George Meloon out of the number-two job because Melon had become
identified with everything "bad" about the Office. Meloon,'of course,
chose to resign rather than accept a transfer, Colonel White said, but
returned a year later to the Agency where he did an outstanding job
overseas and later as Director of Logistics, ending up as a GS-18. "I
would like to record this," said Colonel White,''"because I was, in the
- 259 -
Approved For Release 2000/08/'~~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cont'd)
68. (Cont'd)
early days and all through this thing and until the end, a staunch
supporter of George Meloon I did what I did because I thought I
had to do it in order to get the personnel business up out of the
mire."
25X1A
69. OP OHP, Tape 5, Statement by 12 January 1971.
70. Annex I, 2 December 1953, Inspection Report of the Personnel
Office, OP Historical Files. The author of this Overview History
noted a marked dissimilarity in the comments and criticisms of the thirty-
twa office heads and DDP Division Chiefs contained in Annex I to the 3
December. 1953 IG survey report and the report itself. It was this survey
report which led to the publication of the "Ten Ways." The operating
afficia:Ls were not uniformly critical. Two DDP Division Chiefs thought the
troubles lay in the lack of Agency-level standards, policies, and proce-
25X1A dures. Chief of Admin for DDP, preceded a very thorough
component-by-component analysis of the Personnel Office by this statement,
" giving consideration to the framework within which the Personnel
D irector had had to operate, this office (DDP~Admin) registers very real
satisfaction with the degree of support, aid and assistance given by Mr.
George Meloc~n personally and has a high degree of confidence in his ability.
While there are many things, we feel in all fairness that the
Personnel Director cannot be held responsible far the lack of these accomp-
lishments. I believe Melo?~n to be a very able Personnel Director who is in
the unenviable position of trying to insure that a great number of non-
government experienced supervisors adhere to the various legalisms of
government employment practices. He had shown a demonstrable willingness,
when furnished with sufficient facts, to effect an acceptable compromise
between the demands of Federal statutes and the operational demands imposed
on us because of our unorthodox endeavors. There is a considerable amount
of restiveness in the organization (DDP) against the supposed limitations
placed on us in the handling of people by the Office of Personnel. How-
ever, it must be remembered that the DCI has committed himself to adhere
as closely as possible to the principles of the several Classification
Acts. .Accordingly, the Personnel Director as the DCI's delegated repre-
sentative for the exercise of personnel authority must conduct himself
25X1A within the limits of this framework." - stated that in his opinion
the Classification and Wage Division rendered greater service and satis-
faction than any other unit within the Office of Personnel. His remarks,
he said, were addressed to the degree of satisfaction received from the
division itself and should not be interpreted "as to our degree of
satisfaction with the classification system per se."
- 260 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cant'd)
25X1A
71. OP OHP, Tape 5, Statement by February 1971, Deputy?
Director of Personnel far Planning and Control, DD~Pers~P&C. While
never stated as such in writing, a large complaint precipitating Point
was the niggardliness of the Classification Divisian in
25X1A 1
~ sa:id
~
,
not giving the operators the grade they thought they needed, Classi-
fication and Wage Divisian was castigated for writing terse and abrupt
memoranda turning down "valid" requests of the operators and always
comparing t'he Agency's unique program to the routine Civil Service
functions. The degree of defensiveness is illustrated by Harrison G.
Reyn,o~.dsf'comments on Point 1 to the DCI wherein he stated, "Our
contacts with the Civil Service System are extremely limited, being .
confined to such things as participation in the government wide retire-
ment system, observation of the requirements of the Veteran's Prefer-
ence Act ," In order to remove the stigma the Classification and
Wage Division's name was changed to the Position Evaluation Division,
which was supposed to help make "service" the slogan of the Personnel
Office, and hopefully to be more agreeable with the operators and
their requirements and to put a stop to writing nasty notes to them.
72. OP OHF, Tape 9, Statement by Zawren~e K.'Whit~,'5 March 1971.
Prestige of the Personnel Office was never very high, said Whitey but
it got lower under the new arrangement. (Note: with the appointment
of Harrison G. Reynolds as AD~Pers in January 1954, the Personnel Office
had been transferred from the DDA to the Office of the DCI, ) Mel~ac~t~
was tagged with the bad-fellow label as lacking imagination, inflexible,
old line, etc, He was the one who prompted every action taken by
Reynolds, ar so it was thought. Mainly, though, it was the Career
Program that caused the loss of prestige. The Personnel Office stood by and
watched the whole Career Program pass them by. They played no role at
all. If Kirkpatrick', had not stepped in, there would have been no
Career Program. The AD~Pers and the ??ersonnel Office were completely
25X1A passive, except fo who turned out more paper than anyone
could read, The Personnel Office had very little to do with the initial
efforts in the year (1954) that they were supposed to be operating at
the DCI level,
73, OP OIL', Tape 8, Statement by 19 February 1971. 25X1A
At this tirrie when DDP CS was not overly happy with the way personnel
he was named Deputy Personnel
- said
25X1A mana
ement was going
,
,
g
25X1A Director (General) and staff (C~Admin~DDP)
~, was named Deputy Personnel Director Specia o ook out for DDP
interests, The arrangement ceased when Harrison G Reynolds became
25X1A AD~Pers in January 1954 and ~ became known as Executive Office.
- 261 -
Approved For Release 2000/08/s 8 RETIA-RDP90-007088000200130001-3
 25X1A
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IT7: (Cont'd)
7~+. OP OHP, Tape 9, 5 March 1971, Statement b Lawrence K. White..
Colonel White"s views were solicited at the time the DCI Allen Dulles}
informed him without warning of the decision to take the Personnel
Office out from under the DDA, A~DDA jurisdiction and make it an
independent office. This was done when Harrison Reynolds,..; who was not
the first choice for the job, according to White, was appointed in
January 19`i4.
75. Ibid. Tape 9. "About a year later," stated Colonel White, "the
DCI called a meeting on the whole personnel business at which General
Cabe11'(the5 DDCI) and Lyman Ka.rkpatxick!(the IG) were present. The
DCI, who had become dissatisfied with the AD ~Pers performance, stated
right then and there that he wanted (Colcanel White) to take the office
back. Kir]~,patricksuggested that if the DCI was going to do this,"why
not put Training and Comoro under the Directorate and rename it the
Deputy Director for Support, a suggestion on which action came very
fast." Calanel White made'it clear to all concerned that if he was
taking bacl~ Personnel he wanted Harry Reynolds reassigned. Subsequently,
Colonel Whig and the DD CI, General'Cabe11 called on the COPS, Dick
- to ~aominate one of his top officers for the Director of Personnel
job, and "-that is how Gordon Stewart; became Director of Personnel" (in
1957)
;.~ 76. OP OHP, Tape 8, Statement by , 19 February 1971. 25X1 A
25X1A stated that his duties as the Executive Officer were to review
25X1A
material going to the Pers~Dir and the AD~Pers; to see to it that the
various divisions were staffed; to follow up on periodic reporting and
review same before it was passed up the line; to serve as point of
reference :eor the Research and Planning Staff and for the division
chiefs; and to function in the line as number three. Also, D ~Pers
delegated certain approval authorities including personnel actions in
the Personnel Office and similar actions requiring D~Pers sign off.
- does not remember any appreciable change in his duties with
Melaan's departure, which he greatly regretted. - was instrumental 25X1A
in obtaining a field trip for Charlie in October-November 1956 to Europe
and the Near East and in furthering his understanding of Agency's over-
seas personnel and support problems. stated that from the time 25X1A
in March 1951 until leaving OP in 1957 to joining
25X1A s Inspection Staff the pace was fast and furious. The
Personnel Office was just one jump ahead of the ;sheriff in terms of the
requirements placed upon it.
- 262 -
Approved For Release 2000/08/18 :CIA-RDP9~0-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
~25X1A
25X1A
25X1A
25X1A
,,.~ 25X1 A
Chapter III (Cont`d)
77. OP OHP, Tape 10, Statement by Lawrence K White,..: 19 March 1971.
was chosen, said Colonel White,... because he was highly respected
by the Clandestine Services as a man who understood their needs and a
man who rendered serva..ce. - had been out to the Far East with 25X1A
Admiral ~ ,who said that - was absolutely the most out-
standing staff officer he had encountered in all his service, including
the Navy. also had confidence in ~ as 25X1A
an administrator, as did Colonel Wh3,te, so that it was a "natural" to
put him, rather than a personnel specialist, in the job.
78. Ibid. Tape 10, Statement by Lawrence K. White, 19 March 1971 as
follows. During the period when the Personnel Office was not under the
DDR,`Colonel Whte'had established a policy with office heads that he
would personally review promotions to GS-l5 and possibly to GS-14. He
thought Harry Reynolds knew about this policy, 'but he could not be sure
he had ever. told him specifically about it. Some time after the Per-
sonnel Office was returned to the DDA jurisdiction, Colonel hite'learned
from some personnel careerists who were working for him at the time, the
names he can't be sure of but were 25X1A
probably among them, that everybody down in Personnel was getting a one-
grade promotion and they were all congratulating each other and were
about to have a big celebration. Deciding that this kind of wholesale
action was not in accordance with the rules and regulations he had
established far everyone else, Colonel. White called Harry Reynolds and
when Reync~:Lds'confirmed the report, asked that the actions be held up
until he could review them. Reynolds stated that everyone,
including Colonel White, had been critical of Personnel, that morale was
very low, and thai.the promotion action was one w.ay he intended to restore
morale. Views were exchanged sharply and as a result most of the Per-
sonnel actions were withdrawn by Reynolds.
79. OP OII:P, Tape 11, Statement by 2 April 1971. 25X1 A
~ ~ uy~ ...
non-1-ral'~ 7. F+ ~PtPrmi_nation of policies and procedures which heretofore had
peen uanulcu. uy 411G ~.~~ - --- --- 25X1A
names at the time were
At the same time another very important role was being played by 25X1A
_ as the principal originator anal drafter of correspondence and other
documents issued by the Director of Personnel. Action was also 'taken to
develop a career management system for personnel careerists and to train
and prepare them for assignments outside the office as qualified repre-
sentatives of the Director of Personnel.
- 263 -
Approved For Release 2000/08/ S8 c~C,l~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IIT (Cont'd)
80. OP OHF, Tape 10, Statement by I~awxer~ce K White,.: 19 March 1971.
The question of Persannel ratios was raised by the Congress and the
Bureau of the Budget. Colonel White's concern with Personnel staffing
ratios, he said, was limited to watching the situation and to having
the right explanation for the Bureau of the Budget or the Congress or
for anybody else who had the right to ask why CIA's were higher than
other Federal agencies.
25X1A
81. OP OAI', Tape 11, Statement by 2 April 1971. A
change in outlook on the part of people in the Office of Personnel was
~L5X1A called for, said ~ in order to get them into the supporting-
monitoring role and away from the old and long-sought authoritarian role.
There was ~~ rather marked difference of opinion among senior personnel
officers about this. Some were very much in favor of the Agency's career
policies and did a great deal in speeding the installation of the career
program. Others found it quite difficult to adjust, for example, from
the idea of promotion based solely on the grade of the position and other.
ground rules of the day. Gradually and with the strong guidance of the
Deputy DirE;ctor for Support, what had been a defensive and passive role
began to c~iange to one of leadership in the development of personnel
policies and procedures.
25X1A
82. OP OHI', Tape 8, Statement by 19 February 1971.
25X1A One of the major improvements in Clandestine Services personnel admin-
istration, said- came as a result of work an 25X1A
competitive promotion and of his persuading the CS away from the T~0
or job bas~ls for promotions which, considering the condition of the T~0's,
was no basis at all.
83. 30 December 1955 Report of the Defense Ad Hoc Committee on a
Military Reserve Po1ic for the CIA, was approved and sent to the
Service Secretaries b Asst Sec Def for Manpower and Reserve. CIA
25X1A Notice ssued on 10 Jan 1956,
reflected this agreement,
- 264 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 25X1A
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
25X1A
25X1A
Chapter III (Cont'd)
85. OP OHP, Tape 10, Statement by T,awrence K. White, 19 March 1971.
As early as 1953, the idea of having a Deputy Director for Personnel
and Training was in a few people's minds, Colonel White said, but, "I
really always thought that it was more of an ambition of MattBaird's
than anything else. TYiere axe theoretical arguments that could be
made and the combination could be made to work, but as I look back on
it, from the day that General Smith told me to tell Matt Daird that he
was never going to be Director of Personnel, I never took these pro-
posals very seriously. At some later date, and it would be 1956, the
IG raised the possibility again. This time the suggestion grew out
of a survey which concentrated on the Junior Officer Program and on
the question of whether OTR or OP should have charge of the program.rr
Colonel White never could see any sense in the suggestion that the two
offices be combined to resolve the JO problems. He did have a number
of conversations with both Personnel and Matt laird about the handling
of the JO's? Matt and and his people were always complaining
that the Personnel Office did not process the JO's fast enough that they
did not recruit them properly, and that the Medical Office did not handle
them right and were too narrow minded in turning down people, and that the
Security people were too slow in clearing people. By the time Personnel
and Medical and Security had gotten through screening these outstanding
young men that OTR had identified, they had lost the best ones and so
forth. This was a constant clamor from Matt and QTR; in fact, Matt at
one point indicated, to his regret probably, that he was tired of
fighting a1:1 this and why not just take the Junior Officer Program and
give it to the Office of Personnel and have it over with. Colonel'Whi~e
thought that Matt and OTR were preoccupied with the JO Program to a
degree that they should not have been in view of their other responsibilities.
He thought also that the IG had been short sighted in not taking into
account in his recommendation the other parts of training, such as
clandestine training that really ha.d no place in Personnel. As to the'
transfer of the program to Personnel, Colonel White thought that it
might have suffered in the process simply because Personnel was and is
overburdened with day-to-day work and it would be haxd for them to give
the individual attention, care and feeding which the OTR has given
through the years.
OP OHP Ta e 12 Statement b Gordon M. Stewart, 7 May 1971? Stewart
Stwart 'was amazed
-266-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Chapter III (Cont'd)
to find in 1.50 that the Agency was picking up people who were not very' 25X1 A
in -
i
i
t
ng
n
ra
ualifi.ed except for willingness to undergo
operations. These people had no great military background and
no in e igence experience, and very often their academic work had not
been very good, hence their availability.
25X1A
Upon return to Washington in 1 2 Stewart was asked to
take a-trip to the Far East to acquaint himself with Agency 25X1A
operations in that area. He found FE to be a duplicate of the congested 25X1A
situation in~ "A great rreany people, a large number of whom were
not qualified for a.n elligence work, were on our rolls as a result of 25X1A,
the efforts to develop operations on a large scale."
When Stewart became head of FI and thus head of the FI caxeer service,
the impact of the pile-up of people was being felt very severely at
Headquarters. Large numbers of these people were being returned from
overseas, many of them walking the halls, and many of them were taking
positions that better qualified people should have had. One of the
principal difficulties facing the CS was to find out who could da the kind
of job that needed to be done, who needed greater training, and who --
ld be asked to leave. Some of this sorting out was done at Branch
h
s
ou
25X1A level; the Chief of the , was particularly
s re
u
l
arge mea
good at getting people to resign, Stewart saa. , u a~n
the problem was neglected and many people were at loose ends, including
some valuable people. After some time, "we in FI came forward with a
proposition that should attempt to analyze its personnel holdings,
develop the people who should be developed for future assignment, and
weed out the others."
In addition to being concerned with the professionals, tewat had a
large number of subprofessionals in the registry and had constant
problems with this group. The rate of loss was very high. The
efficiency of the registry, aside from the turnover, was affected
by the relatively limited background of people the Agency could afford
to take on for this work. During the fifties, there were extensive
debates about the future of this kind of work and the election was
made to go far a farm of ADP. "The CS still had not solved the problem
of adapting ADP or the personnel problem. It is very difficult to run
a caunterespi.cxi~a.ge file with poorly qualified and not very well motivated
people."
- 267 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter II:C (Cont'd)
87. OP, P:Lanr Staff, Historical Files. The IG paper was an attachment
to a 2~F January 1957 memorandum, same subject, to D ~Pers from the DDCI
;(General abell). tewart's response came in a memorandum dated
30 April 1957 to the DCI {Allen Dulles) . To complete the references
associated with these two documents, the ~+2nd Meeting of the Career
Council on 25 April 1957 was devoted to the IG paper and the D,/Pers
response. As directed by the Council the subject was reviewed in a
second annual review based on a brief dated 6 May 1958 prepared by the
Director. of Personnel for the Council. At the 50th Meeting of the
Council an 15 May 1958 the Director of Personnel was given a vote of
confidence and told to carry on without further Council review of the
jab he was doing.
88. OPT. Plans Staffz Historical Files, Memorandum for th,e Director of
Central Intelligence dated 2~May 1957. Subject; Chronology of
Correspondence, Role of Director of Persannel, from the Director of
Personnel.
89. OP Historical Files, Brief for the Career Council. Subject:
Review of Personnel Management, 6 May 1958.
90. OP Historical Files, Transcript of CIA Career Council Meeting,
15 May 195$' p . -$~~ 25X1 A
91. OP Oral History Project, Tape 5, Statement by
(D uring Gordon'Steww~.rt's regime) the main classification objective
ws,s to maintain gross controls of grade levels and a~rs,y fram action
by action controls. The name was changed from Position Evaluation
Division (PID) to Salary and Wage Administration (SWC)) to .symbolize
the chan,;e. The Manpower Control System imposed average grade levels.
To raise one you had to lower one.
92. OP 0?~P, Tape 12, Statement _by ' Gorden M. ' Stew~~,rt, 7 May 1972.
"Within tkxe first three months I had already been around the track
once on the major issues confronting the Agency. By the end of the
first year I was pretty well settled in my own mind as to what I
would t.ry to do while assigned to the Office of Personnel."
93 . OP OI-IP, Tape 12, Statement by Gorden M. ' Stew~,.rt, 7 May 1971. Some-
time in the spring of 1957 St~waxt said that ..Allen D ul].es held a dinner
meeting at the Alibi Club to which quite a number of key people were
invited. The subject was excess personnel in the Agency. Stewart remembers
- 268 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cont'd)
93. (Cant'd) 25X1A
that among those resent were Cabell,'Kirkpatriek~ Amory, Wisner,
25X1A White, Sheldon, Everyone pitched in with ideas
and suggestions when the Director put the subject out for discussion
after dinner and during coffee. ~ maintained that you could not 25X1A
get reduction in the size of any group in government without cutting off
25X1A its funds. -said that officials would always have as many people
on board as they could afford and would always have good reason for
keeping them. "Ting" Sheldon, Stewar-~ recalls, followed a series of lame
suggestions with the rather humorous one that an organization should be
formed to which all misfits could be assigned. Bissell, although Ste~rart
can't recall him saying anything at the meeting, was one who felt most
strongly about the subject, and about the necessity for taking decisive
action to get rid of excess people. Stewart came away from this meeting
with an inaccurate idea of attitudes in the Agency. The Director was
outspoken about the necessity for getting rid of deadwood and a great
deal was said in favor of this proposition. Those who disagreed obviously
did not speak up. "This led me to believe that there was a consensus on
this subject and any reasonable measure that we could devise to accomplish
a reduction in the Agency and get rid of deadwood would meet with broad
support." In any event, said Stewart, this turned out not to be the case.
Throughout the whole business of developing the 701 procedure and talking
about i~t with people in the Agency, the only person who spoke up firmly
against it was Jim Angleton .(veteran operating official who at the time
was Chief of the CI Staff). He did not like it because he felt that it
would erode our security, and also because he believed that almost any
decent individual could be used in some useful capacity.
94. OP OHP, Tape 12, Statement by Gordon M. Stewart', 7 MaY 1971. One
of the main concerns in the mid-fifties was a natural result of rapid
expansion in earlier years which had forced the promotion and assign-
ment to key positions of many men who had not been thoroughly checked
out. Some made the grade very well. Others continued to occupy these
positions hanging on for dear life, very often protecting themselves
by knocking those who might be better qualified for the jobs that they
held. 'The problem was in finding ways and means by which this natural
consequence of rapid growth could be solved.
95. OP Historical Files, Excerpt from OP November 1959 Study. Subject:
A Manpower Control Program for the Clandestine Services.
- 269 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cont'd)
96. OP OHP, Tape 12, Statement by Gordon M. Stewart, 7 May 1971. In
developing this material, Stewart said that in order to get the 701
procedures accepted and implemented, the Agency had to make its case
for early retirement legislation on the basis of facts. Larry''Hous~ton
had said that the Agency's retirement legislation proposals had been
based entirely too much on the claim that overseas service wore a man
out: This claim would not stand up with the House Post Office and Civil
Service Committee. By drawing a profile and showing that the average
age would go higher and higher as the years passed by, it was passible
to make a case based on the needs of the service rather than one based
an a reward to the individual for his service overseas.
97. OP OHP, Tape 12, Statement by Gordon M. Stewart, 7 May 1871. The
problem that the Agency faced, according to Winslow (JJW Note: Roy
Winslow was an assistant to Rocco Siciliano, Personnel Advisor to Presi-
dent Eisenhower) was to assure that a regular turnover developed, thereby
allowing the development and retention of the real talent within the
service. The White House assistant held up the Foreign Service as a
horrible example of an organization that tried to retain by every means
possible everyone, no matter how mediocre, at least up to the point of
early retirement. In those days the Foreign Service was going after
legislation that would permit retirement at age 45. Steax`t was told
that they would never get it and that this was the wrong way to go about
solving the problem of deadwood. Winslow thought also that we should be
able to send people to other agencies of the government.
98. OP OHP, Tape 16, Statement by 21 May 1971. As 25X1A
Chief of the Personnel Assignment Division PAD from June 1957 to May
25X1A 1959,~said that he made initial studies and comparisons of age and
grade structure of the various career services to see which seemed to be
out of alignment in terms of distribution of age groups. Analyses of
the age distribution were provided to the heads of the career services to
alert them to future problems which might emerge if they did not change
their practices as to the recruitment of personnel by the various age
groups. During the latter part of the tour in PAD, which had been re-
named Personnel Operations Division (POD), initiated work which 25X1A
was subsequently incorporated in the Agency Manpower Control Pxogram.
This included procedures for the separation of personnel who were surplus
to the needs of each career service. The program was carefully checked
with representatives of the Civil Service Commission and with the
President's Advisor for Personnel Management, and the concurrence of both
was obtained,.
- 2'74 -
Approved For Release 2000/08/SE8c~~lA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
~5X1A
Chapter III (Cont'd)
99? OP Historical Files. The 59th Meeting of the CIA Career Council,
3 December 1959, contains the preliminary discussion of the Manpower
Control Program, from which these impressions were taken. Much of the
discussion was concerned with the Director's authority to separate
people a,nd with the separation compensation feature which -called 25X1A
"excommunicate pay."
100. OP OHP, Tape 13, Statement by Gordon M. Stewart 7 May 1971.
Stwart;felt very strongly from the beginning of 701 planning that it
would be possible to rank people by grade in any manageable component
of the Agency. "The procedures in the CS called for ranking by Station
and then by division and then service-wide ranking. CS went through
these steps rather quickly. EE Division did not experience any great
difficulty in locating people at the top and at the bottom of the ranking
list. It isn't really possible to develop an accurate ranking from top
to bottom, putting everybody in their proper position in order. But it
is possible to rank within the bottom group. The factors that contribute
to this possibility are first the various ways in which people were
selected into the CS professional staff. Some men came in as a result
of having been picked up after the war as field assistants. These were
often young enlisted men who converted to civilian status and who in
their first years of service made a very good impression because they
were eager, dependable, helpful, and young. The tendency was to promote
them beyond their capacity to serve, and even after they were trained it
often turned out that they were not sufficiently literate or sufficiently
smart to make very much headway as case officers, or intelligence officers
at desk level, or as reports officers. Other people came in through the
program and were not basically suited for the wark. Finally there are
always those who, despite good credentials and good testing scores, simply
did not fit into our line of work. We had a hard time distinguishing
between those cases to be selected out under 701 and those that merited
separation by adverse action. A number of individuals who were basically
incompetent, lazy, or very weakly motivated were included improperly in
the 701 exercise."
-271-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter III (Cont'd)
101. Ibid. .Tape 13, Statement by Gordon M. Stewart;, 11 May 1971.
Stewart said that a great deal of time was spent in developing a
rationale for payments for people let ga under the 701 (Separation)
Regulation. The idea was that these people were being let go in the
interest of the Agency and not because of any failure on their part
to perform the duties assigned to them or because of criminal action
and the like. The bonus was to help bridge the period between depar-
ture from the Agency and reemployment. Stewart did not believe that
this required legislation, but he did talk about it with the Congress
and held a number of meetings with members of the House Post Office
and Civil. Service Committee Staff. While not absolutely sure, Stewart
believed that Ed Sunders included it in his budget. In any case, some
official action was taken in this regard. "By the time we got to
writing out the way this bonus would be paid, had joined 25X1A
25X1 A the staff' taking place . Eck was a.n old finance man
and a great stickler for precision in regulatory material. We finally
were able to get an agreed position on the subject but only after Eck
had speni: many weeks trying one form of control after another. His
fear was that the person being let go would immediately move to another
job and that the payment made to him would be, in fact, in the way of a
bonus rather than a form of support. The final formula was a simplified
version of the more elaborate proposals set forth by Eck."
102. OP OHP, Tape 13, Statement by Gordon Stewart, 11 May 1971.
"EE Division had no great difficulty in ranking professional people
in the vc~,rious grades and selecting those to be let go. To our
amazement we found that once the final decision had been made to let
these pe~~ple go from the CS, a good number of them were picked up
elsewhere in the Agency. This is a sad comment on the Agency's ability
to handle personnel assignments across organizational lines. These
people were obviously just as much available to other parts of the
Agency before the engine of 701 pushed them out of the CS, but we had
"
no way a:f getting them anywhere else except by this means.
25X1A 103 OP OHP Tape 16 Statement by 21 May 1971.
25X1A
stated t"hat the Manpower Control Program and the studies which preceded
it pointed out the need to remove same individuals from the hump and to
fill in with a larger number of young officers in order to obtain a
bettex balanced structure. The paring away of the hump was done only
slightly. However, partly as a result of the studies, the input of
younger officers was increased substantially. The age and grade structure
today is improved considerably over that which was forecast ten years
aga. Part of the improvement resulted from the passage of the CIA Retire-
ment Act, which did cause a number of officers in their fifties and
below -- who would not otherwise have left -- to opt for retirement. The
Manpower Control Studies, those of the.age-and-grade hump, structure, and
the personnel hump, were largely the basis for the justification of the
CIA Retirement Act.
Approved For Release 2000/08/18 27~IA-RDP90-007088000200130001-3
SECRET
 Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
10~+. Ibid. Tape 13, Statement by Gordon M, Stewart, 11 May 1971.
Stewart stated that he was given an understanding by certain senior
personnel o:fficexs(he mentioned Messrs.
25X1A and particularly) of wage and classification, of personne
tion and
25X1A
r
rules, and of procedures governing hiring, promotion, separa ,
assignment 'matters, of T~0's, and of all the rest in every area in which
"we had to think our way through to a CIA way of doing business." He
also was given very interesting and solidly worked out options.
25X1A
OP OHP, Tape 16, Statement by 21 May 1871. 25X1A
said that the development of the Manpower Control System now
25X1A covered in Regulation ~ actually started in 1955 and was developed
en
th 'd ti-
f
ar e 1
during the subsequent five years. The system provided
fication of all T~0 positions according to the career service respon-
sible for staffing the position. It provided for a staffing complement
for each organization unit which included all the work load positions.
These were productive positions filled by people on the desk or on duty.
It also provided for a development complement which was the non-woxk
load complement. In it were placed individuals who were not contributing to
the actual work load of the component on a day-to-day basis according
to the work load requirements. By having a position designated as
flexible, i.f the work load was increased in a unit, a new person could
be assigned to the flexible position without changing the staffing
complement. This system of fixed and flexible positions has continued
to the preti~ent time and has proved to be a practical means of managing
a table of organization.
25X1A About 1958, - continued, it was proposed that the personnel ceiling
ld
25X1A
u
would be a7_located not to organizations but to career services and wo
be managed by the Career Service. Thus a T~0 for an area division in the
CS might include a ceiling for CS positions which would ~e administered
by the DDP? It would also include a ceiling for support positions --
logistics and finance -- which would be controlled by the head of the Career
Service of the parent office involved. This system was not actually
adopted duf: to a number of complications that arose in attempting to work
out procedures that would apply. He also said that since promotion and
recruitment were determined by the Career Service a means of over-a11
control ca:Lled the Career Service Grade Authorization (CSGA) was estab-
lished. The CSGA consisted of a tabulation by grade of all positions
designated to a career service regardless of the T~0 on which they
are located. This means that the Personnel CSGA, for example, included
all the positions by grade located in the central office and located in other
components of the Agency. By making this tabulation the Personnel Career
Service could compare the number of positions by grade with the authorization
at each grade level and know the promotion headroom. Likewise the CSGA
would show those grades in which there were shortages and provide a
guide line to be used for recruitment actions. The CSGA continues in
existence 'to the present time (1971) and has provided a reliable method
of controlling promotions. - said it was consistent with the Personal
_ 2^7'~
Approved For Release 2000/08/ S8~R~~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
were peing ra,~CU as ~~ ~~~rv ?y..,,~ r,....~,..~..--_ - ---
came aboard. For this reason and because it became evident to ~ 25X1A
that there was not a full-time job in becoming Chief of Recruitment, he
mentioned t;o the Director of Personnel (Gordon Stewart) that he ~ 25X1A
would be glad to take over placement in the interest of the men in the
field. They would have their placements supervised by the Chief of
Recruiting, ar as an alternative, he would step out as recruiting chief 25X1A
and let whoever had placement was Chief of the Personnel
Operations Division) take over the recruiting function as the situation
did not require two senior men. Stewart' decided that - should be 25X1A
Chapter III (Cont'd)
Rank Assignment procedures in that when headroom exists in the CSGA
an individual may be promoted to the grade in which the headroom exists
even though the grade of his position may be lower. This has been
an essential. part of CIA's competitive promotion system, according to
106. OP OHF', Tape 13, Statement by Gordan M. Stewart, 11 May 1871.
Stewart said that he was very conscious of the degree that the Agency
was "consti~>ated" with extra people so that he would not yield to any
pressure to increase the rate of recruitment. It was kept fairly low
throughout i~he time he was in office.
He was also not a believer in the Consultants Program. (JJW Note: These
were the academicians, deans, and department heads wham the Agency had
on various campuses (as many as fifty) mainly ~to spot JOT candidates.
It was discontinued in 1g68.) Stewatremembers that Agency recruiters
got very little direct help from the consultants, although some may have
been helpfu:L when direct questions about individuals were put to them.
There was no case which Stewart recalls when the consultants did what they
were supposed to do: finding a young man with qualities that CIA would
like to have and talk him into employment with thet1CIA. He said that
another aspect of the consultant business was that these men were very
happy to have this relationship with the Agency. It made them appear
a little bigger in the eyes of their colleagues back on the campus, and
they were not at all eager to give it up. They enjoyed coming to Washington
and the briefings. They were a very pleasant group of people, and the
Agency hung on with them in the hope that by same means or other we
could warm them. up to their jobs."
107. OP OHP, Tape 14, Statement by 13 May 1871. 25X1A
Upon return. to Headquarters October 195, sa~.d he was assigned 25X1A
as Chief of Recruitment, which was then located at''lt~16-16th'Stre~t.
The staff was still organized in groups for clerical and professional
recruitment. The field recruiters were still seeing people, interviewing
some, obtaining papers, and forwarding them to Headquarters; and then they
were never told what happened to their job candidates, even though they
-27~'-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
~5X1A
25X1A
r
25X1A
25X1A
25X1A
Messrs. to be well ~
Chapter III (Cont'd)
Chief of the combined unit, Recruitment and Personnel Operations, as it
was then called, and bring the two together. This arrangement was
established in Curie Hall: in May of 1959, although the pool and ~ 25X1A
- stayed at lOl~ 16th Street,
108. OP OIiP, Tape 13, Statement by cordon M. Stewart,' 11 May 1971. At
same point,' Steward said, he assigned to draft revisions of 25X1A
the regulations, a painful job but worthwhile. The regulation on
grievances was most lengthy. It had been copied from Civil Service
procedures and was reduced drastically. Regulation 25X1A
was the most ambitious regulation to come out of Personnel.
The flexible T~0 was nothing more than an acknowledgement of the real
state of affairs in the Agency, particularly the CS. The Career Service
Staffing Authorization, when matched against statistical material on
Personnel in the Career Service, was a sound basis for career planning.
Stewart did a good deal of talking about this throughout the Agency and
even gave a briefing on it to the Civil Service Commission. The regulation
on overtime stated that professional people would earn overtime only
after they had contributed eight hours per week. The C~OPS~DDP 25X1A
felt very strongly about this regulation because it had come to his
attention that people came to work at eight thirty, took a comfortably
long, lunch, waited around until six, charging an hour as overtime,
_ had the feeling that some people showed up in the building on
weekends merely to come in aut of the rain. He had no idea why they were
there and wYiat the importance of their work actually was. These rather.
negative views were held about certain individuals. In general the
belief was ghat the Agency was a career service seeking certain benefits
which would put it on a level with the Foreign Service and the military
service, and for this reason management had every right to expect that its
people would not be watching the clock and counting every hour. The
reason for Y7aying overtime beyond the eight hours was that the Agency
did impose on some individuals beyond reason and therefore should pay
them accordingly. '
109. OP Oral History Project, Tape 12, Statement by Gordon M. Stewart_,;,
7 May 1971. I developed a genuine respect for a substantial number of
men in the hi her ositians in the Office of Personnel I found
informed, stimulating, imaginative, and experienced Among the men
mentioned were experienced administrators and pragmatists such as
Others were more familiar with the theory of p blic
administration as it bore on our problems, and these would include 25X1A
-27~-
Approved For Release 2000/08/~8C~~,~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter N
25X1A
110. OP OHP, HSHC ~E24, Tape 17, Statement by 14 June
25X1A 1971 . stated that his activity in the year he was ~n DDS&T
d to
b
oar
related t;o the recruitment of top scientists, bringing them a
run the various new components. Much of the recruitment was from the
scientific fraternity. Bud heeivn (DDS&T) or Ctrl D~zcket~ (A~DDS&I')
would personally contact people they knew and make direct offers of
Agency employment. The scientists and engineers who came in at this
time (1963) were not as Agency oriented as the people who were recruited
at a fairly young age for the DDP, the DDT, and elsewhere. Most were
established men in their disciplines, who were attracted by the kind
of programs being mounted in DDS&T. They would come in at the request
of Messrs. Wl~aeelor~ or Duckett to help get the programs off the ground;
and at the conclusion, successful in most cases, they would look
elsewhere for challenging or interesting assignments within their
scientific fields. Many were young men who were highly graded in terms
of their colleagues elsewhere in the Agency -- for example, a twenty-six-
ear-old GS-14. They did not remain with the Agency nor could they
y
have been e ected to remain. There were no personnel officers in the
25X1 A components . in the front office ( of DDS&T)
all the paper wor o r nging the people on board. Jack
dlin
h
g
an
were
,,,~ 25X1A ~ was Executive Officer, but most of the time -dealt directly25X1A
with Wheelc~n''on personnel matters.
111. Inside Bureaucracy by Anthony Downs, Little Brown & Co., Boston,
Massachusetts, 19 7, p. 264.
112. OP OHP, Tape 23, Statement by Emmett D. Echols, 26 August 1971.
Eck~olst'first exposure to the recruitment and selection process and to
the advancement program came as a member of the Personnel Review 25X1A
Committee of SSU along with'Bill'Kelly!and in 1846 in eon-
s nection with his work on contractual employment and administration of
covert personnel. He said that it became apparent that each .and every
component had different concepts of equitable compensation and benefits
granted to agents. Different categories of people had to be standarized
and classified in order to work out comparability of emoluments which led
to the development of the fourteen categories of employees, CFR XIV of
10 August 1951, and a limitation on the range of emoluments that could be
given to each of these classes Then in 1956 as Deputy Chief of
25X1A Administration for the Echols found that the Station
Approved For Release 2000/08/18 ?Z'I~C-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (Cont'd)
utilized many hundreds of people, not only staff employees but military
personnel and foreign national agent personnel . Tables of organ-
ization were dreamed up and approved by Headquarters, and the field
was supposed to conform, and yet the practicalities of field operations
required on-the-spot assignment and reassignment of personnel. Echols'
job was to persuade Headquarters to give the field authority to assign
and reassign people. He was also appalled by the fact that hundreds of
wives of overseas employees were engaged by verbal contract each
chief of base was exercising the authority to hire and determining
what salary they would get. There was no concept at the time that these
employees would have any benefits other than salary, and as the years
went by it became apparent to Echvl' that these people were legally as
government employees entitled to other rights such as overtime, leave,
and ultimately retirement benefits. This necessitated some standard-
ization of employment salaries and the development of a program to
administer the promotion, advancement, and reassignment of these people.
. A further issue that got Echols very much involved in personnel
work was the rigidity of Headquarters in its adherence to normal
government travel regulations and overtime regulations The situation
led to a series of proposals designed to remedy these deficiencies which
apparently impressed Headquarters with Echols' concern for personnel 25X1A
matters. In any event when Colonel White visited ~ just before
Echols ret.uxned home (in 1958) he dumbfounded Echols by the offer of
the Deputy Director of Personnel job with the prospect of becoming
Director of Personnel when Gordon Stewart returned to the Clandestine
Services {JJW Note: It was from that job that Echols moved to the
Director of Personnel post in June 1960.)
113. OP F[istorical Files, Plans Staff. Memorandum far Deputy Director
of Central Intelligence from the Director of Personnel. Subject: Man-
power Control Program, 6 November 1959. Quoted in part.
"The traditional approach to a large scale reduction or staffing
change is tv do it as quickly as passible, and then start afresh.
Take your public beating, and expect that the incident will soon
be forgotten. This approach has merit and should be followed in solving.
part of the problem of the Clandestine Services. There should, in
other words, be one reduction of surplus personnel and every effort
should be made to include in it all persons who can be spared at that
time. Thais would then be followed by a lively selection-out and early
retirement program which would meet the further requirements of the
service.
"a. It is our opinion that the initial sizeable separation
action will have a profound effect on morale. The Clandestine
.~ 27.'7 -~ .
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter TV (Cont'd)
Services Career Service is a tightly knit group. Popular
officers will of necessity be included among those to be
separated. At the same time there is a strong feeling of
frustration vri.despread among the best Clandestine Services
officers which has its origin in the Agency's apparent in-
ability to solve the manpower problem. On balance, it is
our estimate that no permanent harm will be done to the
Clandestine Services by undertaking abroad separation
action.
"b. Annual selection out will never be popular. It is
not popular among those services that practice it. It
will be an obstacle to recruitment, but one that can be
met. .Over a period of time, we will be able to develop
and expand information programs and services that will
help employees adjust their thinking to selection out."
25X1A 114. Data Furnished 1 71) by Chief, Clandestine Services, Personnel
D ivision (CSPD), from report in his files.
115. O~~P OHP, Tape 16, Statement by , 21 May 1971. In 25X1A
25X1A late 196~.,~ was assigned to the CSPD and took the job, he said,
about onE: week prior to the notification of some 150 individuals that
they werf~ being separated from the Clandestine Services as surplus to
its requirements. The final listings of people to be separated had
been pending final approval by the DCI for a great many months. It
was understandable that a great many individuals were not prepared to
be notified that they were to be separated from the Agency. Initially
all the :i.ndividuals in this group were given a one-year grace period
if they could retire on an anncxity. Later this was extended to two
years. A number of individuals appealed these actions, and the Director
upheld a substantial number of these appeals. A fair number of officers
whose appeals were upheld have in subsequent years performed at a very
mediocre level and today still represent some of our problem personnel
cases. :Initially the 701 Program was developed for the one purpose of
improving-the long-range age-grade structure of the Clandestine Service
and to take away part of the Hump. In its application, emphasis was
placed on removing officers whose occupational skills were no longer
needed and on those who were marginal performers regardless of the
nature of their skills . A good number of officers were 25X1 A
listed in the low percentiles of the 701 Program and were separated under
it .
Approved For Release 2000/08/'E8 2 r~lA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (Cont'd) 25X1A
25X1A 116. Five Views ~ L- E? ~-te~~ Echols, and Baird) on the
701 Program taken from the OP History Project.
25X1A Tape 15, Statement by 13 ~y 1971. Before coming to
1
e
25X1A
25X1A
the ultimate stage in the 701 procedure (separation) the Persona
Operations Division (of which he was Chief in 1961-62) found itself,
- said, in the position of having to review files, interview
people, and do its best to arrange reassignments to other D irectarates.
The Special Placement Committee participated in this process with POD.
to
f CS i
n
The nitty-gritty of the actual assignment, for example, out o
the DDI areas, was carried out by POD. Assignments were the result of
some extremely conscientious work an the art of personnel placement
officers. was the deputy. was Chief of the 25X1A
Personnel. Placement Branch, but the entire shop found itself participating
in the file review POD was at the very end of the line in terms
of the pz~oceduxe followed "I ended up personally feeling that there
were people on the list for dismissal who should not have been and that
there were people still in the employ of the Agency who should have been
on the list I don't know a better way to cut out deadwood, but I
personally found a certain amount of that exercise terribly offensive."
Tape 18, Statement by Lawrence K.'White, 26 July 1971. "For years the
Clandestine Services found people that they judged were not satisfactory,
but they were very reluctant to say that the man was unsatisfactory for
the Agency, and they stopped short of actually firing him. In the early
days a n~unber of these people did transfer to other components, but they
were not people of talent or potential by and large. This policy came
to a cra~~hing halt when the other Directorates refused to help these
people . The DDP (Richard Bissell) was very critical, in fact
vocifero~zs, about the inability of the Agency to get rid of people and
laid down the challenge. If he was given a system he would follow it.
So the system was developed, primarily by the Director of Personnel
(Emme-tt Echols) with the assistance of the General Counsel. The system
was a workable one we were not trying to prove that these people
were unsatisfactory . simply that we no longer had need far their
services and were therefore going to let them out with up to a year's
severance pay not to exceed the top of the GS-14 The Agency did
not lose very much (by the 701 Program) . The people who were let
go really did not contribute very much to the Agency and never would. . .
This is not to say that the Agency was all right and they were all
wrong, but by arnd large they were not very good people .but it was
a bad exercise in many ways. It would not have been nearly as bad if
General; Carter had not taken exception to the whole thing and almost
turned the tables around."
Approved For Release 2000/08/'18 ~'fi11A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
25X1A
Tape 20, Statement by 30 July^1g71. It was Dan
_ t L . l 1 ..~ ... .. ... .~. fir.
Chapter IV (Cant'd)
individual that he had been declared surplus to the Clandestine Service
and was going to be turned over to the Office of Personnel for further
administrative action. In OP the cases were handled by 25X1A
SAS (Special .Activities Staff), which conducted personal interviews with
these people and told them they would be separated unless they could be
placed elsewhere outside their Directorate in thirty days. Each of the
701 cases was referred by SAS to POD who took this responsibility
seriously and reviewed each case against the current recruiting require-
ments outside the CS, mostly in the DDI, and started to make referrals.
SAS and D~Pers, who at that time was Emmett Echols, were quite shocked
at this and. indicated that they thought that POD would make a quick
review and sign off that there were no suitable assignments However,
D~Pers agreed to the referrals, and some thirty-five placements were
made A good many cases that came up under the 701 exercise should
have been handled an an involuntary separation basis, but there was a
great reluctance on the part of operating components and supervisors to
come to grips with bringing charges In many cases the circumstances
that could have been documented were long since past; no action had been
taken at the proper time, and the tendency was to sweep all these people
in as though they were surplus, in effect to say that these were good
people but surplus to our requirements.
Tape 23, Statement by Emmett D! Echols,: 26 August 1971. A major objective
of the 701 Program, Echols said, was to accomplish the release of surplus
personnel without any stigma attaching to the individual the net of
this process (ranking and reassignment) would be the ultimate identifi-
cation of that body of employees who were least useful to the Agency
through no fault of their own. In practice, lots of things happened
. and as subsequently turned out, a great deal of bias and prejudice
existed in the selections and identifications. The fact that notoriously
inefficient; problem employees were in the category of surplus unavoidably
gave a stigma to the entire process All in all, Echols!judgment
was that perhaps five percent of the selections were erroneous and another
five percent were not nominated because of intense feeling of loyalty
and friendship In addition to reviewing employees in terms of such
things as past performance, fitness reports, and general reputation, a
further criterion was provided for breaking ties; that was the individ-
ual's potential for further growth. The emphasis in the Agency at that
time was on personnel development through training, job rotation, and a
constant upgrading of the caliber of Agency personnel. By giving weight
to the criterion of potential for further growth the concept of building
- 2$a -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (Cont'd)
for the future would be strengthened. The adoption of this criterion
was, in effect, a tiebreaker designed to foster the long-term improvement
of Agency staffing . One of the major values of this program, as it
finally worked out, was that it did establish once and for all the legal
right of the Agency to conduct a reduction in force without regard to
the special. preference regulations of the Civil Service Commission,
according t;o Echols..:.
Tape 22, Statement by Matthew Daird, Director of Training (1950-1966),
11 August 1971. Another reason why the original proposal for the estab-
lishment of a career corps did not work was because it put a premium
on quality... It recommended the advancement of those proven able and the
discard of those who could not cut the mustard. This is not done in
CIA no matter how many times one hears that it is. Witness the much
maligned 701 Program. -Baird%?followed through on this programjgetting
rid of many GS-14's and 15's who never should have been promoted to
these grades. Most of these men have come to'Bair~ since that fateful
year when 'the 70l Program was put through and thanked him for giving
them a new start. "Yet these 14's and 15's were people who had been in
the Agency a long time, had not developed, seldom expressed a new idea,
had folded their tents and were resting; and in addition were holding
down valuable slots which could not be used to promote others who were
more deserving. But General Carter (the DDCI), when speaking of the 701
Program two or three years later, described it in a most derogatory manner
and said that as long as he had anything to do with it there would never
be another 701 exercise."
117. OP OED, Tape 23, Statement by Emmett D Echols, 26 August 1871.
It was Echols. job to present and sell proposals to the Career Council.
Generally these proposals were presumed to be originating with the
Council, and Echols: was to attempt to carry out the proposals to their
satisfaction for Agency adoption. In practice, Echols found in 1962
that the Council was almost useless in that it did not generate proposals.
It was very difficult to get agreement from the Council members, and
most specifically Echols',found that the real decisions were not made by
the Council at all but were made by the Inspector General (Lyman Kirk-
patrick), the DDS (Colonel White);, and the Director. Consequently, he
in effect would present his ideas to the DDS, who would kick them around
with the Director; sometimes the latter would bring the IG into the act
as a long-time focal point of interest in personnel matters, and then the
decisions would be made at that level. Colonel Whit,however, was very
anxious to perpetuate the idea of a Career Council primarily as a political
means of melding Agency opinion. In practice, Echols did not bother with
Approved For Release 2000/08/18 cRCI,rA-_-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (C?nt'd)
the Career Council for reasons just mentioned. One of his quicker and
better ways to get action was merely to deal with the principals having
the most inj'luence, and over the years Colonel'White was always admonishing
Eehol.s''for :Letting the Council be by-passed, and kept prodding him to
use the Council more, and frankly, "I just didn't do it."
118. OP OH]?, Tape 18, Statement by Lawrence K''. White, 26 July 1971.
Concerning the disappearance of the Career Council in 1962, Colonel White
said that the thought was that the Career Council had done a good job,
had set up and gained acceptance for a career service system, all the
career services were set up, the machinery was in place to accept people
into the career service, so it seemed that their job was done. While
the Council was in action, the Director of Personnel was very far down
the line behind the "salt and pepper" somewhere. It seemed to Colonel
White that :it was time for the Director of Personnel to have more
prominence ;in the system, to take over and administer the system which
the Career Council had set up. There should be, however, some repre-
sentation from the Directorates that the Director of Personnel could
use to advise him about career service matters and personnel management
generally, so the Personnel Advisory Board was set up. PAB had on it
a senior member from each of the Directorates, maybe more than one
because there was at least one woman on the Board to make 25X1A
sure that the affairs of the women were not neglected. "It was a dis-
appointment to me that this Board never amounted to much, and I can
only attribute this to the fact that Emmett Echols never really liked
the Board concept much a.nd he just did not use it. They were advisory
to him and since he never called a meeting they just went out of
existence."
119. OP OHP, Tape 18, Statement by 'Lawrence K. White, 6 July 1971.
"As to how these questions of personnel policy are handled now, the Director of
Personnel does not command anything around here except the people who
work in the Office of Personnel; the real decisions are made by the
Deputies, by the Executive Director, or by the Director in a very author-
itative manner. I have a meeting with the Deputies and the General
Counsel and the Inspector General and more recently the Director of the
NIPE (National Intelligence Programs Evaluation) staff and the Chairman
of the Board of National Estimates every other week. Anything that is
a management problem for the whole Agency is put on the agenda. It may
have to do with resources or it may have to do with the employment of
husband and wife and the like. The experience .is that mode than half
of the agenda items have to do with personnel management. The sessions
are very candid, and if we don't reach agreement then I have to reach a
Approved For Release 2000/08M ~~~tA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (Cont'd)
decision or make a recommendation to the Director as to what the
decision might be. This is a very authoritative way of doing business
and in fact more effective than the old Career Council ever dreamed of
being. tr
120. OP OHP, Tape 22, Statement by`Matthew Baird, Director of Training
(January 1951 - January 19 , an 11 August 1971. 'Baird said that he
was a member of the Career Council from its inception, and never allowed
any other duty to interfere with attendance at the meetings. He stated
that in concept it was a most important organization and it is not clear
why it folded in 1962. The reasons may be that regardless of what it
decided the person having the actual authority, other than the Director,
did what he chose to do regardless of the Council. If a Deputy Director
or an Office Head figured he knew better and could get away with doing
what he wanted to do without it being brought to the Director's attention
he often dial it. Other members of the Career Council, particularly
those who were heads of their own career service and had been personally
responsible for some of the policies of that career service, found it na
impediment to go along with the directives of the Career Council. It was
also about this time, 1962, when the Council folded, that Lyman Kirk
patrek hack come to the conclusion that those who would profit by the
Career Council did not need it, and that the Council would not profit
those who would not accept its dicta. The Career Council, after all,
was advisory to the Director. If the Director took no particular interest
but delegated the authority the Career Council had outworn its usefulness.
What probably happened was that Lyman Kirkpatrick when briefing McCone
(JJW Note: Appointed DCI November 1961) told him that he thought the
Career Council had outlived its usefulness and that too many high graded
people were spending too much time in Career Council meetings and that
he as Inspector General could oversee in a general manner the individual
career services, to make sure that no one took too violent exception to
the principles of the Agency. Baird: supposes that he should be more
happy about the accomplishments of the Career Council since he had a
lot to do with it, but he now feels that it had a high sounding name
and supposa~dly high sounding responsibilities when really behind it all
there was a certain amount of tongue-in-check phoniness. What the Career
Council really needed was ante or twice a year to have the Director
appear before the Council and say, "Goddamnit I want this or that accomplished
and I want it accomplished this month. This would have meant something
to everybody present. It was never done."
- 283 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Chapter I'T (Cont'd)
121. OP Oral History Project, Tape 23, Statement by Emmett D. Echols
26 August 1971. Echols ;said that among the issues under study when he
took office in 1960 was that of the Career Staff .The primary
advocates of the Career Staff concept, with its emphasis on overseas
service, were the DDP officials who indeed envisioned an elite Corp
of Agency employees who were committed to and dedicated to overseas
service and for whom a separate program of administration and benefits
would be offered. Other Agency officials who were not primarily con-
cerned with overseas service were violently opposed to the concept and
felt, as did Echols, that it would divide the Agency into two classes
of exmployees, first-class employees for whom special benefits and special
obligations existed, and other employees. This Echols felt to be highly
divisive and destructive of Agency morale, so in devising the regulations
he abandoned the narrower view of the Career Staff and merged it with the
career-services concept under which the head of each Agency component
primarily concerned with an area of vocational specialization became
the head of the Career Service. The career-service administrative
program -- that is, the employment, training, assignment, and development
of personnel within the career service -- was superimposed upon the command
structure and yet remained separate therefrom. The head of a command
element most concerned with an area of vocational specialization managed
the careers of all employees whose vocational interest and experience lay
within a given career service. In revising this concept and making it
a working system, Echols altered the regulations, deleting the words
Career Staff, and got the approval of the Director. The change in concept
went unnoticed for several months, when it was suddenly discovered by
senior DDP officials; then there was an immediate hue and cry. They felt
that this diminished the prospect that those concerned with overseas duty
would be able to develop a substantial program of better benefits for
certain personnel in return for the sacrifices they were making in
serving overseas, and a'protest was made immediately to the Director.
Echols was called in by the Director and asked to explain his reasons
for making the change -- his reasons being, as stated, that career service
and career management had to be Agency-wide, and although each career
service might have conditions of service warranting special benefits,
they should evolve as they could be proven to be necessary for each and
any career service. The Director (Allen Dulles)' supported Echols in this
approach, and the program as revised continued in its development.
This work was largely accomplished by Echols with the assistance of
Echols knew what the Agency was after; as secretary of the
Council Sze also knew the dichotomy of views on the Council, having been
assigned by Gordon Stewart''to reduce the decisions of the Council to
regulations and procedures.
-284-
Approved For Release 2000/08/~$C~.iA-RDP90-007088000200130001-3
 _ _ SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Chapter IV (Cont'd)
122. OP Historical Files, Plans Staff. Memorandum dated July 1962 to
Task Farce on Agency Personnel Program from Emett'Echols.
123? OP OHP, Tape 24, Statement by Emmett D. Echols, 26 August 1971.
"The history of personnel administration, and indeed any kind of admin-
istration in the CIA, discloses a chronic attitude on the part of oper-
ating offi of General Walter B. Smith on Career Service in CIA. Eighth
Agency Orientation Course, 21 Nov 1952.
2. Excerpts from Minutes of DCI Staff Meetings 27 Oct 1952, 2 Jun 1852,
11 Aug 1952, 10 Dec 1951, 17 Sep 1951; Dealing with Personnel and Career
Program matters.
25X1A 3' Chronology of the Career Service Program Dec 1950 to Feb 1962 as
prepared by in Feb 1971.
25X1A l~., Career Council, Number of Meetings and Mayor Topics by years as
prepared by in Feb 1971.
25X1A
5, Career Service Program, 19 Jun 1952?
6. Memorandum for Chairman, CIA Career Service Board, Functional
Responsibilities of the Professional Selection Panel, 25 Oct 1952.
7. Tentative Statement of Selection Criteria Bearing on Suitability
for Career Service in CIA; Definition of Professional Positions.
.ri 25X1 A
8. Determination of Initial Career Service Designations.
g. Excerpt from Allen Dulles, "The Craft of Intelligence" refuting the
Ivy League image.
10. Career Service Letter No. 1 from Chairman, Career Board (Lyman
Kirkpatrick) to Office Boards, 10 Jul 1953?
25X1A
1 Composition of CIA Career Service Board,
1
16 Jan 1953.
12.
Assignment of Rotation Loan Slots, 195+?
~bX1 A
l3 .
The Career Staff of the CIA
25X1A
1~.,
Summary of Information Presented at CIA Career
~+
Conference,
ug
Approved For Release 2000/O~~~E~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
15. 29 Apr 54, Survey of Opinion Re the Career Service.
16. Agenda for the Career Council, 2nd Meeting, Thursday, 30 Sep 54.
17. Organization of the CIA Selection Board and Panel ~f Examiners.
18. Notes on Program for the Career Council, 19 Mar 5'~?
19. The CTA Career Council and the Career Services,
20. Summary Report, Activities of the Career Services, 1 Jul 55 -
Sep 55
21. the Career Staff of the CIA, Clarifying
Application for Membership, 15 Oct 54.
22. Memo for DCI, dated 3 May 55, from IG, Report on Career Services
as Reflected in IG Reports.
25X1 A 23 .
25X1 A 24'
54
15
25X1A
25X1A
Career Management.
25X1A
Application for Membership by Overseas Employees.
25. 25 Oct S5 corres Chief of Operations, DD P on IG Survey of EE
25X1A
26. Memo for the Record, lg Oct 59,
Mis Re Career Staff, 1954-5b.
Conversation with
27. Roster of Career Service Boards and Panels as of 1 Sep 55?
28. Same, as of 1 Jul 56.
2g. Memo for the Record, Possible Conflicts Between CIA Career Service
Plan and Statutory Rights of Veterans, ~ Sep 55?
30. Excerpts from Kirkpatrick. Book, "The Real CIA," (the MacMillan
Co., 1968) dealing with the Junior Officer Program, the. Career Program,
the 1964 Manpower Freeze, etc., excerpted by in Jan 71. 25X1A
31. Career Planning for Individuals,
Preference' Outline.
Approved For Release 2000/08~R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A 32. Competitive Promotion,
33. Guide for Competitive Evaluation Panels, 25X1A
3~+. The Career Conversion Program (otherwise unidentified paper).
25X1A 35, - List of the Career Services, $ Aug 67.
36. Chart, Organization for Career Management, Office of Communications,
Dec 70 .
37. Memo to DCI, dated 26 May 1960, from D~Pers commenting IG's Survey.
3$. Inspector General's Survey of the CIA Career Service.
39. DDS Response, 19 May 1960 and Attachment A: C?1'White's___paper
on Philosophy of the Career Service.
40. 1953 Personnel Career Service Booklet.
Approved For Release 2000/08~R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Overview History, Personnel Administration
25X1A
Jan- e
10. Excerpts from Annex 1 to 2 Dec 53 Memo. (Corrmlents of 28 Office
25X1A Heads and Division Chiefs on Personnel Administration as 'digested'
25X1A 9? Excerpts from Memo to DCI from IG, 2 Dec 53 (excerpts prepared by
F b 71) Subject? Survey of Personnel Office.
Chapter III, Background Documents, Folder 1
1. Proposed Table of Organization for Personnel Office, 24 Jul 1951.
2. Office of Personnel Organization charts, 19 Feb 51, 2 Feb 53, 5 Feb
53, 1.8 Jan 54, May 58.
3. 1852 Historical Statement for the Personnel Office 1847-52.
4. Historical Outline, Development of IDP and ADP Capabilities.
5. Outline, Development of Agency Personnel Records and Reports.
6. Allen D ulles's Statement on 1953 Reorganization of Agency.
7. Excerpts from Kirkpatrick book, "The Real CIA," on the JOT Program
and i;he Director of Training .
8. Oral History Transcripts: George Meloon
by 971?)
11. Memo for the DCI dated 15 Jan 54 from Personnel Director. Subject:
IG Report on the Personnel Office.
12. Memo for the DCI dated 18 Apr 55 from Director of Personnel.
Subject: Progress Report on Ten Points.
Background Material Prepared for IG, 1953,
Survey of Personnel Office
30 Nav 53 IG Survey Report and List of Annexes.
2 Dec 53 IG Eyes Only Memo to the DCI Transmitting
Report
Annex I to Report and Annex I
2 Feb 1954 Memo to D ~AD~Pers from C~PRDS~OP Problems
Inherent in Personnel Ceiling
25X1A
Approved For Release 2000/08/~~~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release- 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
13. T~0 and Personnel Strength for Selected Offices, 28 Feb 53?
14. Unidentified 'grass roots' report taken from 1954 Personnel Office
Progress Report Critical of Pers~Admin in the Operating Components.
15. 1 Oct 54 Spread Sheets: 52 Steps in Processing SF-52 Request
for Promotion; 42 Steps in Processing SF-52 Request for Reassignment;
39 Steps in Processing SF-52 Request for Change to Lower Grade.
16. 22 Jul 54 Memo to Chief, PAS~OP from Executive Office (Charles
- Subject: Reduction in Agency Strength.
17. 24 May 54 Memo to Chief of Admin~DDP from AD~Pers. Subject:
Surplus Personnel.
18. Excerpts from 7 May 56 Memo from DDS. Subject: Termination of
Agency Employees and IG Memo, 24 Feb 56, Termination of Mediocre
Employees is advisable in the interest of the United States under
Section 102(E) of the 1947 Act.
19. Copy of 5 Aug 55 Memo to DDP, DDI, and DDS. Subject: Personnel
requesting re-examination of personnel requirements to avoid increase
in Agency strength.
20. Excerpts from 15 Nov 55 Memo to DCI from Chairman, Career Council.
Subject: Revised Promotion and Assignment Policies.
21. Personnel Lecture Series, Title and Lecturer (Curie College)
24 Jan 55.
25X1A 22. Assignment to Key Position, Office
of Personnel and Organizational Chart.
23< Major Personnel Changes in OP during Calendar Year 1956.
24. Aids to Personnel Management: Anonymous Memo to IG from a Senior
Official presented at 22nd Meeting of Career Council, 19 Apr 56.
25X1A 25< Apr 56 Presentation, Staffing~Development, Initial Installation
Office of Communications Tables of Organization 1 May 56.
25X1 A 26 . -
Authorization.
Procedures for Ceiling and Position
25X1A 27, Assignment to Positions in Grades
GS-12 through 15 notification of Office of Personnel prior to).
- 334 -
Approved For Release 2000/08~'~BR~CIA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
""' 25X1A
28. Brief' far Career Council, Agency Compensation System, 19 Mar 58.
29. Manpower Control System: Excerpt on Flexible T~0 Concept from
Unit History, P .M .C .D .
30. Name of the Game: Some notes on the 1950's by from 25X1A
Unit History, P .M .C .D .
31. Some notes on the Office of Personnel between 1958 and 1956 from
- History, DD~A and DDS.
32. 23 Dec 57 Memo to D~Pers from Chief, OPS, DDP: Status of
Competitive Promotion Program.
33. 19 Dec 57 OP Procedural Study of Selected DDP Transactions.
34. 9 May 58, Briefing for Career Council. Subject: Competitive
Promotion.
35? Questions and Answers from -1958 Study: In what ways
during the 1953-56 period did CIA. use its relative independence in
personnel matters of legislative restrictions imposed on most govern-
ment agencies?
36. Excerpt for Weekly Summary Report, 10 Jan 55, Transfer of 40
Career Development Slots from OTR to OP 1958 Study) . 25X1A
25X1A 37. Implementing E.O. 10590 dated 18 Jan 55
Prohibiting Discrimination in.Government Employment.
38. 1958 Organization Chart, OP.
39? 17 Feb 58 Memo (copy) to DDP, DDI, DDS and DDC (Coordination)
from the:DCI. Subject: Selection Out Procedures.
25X1A
25X1A
25X1A
40. ~ Notes for Meeting with Mr.- (on CS Career Program), 25X1A
1$ March 1958.
Career Planning for Individuals, 8 Oct 1956; Career
Preference Outline; Recission
-335-
Approved For Release 2000/08/~8cx~lA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Chapter IIT Overview History, Folder 2, Background Documents (cont'd)
42. Code of Ethics for Government Service (1958)?
~+3. Briefing for Career Council, 6 May 58. Subject: Review of Per-
sonnel Management. Attachments include 6 Sep 57 Memo for DCI from
D ~Pers, Role of the Director of Personnel, Chronology of Correspondence
Role of tY.ie Director of Personnel, and the Staff Study Role of the
Director of Personnel.
41+. 23 Mar 59 Memo for Acting Deputy Director, Support from D~Pers.
Subject: Revision of Planning Paper for the Office of Personnel.
1+5. One Grade Advancement Policy.
46. 25 Sep 59 Memo for DCI from D ~Pers, Approval of Recruitment and
Appointments at GS-07 and above.
47. Plans Staff Progress and Plans Report for FY 59?
48. Chronology of Plans Staff.
4g. 1959 Hump Study.
~d. Transcript of 7 May and 11 May 71 Interviews for Oral Histary,
Gordon Steward.
X51. Memo dated 7 Jul 58 for Chairman, Career Council from the DDS,
Agency Po:Licy on Length of Overseas Tour of Duty.
52. Transcript of Tapes 9 and 10, Interview with Lawrence K. Wh~.te
5 Mar 71. Subject: Pers~Admin in the Fifties.
5~. Transcript of Tape 11, Interview with 2 Apr 7l. 25X1A
Subject: Problems of Pers~Admin in the 1955 to 1958 period.
5'~. Transcript of Tapes 12 and 13, Interview with Gordon Stewart,
Director of Personnel, 1957-~0? Subject: Problems of the late Fifties.
5.5? Transcript of Tape 8, Interview with 19 Feb 71, 25X1A
Recruiting 1951-52, Executive Officer Duties 195-57, Impressions of
Various Personnel Officers.
- 33~ -
Approved For Release 2000/08l~~R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Overview History, Personnel Administration
Chapter IV, Background Documents
1. Interview Transcripts with Emmett Echols.
2. Echols' Biographic Profile and Interview Outline.
3. Memo dated 30 May 1960 to DDS and IG from DDCI. Subject: Inspector
General's Survey of the Office of Personnel. (Complete file on Survey
in OP Historical Files.)
4. Memo dated 24 Oct 1960 to DDS from D~Pers. Subject: Responses to
the Inspector General's Report on Training in the CIA plus Comments
on Ten Recommendations sent to D~Pers for Action.
5 . Memo dated 29 Dec 1961 to DDS from Recruitment and 25X1 A
Selection of Staff Employees: An Appraisal.
6. Echol'Jul 1962 Memo for Task Force on Agency Personnel Program.
7. Memo dated 31 Aug 1962 for Acting DCI from DDS; Comments concerning
the Report of the Task Force on Personnel Management in CIA..
8. Memo dated 18 Jan 1962 for Division and Staff Chiefs, Office of
Personnel from D~Pers. Subject: Responsibility of the Director of
Personnel for Monitoring the Administration of the Agency's Personnel
Programs, Plans Staff Reap of Responsibilities. (Complete file of
responses in OP Historical Files "Monitoring Responsibilities," paper
from OP D i.visions, Feb 1962.
9. Memo dated 15 May 1962. Subject: Projection of Recruitment Workload.
10. 21 Oct 1962 Memo to DDS from D Pers. Subject: Utilization of Negro
Director's Action Memorandum A-378 dated 19 May 1964 on Reducing Headroom.
Employees.
11. Minority Report as of 30 Jun 1963?
12. Status Report dated 10 Jan 1964. Subject; Clandestine Service
and Career Service Surplus Personnel.
13. Memorandum for the Record dated 18 Jun 1964, Chief,
Salary and Wage Division. Subject: Relative to Action on Executive
25X1A
Approved For Release 2000/08~8R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
14. Bureau of the Budget on Grade Escalation and Agency Experience
from 1962-64.
l5. Memo dated 28 Jul 64 for D~Pers from C~POD~OP. Subject: Annual
Report Discussing Effect of Personnel Freeze nn Personnel Operation.
16. 2g Jul 65, Annual Activity Report, Personnel Operations Division.
17. Paper on Super Grade Positions from Unit History of P.M .C .D.
18. - Management of Super Grade Positions, 5 D ec 59?
lg. Memo for the Record dated 10 Jan 64. Subject: IG Survey of the
Office of Personnel. Preliminary outline by 25X1A
20. Memo dated 5 Oct 64 for DDCI from the DDS. Subject: Inspector
General's Report of the Survey of the Office of Personnel (D~Pers
working fj.le of 1964 Survey in OP Historical Files).
21. Memo dated 5 Jun 64 to the DDCI from the IG. Subject: Proposal
for Ruarterly Statistical Reporting of CIA Non-Staff Personnel. (An
outcome of the IG Survey.)
22. Memo dated 18 Apr 64 for from D~Pers. Subject: 25X1A
CSC~CIA ~~ter Agency Agreement. (an outcome of the IG Survey.)
23. Memo dated 22 Jul 64 for DDP, DDI, DDS, DDS&T from D~Pers.
Subject: Review of Career Management Activities. (D~Pers working file
containing responses of the 22 individual Career Services is in the OP
Historical Files.)
24. OP Memo 1-14-7 dated 28 Mar 66. Subject: Reorganization of the
Office of Personnel (addition of three Deputy Directors).
25? List of 20 Series Personnel Regulations.
26. 1 Aug 67, Study of first Ten Years of CT Classes, 1g61 and 1g71.
27. Memo dated 1 Jun 67 for DDS from D~Pers. Subject; Inspector
General's Survey of the Career Training Program (the complete Survey
is in the OP Historical Files).
28. Memo dated lg May 67 for D ~Pers from C~PRS~OP. Subject: Comments
on IG Study. (Identifies Recarmnendations).
- 33$ -
Approved For Release 2000/08~~R~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
on Mamn +nr nr~~ r7a.t~r3 ~~ Oct 68 from D/Pers, Suggested Language on
Reasons for. CIA Exemption from Civil Service (for the - xevlew~.
30. Memo elated 26 Feb 68 for Chairman, Professional Manpower Committee
from C~PRS~OP. Subject: Recruitment of Quality Personnel.
31. Brief:~ng Paper dated 1 Feb 68 for Professional Manpower Committee.
Subject: Factors Effecting Junior Professionals Entering in Recent Years.
32. Interview Transcript with Lawrence K. Whte!dated 26 Jul 71.
Subject; Personnel Administration Problems of the Sixties.
33. Memo dated 22 October 68 for the DDS from D~Pers. Subject: "The
~ Review" Rationale far Separate Administration of Agency Personnel.
Approved For Release 2000/08/1$ 3~91~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Overview History, Personnel Administration
Chapter V, Background Documents
1. List of Unit Histories used as Sources for Chapter V.
2. Memorandum dated 1 Oct 1953 to DCI. Subject: Liberalized Retirement
System for CIA Employees.
3. Memorandum dated 26 Oct 1953, Multiple Address, from DCI. Subject:
Establishment of CIA Welfare Board.
4. Memorandum dated 9 Oct 1953 for Chairman, CIA Career Service Board.
Subject: Final Report of the Legislative Task Force. (Annexes and
background material contained in file folder in OP Historical Files.)
5. Staff Study dated 2g March 1954. Subject: Legislative Program
Supporting; Career Service. (File of subsequent reports on Proposed
Legislation from Oct 1954 to Sep 1g56 is in OP Historical Files.)
6. Memo dated 25 Oct 1954 to AD~Pers from C~PAS~OP. Subject: Pro-
posals far. Legislation of Interest to CIA.
7. Minute's of 21st Meeting, CIA Career Council on 2g Mar 1956 containing
reasons far deleting retirement proposal from legislative package; Chart
opposing (CIA and BOB) views of Accelerated Retirement. (File on pro-
posed Retirement Programs from 1956 - 1957 in OP Historical Files.)
8. Letter dated 13 Apr 1956 to Honorable Richard M. Nixon, President
of the Senate, from Allen Dulles, Director, forwarding draft of legis-
lation to amend the CIA. Act of 1949 together with a Sectional Analysis
of that Legislation 'Copy of the Bill.
g. Minutes of 20th Meeting, Career Council on 15 Mar 1956 to consider
staff study on Incentive and Honor Awards.
10. Staff Study, Incentive and Honor Awards, dated 7 Mar 1956 containing
Recommendations of Task Force.
11. Special Report dated Feb 1g65 on CIA Honor and Merit Awards.
12. Annua:L Report, Fiscal Year 1861, on Benefits and Services Division.
13. Transcript of 27 Oct 1971 Interview with on the 25X1A
Benefits and Services Program.
- 340 -
Approved For Release 2000/08/R&~lA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
List of Unit Histories used as Background Material for Chapter V. (Some
of these ax?e not published but all are contained in the OP Historical
Files . )
History of Welfare and Recreation
Central Processing Branch History
Fund Drives
Public Service Awards
History of Personal Affairs Branch.
History of the Credit Union
The Suggestion and Invention Awards Program,
1848 - ig7o
-341-
Approved For Release 2000/08/1~~~1 jA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Appendix F
OP Oral History Project, Tape List
Tape Index
Tape 1 - Interview, W~.llia J. Kelly 10 November 1970. Subject;
SSU CIG Pers Admin.
Tape 2 - Second Interview, William J. Kell , 12 November 1970.
Subject: Early CIA Pers Admin Lt Gen Vandenberg, June
1g46 - May 1gTd RADM Hillenkoetter, May 1947 -
Octaber 1950.
Tape 3 - Third Interview, William J. Kelly, 13 November 1970.
Subject: Smith-Jackson Impact on Pers~Admin, December
25X1 A 1950 - J~-Y 1951.
Tape ~+ - Interview, , 23 December 1870. Subject:
Clandestine Services Career Board, 1952-60.
25X1A -
Tape 5 - Interview, 12 January 1971. Subject:
Position Classification and Related Matters, 1952-60.
Tape 6 - Interview, George E. Meloon, 21 January 1971. Subject:
Pers~Admin Prior to 1951.
Tape 7 - Second Interview, George E. Meloan, 21 January 1971.
Subject: Pers~Admin, 1951-55 as seen by Personnel Director.
25X1A
Tape $ - Interview, , 19 February 1971. Subject:
Personnel Office, March 1951-57 as seen by the Executive
Officer.
Tape q - Interview, Lawrence K White, 5'March 1971. Subject:
The AD Pers, the Personnel Director and the Office of
Personnel, 1952-55?
Tape 10 - Interview, Cont'd, Lawrence K. White, 5 March 1971. Subject:
25X1A Problems of Pers~Admin, 1955 and Subsequent.
Tape 11, - Interview, 2 April 1971. Subject:
Pers~Admin in 1955-5 as seen by the Deputy Director of
Personnel.
- 342 -
Approved For Release 2000/08/1~~~~j4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Tape 12 - Interview, Gc~rdon'M. S~ewar~,' 7 May 1971. Subject:
Pers Admin FI Staff and Agenc 195125X1 A
o.
Tape 13 - Second Interview, Gordon M. Stewart, ll May 1971.
Subject: Pers~Admin, 1957- 0, Cont'd, 701 Exercise
Planning; Recruitment; Regulations, JOT Program Comments;
Clerical (RID Personnel Problems, Revision of Personnel
Regulations, Experience with Campus Consultants.
25X1A
Tape 14 - Interview, 13 May 1971. Subject: Recruit-
ment and Placement 19 -53; SSA~Pers, 1955; Return to
Recruitment, l9 ; Overseas Personnel Administration.
25X1A
Tape 15 - Interview, Cont'd, 13 ~y 197? Subject:
Management Development Committee, 1958; 701 Program, 1961;
Personnel Career Board.
25X1A
25X1A
25X1A
Tape 16 - Interview, 21 May 1971. Subject: Salary and
Wage Administration in the Fifties; 195 A e and Grade
Distribution Studies; System for Improving T 0 Management,
1959; Manpower Control Program, 1959; Reg 250; Career Service
Grade Authorization; Role of CS Division, Personnel Branch;
Selection of 701 Candidates; The CSPD.
Tape 17 - Interview, 14 June 1971. Subject:
Career Management Officer Duties; TSS 1955 and DDS&T 1963;
Recruitment Activity in the Early Fifties; Placement, 195 -
Chief of Personnel, Saigon, 19 7-
Tape 18 - Second Interview, Lawrence IS. White, 26 July 1971. Subject:
End of Career Council, 19 2; 701 Exercise Comments; Agenc
Supergrade History; Personal Rank Assignment; Personnel
Director's Evolving Role; Inter-Directorate Rotation; Manpower
Planning and Control.
Tape 19 - Interview, Deputy Director of Personnel
for Recruitment and Placement, DD ~Pers~R&P, 28 July 1971.
Subject: Bac round of OTR OP Difference; The JOT CT
25X1A Program; 29 Dec 19 eport on Selection and
Assignment of Personne ; en ralized versus Decentralized
Personnel Management; A Final Word on Recruitment.
- 343 -
Approved For Release 2000/08/~~~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Tape 20 - Interview, 30 July 1971, Chief, Retirement
Affairs Division, OP. Subject: Placement Function in the
Fifties; Role of the Operating Personnel Officer; OTR OP
Tensions; 701 Exercise and Placement; Personnel Advance
Planning; Problems of the Retirement Task~~Force.
Tape 21 - Interview, Robert'S. Wattles, Assistant Deputy Director for
Support, A DDS, 3 August 1971. Subject: Early Placement
Function; Relationships with DTR; POD in 1~2; Manpower
Management; Advance Planning; D Pers Monitoring Role;
Thoughts on D Pers Role.
Tape 22 - Interview, Matthew Baird, Director of Training, January
1951 to January 19~, 11 August 1971. Subject: Estab-
lishment of a Career Corp in CIA; The JOT CTP Story,
Its Reception by the Operating Components; OTR OP
Relationships; The Career Council; Obsexvations on Per-
sonnel Management and the Career Program.
Tape 23 - Interview, Emmett D. Echols, Director of Personnel, June
1960 to February 19 , 2 August 1971. Subject:
Compensation and Benefits of Contract Personnel; Admin-
istration of Field Personnel in the
Revision of the Career Staff Concept; Demise of the
Career Council; Separation of Surplus Personnel.
Tape 24 - Interview, Cont'd, Emmett D. Echols, 26 August 1971.
Subject: Operating Officials Attitude Toward Adminis-
tration; Excessive Autonomy of Operating Units; Need
25X1A for Strengthening Upper Echelon of the Personnel Office.
Tape 25 - Interview, Chief, Plans Staff, OP,
20 October 1971. Subject: Early Staff Work on Legislative
25X1A Program; Development of Early Retirement; Plans Staff under
Administrative Task Force of
25X1 A 19 7; Current Planning Problems .
Tape 26 - Interview, Deputy Director of Personnel
for Special Programs, 27 October 1971. Subject: Develo -
ment of Casualty Affairs Activity; The Prisoners Cases
of 1952; The Emplo ee Emergencies Policy Overseas Medical
25X1A Benefits; Bureau
of Employment Compensation Cases; T e asua y a~.rs
Branch Charter in 1957; The Gary Powers Case; Bay of Pigs
Aftermath.
-3~+4-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
25X1A
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Tape 27 - Interview, Cont'd, 27 October 1971.
Subject: Organizational Relationships with Division and
Front Office; Review of Insurance Program and Formalizing
Thereof; GEHA Controversy over Insuring U-2 Pilots,
Association with Retirement Activity, PSAA, EAA; Obser-
vations on Rotation and Personnel Career Board.
- 345 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Appendix G
Index
Accessions: FY 56 - FY 60, p. 127; Ten Year Table, 1956-65, p. 161;
FY77 Peak, p. 172, p. 180.
Advance Planning: Formal Effort by Placement, 1962, p. 158; Advance
Staffing Plan, 1966 and Subsequent, pp. 162-165?
Agency Disposition Board: p. 167.
Amory,'Robert (also see DDT): Resists 701 Program, p. 119; Biographic
Note, p. 15 ; Supergrade Expansion Review, p. 156.
Applicant Review Panel: p. 167.
Appointing Authority: Use of State, War, and Navy Department's Authority,
p. 2; Review by CSC Representative, p. ~+; Review by Personnel Review
Committee, p. 4; Schedule A Authority Granted, p. 16; CIA Act of 1949
Grants Hiring Authority to the DCI, p. 25; New 1961 Appointing System,
P? 72?
Assistant Director for Personnel: Establishment of (July 1951) and
Incumbents, p. 3 , p. l; Statement by Personnel Director Concerning
AD ~Pers, p. 244; Dissatisfaction of Top Management With, p. 90, p. 98;
Post Renamed, p. 100.
Attrition Rate of (also see Separations): 1948 Dulles Survey, p. 21;
1952 Rate, p. ; Ranges, p. 23; 11.50 in 1970, p. 23; JOT~CT Rates,
p . 183. 25X1 A
Average Grade Controls (see also Position Authorization):
Average Grade Controls, 2 February 1959, p. 123; Kirkpatrick 1964
Directive, p. 171.
- 346 -
Approved For Release 2000/08/18s~ RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
"'"25X1 A
BALPA-' p.-180.
Bannerman,, Robert: Bio Note, p. 164; ASP Role, p. 164; Names Admin-
istrative Authorities Task Force, p. 200.
Baird, Matthew: Bio Note, p. 30; Assigned Responsibility for Develop-
ing a Career Corps, p. 57; Presents a Proposal to Establish and
Implement a Career Corps Program, July 1951, p. 41; Member, Career
Council., p. 51; View on, Source 120, p. 283.
Biographic Profile: System Developed, p. 107.
Bio Note, p. 27; Part in CIARDS, p. 188; p. 235?
~ Secretary of Career Council, p. 51; Responsibilities,
p. 7~~; Subordinate Staffs, p. 59; Named Deputy Director of Personnel
for Planning and Development, June 1955, P? 109.
- 347 -
Approved For Release 2000/08/18EC~~,-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Cabe13., Charles Perre,General, VSAF Bio Note, p. 100; Transfers
Personnel to DDCI, p. 100; Establishes DD and D~Pers Approval for
GS-07 a.nd Above Actions, p. 127.
p. 40.
Career Council, 1954-62: Members and Concerns of, p. 51; Program
Submitted~st Meeting, 21 Mar 57, p. 52; D~Pers Role, p. 54;
Comments on 1960 IG Survey, p. 55; Method of Operating, p. 56;
Office of Personnel Support of, p. 57; Those Present at 69th and
Final Meeting, 1 Feb 62, p. 144; Real Authority Assumed by
Career Services, p. 145; Also see Sources 117, 118, 119, and 120.
Career Development Staff: p. 58 and p. 489.
Career Management: 1957 Agreement, p. 54; Placed with Heads of
Career Services, p. 79.
Career Management Officer (Career Development Officer) Duties:
p~O;~DDS Concept, p. 71.
Career Program: Loss of by Personnel Office, p. 38; Conducted
Separately to Personnel Office, p. 82; Responsibility for, p. 112.
Career Service: Determination of Initial Career Designations, p. 62.
Career Services: Seventeen in 1952, p. 48; Sixteen in 1954, p. 62;
IG Comments, p. 50, p. 66, and p. 71; Variations in Practices of,
p. 75 and p. 177; IG 1959 Recommendations on Reducing Number of,
p. 129; Twenty-three Services in 1967, p. 78; 1967 Responsibilities
of Heads of, p. 79; See App D for 1956 Roster of Career Service
Boards and Panels; Also see Individual Career Boards.
Career Service Conference, August 1954: p. 69.
Career Service Grade Authorization: p. 125.
Career Service Staffing Authorization: p. 124.
Career Staff: Membership Defined, p. 67; Benefits, p. 68; Applica~Gions,
p. 9; Automatic Conversion, p. 72; IG Adverse Comments, p. 55 and
p. 71.
- 348 -
Approved For Release 2000/08/'~~~~,A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Career Training Program (Also see JOT~CT Program): D~Pers Role, p. 181;
Attrition Rates, p. 1 3; Progression, p. 1 5.
Carer, Marshall Sylyest~r,!Lieutenant General: Bio Note, p. 13q;
Views an 701 Program, p. 139.
25X1A p. 195 and p. 262; See also sources 114 and 167.
Ca~sualt~Assistance: Personnel Functions in, p. 218; Alsa see sources
167 through 170.
Ceiling Personnel (Also see Manpower Control): Gen Bedell Smith
25X9 Impaseti Ceiling in 1952, p. 5; Effects, p. 8 Reconciling
With Tables of Organization, p. 87; Supergrade: 25X1A
Ceiling and Position Authorization, 1958, p. 123, pP? 155-156;
1964-65 Reductions, p. 170.
Central Intelligence Group: CTG Personnel Order No. 3, 17 Apr 46
on Duality of Appointment, p. 3; Functional Statement, p. 7; Early
Personnel Organization and Staff, p. 8 and 9.
Central Processing: p. 266.
CIA Career Service Board 1952-54: Agency Notice Establishing Members
and Functions, p. 7; Functions of Secretariat, p. 48; Office
Boards Established, p. 48; Rotation of Loan Slots, p. 4q.
CIA Career Service Committee Sep 51 - Jun 52: Six Groups of, p. 43;
Consuli;ants to, p. ; Administrative Philosophy of, p. 44.
CIA. Compf:nsation Plan: p. 126.
CIA, Provisions of 'the National Security Act of 1947: Establishing
Effective Date, 1 Sep 7, p. 7; Act of 1849, P. L. 110, p. 25.
CIA. Retirement and D isability System (CIARDS): p. 176 and p. 204;
See source 15 for Eligibility Criteria.
CIA. Selection Board: D uties, p. 6g; Number of Cases Considered, p. 70;
Reason; for Deferment or Denial, p. 70.
Clandestine Service Personnel: Workings of CS Board, p. 75; Clandes-
tine Service Personnel Division (CSPD) Established, p. 100;
Statistical Study, 195q, p. 116; Manpower Control Program, Controlled
Staffing, p. 118; Hump Chart, p. 121.
- 349 -
Approved For Release 2000/08/185~~~,-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Clarke, John: Chief, PPBS, p. 173.
Classification (Also see Manpower and Position Mana ement): CIA Act
of 19 ~9 P . L . 110 ; CSC Exempts CSA From, p . 25 ; RADM Hillenkoet-~er
DecidE:d to Follow, p. 25; Resentment Against, 1953-54, p? 25 and p.
90; Handbook of Codes and Titles, 1954, p. 90 and p. 96; Position
and Q~zalification Standards Attempted, p. 96; Ceiling 25X1A
and Position Authorization, 14 Nov 58, p. 123; , Average
Grade Controls, p. 123; Average Grade and Salary Controls, 1964,
p. 169.
First Executive Officer of Personnel, p. 100;
D uties after Mdloon Resignation, p. 103. 25X1A
Competitive Promotion Policy: p. 57; Introduced in Agency Reg _
195~.~, p. 10 Personnel Rank Assignment, p. 108.
Contract Personnel Administration: Fourteen Categories, p. 34;
Function Transferred to Personnel, p. 144; Civil Service Benefits
Extended, p. 201; Increase in Office of Personnel Administration,
p. 167; BALPA, p. 180.
Covert Autonomy: p. 10.
Curie College: p. 107.
- 350 -
Approved For Release 2000/08/'~~~,I~p-RDP90-007088000200130001-3
 SECRET .
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Assistant Director for
Personnel, AD Pers, p. ; exec s olf Proposal on Combining
Personnel and Training in 1951, p. 28; Resigns over Decision not to
25X9 go for - p . 85 .
25X1A
p. 195, 196, 217, and 236? Also see sources
1~, 11.50, 159, 1~5, 166, 167, 169, 170, and 171 for Oral History
excerpts on various aspects of the Benefits and Services Program.
Deputy Director for Intelligence (DDI): Resists 701 Program, p. 119;
Supergrade Expansion, p. 15 .
Deputy Director for Science and Technology DDS&T): Establishment of,
1923, p? 13 .
Deputy Ilire~tor for Support (DDS) : Also see White, I,awrenee K' and
Bannerman, Robert; Establishment of, p. 102; Personnel Office Returned
to, p. 102; Rejects Proposal for Six Career Services, p. 71; Comments
on 1962 Task Force Report, p. 151; Supergrade Role, p. 157?
Deputy Director of Personnel for Planning and Development (DD~Pers~P&D):
p. 59.
Deputy Director of Personnel for Special Programs (DD~Pers~SP): p. 236.
Director of Personnel, Role of: Council Views, p. 52; Paper Presented
to Stewart by the DDCI, Gen Cabell,' p. 111; Stewart's Response to,
p. 112; In Supergrade Administration, p. 154; Monitoring Role, p. 145.
D irecto:r of Training: Also see Personnel and Training; Naming of,
p. mil; Assignment of Career Corps to, p. 41.
D uflon Committee: p. 154.
D idles, Allyn;'' Named D~0, later DD ~P, p. 20; Gives Surplus Personnel
Problem Highest Priority, p. 115.
- 351 -
Approved For Release 2000/08/1~~~C~j4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
p. 31.
Echols' Emmett D.:' Member, Personnel Review Committee, SSU, CIG, p. 4;
Pers Admin of Contract Personnel, p. 19 and p. 34; Bia Note, p. 138;
Appointed Director of Personnel, Jun 60, p. 138; Accomplishments,
p. 188; CIA Retirement Act Role, p. 176 and p. 204.
Elite Corps: Also see Hard Core; Consequences of Rejection by Operating
Officials, p. 41 and p. 131.
Employee Emergencies: p. 216.
Executive Director-Comptroller: Also see Kirkpatrick., Lyman G and
'Whitey Lawrence ~.;'p. 171 and p. 172.
Executive Inventory: p. 47.
-352-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
25X1A
r
Federal Employees Group Life Insurance (FEGLI): p. 212.
Federal Salary Reform, Act of 1962: p. 127.
p. 195 and p. 201.
Fisher, Tarry; B: p?: 189.
Fitness Reporting in CIA: 1962 Task Farce Recommendations on, p. 152;
Reference to Monograph on, p. 152; Forced Distribution, p. 152.
Statement on OP~OTR Relationships on the JOT
CT Program S. 2), p. 250; Report on Recruiting, p. 153.
Freeze, Personnel; Also see Ceiling, Personnel; p. 170.
Approved For Release 2000/08/1~C~I~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
25X1A
p. 221.
Generalists, Development of: p. 150.
Government Employees Health Association (GEHA): First Officers, p. 209;
195., Ccintroversy, p. 213.
p. 18.
Group Haspitalizatian, Inc.(GHI): p. 208 and p. 211.
- 35~+ -
Approved For Release 2000/08/1 ~~~I~; RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Hard Co~~e Concept, Effects of Jettisoning: Also see Elite Corps; p. 41
and p. 131.
25X1A
Part in Suggestion and Invention Awards, p. 227.
p. 208 and p. 232.
Hllenkoetter Roscoe Henr` Rear Admral,'USN: Bio Nate, p. 22;
19 9 Response to Dulles Committee Report, p. 22; Decision to Follow
Class Act, p. 25.
Honor and Merit Awards: Tabulation of Awards, p. 295.
Approved For Release 2000/08/1$ ~~IA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Individual Career Boards: Also see Career Services; Sixteen in 1954,
p~2?, Functions of, p. 74; Agency-wide Policies Origiri.ating with
Roster of Boards and Panels, 1956, App D, p. 326.
25X1A Individual Career Planning: p. 74; Council Discussion
of, p. STS; Rescinded, p. 129.
Informal Organization, Role of: p. 134.
Inspector General: See Surveys, Inspector General, also Kirkpatrick,
Zyman G.
Insurance: Task Force, 1g52: Recommendations, p. 203; Membership, p. 210.
Interchange Agreement: p. 175.
-35~-
Approved For Release 2000/08/~~~~4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Jackson:, tnTilliam NI Bio Note, p. 20.
Juniar Officer Tra9_ning~Career Trainee Program: JOTP Assigned to
Director of Training, p. 1 and p. ; A Proposal to~Establish and
Implerrient a Career Corps Program in the CIA, p. 41; Fifty-a-year
Gaal Maintained in 1952 Freeze, p. 87; Input Increased in 1959
Despite 701 Exercise, p. 122; 225 Annual Goal set in 19G4, p. 183;
Percent of Professional Input, p. 182; Changed Concept, the Career
Trainee Program (CTP), p. 181; Other Directorates Participate, p. 183;
Attrition Rates, p. 183; Effect on Recruiting, p. 184; JOT~CT
Statistics, p. 1$3.
- 357 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
~ SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
p. 203.
Kelly, William J.c Major Staffing Crises, p. 13; First Personnel
D irec~t;or, p. 30; Comments on 1950 Reorganization, p. 35; Estimates
::25X9 ~ew Employees for FY 52, p ? 38
Krkpa-~rick,' Lyman B.s Also see Surveys, Inspector General; Bio Notes,
p. 50; Comments on Loss of Hard Core Concept, p. ~+1; Ten Ways, 1955,
pp. 91-93; Kirk's Quirk, p. 111; Average Grade Rollback, 196+,
p. 171; Leadership in Benefits and Services, p. 193; Civil Service
League: Award, p. 232.
Korean Hump: Effect of, p. 85; Avoidance of, p. 86; Statistical Chart
of , p . 12l .
Approved For Release 2000/08/?8~:5~IA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Lag Time, Personnel Processing: p. l~+ and p. 160.
Law of Increasing Conservatism: p. 137.
Legislative Task Force: Established 1952, p. 68; Recom?nendations,
p. 197.
25X1A Deputy Director of Personnel, 1862-66, source 125,
p. 2
25X1A p. 199?
- 359 -
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
~` 25X1 A
25X1A
AD~Pers, p. 90,
escribes Personnel Career Board Workings (S. 54),
p. 79; SSA Pers, p. 102; Combining Recruitment and Placement (S. 107),
p. 274; Views on 701 Program (S. 116), p. 279.
Management Advisory Group: p. 61.
Management Development Committee: p. 128.
Management Staff: p. 89 and p. 172.
Manning Table: p. 107.
Manpower Planning and Control: Also see Ceiling; A Manpower Control
Program for the Clandestine Services, p. 118; Difficulties of, p. 172;
PPBS Role, p. 173.
McC'onnel', Murray: First DDA, p. 10.
Meloon, George E.: Asst Chief, Personnel, p. 13; 1947 Report, Pers~Admin,
p. l3; Named Deputy Director of Personnel, p. 27; Comments on Career
Service, p. 45 and p. 74; Bio Note, p. 58; Acting Personnel Director,
p. 81; Position Relative to Career Program, p. 82; First Moves on
Taking Office, p. 82; Estimates 1,700 new clerical and 8,300 Vacancies
in FY 52, p. 83; Mathematics of Recruiting, p. 84; Comments on Rapid
Expans~_on, p. 86; Resignation Events, p. 90; Accomplishments, p. 95?
Mid-Career Program: p. 167.
Military Reserve: Agreement with D oD, p. 107.
JOT Placement, p. 31.
Monitoring Responsibilities: p. 148.
-360-
Approved For Release 2000/08/18 s~RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
National Security Act of 1949, Section 102(c): p. 119.
National Civil Service League Awards: List af, p. 307.
- 361 -
Approved For Release 2000/08/1 ~~~~#-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Office of Personnel: Also see Personnel Office; Moved to O~DCI, p. 100;
Returned to DDS, p. 102.
Field Recruiter Experiences (S. 62), p. 258;
Scientific Pers~Admin (S. 110), p. 27~; Placement Role (S. 133),
p. 288; Deputy D irectar of Personnel for Planning and Research,
p. 291.
OPC: See Policy Coordination, Office of.
OSS: See Strategic Services, Office of.
Overseas Candidate Review Panel: p. 167.
Overtime ~: Eight Hour Rule Adapted, p. 129.
Outplacement: p. 128.
-362-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Personnel. Accounting: IMB System, 1952, p. 18; Chinese Laundry, p. 19;
Statistics Centralized, p. g6; Administrative Difficulties, p. 170.
Personnel. Advisory Board, 1862-65: p. 144.
Personnel. Authority: D iffusion of, pp. 38-40; Stewart Division of,
Personnel Branch, Executive for Administration and Management, CIG:
Early Organization and Staff, p. 9; Function of, p. 11.
Personnel Conference: p. 187.
Personnel Evaluation Report (PER): Also see Fitness Reporting; p. 49?
Personnel Lecture Series: See Curie College.
Personne:L Management: Also see Career Management; Delegated to Career
Service, p. 55?
Personnel Office: Establishment of Central, Dec 50, p. 26; Responsibilities,
p. 27; Table of Organization, p. 26; 1953 Reorganization, p. 37;
Distribution of Positions, 1g52, p. 83; Workload Statistics, p. 84;
Second Wave of Personnel, p. 98; Period of Disfavor, p. 98, p. 108, and
p. 166; Double Deputy Idea Tried, 1953, p? 99; Executive Officer Post
Added, 1854, p. 99; 1g54 Transfer to O~DCI, p. 100; Placed Under Newly
Established DDS, 1955, p. 102; Budget Summary, 1951056, p. 105;
Divisions and Staffs, 1956, p. 110; Distribution of Positions, 195g,
p. 132; Triple Deputy Concept Introduced, p. 187; Allocation of
Resources, p. 19g.
Personnel Planning: See Advanced Planning.
Personnel Research and Development Staff (PROS): p. 5g?
Personnel Staff Rations: p. 106.
Personnel Statistics: See Strength, Agency; Personnel Office; JOT~CT
Program; and Personnel Accounting.
Personnel Studies and Procedures Staff (later Research and Planning
Staff, RPS p. 5 ; Role in Search for Tangible Benefits, p. 195.
Personnel and Training: 1951 Recommendation to Combine, p. 28; Early
Division of JOT Responsibility, p. 31; 1956 Reconnnendation on
Combining, p. 109.
Approved For Release 2000/08/18E~~i~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
~25X1A
25X1A
~5X1A
Placement: Follow-up Program, p. 18; Active in Referral, Selection, and
Processing, p. 128; Combined with Recruitment, p. 128; Special Place-
ment Committee, p. 128; Projects 3,150 people, 1962, p. 159; Guards
the EOD Rate, p. 171; See Also comments by Wattles, S. 9, p. 239;
- S. 107, p. 274; and ~ S. 133, p. 288?
Planning Paper, Staffing Complement: p. 158.
Planning, Programming, and Budgeting (PPB): Supergrade Requirements
Incorporated with, p. 157; Manpower Role, p. 172.
Plans and Review Staff: p. 162.
Plans Staff: Gyrations of, p. 58; Reorganization, 1859, p. 132;
Develops ASP, 1966, p. 162. See source 47, pp. 252-254 for Plans
Staff Chronology.
Policy Coordination, Office of: Establishment of, 27 Aug 48, p. 9;
Merger with OSO Admin, p. 10; Dual Administrative Staff with OSO,
p. 11; Personnel Admin Split Three Ways, p. 11.
25X1A
Pool, Ho]_ding and Training: Established 1948, p. 16;- Assists,
p. 17.
Position Authorization: , Ceiling and Position
Authorization, , Average Grade Controls,
26 Feb 59, p. 123; Development Complemen , affing Complement, p. 123;
Fixed and Flexible Positions, p. 123; Career Service Staffing A uthor-
ization, p. 124; Career Service Grade Authorization, p. 125; Dichotomy
Betweezi Component and Career Service, p. 169.
Procurement: See Recruitment.
Promotion: Also see Competitive Promotion; One-grade Policy, p. 106;
Two Types in CIA. Pay Plan, p. 126; To Threshold Grades, p. 129;
Of Guidelines, p. 177.
Professional Positions, Definition of: p. 64.
Professional Selection Panel: Members, p. 63; Eighteen Criteria, p. 63.
- 364 -
Approved For Release 2000/08/1~~~Ip4-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Q.ua,lification Standards: p. g6.
- 365 -
Approved For Release 2000/08~'I~~IA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Rand Cor1~ Study, Inside Bureaucracy: p. 136.
Recruitment: Relation to Other Personnel Functions, p. 83; Variables,
per; Meloctin Describes Mathematics of, p. 84; June to December
1952 Work Report, p. 84; Combined with Placement, p. 100; Combined
with ]?lacement by Stewart, p. 127; Projection 1962,; p. 159;
Lag Time, p. 160; Peaks and Valleys in, 1956-65, p. 160; Revival
25X1A and Expansion, 1966, p. 179; Report, 1961, p. 153? Also
25X1 A see statement b ( S . 42 2 0, ~ ( S . b2) p . 258, 25X1 A
Stewart (s . 106) p . 2`(++, and ~s . 107) p . 274. 25X1 A
Retirement: Changed Legislative Approach as a Result of Surplus
Problem, 1959 p. 117; "Up or Out" Policy Discouraged, 1958,
p. 118; Wyatt Co. Study, 1959, p. 118; Career Council Directed to
Study, p. 1;14; 1962 Task Force Recommends use of "Up or Out"
Provisions of Foreign Service Act of 1946, p. 149; Passage of
the CIA Retirement Act, 1964, p. 176; Proposed as Early as 1950,
p. 202; Bureau of the Budget Counterproposals, p. 203; Description
of CIA.RDS, pp. 204-206; Voluntary-Involuntary Policy on Civil
Service Retirement, p. 207. See S. 158, p. 298 for eligibility
25X1A criteria, S. 96, p. 270 for Stewart Statement, and S. 195 for
Statement by -
Reynolds, Harrison .: Career Council Chairman, p. 51; Black Duck
and Blue Goose, p. 75; Bio Note, p. 98; AD~Pers, p. 100; Named
Director of Personnel under DDS After Meloon Resignation, p. 103;
Mass Promotion Rejected, p. 104.
Recuirements: Also see Advance Planning; OPC Initial Requirement for
25X9 p. 9; FY 1952, p. 38 and p. 83; FY 1961, p. 128;- 25X9
Recruiting Requirement for FY 1963, p. 159; Average Annual in the
late 60's, p. 163.
Rotation: Rotation Loan Slots, p. 49; Interservice, p. 54; Career
Service Responsible for, p. 79.
-366-
Approved For Release 2000/08/1~~A-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X1A
Selection Staff: p. 69.
Selective Service System: Relations with, p. 33.
Separation Compensation: p. 119; Eligibility for, p. 122;
Compensation Paid 19 2-66, p. 122.
Separations: Ten Year Table, 1956-65, p. 161; Also see Attrition.
25X1A Bio Note, p. 8; Refutes Duplicate Staffs, p. 10;
Answes~s Criticisms of CIA Personnel, p. 23; A~DDA, p. 81.
25X1A Statistical Studies, p. 91; Principal Staff Officer,
p. 119; Chief, CSPD, 1961, p. 142; Views on 701 Exercise, p. 142;
See S? 98, p. 270 and S. 105 for ~ Statements an Statistical 25X1A
Studies and the Manpower Control System.
Smith, Walter Bedell, General, USA Bio Note, p. 25; Centralizes
Support Offices, p. 25; Assigns Development of Junior Officer 25X9
Corps, p. 41; Imposes ~eiling, p. 85.
Souers,' Sidney W.', Rear Adm~,ral,' USNP~': First DCI, p. 1.
Special Activities Staff: OD~Pers, p. 141.
Special operations, Office of (OSO): Admin Staffs, p. 9.
Special Support Assistant for Personnel (SSA~D~P): p. 102.
Staffing Complement and Ceiling: Also see Tables of Organization;
Position Authorization; Staffing Complement~Flexible T~0 in
Commo~, p. 108; Purpose, p. 123; Procedure for Establishing, p. 158.
Stewart, Gordon M'.: Bio Note, p. 111; Opts for Decentralized Personnel
Management, p. 112; Reports to Career Council on "Role" paper,
pp. 113-115; Recommends Separation of Surplus Personnel, 701 Pro-
posal, pp. 115-118; Goals as D~Pers, p. 115; Combines Recruitment
and Placement, p. 127; Rejects 1959 to IG Survey, p. 130 and p. 55;
Views on 701 Exercise and Ranking People, p. 142; Overtime Pay,
p. 129; Ch, Career Council, p. 51; Also see S. 93, p. 268, S. 100,
p. 271, and S. 101, p. 272 for Stewart's Views an Surplus Problem,
Ranking and Separation Compensation.
Strategic Services Office of: Demise of, Oct 45, p. l; Informal
Organization in CIA., p. 13 .
367
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X9
Strategic Services Unit: Problem of Disposal, p. 3; Strength, p. 3;
Becomes OSO CIG, p.
Su ear rade Administration: 1952 Ceiling, p. 154; Role of D ~Pers in,
p. 154; lq 2 Ceili 1 ; 62 Task Force Recommendation and
25X1A Expansion, p. 155; Management of Supergrade Personnel,
31 Aug 1962, p. 157; Supergrade Review Baard Abolished; Require-
1 ments Incorporated into PPB Cycle, p. 157.
Surplus Personnel Separation of: Stewart Statement on, p. 115;
Early Problem, p. 11 ;Authority, p. 119; Factors Determining
Order of Preference for Retention, p. 120; Issued 10 25X1A
Feb 6'L, p. 122; Gen Carter Reaction, p. 139; Statistics on 701
Exercise, p. 140; Role of D~Pers in, p. 141; Opinions About, p.. 142
and p. 143; Source 116, p. 279 contains statements by Lawrence K.
White, Matthew 'Baird, Emmett Echols;, 25X1 A
25X1 A ~ on 701 Exercise .
25X1A
Surveys, Inspector General: Also see Kirkpatrick, Lyman B; Three
Critical Personnel Management Problems Resulting from Dropping
Hard Core Concept, p. 41 and p. 131; 1954 Survey of Career Program,
p. 66; Career Council Comments, DDS Comments, p. 71; Support Office
Heads, p. 78; 1853 Survey of the Personnel Office, p. 90; 1955
Ten Ways of Improving Personnel Management, pp. q1-93; Six Services,
p. 129; 1959-60 Bombshell Against Career Program, p. 129; Stewart
Response, p. 13a; 1962 Task Force Recommendations, pp. 149-151;
DDS Response, p. 151; 1964 IG Survey, Pre-survey Activity, p. 174;
Steps Recommended, p. 175; 1967 CT Survey, p. 185.
Comments on Drive to Bring T~0's and Ceiling Together,
p. 90; Principal Staff Officer in T~0 System Changes, p. 125;
Staff Officer on Supergrade Administration, p. 154.
_ 368 _
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
25X9
~?5X1A
25X1A
.rl
Tables o:f.Organization: Also see Staffing Complement; Position
Authorization; in Dec 1950, p. 27; Guesstimates in 1952,
p. 88; Discrepancy Between T~0 and Ceiling, 1952, p. 88;
Establishment and Control of Positions, p. 89; Complaints Against,
p. 90; Staffing Complement, Flexible T~O, p. 108; Proposal to
Abolish, p. 158.
CIA's Personnel Management: pp. 91-93.
Testing and Evaluation Program: p. 18.
p? 9?
Training Director: Naming of, p. 41; Reports on Career Corps, p. 41.
Bio Nate, p. 103; Appointed Deputy Director
of Personnel, DD Pers, p. 103; Views Personnel's Tasks, p. 106.
25X9
-369-
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
SECRET
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Vandenberg, Lt Gen Iioyt Sanford, USA (AAF): p. 2.
Approved For Release 2000/08/18? CIA-RDP90-007088000200130001-3
 SECRET
Approved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3
Wattles, Robert ~.: Early Assignment, p. 9; Detailed to Assist new
DTR, Matt Baird, p. 30; Fourteen Categories of Personnel, p. 34;
Chairman, Professional Selection Panel, 1952, p. 63; Bio Note,
p. 189; President, GEHA, p. 209; Succeeds Echols as D~Pers, p. 189;
Working Group on Hanar Awards, p. 221.
25X1A
Gen'1 Manager, Credit Union, p. 234.
Personnel Legislation, p. 195; Retirement Legislation,
p . ~_
White ''Lawrence K Comments on IG 1960 Survey, p. 52; Named A~DDA,
Jan 1952, p. 1; Bia Note, p. 102; Named to New Post of DDS,
p. 103; Philosophy of Career Service, p. 130 and p. 152; Responds
to 1962 Task Force Recommendations, p. 151; Expands Support Super-
grades, p. 156; Ca~nments on Manpower Control, p. 172; See S. 34,
p. 246 for Statement on D ~Pers Role.
Workload Statistics: See Personnel Office.
Wolf, Walter R.: DDA, p. 28.
Women, Career Panel on: p. 93.
Wyatt Co.: p. 118.
Approved For Release 2000/08/'~~~TA-RDP90-007088000200130001-3
 S@CI'~~~C rt? r~d ~o~- Release 2000/08/18 :CIA-RDP90-007088000200130001-3
CIA Int r a se )n y
Access Controlled by DDS
S@Cf'~pproved For Release 2000/08/18 :CIA-RDP90-007088000200130001-3