INSPECTOR GENERAL'S SURVEY OF ENTRANCE ON DUTY AND EXIT PROCESSING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP69-00011R000100060001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 53
• Document Creation Date: December 15, 2016
• Document Release Date: March 15, 2004
• Sequence Number: 1
• Publication Date: May 1, 1966
• Content Type: STUDY

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INSPECTOR GENERAL'S
SURVEY
OF
ENTRANCE ON DUTY AND EXIT PROCESSING
MAY 1966
q"e r,~n rt"l1r
Aprve
Typist:
Diistribution:
Orig. to ExDir
2 - DDS
$ - DDS
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RDP69-00011 F W0010006Q,0Q'.ive n
to Ellen/for /DDS25X1
28-66 Per c n retain.
Re eased 5-2 -66a
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INSPECTOR GENERAL'S SURVEY
OF
ENTRANCE ON DUTY AND EXIT PROCESSING
May 1966
S E C R E T
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Page No.
1
I.
II.
INTRODUCTION
ENTRANCE ON DUTY PROCESSING
A.
General Considerations
3
B.
Discussion
9
1. Entrance on Duty of Professional Employees. . . 9
2. Testing . . . . . . . . . . . . . . . . . . . . . 18
3. Entrance on Duty of Clerical Employees. . . . . . 20
III.
EXIT PROCESSING
A. Problem of Attrition
B. Discussion
1. Retirement Planning and Counseling. . . . . . . .
29
2. Assistance in Placing Retirees and Resignees. . .
35
3. Pre-Exit Interviews and Personnel Processing. . .
9
39
4. Cover and Security Exit Interviews. . . . . . . .
4
5. Involuntary Separations . . . . . . . . . . . . .
46
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I. INTRODUCTION
This survey is one of several surveys of functions, rather than
of components, conducted by the Inspector General in response to a
request from the former Deputy Director for Support. In his request
the DDS suggested that an overall look at entrance on duty and exit
processing would be helpful. In the past, the I.G. has conducted
surveys of individual components involved in EOD and exiting proce-
dures, but this is the first functional survey. Some of the earlier
surveys were the 1964 survey of the Office of Personnel, the 1963
survey of personnel security and the 1962 survey of the Agency's
responsibility to female employees.
The objective of this survey is to determine if the new employee,
both clerical and professional, is well received on entering the Agency
and receives adequate personnel, security and Agency orientation; if
the exiting employee is also well-handled; if pertinent regulations
are adequate and are being followed; and finally to determine if the
process is efficient.
We have considered the EOD process to consist of the formal pro-
cessing which begins with the employee's first day in the Agency, and
the briefings and orientation which he receives during his first few
months in the Agency. We also briefly looked at invitee interviews and
some other aspects of pre-EOD procedures and, where appropriate to this
survey, have commented on these procedures.
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In conducting the exiting survey we took as a point of departure
the time in an employee's career when he decides to resign or retire
or when he has to leave involuntarily. We then followed the various
steps in the process leading to his final separation. Additionally,
we examined the problem of attrition of professional personnel.
Involved in the processing of new and exiting employees are the
Offices of Personnel, Security, Training, Medical Services and the
employee's home component. During our survey we interviewed 70 key
officials in these offices and interviewed 30 employees in grades
GS-05 to GS-15 who were either EODing or exiting. We also sampled
many of the briefings and movies to which the new employee is exposed,
and participated in exit interviews.
A reorganization of the Office of Personnel, approved by the
DDCI during this survey, has not materially affected our recommenda-
tions.
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II. ENTRANCE ON DUTY PROCESSING
A. General Considerations
The new professional employee, during his first two weeks in the
Agency, is exposed to about 16 hours of indoctrination broken down as
follows:
First Monday
AM
Briefing by Office of Personnel
3 hrs.
First Tuesday
AM
Insurance Briefing
4 hrs.
Second Monday
AM
Security Indoctrination by Office
3 hrs.
of Security
Second Monday
PM
CIA Introduction by Office of
3 hrs.
Training
Second Friday
PM
Security Movies and Review by
3 hrs.
Office of Security
New clerical employees participate in these briefings with the
professional employees except on the first Monday and Tuesday when
the clericals receive their security and personnel orientation in the
Clerical Assignment Branch. Clerical employees also receive a one
and a half hour review lecture on the organization of CIA and a one
hour security review presented by the Clerical Training Faculty.
Radio operators for the Office of Communications receive the same
orientation as other professionals, but it is more concentrated and
some of the briefings are given at
The indoctrination program is spelled out in
However,
our survey indicated that because of a lack of coordination among the
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offices of the Agency concerned with the briefing of new employees,
there is no mechanism to ensure that all employees receive all of the
orientation briefings. For example, instructors from the Office of
Training do not know the names of the individuals they brief nor do
they know how many people they are supposed to brief. At two of the
orientation sessions we attended, conducted by the Office of Security
and the Office of Training, several new employees arrived late, some
as much as an hour after the briefings had started.
We view as a more serious situation the failure of a significant
number of new employees to take the Introduction to Intelligence and
states that after complet-
Introduction to Communism courses.
ing their initial indoctrination, professional employees are required
to take these courses. But the Office of Training found in a study
made at our request that the response to this regulation varies con-
siderably according to the employee's component. Some components,
such as the Office of Security, Records Integration Division, the
Office of Current Intelligence, and the Career Training Program, have
traditionally made a sincere effort to comply with the regulation while
the record of other components, such as the Office of Medical Services,
the DDS&T area and Finance, has not always been satisfactory.
At first sight, it appears to be the intent of ~o place
the responsibility on the Director of Personnel for ensuring that new
employees take these training courses and briefings. "The Director of
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Personnel shall schedule all new professional and clerical personnel,
except those professional personnel. . exempted. . ., in the appro-
priate EOD training program;". The regulation also describes enroll-
ment procedures to be carried out by the Office of Personnel. In
mid-1965, however, the Office of Personnel, which felt it had not
been entirely successful in scheduling new employees to take these
courses once the employees were assigned to their parent component,
reached an informal agreement with the Office of Training for the
Registrar to enroll new employees using his contacts with training
officers in the employees' home offices.
This informal arrangement has been only slightly more satisfactory
than the previous method. One reason for this is that
the responsibility for scheduling and conducting the EOD training
program among the Office of Personnel, the Office of Training and
senior command-line officials. The same paragraph that instructs the
Director of Personnel to schedule new employees to take these courses
also instructs the Director of Training to "Report periodically to the
Executive Director-Comptroller, Deputy Directors and heads of independent
offices on compliance with the intent of the paragraph." The Office of
Training as of January 1966 had not prepared such a report.
Based on the sizeable number of new employees not taking the
Intelligence Orientation and Introduction to Communism courses, it
appears that
which permits the deputy directors to exempt
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professional personnel from taking these courses, is abused. The
Office of Training, for example, does not receive requests for
exemptions from the home offices of the employees who do not take
the Intelligence Orientation and Introduction to Communism courses.
Additionally, the Office of Communications has an unofficial blanket
exemption for its communicators. This waiver was apparently reached
several years ago between previous Directors of Communications and
Training, but neither the Office of Communications, the Office of
Personnel nor the Office of Training has been able to locate a copy
of the original waiver. The main reasons for this exemption are that
new Communications personnel usually go overseas shortly after finishing
their specialized training and that, as technicians, they do not need
these courses. While we are sympathetic to this position, our feeling
is that this waiver should not be considered to be in perpetuity but
should be subject to an annual review by the DDS to determine if the
original reasons for granting the exemption remain valid.
We noted that briefing outlines in some offices responsible for
initial EOD briefings either did not exist or were too rough to be read
by an outsider. We do not favor a cut and dried approach to the prepa-
ration and content of briefings, but we do believe that briefing and
orientation material should be prepared in such form to permit periodic
review by a reviewing official designated by the DDS from outside the
component giving the briefing. This responsibility could be assigned
to the EOD coordinator recommended in recommendation No. 1. Even
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though management in some offices reviews the content of the briefings
given by its training officers, an overall review of EOD training
is lacking. We view this as a serious omission.
We believe that the subject matter of the briefings is generally
adequate, although some of the briefings are too academic and too
sophisticated for the new employee. There is a small amount of
duplication but in view of the difficulty of the new employee in
absorbing large amounts of new material, this is desirable.
Instructional techniques varied widely in quality and could be
improved. Some briefers used movies and other visual aids; some used
none, and others used aids with print so fine that the lettering could
not be read. One of the movies we viewed, "Introduction to Intelligence,
Part I", left us with serious doubts concerning its effectiveness. It
is basically a trade craft film and does not appear appropriate for
showing to an audience of new employees.
Most briefers had good delivery. However, the length of the
briefings ranged from 12 minutes to one hour and 4-5 minutes. During
the longer sessions there was no break. In two of these sessions it
appeared to us that there was too much material for the time allocated.
The timing of the various briefings is about right. It would be
possible to have the new employee take all indoctrination during his
first three days, but this would be too intensive. The present pro-
cedure has the advantage of permitting the new employee to become
familiar with the Agency over a few weeks period through personal
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contact with his new colleagues and his supervisor as well as through
formal training. This approach, however, has the disadvantage that
continuity is lacking. Most briefers, for example, are unaware of the
content of previous lectures, and are, therefore, unable to relate
their individual briefings to the overall orientation program.
It is recommended that:
a. The Deputy Director for Support designate an EOD
coordinator whose duties shall include:
(1) Scheduling the orientation of new professional
and clerical employees and monitoring their attendance
during the indoctrination phase of their first two
weeks in the Agency; and of professional employees
during the Intelligence Orientation and Communism
courses to conform with Agency training policy out-
lined in
(2) Reviewing periodically EOD briefings con-
ducted by the Offices of Personnel, Training and
Security to ensure that the content conforms to
Agency training policy, that superfluous material
is not included, and that sound instructional
techniques are employed.
(3) Reviewing the practice of granting exemp-
tions.
(4+) Reporting periodically to the DDS on
compliance of Agency components with the training
program.
b. The Deputy Director for Support amend
reflect the procedures recommended above.
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B. Discussion
1. Entrance on Duty of Professional Employees
Formal entrance-on-duty processing of professional employees
begins every Monday throughout the year except on holidays. This
processing is coordinated by the Professional and Technical Branch
in the Office of Personnel's Placement Division. In FY 1965,
professional employees were entered on duty ranging in grade from
GS-05 to supergrades.
The first step in the procedure begins with the arrival of
EOD's in the morning at the main reception room where they await an
escort from the Professional and Technical Placement Branch. The
main reception room on a Monday morning is an extremely busy place
and not particularly attractive. In response to a request from the
Fine Arts Commission, the Office of Logistics prepared for the
Executive Director a new design to make the reception area more
attractive and also more secure. The initial proposal, based on
a two receptionist control scheme, had to be revised because of the
need to include space for two additional receptionists to receive high
peak loads of official visitors. Presentation drawings from an interior
design firm are expected by early summer 1966. When completed, the new
layout will present a better image of the Agency to the EOD than he now
receives.
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EOD's are instructed to report at 8:30 a.m. but are not picked
up until they have all reported, which may be 9:00 a.m. or later.
This causes the EOD's who arrive on time to feel they have been for-
gotten since their letter instructs them to report at 8:30 a.m., and
they query the receptionists who are by then occupied with the many
other arrivals who fill the reception room. This situation could be
remedied by the escort reporting to the reception room at 8:30 to
assist the receptionists in greeting and badging EOD's.
It is recommended that:
The Director of Personnel arrange to have the Monday
morning escort for professional EOD's report to the main
reception room at 8:30 a.m. to assist the receptionists
in greeting and badging the E0D's.
The briefing area is the Director of Personnel's conference room
and is appropriate for EOD procedure. Some months in the past it was
not unusual for, the conference room to be usurped by other elements
of the Office of Personnel. But we were told that except on rare
occasions the room is now reserved for the EOD's.
The main briefing is given by one of the four placement officers
from the Professional and Technical Placement Branch. It lasts from
1l5 minutes to one hour and includes information on a wide range of
subjects such as pay, leave, probation, fitness report, promotion,
Credit Union, and Agency organization. A personnel processing
assistant then swears in the EOD's and has them fill in numerous
forms required for entering on duty. Arrangements are made for testing
those who claim a language proficiency.
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Employees interviewed who recently entered on duty feel that the
briefing is very worthwhile and answers most of the basic questions
they have about the Agency. Typical of the comments were those made
by a GS-l4 who described the briefing as "friendly, courteous and
well planned."
Several of the employees interviewed suggested that the use of
visual aids during the briefing would be helpful. Based on our own
observation while sitting in on one of these Monday briefings, we feel
this suggestion has some merit.
During this briefing the new employee is exposed to a consider-
able amount of detail regarding his new career in the Agency. These
are necessary details, but it is difficult for the employee to retain
all of this information. To remedy this situation, the Office of
Personnel several months ago prepared a handbook to inform the new
employee of his benefits and responsibilities toward the Agency. The
handbook has been coordinated with other interested components of the
Agency, but as a result of a question by the Director of Personnel con-
cerning its suitability for college graduates, it is being reviewed to
determine if it is sufficiently sophisticated. We read the handbook
and in our opinion it is admirably suited for all new employees,
clerical and professional. We urge its release for publication and
issue to all new personnel.
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During our interviews of recent EOD's we received the suggestion
that the placement officer giving the briefing might spend a few
minutes on "helpful hints on living in Washington." This topic,
which is more fully developed in the personnel lecture for clericals,
is not covered formally during the DOD processing of professionals,
although during the question period EOD's sometimes ask questions on
this subject. Since most professional EOD groups have female employees
who are in their early 20's, we feel that it would be profitable to
include some of the information given to the clericals. For example,
the handbook "How to Protect Yourself on the Streets and in Your Home,"
available to clericals, might also be made available to young female
professionals. There is a danger, of course, in talking down to
middle and upper grade employees, but our interviews showed that
these employees would welcome a few hints on living in the D.C. area.
They are interested in such subjects as transportation, car pools,
schools, taxes in Virginia, Maryland and the District, and parking
policy at Langley.
It is recommended that: No. 3
The Director of Personnel include within the Monday
EOD briefing to professional employees a section on
"helpful hints on living in the Washington area."
The first day in the Agency is an important one in a new employee's
career. The placement officers are doing very well in introducing the
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new professional employee to the Agency, but we believe it would be
helpful if a senior officer of the Office of Personnel also made a
brief appearance to welcome the new employee.
It is recommended that: No. 4
The Director of Personnel or one of his senior officers
make a brief appearance at the Monday morning briefing to
welcome the new employee to the Agency.
The Office of Personnel has had a long-standing policy of con-
ducting an interview of new professional employees six to nine months
after they have entered on duty. The objective of this interview is
to assess the progress of the individual, to determine if his abilities
are being fully utilized, and to give the placement officer the feel of
conditions in the operating component where he places personnel. In
practice, because of the press of other work, placement officers in
recent months have conducted only a handful of these interviews. We
believe that the concept of these follow-up interviews is sound per-
sonnel management.
It is recommended that: No. 5
Every effort be made to conduct the six to nine months
interviews of new professional employees as outlined above.
which describes entrance-on-duty training
we noted that the important function performed by the Office of
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Personnel in giving new employees their first formal briefing on
the Agency is not mentioned. It might be appropriate to include
II
On the Monday afternoon of their first day, professional employees
are processed by the Office of Security. They receive temporary badges,
are photographed, and fingerprinted. Their formal security indoctrina-
tion begins with the reading of a security handout consisting of
the Agency's basic security regulations
and procedures.
This phase of the security processing may take up to two and a
half hours, depending on the number of new employees to be processed.
It takes place in a labyrinth of passageways, workrooms, crowded office
space and a briefing room with extraneous equipment near the reception
room used by the Office of Security off the main lobby. This poor
arrangement of space is unsatisfactory as a working area for the
employees there and also makes a poor impression on the new employee.
The Office of Security has requested that the Office of Logistics
remodel this area but Logistics' architects are occupied on other
projects.
It is recommended that: No. 6
The Director of Logistics, as soon as other priorities
permit, prepare a plan for more efficient arrangement of
the space used by the Office of Security in processing new
employees, taking into consideration that this is one of
the first work and briefing areas visited by the new employee.
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After the fingerprinting and photography are completed, the new
professionals receive their first security briefing. This briefing,
which lasts about one hour, is an introduction to security. It is
given in the conference room of the Director of Security by one of
three Security training officers who alternate in giving these brief-
ings. This briefing is well done, and the furnishings and layout of
the room create a favorable atmosphere for the briefing. It covers
fundamentals of security including cover, opening credit accounts,
classification of material and closing safes.
When there is a need, the Office of Security gives a special
security briefing to the new employee. This might be done, for
example, when the employee has a large number of foreign relatives.
On Tuesday morning of their first week new employees receive a
briefing on insurance. Male employees receive a briefing on military
obligations which includes information for reservists on opportunities
to fulfill reserve requirements.
Employees are then introduced to their home components. Based
on our interviews of selected new employees, it appears that most com-
ponents are satisfactorily indoctrinating their people. However, one
NPIC employee whom we interviewed had not had a tour of the NPIC
facilities up to the time of our interview although he had been on
duty eight months. But as pointed out in the I.G. survey of June 1965,
NPIC is making substantial progress in establishing an in-house training
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program. It now has a l2 hour automatic orientation lecture for new
employees held twice a month. Since the scheduled presentations began
in the spring of 1966, they have been attended by
employees,
including those employees who had been on duty for several months but
had not had orientation tours. Additionally, NPIC is planning to
conduct "walk-throughs" of its facilities for employees who have
attended the orientation lecture.
New professional employees receive further indoctrination on their
second Monday. In the morning the Office of Security conducts a three-
hour introduction to the basic principles of security. The briefer
defines security, gives the reasons for the need for security, and
discusses physical security, cover and outside activities.
In the afternoon a representative from the Office of Medical
Services begins the briefings with a description of that office. This
talk covers for the most part a description of OMS and could probably
be covered by the Office of Training officer in his lecture on the
organization and functions of the Agency. Suggestions on personal
welfare, such as locating a family physician, could be included in the
first day briefing by the Office of Personnel.
It is recommended that: No. 7
The Deputy Director for Support give consideration to
having the talk by a representative of the Office of Medical
Services replaced by a brief description of OMS functions
during the lecture by the Office of Training on the
organization of the Agency, and suggestions on locating a
family physician be included in the first day briefing by
the Office of Personnel.
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The Office of Training has the remainder of this second Monday
afternoon, about three hours, to conduct briefings on the U.S.
intelligence system and on the mission, functions, and organization
of CIA. Fundamentals of intelligence are treated from the points
of view of subject matter, time or scope, and the end user. Produc-
tion of intelligence is described and a movie is shown. The final
hour is spent on a discussion of intelligence at the national level
and of CIA organization.
On their second Friday afternoon new professional employees spend
three hours viewing four Agency-produced movies on security. The
basic themes of the movies are personal security, need-to-know and
cover. This is the employee's final session with the Office of
Security during entrance-on-duty processing, and the movies serve a
useful purpose as a security review.
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2. Testing
1 :1
states that all new staff employees will be tested
before they enter on duty unless the career service of assignment
feels that such testing is not necessary. This testing is evaluated
by the Assessment and Evaluation Staff of the Office of Medical
Services. Currently, of the professional applicants, only those
applying for the Career Training Program are routinely tested. The
tests are part of the pre-EOD processing and are arranged by the
recruiter in the field. Career Trainees are exposed to another pre-
EOD screening device not available to other applicants. They are
seen by a psychiatrist during their pre-EOD medical examination.
Other applicants see a psychiatrist only when the routine medical
examination uncovers a need for a special psychiatric interview.
Most clerical applicants receive a clerical test in the field
before EOD and are tested for skills by the Clerical Training Branch
after EOD. They are also tested by the A&E Staff on the Differential
Aptitude Test, used as a clerical test battery. Communications person-
nel are pre-EOD tested for communications know-how at the time of the
invitee interview, but are not tested by A&E.
I
tested may be requested by their home component to be tested after
EOD. In practice, except for the Career Trainees, very few new
employees are tested by A&E after EOD. The career trainees receive
a day and a half assessment by the A&E Staff after EOD.
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also states that personnel who have not been pre-EOD
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The May 1964 survey of the office of Personnel recommended the
increased use of the A&E Staff to assist in the personnel management
problems, including greater participation in the recruitment, selection
and placement process through the development of a series of test
batteries. The Director of the Office of Medical Services, however,
feels there would be little to gain in A&Ets attempting to assess all
new professional employees. We are now inclined to share his view.
The DDS in his response to the recommendation stated that CIA recruiters
and college placement officers advise against pre-screening tests
because the tests discourage prospective university applicants because
of the many other demands on their time. Most of the professionals
now being processed are specialists headed for NPIC, Commo and DDS&T,
and do not have an Agency-wide placement potential. As situations
develop when an employee is being considered for an assignment which
differs appreciably from his specialty, A&E can assess him. This
happens, for example, in the case of Agency employees who apply for
admission to the CT program.
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3. Entrance on Duty of Clerical Employees
It is our opinion that the onerous task of entering on duty
of clerical employees, which in a normal year involves the briefing
and orientation of
young men and women, is very well
handled. The day-to-day aspects of this complicated process are carried
out jointly by the Clerical Assignment Branch of the Office of Personnel
and the Clerical Training Branch of the Office of Training. The I.G.
survey of 1962 "Agency Responsibility to Female Employees" concluded
that Agency treatment of clericals could stand up to parental, public
or Congressional criticism. This statement remains valid. The Agency
continues to devote a great deal of effort to the EOD processing and
orientation of new clerical employees.
Arrangements for housing is an example of the Agency's concern
for the clerical employee. Before the clericals report for duty,
temporary, moderate cost housing within walking distance of the
Clerical Assignment Branch is reserved for them.
Clerical employees enter on duty every Monday except on holidays.
They fall into two categories: Those who have had full field investi-
gation but not medical and polygraph testing and those with only
provisional clearance. The first category will be in the Interim
Assignment Section, commonly referred to as the "Pool", of the
branch, for at least three weeks. This period is used for polygraph
and medical examinations, classes in clerical skills, geography,
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punctuation and orientation in Agency secretarial practices. Those
with only provisional clearance may be there from two to three months
awaiting completion of field security investigation.
The clericals receive a thorough briefing and orientation in
On their first two days both categories of
clericals follow the same schedule. This includes initial briefings
by representatives from the Offices of Personnel, Security and Train-
ing. These briefings are well done.
The subject matter in the briefings includes the same topics
discussed in the briefing for professional employees plus emphasis on
aids to personal security. For example, the girls are given a handout
on the wiles of door-to-door salesmen who prey on working girls by
selling shoddy products at high prices. A pamphlet `How to Protect
Yourself on the Streets and in Your Home" is called to their attention
and is read by most of the girls. Assistance in cashing checks is
offered. Girls are advised to use care in selecting roommates and in
reading leases carefully. They are encouraged to contact the night
security office if they become involved in situations where they need
help.
During the first two weeks clericals who have had full field
investigation are scheduled for their medical and polygraph testing.
Also in the first week the clericals are interviewed by the Chief of the
Clerical Assignment Branch, and receive testing for typing and shorthand.
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In their second week both categories of employees take the
Clerical Induction Course. This is a worth-while week of instruc-
tion and consists of shorthand and typing review, lectures on filing,
office practice, grammar, punctuation, and geography. In our inter-
views new employees spoke highly of these lectures, particularly the
ones on geography and punctuation.
In their third week clericals with final clearances take the
Clerical Orientation Course. The course begins with a two and half
hour review of CIA organization and security. Other subjects are CIA
publications, use of telephones, opening and closing safes and office
protocol. Quizzes and a final examination are given on these subjects.
Those without final clearances take another week of geography and work
on improving their clerical skills.
One of the problems resulting from the entering on duty of
employees with only provisional clearance is that of keeping them
occupied. A complaint often heard is that the clericals do not
have enough work to do after finishing their training. The average
time in the pool is about eight weeks, but some of the provisional
people may be there as long as three months. There comes a time when
orientation courses, testing and skill reviews have been exhausted. The
method of keeping the clericals occupied is one which has been followed
for several years. The clericals work on unclassified material received
from various components in the Agency, including OCI, Logistics, Security
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In the winter months, a slack period for inducting
clericals, the pool cannot keep up with the work which the compon-
ents need done, and in the summer, when the pool has
I lericals, there is not enough work for them. It is only
natural that under these circumstances,, clericals become bored and
may begin to have doubts about working for the Agency.
Our interviews indicated that the approach to acquiring unclassi-
fied work from the components is not well organized. There is no
systematic method of discovering and maintaining contact with the
key individuals in the components who know when there is a need for
unclassified clerical work to be done. Furthermore) an Agency-wide
notice on the availability of clericals to do unclassified work has
not been issued since July 1962.
During our interviews of clericals who entered on duty in 1965
we received several suggestions which appear to have merit for
improving the environment of the pool during the period between the
termination of training and assignment to a component. These sug-
gestions included: setting-up a shorthand laboratory, making
available basic texts on French, Spanish and German for voluntary
study, a visit by a language instructor once or twice a week, volun-
tary classes in English and geography, establishment of a library-
reading area with current news magazines, additional instruction in
such clerical skills as mimeograph operation, and use of Xerox and
thermofax machines.
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It is recommended that: No. 8
The Director of Personnel instruct the Chief,
Placement Division:
a. To develop a more aggressive and efficient
system for acquiring unclassified work for the
clerical pool which would include annual notices on the
availability of clericals to do unclassified work.
b. To devise techniques in addition to unclassi-
fied work projects for keeping the clerical employees
occupied while they await final clearance.
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III. EXIT PROCESSING
A. Problem of Attrition
The I.G. survey of the Office of Personnel in 1964 pointed out
that in view of the high cost of personnel processing, attrition in
CIA assumes considerable importance. The survey stated that Career
Services and the Office of Personnel had not given enough attention
to Agency attrition and possible ways of reducing it. It was recom-
mended. that the Director of Personnel, in collaboration with the
individual Career Services, conduct a study of the prevailing rate
of attrition among professional employees to find means for reducing
this attrition. In his reply, the Director of Personnel agreed in
principle with the recommendation but suggested deferring the study
during the period when personnel ceilings were being reduced. Alter-
natively, he suggested that studies be carried out aimed at particular
occupational categories.
Several reports are prepared in the Office of Personnel related
to the attrition problem. The Benefits and Services Division produces
a monthly report giving the reasons for the separation of GS-12's and
above. This division also includes in its annual report a section on
separations which is mostly a statistical comparison with the previous
year's separations. The Records and Control Division prepares a
monthly and semi-annual statistical review of staff personnel separa-
tions. These are useful reports but in themselves are not sufficiently
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interpretive. They could serve, however, as a foundation for the
preparation of a semi-annual analysis of attrition. The objectives
of this analysis would be to facilitate the identification of per-
sonnel problem areas and to provide necessary data for making recom-
mendations to improve personnel management, thereby salvaging career
employees who would otherwise leave.
The rate of attrition during the past four years has remained
about the same, averaging
true separations a year, both pro-
fessional and clerical. True separations include retirements, deaths,
and resignations, both voluntary and in lieu of disciplinary action.
Employees converting to staff agents and employees taking leave with-
out pay are not included. Of these total separations about " per
year are GS-09's and above.
During our survey we had a machine run made of employees in
grades GS-12 and above separating in calendar year 1965. We found
employees in this category. A review of separa-
tion data codes showed that ^employees cited as reasons for leaving:
dissatisfaction with immediate duties, administrative practices and
having found employment elsewhere. Most of these resignees were
employees whom the Agency would like to have retained, but we do not
wish to imply that all of them could have been salvaged. Some of them
left because of reasons beyond the capability of the Agency to offset.
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These reasons include promotion and better future. But this figure
of ^ does indicate an area where personnel management can direct
additional attention.
It is recommended that: No. 9
a. The Director of Personnel prepare for the Deputy
Director for Support and Executive Director-Comptroller a
semi-annual review and analysis of attrition of personnel
in grades GS-12 and above to identify personnel problem
areas; and
b. Based on these findings make recommendations to
improve personnel management in identified problem areas
with the objective of reducing the rate of attrition of
key professional employees.
One of the problems in taking measures to retain good employees
is that by the time the employee appears for a pre-exit interview he
has already burned his bridges in the Agency and has found or is
determined to seek employment elsewhere. It is our observation that
a major contributing factor to this loss is inadequate supervision
at the section or branch level and an indifferent attitude by top
management in individual offices. This indifference is characterized
by the failure of office chiefs to take a personal interest in their
employees. Exiting employees, for example, often leave without having
a farewell interview with a representative of "front office" management.
a GS-13 mathematician in the Office
DD/S&T, illustrates some of the weaknesses in
Agency personnel management. We sat through the pre-exit interview
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in the Office of Personnel. The interview was a
mere formality since he was separating that day. He said he was
leaving the Agency, after about a year's service, for a slightly
higher salary with the local office of Operations Research, Inc. He
gave as his main reason for leaving that his abilities were not fully
utilized. He said no other positions in DDS&T or outside DD/S&T had
been mentioned to him as an alternative. to resigning.
The Director of Personnel has recognized the need of salvaging
employees and in memorandum No
of 1 February 1966, addressed
to personnel officers throughout the Agency, he pointed out that some
employees, if given an opportunity to discuss their dissatisfactions
with a senior official, might decide to stay with the Agency. He
suggested that personnel officers might be able to detect intentions
of resigning while there is still time to prevent resignations. If
action within the component is not sufficient, the personnel officer
may discuss other action with the Director of Personnel. This is a
step in the right direction but we believe that constant monitoring
by the Office of Personnel will be needed if the intent of the
memorandum is to evolve into a meaningful contribution to personnel
management.
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B. Discussion
1. Retirement Counseling and Planning
The Retirement Branch of the Benefits and Services Division,
established in September 1965, provides pre-retirement planning and
counseling for employees covered by the Civil Service Retirement
System and by the CIA Retirement System, and provides guidance and
administrative support for processing applications for retirement.
This branch is efficiently performing its duties.
The branch receives notification of employees eligible for Civil
Service retirement from the Statistical Reporting Branch, and receives
notification on CIA retirees from the CIA Retirement Staff which is
attempting to meet a deadline of 30 June 1966 for completion of the
initial screening of candidates for the CIA system. In 1965, a total
II
system.
employees retired. Of this number,"etired under the Agency
the branch informs employees in
writing five years before their eligibility for retirement of the
Agency's retirement policy and the various benefits and services
available to them. Although the regulation only refers to the
Civil Service system, the branch will also notify employees
eligible for the CIA system as they enter the five-year period.
In the memorandum, the employee is requested to make an appoint-
ment with the branch to learn of the benefits available to him on
retirement. Branch personnel discuss with these employees retire-
ment annuities, health and life insurance and income tax. Most
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employees are anxious to discuss retirement benefits, but there
are a few who choose not to be interviewed.
The few employees who do not elect to discuss retirement with
the Retirement Branch are apt to be the ones who will cause problems
before retirement by claiming they have not had sufficient counseling.
It might be desirable, therefore, for the Retirement Branch to devise
a follow-up system of calling to the attention of the home components
those employees who have not contacted the Retirement Branch within
six months after receiving their five-year retirement letter. We do
not favor coercing the employee to make an appointment, but an inter-
view of the employee by management in his office would encourage him
to visit the Retirement Branch.
It is Agency policy that retiring employees during the five-year
period receive adequate counseling and be kept informed of the Agency
policy toward retirement. This important function is set forth in
issued in 1961, "They fD-eputy Director shall ensure that
supervisors discuss retirement plans with employees two years before
the projected retirement date and shall review each case annually
thereafter." The purpose of the interviews is to prepare the employee
for his retirement and to reduce the instances in which employees
contest retirement just before they are due to retire. We think the
concept is sound.
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Our survey revealed that the only directorate implementing this
regulation is the DDP. The DDP sends two year and one year letters
on the retirement of its personnel to the employeets home division,
requesting the chief of the division to designate an appropriate
supervisor to discuss retirement plans with the employee.
The other directorates lack a uniform policy of interviewing
employees facing retirement. The DD/S&T has simply forwarded the list
of employees eligible for retiring in five years, which it receives
from the Office of Personnel, to the DD/S&T offices with no instruc-
tions for implementing the interview system.
It should be pointed out, however, that one of the DD/S&T offices,
OSI, has an excellent counseling program. The Deputy Director of 0SI
interviews employees at the five year period, and annually thereafter.
OSI has found that its personnel must be psychologically prepared for
retirement since many older employees feel they are too young to retire.
Under present Agency policy, the retiring employee does not have to be
counseled until two years before retiring. OSI has found that the gap
of three years between the five year letter and the two year interview
is too long and employees can under these circumstances claim with
some justification that they have not been counseled often enough and
request an extension based on hardship. The OSI counseling consists
of reminding the employee of his retirement date, and of advising him
about other opportunities for employment outside the Agency.
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The DDS, which follows an informal approach to the counseling of
its retiring employees, has never issued written instructions to its
components but has relied on discussions at staff meetings to maintain
Agency policy. The Office of the DDS does not receive the five year
lists of retirees from the Retirement Branch. The Retirement Branch
forwards names of retirees directly to the individual DDS offices.
Although we did not interview personnel officers in all of the
offices of the DDS, it is our impression that some of the offices have
not developed a satisfactory approach to interviewing employees
scheduled for retirement. OTR, for example, although it has a commend-
able system of having the five year letter personally presented by
the employee's staff chief, was not aware of the Agency policy of the
one and two year interviews. In January 1966 during our survey an
employee in the Office of Security, scheduled to retire in February
1966, complained that he had not been counseled or interviewed by his
supervisor since receiving his original retirement memorandum in 1962.
In the past, the Office of the DDI has forwarded the list of five
year retirees which it receives from the Retirement Branch to the
individual offices concerned. However, we learned that at least one
DDI office, ORR, had not received a list from the DDI since June 1964.
The DDI notice of June 1960 explaining Agency retirement policy to the
components needs to be updated.
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It is recommended that: No. 10
a. The Director of Personnel prepare a recommenda-
for the Executive Director- om troller to ensure
Agency-wide compliance with which specifies that
employees be interviewed on retirement plans one and two
years before retirement.
b. The Director of Personnel consider the desir-
ability of having employees interviewed by their com-
ponents five, four and three years before retirement in
addition to the present two and one year interviews.
One of the problems in the past has been the delay in the
employee who, on separating, is eligible to receive an annuity under
the Civil Service System in receiving his first check. In August
1962, in response to an inquiry from the Office of Personnel, the
Civil Service Commission replied that the Agency's record in pro-
cessing employee separation records was extremely poor. The Commission
stated that most other agencies completed the processing of two thirds
of their records in 30 days, whereas the Agency from January through
June 1962 completed only eight cases out of "n less than 30 days.
Since then the Agency has made a real effort to improve its record and
now strives for a 30-day processing period of cases involving vouchere.d
funds. The Office of Finance prepares a monthly report showing average
processing times. For the month of January 1966,
fund cases of overall separations took slightly less than 35 days.
I ases on confidential funds took over 90 days. In
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September 1965 the Commission sent the Agency a form letter stating
that 24 per cent of the records for August were submitted within 30
days but the record "needs improvement."
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After the papers arrive at the Civil Service Commission, it takes
the Commission another 30 days to complete processing. This means
that under ideal conditions an employee eligible for an annuity under
vouchered funds will not receive his first check for at least 60 days,
and currently, because of the processing involved of large numbers of
Civil Service employees throughout the government who retired under
the Daniels Act, Agency employees will have to wait at least 90 days
for their first check.
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Employees retiring under the CIA system normally receive their
checks within 30 days after retirement. This is due to adequate lead
time and a small volume of retirees. These cases are processed by CIA
and do not require Civil Service processing. Under either retirement
system the processing includes confirming previous military and other
government service and may take up to 90 days to complete if adequate
lead time has not been given. It is to the advantage of the employee,
therefore., to give the Agency advance notice of his intention to retire
under either system. An employee who unexpectedly announces his plans
for immediate retirement will probably find that he will have to wait
longer than 30 days after retiring to receive his first annuity check.
in discussing retirement under the CIA system, states
that participants wishing to retire shall normally submit requests
to the Director of Personnel not less than 90 calendar days prior to
the desired date of retirement. Ninety days are adequate for the
Retirement Branch to complete the necessary processing for retirement
of employees in headquarters. However., it does not seem to be adequate
from either management's standpoint or for personnel processing if the
employee is stationed overseas.
The only mention in Agency regulations of the desirability of
employees giving adequate lead time when announcing their intentions
to retire under the Civil Service System is
employees should give "reasonable notice".
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It is recommended that: No. 11
a. The Director of Personnel study what period
of time is adequate notice of retirement by em to ees who
are stationed overseas., and that both
be amended to reflect any changes that may e cons ere
necessary.
b. The Director of Personnel initiate a further
amendment to Ostressing that it is desirable for
headquarters employees retiring under the Civil Service
Retirement System to give 90-days notice of retirement
plans.
c. The Director of Personnel in future Head-
quarters Employee Bulletins on the Agency and Civil Service
Retirement Systems emphasize the need for headquarters
employees to submit their request for retirement 90
calendar days prior to the desired date of retirement.
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2. Assistance in Placing Retirees and Resignees
In the reorganization of the Office of Personnel in March
1966 the External Placement Branch was established under the Deputy
Director of Personnel for Recruitment and Placement. The branch assists
employees who retire under the Civil Service Retirement Act or the CIA
system in finding post-retirement employment, and also assists other
employees who are leaving the Agency. The services consist of counsel-
ing on retirement opportunities, assistance in preparation of resumes
and in contacting prospective employers. There is a real need for this
operation. Over the next five years, up to employees will retire
under mandatory provisions of the CIA or Civil Service Commission
retirement acts. In addition to these mandatory retirements, there
probably will be a considerable number who retire voluntarily.
The reorganization combined into one branch the functions of
the Retiree Placement Counseling Staff, established in the spring of
1965, and the Employment Referral Branch, formerly known as the Out
Placement Branch. The Retiree Placement Counseling Staff got off to
a good start and used an aggressive, imaginative approach. Between
March 1965 and January 1966, the one-man staff interviewed ~mployees
scheduled to retire or who were considering retiring. Of this number,
ere placed outside the Agency, mostly in the academic field, and
approximately were relocated under contract within the Agency in
components with a need for special skills.
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The Employment Referral Branch, now part of the External
Placement Branch, concentrated on resignees, many of whom were
resigning in lieu of involuntary separation. In 1965 there were
of -these involuntary separations. Employees were referred to
the branch by the Clerical Assignment Branch, by the Special Activities
Staff in the Office of Personnel, and by management. The branch's
efforts were directed mostly at placing exiting employees in other
government organizations. Based on interviews with branch personnel
and employees who have used the branch's services, it is our belief
that the operation was too passive. Branch personnel looked on them-
selves as counselors rather than placement officers. As a result,
their help to professional employees consisted of little more than
giving advice and assisting in filling out forms. The professional
employee was left on his own to decide where he should look for work
and how to go about it.
The branch was more effective, however, in assisting clerical
personnel who did not receive final security or medical clearances
after having been brought to Washington. Branch personnel had excel-
lent contacts with several government agencies willing to hire many of
the young men and women whose background, while not suitable for Agency
employment, was satisfactory for employment by other government agencies.
This helped prevent the rejected employee from returning to his home town
and criticizing the Agency for having brought him to Washington and then
having failed to grant him employment.
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It is our view that many of the resignees separating under
honorable conditions deserve as much attention as retirees. We
do not favor mollycoddling employees, but some employees may suffer
from shock effect after being told they are no longer needed, particu-
larly if they have served the Agency for several years with reasonable
success. An example is a DDI analyst whose supervisor told him that he
should look elsewhere for a job because his branch was being cut back.
We believe that under the newly established External Placement
Branch the placement of both resignees and retirees will follow the
aggressive policy established by the Counseling Staff in placing
retirees. Future plans of the External Placement Branch include
publicizing the counseling service. An all employee issuance will
appear. This is needed. Our interviews of employees planning to
retire revealed several who were not aware of the service. Other plans
include utilizing contacts of senior Agency employees to further the
branch's contacts.
In evaluating the performance of the Retiree Placement Service
it should be pointed out that the service cannot be expected to place
every worthy employee. Some employees simply cannot be placed because
their talents may not be marketable or because of age. Others may
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have unrealistic opinions of their worth and thus disqualify them-
selves. Furthermore, some employees can re-establish themselves
without assistance, and some retirees do not plan to work after
retirement. The retiree who initially plans only to fish and hunt
but later decides to work can still take advantage of the counselling
service.
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3. Pre-Exit Interviews and Personnel Processing
The Benefits and Counseling Branch has several functions,
one of which is the exit processing of voluntary and involuntary
separations. Voluntary separations refer to personnel who resign
or retire voluntarily. Involuntary separations refer to employees
who resign or retire because of disciplinary or security reasons.
Two professional employees are involved in this process.
"Exit Processing for Separation or Extended Leave", the guide to the
branch's exit activity, accurately describes the philosophy under-
lying the operation as being ". . to ensure that the Agency's
obligations to the departing individual and the individual's obli-
gations to the Agency are properly discharged." We were favorably
impressed with the diligence, thoroughness and cheerfulness with which
the personnel in this branch carry out their mission while working
under crowded conditions and oftentimes tight deadlines.
The branch processes all employees separating from the Agency.
In FY 1965,~mployees separated, broken down into the following
categories:
Retirement
Death
Resignation
Ideally, the branch would like to conduct pre-exit interviews
two weeks before the scheduled date of separation. Unfortunately,
in practice employees are being interviewed only a few days before
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leaving and in some cases it may be only a few hours before separation.
One of the advantages in greater lead time is that it gives the per-
sonnel officer a chance to try to retain the services of desirable
personnel by relocating them within the Agency. In most cases little
of this can be accomplished. Usually, by the time an employee appears
in the Benefits and Counseling Branch he has not only made up his mind
to leave the Agency, but has already secured outside employment. The
principal interviewing officer estimates that he succeeds in salvaging
only one or two employees per month of separating employees.
In the pre-exit interviews, most of which are supposed to be with
voluntary separatees, the interviewing officer is on the alert to
detect unilateral action by a component which may be forcing the
employee to resign. Resignations in lieu of involuntary separations
are not the responsibility of the Benefits and Counseling Branch but
of the Special Activities Staff in the Office of Personnel. Operating
components, however, sometimes overlook the distinction between volun-
tary and involuntary separation. In early 1966, for example, the
Office of Communications and the Records Integration Division sent
employees to the Benefits and Counseling Branch for final processing
who were involuntary separatees. These employees were actually being
separated for unsatisfactory performance.
Another important aspect of the pre-exit interview is the spotting
of exiting employees who may be eligible for disability retirement but
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who are unaware of their eligibility. Perhaps two cases per month
are referred to the Civil Service Commission for review and about one
per month is approved. This is in addition to the cases which are
routinely referred to the Retirement Branch by the employee's com-
ponent for Civil Service consideration.
A recent example of the branch spotting a disability case was
that of a Technical Services Division employee who was resigning
because of arrested glaucoma which interfered with his work. He had
planned to withdraw his retirement deposits to use in starting a
business. The branch initiated a request for disability retirement
and it was approved. Another recent case concerned a woman in
Logistics who was resigning because she felt run-down. Disability
retirement was approved when a medical examination showed that a
previous operation for cancer had not been successful and it was
unlikely she would recover.
Ideally, the employee's component should identify these cases,
but in an organization of our size, it is unlikely that personnel
officers in all of the components will be able to do so. Continued
emphasis on disability retirement in the appropriate OTR administra-
tion support courses will help, but the identification of a small
number of these cases will continue to be one of the important functions
of the Benefits and Counseling Branch.
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In addition to their concern with the technicalities of final
clearance, the interviewing officers establish a point of communica-
tion with exiting employees who are encouraged to contact the Office
of Personnel if they have problems concerning their employment with
the Agency after separating. The employee is also told he may have
an appointment with the I.G.
During the exit interviews personnel officers use a work sheet
to record verbatim the employee's reasons for leaving the Agency
and his comments regarding the management of the Agency. Information
acquired in these interviews is used in the preparation of an EYES
ONLY monthly report on separation of staff employees, GS-12 and above.
The officers code the reasons for the employee's leaving and
whether the employee is re-employable. This information appears as
Item 31 of Form 1150 "Notification of Personnel Action." The Statis-
tical Reporting Branch of the Office of Personnel finds this informa-
tion to be useful in preparing recruitment, retirement and other
personnel studies for various components of the Agency. The current
coding data, which has been in use for about ten years, needs to be
revised to include additional headings for an employee's separation.
A revision was prepared by the branch in 196 with such additions as
"leaving for advancement", "career change", and "extended travel" to
more accurately reflect the reasons for a person leaving. The
proposed revision has not been released.
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It is recommended that: No. 12
The Director of Personnel direct the appropriate
operating divisions of the Office of Personnel to
prepare and issue a revised separation code.
The preparations for exit processing are time consuming. Every
week the Benefits and Counseling Branch sends to the Office of Security,
Cover Staff, Insurance Branch and Payroll copies of a list of staff
employees it anticipates will separate. If no response is received
by the branch a day before the exiting date, the branch assumes a hold
exists and the clearing component is contacted. Four components --
Payroll, Cover, Security and Insurance -- must see each employee per-
sonally. Representatives of these components, except Security, which
interviews employees in its own office, report to the branch on Friday
to interview exiting employees. The mechanics of the processing are
routine, but the atmosphere is hectic because of the large numbers of
branch personnel and exiting employees jammed into a small area.
One of the daily problems encountered by the branch is the lack
of privacy to conduct pre-exit interviews. Conversations during inter-
views can often be overheard through the semi-partitions, and there is
virtually no waiting area. We are aware of limitations on space in
the headquarters building, but we feel it would be worthwhile for the
Director of Personnel to review space allocated to his office that might
be used by Benefits and Counseling Branch, thereby contributing to a
more effective operation than can be carried out in the branch's
existing quarters.
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The Employee Activity Branch in the Office of Security has the
responsibility of conducting security debriefings. It is also respon-
sible for scheduling the employee for special clearance debriefings.
The branch conducts its debriefings after cover has seen the employee.
Names of exiting employees are received from the Benefits and Counseling
Branch in the Office of Personnel. The home component of the employee
makes an appointment for the interview sometime during the employee's
final week. Before conducting the interview the briefing officer
reviews the employee's security file. Most interviews last from 15
to 20 minutes, but some interviews may last over an hour if there are
unusual problems to discuss.
In the interview, security aspects of cases of employees being
separated because of security problems are not initiated because another
element in the Office of Security would already have discussed the
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problem prior to the actual exiting of the employee. The employeets
responsibility towards CIA and the U.S. Government is emphasized.
Guidance and advice are also offered. This includes listening to
complaints. The employee is given the telephone number of the branch
and is also encouraged to write the Director of Security if he has
security problems after separating, thus providing the exiting
employee with another point of contact in addition to the Benefits
and Counseling Branch. We believe that the branch is doing an
efficient job of debriefing exiting employees and that it is offer-
ing a sympathetic ear to those employees who may be disgruntled or
wish to discuss personal problems. We do not view this aspect of
security interviews as conflicting with the pre-exit interview con-
ducted by the Benefits and Counseling Branch.
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5. Involuntary Separations
Involuntary separations are initially processed in the
Special Activities Staff. The staff was founded in 1963, but work
of a similar nature has been performed since 1957 when the present
chief of staff became a special assistant to the Director of Personnel.
Although the staff is not actually part of exit processing, it serves
as an essential link between the employee's parent component and the
Benefits and Counseling Branch.
The handling of involuntary separations is only one of the
functions of the staff which acts in a staff and advisory capacity
to the Director of Personnel in matters involving the suitability of
employees for the positions they occupy. Involuntary separations can
be for routine reasons such as medical and security disqualifications,
failures in training, and first year trial separations. Categories of
a more difficult nature are unsatisfactory performance of duty, health
reasons and misconduct.
The staff often becomes involved with a personnel case when the
first hint of the need for adverse action by the Agency appears. In
these cases, the staff provides valuable advisory service to the
employee's supervisor. At this point, the staff expresses its con-
cern with salvaging employees who are in difficulties and in some
cases employees can be salvaged at this early stage.
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Usually, in involuntary separations the career service of an
employee initiates action against the employee. However, the Office
of Medical Services or the Office of Security may uncover reasons why
an employee should not be retained. In such cases OMS or Security
will notify the career service concerned and the staff.
When efforts to retain an employee fail, separation procedure is
initiated based on and the hand-
book were issued in 1959 and need to be updated. The instructions are
sketchy and do not provide adequate guidance for personnel officers
in other components of the Agency who become involved in involuntary
separation cases. A proposed revision, incorporating pertinent material
from Il and the handbook, was released to the Agency coordinators
on regulations in May 1965. As of April 1966, the Regulations Control
Staff in the DDS had not received the proposed re-draft from the Office
of Personnel which was completing coordination.
It is recommended that: No. 13
The Director of Personnel complete coordination of
the proposed revision of Il and forward it to the
Deputy Director for Support for issuance.
The Chief of the Special Activities Staff views his primary functions
as ensuring that those employees who should leave the Agency do so, that
correct procedures are followed and that the employee receives his legal
benefits and rights. These legal benefits include a right to a formal
hearing in addition to the informal hearing that involuntary separat-
ing employees receive when they are interviewed by a member of the staff.
Requests for formal hearings are infrequent.
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If the employee elects to resign and the Agency accepts his
resignation, the staff then establishes an effective date of resigna-
tion with the concurrence of the employee and the employee's career
service. The rule of thumb is to make the effective date 30 days
from the time the decision is reached that the employee will resign,
but if there are compelling reasons for doing so, the staff, after
coordinating with the Director of Personnel and the employee's career
service, will arrange for a longer interval. When the effective date
is reached, the staff forwards a request, with any special instructions
that may be needed., to the Benefits and Counseling Branch to separate
the employee on the specified date.
The staff requests assistance from the External Placement Branch
in re-locating exiting employees who need assistance. An appropriate
comment is forwarded to the branch to provide guide lines for placing
the employee in government or private industry.
In calendar year 1965 the staff dealt with [ mployees who
were separated for the following reasons;
First year failure to qualify
Resignations in lieu of disciplinary action
Retired in lieu of disciplinary action
Polygraph cases
We feel that the staff is carrying out a delicate and sensitive
activity in a competent and humane manner.
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