LANGUAGE TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000400050025-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 53
• Document Creation Date: December 14, 2016
• Document Release Date: July 25, 2003
• Sequence Number: 25
• Content Type: REPORT

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ROUTING AND TRANSMITTAL SUP
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Please insert the attached report on language train-
ing under Tab 1 of the EXCOM Agenda for the 6 May
meeting. It was inadvertently not included.
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
OPTIONAL FORM 41 (Rev. 7-76)
Prescribed GSA
FPMR (41 CFR) 101-11.206
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1. Progress being made to ensure that language training
requirements are being properly carried out.
Approximately 500 of Language School training is
accomplished by means of non-scheduled (i.e., specially
arranged) courses. This pattern is indicative of the
responsiveness of the Language School to training demands,
but also illustrates the ad hoc nature of a high percentage
of requirements. More precise and longer term planning of
requirements will enable the customer to better utilize the
program of scheduled courses and thereby improve cost
efficiency. Each directorate has been asked to submit
predicted requirements for full- and part-time training at
the Language School and part-time training at Headquarters
and Rosslyn beginning with the fall 1981 term. Attached is
a list of these requirements as well as a list of requirements
which the Language School currently lacks the resources to
teach.
From statistics maintained on a weekly basis the
Language School can keep you informed periodically of the
correlation between predicted and actual enrollments.
Reports concerning Language Development Committee (LDC)
activities and the Language Incentive Program are made each
quarter. An annual LDC report summarizes the statistics and
activities of each fiscal year.
Recommendations:
a. that submissions of language training requirements
from each directorate be required annually which will result
in better language training planning and a regularization of
the language program through larger classes run on a more
definite schedule,
b. that the LDC report quarterly on the effectiveness
of the Language School responses to languag4.1 e training
requirements levied upon it,
c. that reporting on the status of the LIP continue on
a quarterly basis and that the activities of the total
program be summarized in an annual report.
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LANGUAGE SCHOOL TRAINING REQUIREMENTS
Fiscal Year 1982
Part-time
Headquarters
Part-time
C of C
Full-time
C of C
Arabic
Armenian
Bulgarian
1
Chinese
39
5
Danish
1
Dutch
1
2
2
French
52
17
32
German
24
3
30
Greek
5
3
Hebrew
1
Hungarian
4
Indonesian
1
5
4
Italian
16
5
11
Japanese
4
1
1
Korean
1
Persian (Dari)
1
Persian (Farsi)
3
-
1
Polish
2
3
2
Portuguese
10
4
4
Romanian
1
-
1
Russian
109
16
7
Serbo-Croatian
1
Spanish
70
13
22
Swedish
2
Thai
4
Turkish
2
4
3
Vietnamese
1
6
355
97
2
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EXTERNAL TRAINING REQUIREMENTS
Part-time Full-time
*Afrikaans 1
Azerbaijani 1
Byelorussian 1
*Burmese
Georgian. 2
Kazakh 1
Kirghiz 1
Latvian 1
Moldavian 1
Russian (Advanced 2
Scientific and Economic)
*Slovenian 1
*Swahili 1
Tajik 5
*Ukrainian 1
19 1
*NOTE: With the exception of the full-time Burmese requirement
from OSO all others are The Foreign
Service Institute School of Language Studies can teach
the five asterisked languages. Arrangements are in
rocess to bring in a Tajik instructor to teach five
in a concentrated eight-week course
during the summer of 1981.
25X1
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II. Relation of Language Competency to Promotion
All components of the Agency agree that language
competency is an important factor which should be considered
when ranking personnel for value to the service and promotion
when it is essential to effective job performance. It is
also an indication of an individual's overall potential.
However, since many Agency positions do not require the use
of a language, possession of language skills cannot be a
uniformly applicable factor in determining whether or not a
person should be promoted. At the present time, language
skill is not a mandatory requirement for promotion.
The DCI area, DDS1T and NFAC Language Development
Committee representatives report that their directorates
would like to retain this flexibility. In the DDO where
language skill is more essential, long range plans include a
requirement for Operations officers occupying positions
necessitating foreign language competence to achieve a
tested proficiency of R-3, S-3 in at least one foreign
language before advancing to the mid-career level.
Recommendations:
a. that language skill not be made a mandatory
requirement for promotion throughout the Agency,
b. that DDO proceed with plans to include by 1985 a
requirement for demonstrated proficiency in one foreign
language for Operations officers to advance to mid-career
level.
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III. Attainment of Fluency Levels
1. In response to the question as to whether or not
language students are developing the needed levels of
functional language ability, we must reluctantly report that
at least for students enrolling in beginning language courses
(both full-time and part-time) the answer is clearly "no".
Although Language School language training produced 176 gains
in speaking proficiency including 30 new professional level
(S-3 or better) language speakers in FY 80, only four of
those cases involved students who entered training with 0 or
0+ language ability. The average proficiency attained by
students in FY 80 was between levels 1 and 1+. Tables A, B,
C, and D contrast length of training attended and proficiency
levels attained by language group. In researching the
probable causes for this obvious shortfall in speaking skill
acquisition, we have analyzed Language School training data
for FY 80 and arrived at the following conclusions. The
main contributing variables (listed in order of importance)
which are related to the development of oral proficiency
across languages are:
a. The number of hours actually spent in training.
b. The difficulty of the language being studied.
c. Language aptitude as measured by the Modern
Language Aptitude Test (MLAT).
d. The number of other languages already learned.
(See also Table E--Regression Analysis Summary.)
2. Of these four variables only the relative difficulty
of the language being studied is a constant. Since relative
language difficulty is dependent on the degree of similarity
between the--target language and English, (i.e., the greater
the language "distance" the more difficult the target
language is for Americans), it is essentially a given factor
beyond our control. The other three variables, however, can
be influenced or even controlled by managerial decisions
such as:
a. increasing the number of hours students actually
spend in training;
b. selective screening of prospective language
students which would increase average language aptitude;
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c. giving personnel who have demonstrated the
ability to learn foreign languages priority in future
language study.
Actions in each of these areas would require, however, some
modification of existing policies and procedures.
3. The number of hours spent in training correlated
higher with attained language proficiency than any other
variable. Hence the greatest potential gains would come
from removing constraints in this area. This could be
accomplished by lengthening courses and/or actual duration
of training. The number of hours established for beginning
language courses was based on FSI guidelines established to
provide sufficient training time for the best students to
attain desired proficiency levels. (See Table F). Lengthen-
ing of standard courses to provide sufficient time for
average students to reach professional proficiency levels
would very likely mean doubling the length of existing
courses.
4. The feasibility of the-above option must be seriously
questioned since students. are not now remaining in training
for current course durations, which makes it impossible at
this time to accurately predict the optimum length of
training for average students. We don't know what proficiency
level most would attain if left in training long enough to
complete the present courses. The average length of training
for students during FY 80 is compared with the published
course lengths for our major languages in Table G. It is
obvious that improvements must be made in this area.
5. Pre-screening of prospective language students for
minimum 'Language aptitude or demonstrated language learning
ability would result in more gifted students and allow
classes to cover more material in the time available. This
would increase the level of proficiency attained. The
Language School currently accepts all students and routinely
provides special tutorial help for those who have difficulty
mastering the language. It is quite possible that this
extra training assistance is one of the reasons for the
moderate correlation found for F1 80 between ending proficiency
and MLAT scores. (The partial correlation between these
variables after controlling for hours of study was 0.21).
Other conditions which clearly reduce this correlation value
are purely statistical in nature. Both correlated variables
had severely restricted ranges in FY 80. Since students
were not left in training very long they only attained
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minimal proficiency levels no matter what their aptitude
scores might have been; and for one reason or another, the
FY 80 students did not represent the full range of language
aptitude, but tended to cluster around the below average and
average categories with almost no students in the superior
range. MLAT categories of FY 80 Language School beginning
full-and part-time students are given below:
Not Tested: 48
Poor: 13
Below Average: 29
Average: 38
Above Average: 22
Superior: 1
(The one-student in FY 80 with a superior MLAT score remained
in training fewer than five weeks.) Footnote 3 to Table F
provides additional information relative to MLAT scores of
Agency personnel.
Recommendations:
a. that Agency offices be directed to commit language
students to remain in training for the advertised length of
the course,
b. that the Language School conduct a study to determine
optional course length by language group to enable average
students to attain minimum professional proficiency,
c. that each entering language student have on record
an MLAT score which is not more than five years old,
d. that the Language School accept students with below
average language aptitude by exception only,
e. that in instances of inadequate resources, the
Language School give priority to students who have demonstrated
a successful language learning ability.
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 TABLE A
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WEEKS OF TRAINING AND SPEAKING PROFICIENCY
OF FY 80 FULL-TIME BEGINNING STUDENTS
French, Italian, and Spanish
Weeks of
Speaking
Proficiency
-
Row
Training
0+
1
1+
2
2+
3
Total
0-S
3
4
6-10
1
6
1
11-15
2
6
5
2
1
16-20
3
3
6
3
21-25
1
2
6
1
26-30
Column
Total
3 6
20
13
16
6
1
8
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 TABLE B
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WEEKS OF TRAINING AND SPEAKING PROFICIENCY
OF FY 80 FULL-TIME BEGINNING STUDENTS
Dutch, German, and Swedish
Training
Speaking Proficiency
Row
6-10
1
11-15
3 1
1 1
21-25
1 1
9
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WEEKS OF TRAINING AND SPEAKING PROFICIENCY
OF FY 80 FULL-TIME BEGINNING STUDENTS
Greek, Polish, and Russian
Weeks of
Training
0-5
6-10
11-15
16-20
21-25
26-30
31-35
36-40
Column
Total
Speaking Proficiency
0 0+ 1 1+ 2 2+ 3
Row
Total
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WEEKS OF TRAINING AND SPEAKING PROFICIENCY
OF FY 80 FULL-TIME BEGINNING STUDENTS
Chinese, Japanese, and Korean
Weeks of
Training_
0-5
6-10
11-15
16-20
21-25
26-30
31-35
36-40
41-45
Column
Total
Speaking Proficiency Row
0+ 1 1+ 2 2+ 3 Total
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REGRESSION EQUATION SULIARY
Dependent Variable: Speaking Proficiency at End of Training
Full- and Part-time Students - FY 80
Independent Variables
Multiple R
Hours of Training Received
.62
Language Difficulty
.64
Total MLAT Score
.68
Number of Other Languages Learned
.69
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Estimated Average Proficiency Levels
Attained in Language Training
Weeks of
Uninterrupted Students's Demonstrated Ability
Language Training Below Average Average Superior
French
Italian
Spanish
24 . 2 2+
Dutch
German 32 2 2+ 3
Swedish
Greek
Polish 44 2 2+ 3
Russ ian
Chinese
Japanese 44 1+ 2 2+
Korean
These estimates are based on the combined experience of
the CIA Language School and the School of Language Studies
of the Foreign Service Institute. They are useable as
guidelines for expected achievement, but should not be
interpreted as guarantees because:
1) student motivation and diligence will also have an
impact on learning,
2) these data are merely estimates because gaps in the
empirical duration-of-training data base preclude a
more precise analysis, and
3) the basis for these estimates includes FSI data
which night be derived from experience with students
possessing higher language aptitude than typical
Language School students. (The average Agency MLAT
score falls at the 25th percentile for FSOs. The
average MLAT score for all FY 80 Language School
students fell at the FSO 32nd percentile, and the
average MLAT for C1' 80 CT classes fell at the FSO
42nd percentile.)
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The following table gives the advertised course length,
average scheduled length of training, and average attendance
for students receiving end-of-training reports in the most
popular full-time beginning language courses.
LENGTHS OF TRAINING TIME
Number
Advertised
Average Length
Average Length
of
Course
of Training
of Training
Language
Students
Length
Scheduled
Attended
French
29
24 weeks
17.6 weeks
16.1 weeks
German
19
32 weeks
18.9 weeks
16.5 weeks
Spanish
40
24 weeks
15.6 weeks
13.8 weeks
Attendance remained a serious problem with part-time
classes, as well. Nearly one-fourth of those who enrolled
in part-time classes completed fewer than ten-hours of
instruction. This is 8% worse than last year. Furthermore,
those who completed sufficient training to receive end-of-
training reports missed, on the average, one out of every
three classes.
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IV. Recruitment of Language Competent Personnel
The Office of Personnel Policy, Planning and Management
(OPPPM) recruits people with language qualifications and/or
ability to fill a variety of different position requirements
throughout the Agency. Specific skills necessary to fill
the positions are detailed by component managers in recruit-
ment guides. Transcriber, translator, and language instructor
requirements are clearly identified in recruitment guides
which in many instances identify specific languages coupled
with SE1T or NFAC related. substantive knowledges. Although
these combined requirements make it more difficult to recruit
qualified personnel, we are having some measure of success
by concentrating on colleges and universities which have
produced qualified candidates in the past. A number of
other occupations such as the DDO Career Trainees, NFAC
Analysts, DDS$T SIGINT Officers, and Authentication Specialists
include language requirements of a general nature in the
recruitment guide. Recruitment for these occupations is
difficult due to the lack of specific information about the
language requirement and the limited number of applicants
that meet both substantive and language qualifications.
In this category Agency managers are inclined to place
a greater priority on substantive qualification and hope
that the necessary language qualification can be acquired
through Agency or external training. Greater emphasis on
defining specific language requirements and proficiency
levels in the recruitment guides will assist in tailoring
OPPPM recruitment efforts and the Recruitment Division will
reissue such instructions to all offices engaged in establish-
ing recruitment guides.
a. that greater emphasis be placed on making language
requirements.. more specific for non-language specialists such
as Career Trainees and analysts,
b. that Recruitment Division reissue such instructions
to all offices engaged in establishing recruitment guides,
c. that Recruitment Division be encouraged to recruit
language-qualified personnel for the CT Program regardless
of whether or not they meet formal educational standards
currently being applied.
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V. Space for the Language Program:
At Headquarters
The Language School presently uses approximately 3,197
sq. ft. of space at Headquarters for the language program.
Of this space, 2,322 sq. ft. have been donated by the DDO;
150 sq. ft. by NFAC; and 725 sq. ft. by the DDA. The 3,000
sq. ft. balcony of the South Cafeteria is being converted
into 9 classrooms for language use. This additional space--
in conjunction with the 2,472 sq. ft. of currently-used
space which will be retained--will meet our current space
needs and allow for a modest increase in Headquarters program
participation.
.At Chamber of Commerce Building
The anticipated addition in FY 82 of 2,025 sq. ft. of
space for language classrooms in the Chamber of Commerce
Building will be sufficient to meet projected requirements
including those resulting from the development complement
for language training in FY 83. More judicious scheduling
of language training by our customers will allow us to make
better utilization of space by forming larger classes.
Finally, a more careful screening of students for language
aptitude before being placed in language study will eliminate
the necessity of splitting classes in order to form compatible
groups.
Recommendations:
a. that conversion of the 3,000 sq. ft. space on the
balcony of the South Cafeteria proceed as planned. The
2,472 sq. ft. of the currently-used space be retained for
classroom use in the foreseeable future,
b. that the Language School be assigned 2,000 additional
sq. ft. language classrooms in the Chamber of Commerce
Building.
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VI. CIA's role in a long term broadly based program for
language improvement.
1. In November 1979 the President's Commission on
Foreign Language and International Studies issued the text
of its final report to the President entitled "Strength
Through Wisdom - A Critique of U.S. Capability." Pointing
to the fact that it had found "a serious deterioration in
this country's language and research capacity at a time when
an increasingly hazardous international military, political
and economic environment is making unprecedented demands on
America's resources, intellectual capacity and public
sensitivity", the Commission called on the President to "set
an agenda for action in these areas of national need" and
made a number of recommendations to repair this deficiency
in both the private and public sector. Among these recommenda-
tions: "The U.S. Government should achieve 100% compliance
in filling positions designated as requiring foreign language
proficiency, review criteria for such designation in order
to strengthen the government's foreign language capability,
and evaluate the career systems of foreign affairs agencies
to ensure adequate career incentives for obtaining and
retaining foreign language and area expertise."
2. In October 1979 working parallel with and responsive
to the activities of the Presidential Commission, CIA
established the present Language Incentive Program (LIP) "to
encourage the development and maintenance of foreign language
skills to support Agency activities." The LIP appears to be
specifically responsive to the Commission charge as far as
an internal program for the Agency is concerned.
3. The President's Commission on Foreign Language and
International Studies also recommended that the language
profession establish national proficiency goals and procedures
for testing them. The Commission recommended the establish-
ment of a National Criteria and Assessment Program for
foreign language study, which would:
establish language proficiency achievement
goals for the-end of each year of study at all levels,
with special attention to speaking proficiency. The
national Criteria and Assessment Program would fill a
major gap in current language teaching by developing
tests based on actual proficiency, rather than by the
number of hours spent in the classroom, as is now the
case."
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With or without the creation of a formal National
Criteria and Assessment Program the benefits of implementing
this proposal would be manifold. As in most areas of human
endeavor, communication is the key to success. The existence
of national functional language proficiency standards and
evaluation procedures for assessing those standards would,
for the first time, provide a common language for communica-
tion both within the profession and between the profession
and its customers. Not only would it then be possible to
make meaningful judgments about curricular options, but also
about student achievement, student placement, and program
articulation.
4. The most pressing need for language proficiency
standards is in the area of oral language skills. Initial
efforts should concentrate on speaking standards. Fortunately,
there exists among agencies of the U.S. Government an accepted,
standardized system and its rating criteria for evaluating
spoken language skills in communicative settings. Commonly
referred to as the FSI oral interview, it has been used to
rate employees' functional language ability for over 2S
years. In addition, the Educational Testing Service (ETS)
has been using the same system to test Peace Corps volunteers
and bilingual teachers. The Agency is one of the primary
sources of the government's expertise in this area, and it
would not be overstating the case to say that Agency personnel,
working over the next several years with individuals from
academe and from other government agencies, will play a key
role in the development of an extremely valuable testing
tool that will affect foreign language instruction across
the country for decades to come. Cooperation to this end
has already begun among the national language related
professional organizations, i.e., Modern Language Association
(MLA), American Council on the Teaching of Foreign Languages
(ACTFL), and Teachers of English to Speakers of Other
Languages (TESOL), who in combination with the ETS look to
the U.S. Government Interagency Language Roundtable as a
source of testing and rating standards. Continuing work in
this burgeoning cooperative effort is already being done by
the Agency Language School in setting standards for measuring
functional foreign language competence in federal agencies
and the Department of Defense. This work can be extended to
universities and secondary schools. This effort would
result in common testing of communicative skills, a concomitant
redirection of now inappropriate instructional techniques,
and establishment of levels of achievement stated in proficiency
levels rather than time units. It would address the professed
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national goal of teaching functional language skills not now
reflected in the curriculum, current instructional activities,
or present tests and reporting procedures of academic institu-
tions. We believe it offers the most practical, most
effective, and least costly means of contributing to a
national program for the improvement of foreign language
competence.
5. Specifically the Language School will accelerate
the production of a handbook on oral proficiency testing
techniques and rating standards which will incorporate
government-wide standards. The handbook will be followed by
English language materials to use as a common base for
initial training in other languages and ultimately training
materials in selected languages will be prepared. The total
effort will not only be useful for national use but directly
adaptable to Agency needs.
6. Any additional direct efforts by the Agency to
contribute to a national program can best be accomplished by
the full support and encouragement of developmental programs
and by publicizing the Agency's emphasis on language competence.
The DCI,/DDCI and other appropriate Agency spokesmen should
speak out on the importance of language training to the
Agency along the following lines: a) A description of the
Agency's Language Incentive Program. It is not widely known
that the Agency places high value on the acquisition and
retention of language skill, and that employees are rewarded
monetarily for doing so. b) A statement of the importance
of language ability in the recruitment of career trainees.
c) An indication that the Agency spends a large amount of
money yearly in the language training of employees. The
Agency would benefit considerably by having the incoming
language ability of individuals at a higher level so that
training can concentrate on improving competence rather than
on initial learning.
7. In addition, the professional staff of the Language
School should be encouraged to play an active role in
professional language associations in order to help make
more visible the Agency's commitment to quality language
instruction. The staff of the Language School should be
encouraged to make public presentations at high school,
college, and university career forums that emphasize the
kinds of language skills needed in government.
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8. Finally, within the restriction of available time
and assets, the Agency should support the linguistic and
pedagogical training and retraining of language instructors
in secondary and higher education schools. Congressman
Paul Simon is likely to reintroduce his Foreign Language
Assistance Act which includes a plan to create a national
network of centers for foreign language research and teacher
development. If this means of coordinating professional
training is implemented, CIA's expertise and experience
would be an important contribution.
Recommendations:
a. that the Language School be authorized to expend
time and effort (approximately one and a half manyears) in
FY 82 to spearhead a program for development of national
test standards,
b. that the influence of the DCI/DDCI and other Agency
spokesmen be applied to publicize the Agency's interest in
and emphasis on foreign language competence,
c. that the DCI/DDCI support Congressional and
Executive branch efforts to further the development of
language-related resources,
d. that the staff of the Language School play an
active role in the propagation of foreign language awareness
by participation in professional conferences and appearances
at schools and universities.
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CONFIDENTIAL
PROPOSED RECRUTIMENT SYSM1.
February 1980
-WMFIDENTIAL
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 GUNHUM I IAL
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February 19S0
Modelling of the Agency's recruitment system has clearly demonstrated
that delays in processing of applicants are the major degrading influences
on the employment of new personnel. These delays do not rest with any one
particular component within the Agency but since the Office of Personnel
Policy, Planning, and Management (OPPPM) is charged with centralized
recruitment the responsibility for their correction must be placed on
OPPPAM. These delays are not only costly in dollars and in loss of
applicants but lead to considerable justified criticism of the recruitment
system. Through system dynamics modelling it is found that significant
savings in dollars and improved performance may be realized through modest
and feasible policy and procedural changes. Because of security and
cover considerations any drastic procedural changes must be approached
with caution. Experience has shown that once the pipeline of applicants
is empty it takes months before new employees start entering on duty (EOD)
again.
Described below are recruitment initiatives that are designed to
improve processing times. The different systems are introduced in order
to meet the different personal situations of applicants that sometimes
dictate the processing for employment time.
II. CLERICAL RECRUITMFJ''T
A. Surrm
Shown below is a brief comparison of present and proposed clerical
processing systems. The improvements shower under the modifications to the
present system may be realized through modest procedural and policy changes.
The effect of reducing average hiring times from 167 to 42 days on
administrative, medical and security support requirements is quite dramatic.
Present - Proposed
System System
Average time to hire (days) 167 42
Applicants interviewed 4635 2445
Applicants in total system 419 88
Average SedMed load 270 50
Annual Sedted process 1176 789
Ratio Time to Sec/Aced Loss 2.6/1 1/1
B. The Present System
,The present procedure is sketched in Figure 1. In this simple
model, 4635 applicants are required (vs. an estimated 4654 in FY 79) to
25X1 obtain Onew clerical employees (vs. an actuall n FY 79). Of the
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4635, about half were asked to complete a Personal History Statement (PUS),
and security and medical processing was requested for 1176. The 1176
included 1101 applicants plus 75 employees changing from contract to
staff status.
The known losses in the system consist of about 28 percent in
uncompleted PHSs, a 10 percent loss in security approval and a 5 percent
loss in medical approval. Obviously, these fail to account for the total
losses. These are presumed to be time dependent, i.e_, the greater the
delay the greater the loss. Using the known values-of applicant processing
requests and new hires, and the approximate elapsed times for the various
hiring activities, the time dependent losses amount to about 0.5 percent
per day. Thus, during the 5-day PHS Review 30 applicants are lost through
time--other job offers, etc.
In Figure 1, the numbers between the boxes indicate how many
applicants move from stage to stage, the number in the upper right hand
corner is the average. number in the stage, and the average time in. the
stage is shown in the lower right hand corner. PHS Review, for example,
has 1189 applicants entering this five-day activity- This equates to 3.2
.per day, so the average number of PFISs in review at any particular time is
16. -
Although the diagram indicates only a Clerical Staffing Branch
review, about 10 percent of the applicants are interviewed by the offices
for which they are being hired. This may lengthen the overall hiring time
for these applicants.
Throughout, some applicants may move through the system more
rapidly than the average; others more slowly. For 70 percent of the
applicants, medical processing is completed in about 10 days. For the
-rest, additional data from private physicians, etc., may be required.
Obtaining this data adds an average of about 30 days-
In this model, no security, medical or time losses are applied to
the 75 conversions since these applicants for staff status were already
approved and employed.
For the present system, then, the average time to hire is about
167 days; about 419 are in the system at any one time, and about 270 are in-
the medical, security- or report-for-duty stages. _
In the present system applicants are processed in order of their
place in the queue and the priority of other requirements. It is obvious
that many fall by the wayside by taking other jobs because they cannot
tolerate the long processing time.
C. Interim Clearance
A 42-day clerical processing system is depicted in Figure 2. 1\co
assumptions are critical: the applicant must complete the Personal History
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Statement (PHS) without delay and a polygraph and preinvestigative
interview is given as soon as the applicant is available after completing
the PHS. Medical lab work, any office interviews, special tests, etc.,
should be completed at the same time.
'In the security/medical phase, those who are unlikely to be
approved are identified before costly background and medical processes
are initiated. This reduces the security/medical processing load by
about 10 percent.
In this system the major delay factors are the time required for
the applicant to complete the PHS and the background investigation. If
the preprocessing polygraph or preinvestigative interview is adequate for
interim employment (pending completion of the background investigation),
and if the applicant is ready to go to work, security and medical process-
ing is reduced from 7S to 27 days (the average medical approval time
governs this) and overall time is reduced to 42 days. In fact, entering
on duty 10 days after applying is not infeasible- And considering that
90 percent of new clericals live within 50 miles of Washington, D.C., this
is not an unreasonable expectation.
Figure 3 summarizes the delay- reducing initiatives.
III. PROFESSIONAL AND TECHNICAL RECRUITMENT
A. SS
The present delays in recruiting professional and technical
employees are very costly--in administrative burden-and in security and
medical processing costs. Further, the most.attractive applicants may be
equally attractive to other organizations which can offer prompt employment
and thereby succeed in hiring the applicant. This paper describes the
present system (325 days to hire), the effect of a faster initial response
to applicants (198 days to hire), the effects of security pre-screening
(113 days to hire), and what could be achieved with a readily available
applicant (48 days to hire with full clearance--15 days for hiring with an
interim clearance).
Of particular significance, the ratio of applicants lost because
of delays vs. the security and medical rejections falls from 4-to-1 to
about 1-to-1.
B. The Present System
The present procedure is outlined in Figure 4. Typically, resumes
and inquiries are sifted and evaluated in a variety of ways, and an
interview is arranged with a recruiter. Although not depicted in Figure
4, the resume review through the interview process takes about 49 days.
About half of the interviewees are asked to complete a Personal History
Statement (PHS), and about two-thirds actually do so.
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After being received and reviewed, Ms are listed in a Skills
Bank for about 14 days. About a quarter of these are never requested
for further consideration by any office.
If there is interest in an applicant, an interview is arranged,
and subsequent to this the office may request that the applicant be hired-
Security then proceeds with a background investigation, etc., and the
applicant is invited to return for the requisite medical, polygraph and
possibly other tests.
After security and medical approval, the applicant is requested to
report for duty.
The losses used in Figure 4 are 47 percent in the initial interview,
30 percent in failure to complete a PHS, 25 percent in the Skills Bank, S
percent in Office Review, 4 percent in the Decision to Process, and
combined security/medical losses of 18 percent. Using a delay loss of 0.5
percent per day, the model conforms reasonably well to FY79 system
performance in the number of interviews, requests for PHSs, PHSs received,
Skills Bank activity, pre-processing interviews, security and medical
activities and the number hired.
Overall, about 32S days are spent in this system, about 1,310
applicants are in some stage of the system at any time, about 517 of the
3392 applicants who submitted PHSs enter on duty. After placed in process
for security and medical approval, four applicants are lost to delays for
every one rejected by security and medical combined.
C. Faster Initial Response
Procedural changes in the initial stages of recruiting could
produce marked improvements. These are shown graphically in Figure 5_
In the present system, resumes and inquiries are not handled in a
very uniform manner. If all resumes, etc., were immediately sent to
Headquarters for screening, by the Applicant Screening Panel (ASP), the
49 days at the front end could be brought closer to 48 hours.
Further, in the fast response system the Skills Bank is supplemented
by faster, less passive action. This is where the coordinator takes charge
by ensuring that possible employing components are aware of the applicant
and are expressing interest or lack thereof.
Based on the resume or inquiry, the applicant is fon.Ta.rded an
applicant package. The new package addresses a number of weaknesses in
the present system. It includes a comprehensive description of the Central
Intelligence Agency, its mission, objectives, etc., a frank statement of
hiring policies and criteria including drug abuse and the use of the
polygraph, as well as the PHS Form. Additional enclosures provide-further
details about the offices that might be interested in the applicant. A
series of professional. questions of interest to the office may also be
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included. The use of a two-part PHS is being considered to distribute
the PHS completion burden and expedite its return. The first part would
treat only those items of significance in determining professional
qualifications: the second part, with the data required for security
investigations, would be completed after an interest in hiring the
applicant had been ascertained. The second part would be hand carried
to Headquarters by the applicant when invited for interviews.
When received, copies of the completed PHS would be distributed
to the offices that had received copies of the initial resume. Pre-
processing interview arrangements would begin whenever any office requested
this interview. With the advance notice and lead time provided by the
resumes, office decisions about interviewing should be prompt.
In total, the fast initial response is designed to reduce the -
front end delays by 126 days-.-from 166 days to 40 days. The reductions are:
Present
Proposed
Resume review
24
2
Recruiter interview
25
0
r
PHS preparation
39
14
PHS review
4
0
Skills Bank
14
0
Office Review
22
10
Preprocessing Interview
Arrangement
38
14
Total
166
40
These changes alone would reduce the number of PHSs required to
achieve about 508 hires from 3392 to 1962.
Clearly, more applicants, more resumes, and more PHSs are not
required. What is required is a faster system to reduce the effects of
the 0.5 percent per day delay losses.
D. Prepolygraph
In this case, depicted in Figure 6, a preinvestigative interview
or prepolygraph is given when security and medical approval for employment
is requested and the background investigation follows for only those
candidates that appear suitable for employment. This reduces these
investigations by 10 percent, and conducting security and medical approvals
in parallel significantly reduces the overall time--from 325 days in the
present system to 113.
In addition to the procedural change in Sec/Med approval, the
office decisions to process are reduced from 20 to 7 days, and 30 rather
than 50,days are allocated for reporting for duty.
Y Except in special cases and when requested by interested components.
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The prior winnowing and quickened pace reduces the annual security
load (for 510 hires) from about 1389 to 857, and the medical annual load
from about 1007 to 771.
E. Available Applicant
Much of the time remaining in the system reflects the notion that
the applicant is busy and cannot easily come to Headquarters for interviews,
tests, etc., and report promptly to work after an offer has been made-
This system, shown in Figure 7, presumes that the applicant is readily
available.
The applicant now completes the PHS in a couple of days, the
office(s) indicates its interest in 5, and the applicant begins office
interviews, PATB, preinvestigative or prepoly and any other desired tests.
This proposal to conduct a prepoly or preinvestigative interview
and other tests when the applicant first comes to Headquarters for office
interviews has great significance. Delays.aside, 15 percent or so of those
applicants which the offices would like to hire will not be approved for
employment. In the present system, the lengthy and expensive background
and medical investigations are initiated whenever an office requests
approval to hire. Prescreening would eliminate nearly all of these
unsuitable candidates.
Allowing 10 days for these tests and interviews, and an additional
30 days for completion of background investigation, medical follow-ups,
etc., the applicant could be hired in about 48 days-
As indicated in Figure 7, if no medical problems are encountered,
interim hiring (pending completion of background investigation and final
approvals) could be achieved in 15 days or so.
The more interesting impacts of a more responsive recruiting system are
provided below. Given the same number of hires, the improvements that seem
optimistic, but achievable, are quite impressive.
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Fast Available.
Present Response Prepoly Applicant
Average time hire (days)
325
PHSs per year
3392
Average applicants in system
1310
Average Sec/!ed load
325
Annual Security
1389
Annual Medical
1007
Time loss/Sec/1\1ed loss
4/1
EOD
517
198
113
48
1962
1147
859
645
266
84
320
105
47
1363
857
636
988
771
572
4/1
1.1/1
0.3/1
508
510
509
Could be as low as 15.
x From PHS, etC., forms supplied to EOD_
The relative time reductions in professional recruitment and shown
diagramatically in Figure 8-
V. CONSOLIDATED SINAARY
The basic approaches described above represent a completely new approach
to Agency recruitment. Although some significant changes are incorporated
in these approaches, they do afford retention of the current system- This
office is particularly concerned about any radical changes that might bring
the recruitment and processing to a halt.
With the above proposals, recruiting-cost savings could be considerable.
In addition, by reducing the number of applicants in process the administra-
tive burdens are greatly reduced. Further, we believe by significantly -
cutting the processing. time, we will be able to hire better candidates.
The anticipated reductions in several areas of interest are included in
the table below.
Professional
Clerical
Total
Reductions.-
Time to hire
Present
325
167-
Proposed
81
42
PHSs per year
Present
3392
1189
4581.
Proposed
1340
-793
2133
:53
Average applicants
Present
1310
419
1729
-
in-system
Proposed
175
88
263
.85
Average SecMed load
Present
325
270
595
Proposed
75
50
125
.80
Annual Security
Present
1389
1176
2565
Proposed
- 745
789
1534
.40
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CONF NO'I't
Annual Medical Present 1007 1121 2128
Proposed 585 710 1295 .39
Time loss vs. Present 4/1
SecMed loss Proposed .7/1
EOD Present
Proposed
NOTE: Proposed clerical is 42-day system.
Proposed professional is average of prepoly and available applicant-
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OPPPM 81-2099
Plan for Recruiting
Office of Communications
Personnel
I. Problem
The Office of Communications (OC) has an immediate recruitment requirement
for 100 Telecommunications Specialists (TCS) and Electronic Technicians (ET)
personnel. In addition, an attrition of 49 of these type employees is
expected during the remainder of FY-1981.
II. Facts Bearing on the Problem
A. Unless the Office of Communications is brought up to strength in the near
future, it will not be able to meet all of its operational requirements.
B. Experience shows that an aggressive advertising program is necessary
to attract TCS and ET applicants.
C. The Office of Personnel Policy, Planning, and Management (OPPPM)
does not have advertising funds and extra travel money necessary to solve
this problem.
D. A special task force effort is considered necessary to arrive at an
early solution to the problem.
E. Temporary contracts can be given to applicants who might be lost by the
lack of employment while awaiting final processing.
III. Assumptions
A. The Office of Communications can provide extra funds for advertising
and travel needed to implement this Plan.
B. It is more cost-effective and timely for a small "team" to travel to
regional areas for initial processing of large groups of applicants
than to bring the applicants to Headquarters for this processing.
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C. The "team" approach, with an up-front polygraph, can reduce or
eliminate some requirements for continued processing.
IV. Course of Action
A. Through an intensive advertising program we will assemble groups of
applicants in regional areas.
B. Recruiters in these regional areas will make initial contact and
interview the applicants for screening out those lacking in qualifications
or considered unsuitable.
C. Arrangements will be made for applicants passing initial recruiter
interviews to be assembled in a particular regional area for processing
by a "team" made up of members of the Offices of Medical Services,
Security, and Communications.
D. Applicants who pass OC's hiring criteria will be polygraphed and
undergo initial medical evaluation.
E. Applicants passing the hiring criteria of the "team" will be placed in
the final clearance processing, i.e., background investigation and
medical and psychological assessments.
F. Applicants without jobs or who desire immediate employment can be given,
at the discretion of the Office of Communications, a temporary contract
while final processing is being completed.
G. Applicants will be entered on duty when fully cleared for training and
assignment.
V. Responsibilities
A. Office of Personnel
1. The Recruitment Division shall:
a. Place advertisements in accordance with the attached
advertising plan (Annex A). The schedule for these
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advertisements is to be coordinated with the recruiters and
the "team" to ensure that the system operates in an orderly
fashion and is not overloaded.
b. Ensure that the recruiters are fully cognizant of the contents
of this Plan and are advised of the urgency in meeting this
recruitment requirement.
c. Schedule "team" travel and use the most cost-effective pattern
(Annex Q.
d. Screen applications resulting from national advertising,
i.e., Army/Navy Times and refer qualified applicants to
regional field recruiters.
2. The Field Recruiters shall:
a. Assemble groups of applicants by geographic clusters for their
initial interview with the recruiter. Screen out those applicants
lacking in qualifications or questionable suitability.
b. Obtain Personal History Statement (PHS) from applicants
for use by the "team."
c. Obtain medical history on the applicant and dependents using
Standard Form 93 (see Annex B-2).
d. Forward list of names, date and place of birth, and social
security number of applicants for file check. This list
should be sent by express mail to Recruitment Division (RD).
Negative information will be telephoned back to the recruiter
by RD, using numbers opposite names to cancel appointments.
e. Schedule and assemble cluster groups in central geographic
region for "team" interviews.
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f. Make arrangements for suitable office space (GSA or hotel/
interview location.
motel rooms) for the "team" interviews.
Arrange for "team interviews in a central location where
at least 10 to 15 applicants reside within 150 miles of the
h. Maintain contact with applicants prior to the "team" interviews
to ensure that they are aware that they are still being
considered for employment.
3. The Professional Staffing Branch shall:
a. Give priority attention to the OC's applicant cases by assigning
specific responsibilities to one processing assistant.
b. Prepare correspondence to applicants and ensure that they are
kept informed of our interest in their employment during final
processing.
c. Coordinate and schedule final OMS and OS processing. All
applicants approved by the "team" will receive highest
priority for final processing.
d. Label files in distinctive manner to ensure expediting of
final processing.
B. Office of Communications
The Office of Communications shall:
a. Make available to the OPPPM funds for this intensive
recruitment effort.
b. Assign senior officer(s) to the "team" who has/have
authority to make on-the-spot hiring decisions.
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c. Provide to the OPPPM the name(s) of "team" member(s).
d. Arrange for training of individuals given temporary contracts.
C. Office of Security
The Office of Security shall:
a. Provide name(s) of "team" member(s) to the OPPPM.
b. Polygraph individuals at the regional interview area
considered hirable by the OC "team" representative.
c. Conduct background investigations of candidates approved by
OC and OMS representatives who have passed their initial
Security processing. These individuals should be placed
in the highest priority for a background investigation.
D. Office of Medical Services
The Office of Medical Services shall:
a. Provide name(s) of "team" member(s) to the OPPPM.
b. Process applicants approved by OC and who have passed their
initial Security processing. These individuals should
be processed before all others in the recruitment processing cue.
E. The "Team"
The "team" shall:
a. Travel to the regional locations as advised by the OPPPM/Recruitment
Division.
b. The OC's representative will interview candidates and will make
the decision to hire or not to hire based on OC's hiring
criteria.
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C. OS polygraph operators will polygraph applicants approved
by the OC representative. A final decision on security
to Headquarters for immediate review by the Applicant
approval will be made by the Director of Security.
Questions of suitability will be referred by the "team"
Review Panel (ARP).
The OMS representative will conduct
initial medical
evaluation of those candidates favorably screened by the
OS representative.
f. A final hire, no-hire decision will not be made by the "team"
but will be a Headquarters decision.
VI. Implementation
A. This Plan is effective immediately.
B. Upon receipt of funds from OC, the Chief, Recruitment Division will commence
the advertising campaign in accordance with Annex A.
C. Names of "team" members shall be submitted to OPPPM as soon as possible.
D. The Deputy Director, Recruitment and Placement shall assemble the "team(s)"
immediately upon receipt of their names to ensure that all members are
briefed and aware of the details of this Plan.
VII. Annexes
A. Proposed Advertising Program and Costs
B. Support Requirements
C. "Team" Schedule
D. TCS and ET Advertisement
E. Supplemental Information for Recruiters
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Proposed Advertising Program and Costs
I. Comments
A. Advertising costs are estimated and exact figures will depend on the
number of ad lines, publication column width, etc.
B. National newspapers selected represent those nearer military installations
and areas where unemployment may be a factor in attracting applicants.
C. The military media to be used includes publications circulated on
military stations and bases having electronic and communications MOS
specialties.
D. In addition to the below-listed advertising program, vacancy notices will
be introduced into the Federal OPM vacancy notice system.
II.
Funds Required
Advertising
$40 000
Travel and Per Diem*
$10,080
Travel and Per Diem**
$10,000
Travel and Per Diem***
$ 2,800
Motel Rooms
$ 4,000
Tyepwriter Rental
$ 500
Tuition
$10,000
* Three employees (OC, OMIS, OS) per two-day trip @$420/trip = $1,260 x 8 trips =
$10,080 (Cal., Tex., Mo., Ala., Pitts., Phil., Boston and Norfolk)
*** Applicants
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III. Proposed Advertising Program (March through May)
(Nine-Week Intensive Advertising Program)
Priority Major Newspapers Placement
(1) Washington Post Sunday Editions
(1) Washington Star Sunday Editions.
(1) Army, Navy, Air Force Next Available
Times (Eastern Region) Edition
San Antonio Express News Sunday Editions
San Diego Union Sunday Editions
Phoenix Gazette Sunday Editions
Tuscon (Ft. Huachuca)
Star Citizen
(2) Houston Post
Sunday Editions
Sunday Editions
(2) Fort Worth Star Telegram Sunday Editions
(2) Little Rock Arkansas
Gazette Sunday Editions
(2) El Paso Herald Post Times Sunday Editions
(2) Shreveport-Journal Times Sunday Editions
(4) Biloxi Sun Herald
(2) Mobile Press Register
(1) Portsmouth/Norfolk
Pilot Ledger
(3) Omaha-World Herald
(1) Philadelphia Inquirer
(1) Boston Globe
(1)
Pittsburgh Free Press
Sunday Editions
Sunday Editions
Sunday Editions
Sunday Editions
Sunday Editions
Sunday Editions
Sunday Editions
Estimated Estimated
Ad Cost Frequency Total Cost
$2,500 2 Editions $ 5,000
$1,369 2 Editions $ 2,738
$2,884 2 Editions $ 5,768
$ 582 2 Editions $ 1,164
$ 998 2 Editions $ 1,996
$ 930 1 Edition $ 930
$ 525 2 Editions $ 1,050
$ 927 1 Edition $ 927
$ 675 2 Editions $ 1,350
$ 563 2 Editions $ 1,150
$ 550 2 Editions $ 1,100
$ 525 2 Editions $ 1,050
$ 375 2 Editions $ 750
$ 338 2 Editions $ 676
$ 790 2 Editions $ 1,580
$ 750 2 Editions $ 1,500
$2,570 1 Edition $ 2,570
$1,400 1 Edition $ 1,400
$1,500 1 Edition $ 1,500
MAJOR NEWSPAPER ADVERTISING
$34,199
ESTIMATED COST FOR AD PRODUCTION $ 1,500
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$35,699
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B. Military Media
Placement of the ET/TCS ad in 30 East Coast military base publications
where electronics and communications MOS personnel are located at
a .55 line rate for approximately 375 lines of advertising for one
edition in each publication. These will be spaced two weeks
apart by recruitment area. $6,000
Functional Magazines Estimated Estimated
(Recommended by OC) Placement Ad Cost Frequency Total Cost
Spectrum
Electronic Design
Radio Electronics*
Communications News
EDN
Digital Design
Communications
Telecommunications*
Signal
Communications International
Aviation Week*
Datamation
73's
OST*
CQ*
UNKNOW AT THIS TIME
NOTE: Except for publications with asterisks, most of these magazines are targeted
primarily at the professional engineer or communications officer that will
not suit our purpose.
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IV. Proposed Advertising Schedule
15 March
Washington Post
Washington Star
Army, Air Force, Navy Times
Military Media
Philadelphia Inquirer
Pittsburgh Free Press
22 March
Portsmouth/Norfolk Pilot Ledger
Boston Globe
29 March
San Antonio Express News
Houston Post
S April
Biloxi Sun Herald
Mobile Press Register
12 April
San Diego Union
Phoenix Gazette
Tuscon Star Citizen
19 April
Little Rock Gazette
Shreveport Journal Times
26 April
El Paso Herald Post Times
Fort Worth Star Telegram
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d. Decision-Making. The recruiting "team" will have to understand
that the examiner is prohibited from revealing derogatory information.
In cases of serious admissions or called deception, the examiner
would have to tell the "team" to stop the recruiting process until
the adjudicative issue is resolved at Headquarters. If cases
are inconclusive, the same delay would result. In any case a
decision would have to be made whether to schedule a retest
or not. In some instances the examiner may determine, in the
field, that a retest would be appropriate a day or so later.
B-2 Office of Medical Services
a. Physical Requirements. Medical evaluations will require a large
room, tables with seating and writing capacity for 15 to 20 applicants,
private area or room (preferably adjacent) with two comfortable
chairs and a telephone. Bedrooms should be avoided particularly
in the case of evaluations of female applicants.
b. Information Requirements. OMS will require a "Report of Medical
History" (see Attachment A) to be completed by the applicant and
his dependents and a copy of the employee's Agency Personal
History Statement, handcarried to the medical interview by the
applicant. At the time of "team" processing, a Personal Index
is to be completed by the applicant.
c. Production Forecast. If done in a group, ONIS can have 15 to 20
applicant Personal Index questionnaires completed in two hours
and can interview seven applicants a day if sequentially available.
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d. Decision-Making. Based on the review of the medical histories
(employee's and dependents'), completed Personal Index (the
employee's), and the interview (employee), the OMS representative
will recommend to the "team" leader:
(1) Continue processing
(2) Stop processing
(3) Marginal cases or questions of suitability can
be discussed with Headquarters medics (phone) or
referred to the Applicant Review Panel.
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Proposed Team Schedule
Washington, D. C. and Environs -- Handle Continuously and Locally
30 F1 31 March - Philadelphia
2 F; 3 April - Pittsburgh
6 F, 7 April - Norfolk
9 F1 10 April - Boston
13 E 14 April - San Antonio
16 F, 17 April - Houston
20 F 21 April - Mobile
23 F 24 April - Biloxi
27 F 28 April - San Diego
30 April E 1 May - Tuscon or Phoenix
4 $ 5 May - Little Rock
7 F 8 May - Shreveport
11 F1 12 May - El Paso
14 F1 15 May - Fort Worth
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 Central Intelligence Agency
THE CENTRAL INTELLIGENCE AGENCY IS LOOKING FOR
PERSONNEL WITH BACKGROU:~;D IN THE FIELDS OF
CON MUNICATIONS OPERATIONS AND MAINTENANCE.
OPPORTUNITIES EXIST FOR TRAVEL AND ASSIGNMENT
THROUGHOUT THE WORLD.
With Commercial or Military experience; familiarity'with
solid state devices necessary; Ongoing training in Modern
communications equipment and other sophisticated systems
EAllz?.vt:.,p Ect.c,(c- JY~Lt/ . r:
*TELECO,,. lfUNNICATIONS SPECIALISTS
With prior training or experience in the telecom field;
morse code ability, 12 gpm preferred, but will consider those
with morse aptitude. Minimum touch typing speed of 30 wpm
required.
$13,672 - $20,000 to start
(Depending upon experience & education)
*QUALIFICATIONS REQUIRED
U.S. citizenship; high school graduate or GED; 18 years of
age minimum s~~~ t.ae-s-o -age-pier-ta-overseas
extensive
a.. ~nt; available for/overseas assignments. Civil Service
Status is not necessary.
SUBSTANTIAL GOVERNMENT BENEFITS AVAILABLE
SEND RESUME TO: Office of Personnel
Dept. A, Rooms 821 - XX
P.O. Box 1925
Washington, D.C. 20013
An Equal Opportunity/Affirmative Action Employer
NOTE: THIS AD WILL USE THE SAME FORMAT AS THAT USED
IN THE CT ADVERTISEMENTS ((WITH EAGLLE~}} EE
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CLASS F D ADVERTISING
n
W 're looking y en end
voman Wit special. /diem.
The primary task of Me Central intelligence - - a
Agency is to gather information to help protect Me'
ihlttf th Uitd Stt W
nternaona ineress oeneaes.e
seek men and women with special talents and
skills to begin careers with the select group that
helps gather this information by living,ond travel-
ling abroad. -
It takes self-reliance, self-maiva;lor.., and
intelligence as well as academic achievement
and linguistic ability. In return; a career in infor-'
motion gathering wish the Central intelligence
Agency that gives you good pay, excellent fringe
benefits, security, positions of responsibility, and
the knowledge that you belong to a small, special
group of people performing very important work
Qualifications required include U.S. citizen-
ship, a college degree, language skill or aptitude,
and on interest in international altairs as evi-
denced by academic study, foreign travel, foreign
residence, or two to five years of pertinent work
experience. Those with degrees in economics,
engineering, and the physical sciences are of
particular interest. Military experience is a plus
Starting salary is $15-22,000, depending ort
qualifications. Initial assignment is in the Wash- -
t=-
ington, D.C. area. Substantial benefits for over-
seas service. Find out more about a career wilh
us by sending your resume to:
Personnel Representative
Dept. A, Room 82142, P0. Box 1925
Washington, D.C. 20013 -
Applicants of interest will be contacted for a
confidential interview within three weeks of
receipt of application.
CE?iTRAL WTELUGE? CE AGENCY
fits time for us to know more about each of az
AnegaoJ.opp~^um?y/orrmohw actronemp!oyer.
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Annex E - Recruiter Responsibilities
1. Advertising
a. All ads will be. placed from Headquarters.
b. Newspaper and military media (military base newspapers) will
include your return address.
c. Army, Navy, Air Force Times ads will include the Headquarters
address and will run on 30 March as opposed to 15 March.
d. Refer to the advertising schedule included in the Plan for
ad dates. You will notice that we will begin with the East
Coast area first, i.e., 15 March and 22 March. The purpose is
to keep travel costs to a minimum for Headquarters personnel.
2. ET & TCS - Recruiter Responsibilities
a. Resumes are to be reviewed on a priority basis. Applicants are
to be clustered by geographic area for interview purposes in
order to maximize your travel money.
b. PHS Part I $ Part II materials are being mailed to you for this
purpose. A sample packet is included to assist you in preparing
PHS packets. This is necessary due to the short deadline that
we are under. Insure that the applicant understands that he/she
must have Part II, medical and other declaration forms completed
and available for Task Force review. Your review of the Part I
and the personal declaration is required initially as well as
covering the questions of foreign relatives, spouse's occupation,
etc., for initial screening purposes and candidate selection.
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c. Subject to your review and evaluation of the PHS forms
1. Group applicants by geographic area.
2. When you have 10-15 applicants for an area, send a
numbered name list by "Express Mail" Eyes Only to DC/RD
including:
a. Number
b. Full Name
c. Any alias or legal name change
d. Full maiden name - if applicable
e. Date and place of birth
f. Social Security number
This listing will be used for Headquarters OS name check
purposes.
3. When you have 10-15 applicants clustered geographically
and their PHS forms in hand, call DC/RD so that a schedule
date can be arranged for the Headquarters Task Force to visit
your selected location. When the date is fixed, we will ask
you to make physical space arrangements for the "Task Force."
4. Your selection of a central point for OC, OS, and OMS may be
a commercial facility or Federal Building space. Refer to
Annex B of the Plan for physical requirements specified for
OS and OMIS. In addition, the Office of Communications
representative will require space for interview and testing.
For space planning purposes, the sequence of screening will
be: OC, CkNIS, then OS.
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5. As time is of the essence, don't labor over preparation of
the interview report. Be sure all IR header information is
included as well as basic data to provide an evaluation and
assist the Task Force-representatives. Identify the IR with
term "OC Task Force Applicant."
3. Recruiter Travel
This is to advise you that we will receive supplemental recruiter
travel funds from OC for this specific recruiting purpose. We will
advise you of changes in your travel allocations in the near future.
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The two major controversial items on the Inspector
General Report on Recruitment were the validity of the
PATB test and the recommendation for a pilot program of
decentralized (component) recruitment.
Problem 1: Lack of uniform testing policy.
Solution: A panel from OMS, OPPPM, OTE and EEO
offices is studying the problem and will submit a
report to the DDCI next week.
Problem 2: Insufficient validation research.
Solution: Increase validation research. The DDA
agreed and recommended the increase of PSD resources
to accomplish this. In 1980-1981 there were seven
major validations done: PATB for DDO, OSR, OER, OPLA
and TSG/NPIC offices; Test; and OPPPM
Short Employment Test (SET).
There are three alternatives to be considered in
the field recruitment question:
1. Status Quo, with resident recruiters who
essentially live their entire careers in their area
of responsibility;
2. A system of OPPPM centralized recruiting where
the recruiters rotate every two to four years, and
where they may be dispatched from Washington with
accompanying component representatives when appropriate;
3. The decentralized system described in the
pilot program recommendation of'the IG Report.
My personal position is in favor of OPPPM
centralized recruiting, but opposed to the resident
system urrently in use by OPPPM. I believe
I Irecommendation that a study of this
process be conducted is a good one.
25X1
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