PERSONNEL PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92-00455R000100180019-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: December 19, 2016
• Document Release Date: October 12, 2005
• Sequence Number: 19
• Publication Date: May 4, 1981
• Content Type: MF

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4 MAY 1981
MEI'IORANDU11?1 FOR: Deputy Director of Central Intelligence
FROM : Harry E. Fitzwater
Director of Personnel Policy,
Planning, and Management
SUBJECT : Personnel Planning
1. Action Requested: Paragraph 4 of this memorandum requests
informat ion _ rof m You. 2. Background: At the 15 April Executive Committee meeting you
decided that the Annual Personnel Plan and Annual Personnel Report
have outlived their utility and should be discontinued in their present
form. You also tasked my Office and the Executive Committee Staff with
developing alternative ways to accomplish the objective of effective
personnel planning and to assist the DDCI/DCI in "getting a handle on"
the Agency's personnel management system. At the same meeting you
commented that you would provide the areas of your interest.
3. Staff Position:
a. I plan to convene a senior working group to address the topic
of personnel planning and will report back to you and the Executive
Committee on alternatives to accomplish your objectives. I believe a
system can be developed that while not requiring the inordinate use of
resources will be useful and tailored to your needs. A major problem
is determining the standard or goal against which to measure progress.
My staff can provide statistical reporting for monitoring purposes but
the setting of the standard or goal will need to be a managerial decision.
We can provide target figures against which standards or goals can be set.
b. Knowing the personnel management areas that you wish to
monitor will be helpful in developing this planning system. For your
consideration, I suggest planning in the following areas.
Promotions. To insure consistency and equity Agency-wide,
the rates of promotoins nad the ages and grade profile of those promoted
can be monitored.
? EEO Progress.
Pr_ss Monitoring the hiring rate of women
and minorities and.. the us" e of upward mobility programs can provide an
indicator of LEO success.
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? Rotational Assignments. Monitoring this aspect of the
Senior Officer Development Program will provide an indicator of successful
development of potential senior officers.
? Recruitment. Reporting can be provided that will keep
you advised as to the mix and quality of the recruitment effort.
? Performance Appraisals. Reporting can be provided on
the average rating of employees on the numbers and disposition of
counseling cases.
? Awards and Quality Stye Increases. Monitoring of these
programs can provide indicators of the amount of special recognition afforded
superior performers.
? Strength. Reporting on the Agency's on-duty strength
and with projections of hires and losses will provide an indicator of
success in attaining ceiling strength.
4. If there are other areas that you are interested in monitoring, we
will add them to the above list.
Ha E. Fi rater
STAT
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A Manpower Planning System
~7) l
Introduction:
With the decision to drop the Annual Personnel Plan/Annual Personnel Report,
the time has come to review the Agency's needs for a manpower planning system.
Objectives:
The task of placing the "right person in the right job at the right time"
requires planning that identifies personnel needs, flows, and development needs.
The task of implementing equal employment opportunity requires a.Fystem that
establishes perspectives that can be monitored to assure that the opportunities
are made available and implemented equitably.
Roles/Decisions/Information Needs :
DCI/DDCI are concerned with the implementation of Agency-level policies
with respect to promotions, assignments, and EEO. They need exception-type
reporting of developments that might require higher-level managerial intervention.
They need accountability-type reporting that indicates how well the Deputy
Directors are performing within their areas of responsibility. They need to review
manpower planning at the aggregate level to assure conformity with Agency goals
and objectives.
Comptroller reviews program-planning and the associated resource needs,
including manpower. Comptroller sets and allocates the manpower ceiling under
the authority of DCI/DDCI.
Thee Office -of Personnel FaIiE py~' b-r-a~ ~e is responsible. for
centralized recruiting and processing of applicants.* It also administers the
internal job market through the vacancy notice system and through assisting
employees with job -e ement. It needs early identification of shortages or
suppluses, by occupation, and identification of recruitment needs. It also needs
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With significant inputs from Office of Security and Office of Medical Services
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information on skills required in jobs available for internal placement and on
skills of employees available for internal placement.
Heads of Career Services are responsible for the implementation of personnel
policies within the, Career.Service. They have a planning input into the formulation
of office-level plans and a monitoring responsibility subsequently. They have a signif-
icant input into the budget and manpower allocation process. They need information
on programs, occupational requirements, projections of accessions and separations,
and promotion-projections. They monitor the operation of career boards and panels
and thus might review not only promotions but also assignments.
Heads of Offices (accountable to Heads of Career Services) are responsible for
hiring decisions and decisions on the promotion and assignment of personnel. They
are also responsible for decisions with respect to training and decisions on the
occupational mix required to accomplish.programs. They need information on projected
separations, accessions, and the ranking of individuals for promotions, assignments,
and training.
A Planning System
Most of the decisions affecting personnel flows are not made on a rigid time-
table, therefore, a rigid annual planning cycle is usually inadequate. What is
needed must satisfy management with respect to: 1) providing early warning that
some form of managerial decision is required, 2) communicating personnel objectives
to managers and employees, and 3) providing the means of assessing performance.
Occupational shortages and surpluses. It is difficult to see how a more
adequate job of recruiting and placement can be done without better planning input
in this area. OPPP4 is expected to specify its own resource requirements in the
budget cycle before it knows whether the Agency is expanding or contracting. It
does not regularly have access to program materials that -indicate potential expansion
or contraction of particular functions, involving particular skills. It is alerted
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to shortages of communicators or language specialists after the fact, not before
the fact. It is profoundly affected by decisions to offer "early out" to particular
functional categories of employees.
We need to categorize the whole agency and its component offices according
to a schedule of occupations that is relatively compatible with recruitment guides.
As part of the program planning cycle, each office should indicate anticipated
changes in its occupational mix. This information should be brought to the
attention of OPPF4 even before the budget is finalized. Perhaps a personnel
officer should be assigned to 0/Comptroller as liaison.
Perspective targets on promotions, accessions, and separations. OPPPM can
provide planning projections to DCI/DDCI, Directorates, and major offices for their
use. The DCI/DDCI would use these projections to monitor progress during the year
and to identify any unexpected departures from trend, - such as a significant
increase in separations, that might require some form of intervention. A more
formal approach would involve adoption of promotion targets by the Directorates
and Offices and review of those targets by the DCI/DDCI. In the latter case, the
planning projections would be an input to the planning process but could be modified
by the organization responsible for the plan.
Guidance on recruiting needs. On the basis of program materials indicating
anticipated changes in occupational mix, Plans Staff can generate estimates of
attrition by occupational group and indicate what replacement customarily occurs
from internal sources. The remaining replacement needs plus estimated changes in
~_ woccupational mix would form the basis for recruiting guidance. Beyond that, if
surpluses are indicated, additional management' intervention would be indicated.
Some input or review by the responsible organizations would be desirable in this
planning.
Monitoring assignments. With a growing restraint in the use of PRAs, attention
is. focusing on assignments, - whether the assignment offers headroom for promotion
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or not. One way to monitor the relationship between ranking, assignment, and
promotion opportunity is to establish a report from each career subgroup that
arrays assignments according to "descriptor" and headroom (position'below grade
of employee, at grade of employee, or above grade of employee).
EEO. There are existing reports that are useful for monitoring progress
in EEO. Additional planning input is required by O/EEO. OPPPM should have an
input in EEO planning to assure consistency with projected personnel flows and
feasibility of guidelines.
Other Elements. It has been suggested that senior management may wish to
review and monitor plans for conversions from clerical and technical occupations
to professional occupations in conjunction with career development, upward mobility,
and affirmative action efforts. Similarly, plans for developmental rotations
would be relevant to the Senior Officer Development Program (SODP) and would
assure high visibility of the Career Services in exercising their responsibilities
for accepting officers on rotation.
Elements of the System
The key elements of the system are described in the attached table. The full
implementation of the occupational plan could not start until occupational data are
made part of the program submissions. Further, we would need to review the occupational
categories that would be most useful for planning and recruitment and incorporate
them as the keystones of the occupational plan and the recruitment plan.
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WHO DOES
WHEN
Occupational
Offices $
Annex to
Program
Plan
Directorates
Program Budget
Submission
Recruitment
Analysis of
Preceding
an
occupational
recruitment
~
plan and
year - update
occupational
as required
flows
Promotion
Analysis of
Summer
Projections
personnel
preceding
flows and
fiscal year
promotional
headroom
Assignment
Career
Activities
Subgroups
LSO O/EEO, Affirmative
.Components, Action Plan
OP?
CONTENT
ADP Printout of existing Quarterly reporting on
occupational mix. identified shortage or
Office indicates surplus areas. -
anticipated changes
(workyear basis)
Estimate of vacancies Quarterly reporting on
and internal placement recruitment progress -
by recruitment guide EODs & applicant processing
gateway- - by recruitment guide
category.
By Career Service & Quarterly reporting of
major subgroup, estimates accessions, separations, and
of feasible promotions by promotions
grade
Semi-annual reporting of
assignments according to
descriptor category and
whether assignment is to
same, higher, or lower
grade.
Annual Minority role in personnel Periodic (quarterly) report
flows on promotions, accessions,
separations by grade, and
as ratio of total (minority
plus non-minority).
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