ANNUAL REPORT FOR FY 1966 ACCOMPLISHMENTS AND FY 1967-FY 1968 PLANS AND OBJECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05939A000200040002-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: May 29, 2002
• Sequence Number: 2
• Publication Date: July 15, 1966
• Content Type: MF

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S E C R E T
15 July 1966
MEMORANDUM FOR: Director of Personnel
FROM: Deputy Director of Personnel
for Recruitment and Placement
SUBJECT: Annual Report of FY 1966 Accomplishments
and FY 1967-FY 1968 Plans and Objectives
FY 1966 ACCOMPLISHMENTS
INTRODUCTION
1. The merging of certain functions of the Personnel
Operations Division (POD) with Recruitment and Retiree
Placement Division (RRPD) created, in the process, the posi-
tion of Deputy Director of Personnel for Recruitment and
Placement (DD/PE].S--RP), Tab A.
2. It also created a problem when it came to preparing
an annual stockholders report. It was decided, however,
that POD would report, past tense, as an entity, as though
its functions had not been spun off, whereas the forecasting
of FY 1967 and FY 1968 plans and objectives would fall
within the new frameworks to which these functions have been
consigned.
3. Still, shuffling within RRPD has left part of the
reporting to personnel whose continuity in the activities
did not span the full fiscal year. In a more stabilized
situation, the DD/PERS--RP would simply summarize the
separate unit reports and call it an overview. Regardless,
we shall attempt such an overview here by the technique of
concentrating this introduction on trends and highlights,
before, reviewing--to say nothing of summarizing--the content
of the unit reports which appear as tabs.
4. By the same token, the unit reports will have been
written without benefit of any guidance a prearranged intro-
duction may have provided. What this makes for, beyond
duplication of emphasis (for which I apologize in advance),
is a fair question. If an introduction, written independ-
ently of the body of the reports it means to magnify, and
GROUP 1
Excluded from automatic
S E C R E T downgrading and
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its substantive parts resemble a cohesive production, it
will be purely accidental. It is a technique, however,
which has nothing to recommend it,----other than serving; as a
device for meeting a deadline by the most direct route---
delegation of report-writing responsibility.
5. REORGANIZATION: By far the most significant
accomplishment within the realm of Agency recruitment,
FY 1966, must be credited to the Director of Personnel. By
combining in one Office of Personnel (OP) directorate those
functions that directly contribute to the acquisition of new
employees, he cleared the way for considerable management
progress. These key functions--correspondence, advertising,
recruitment, invitee travel, and placement--are so inter-
dependent as to defy divorcement, in any sensible scheme for
efficient applicant processing, yet OP for years has kept
these functions organizationally apart. As a result,
considerable room for procedural improvement obtains within
the working relationship of these functions.
Without belittling other DD/PERS--RP functions, I
view the marriage of Recruitment and Placement as an event
of major significance--for what it promises to achieve. No
matter how effectively Placement and Recruitment may have
operated as independent, albeit interdependent, organi-
zational entities, efficiency can only be compounded by
their being mutually supporting elements within a single OP
directorate. It's one of nature's laws. I speak imper-
sonally, if you please, not from any notion that the
responsibility for the joint management of these important
functions is now well placed. The challenge is clearly
outlined.
6. COOPERATIVE EDUCATION: Time will prove that the
FY 1966 Director of Personne was moved by more than. merely
a pioneering spirit when he pushed the frontier of Agency
recruitment into what had been the never-never land of
Cooperative (Work-Study) Education and the Summer Intern.
Built-in assets of our competitors, but scorned by ourselves,
these programs in the long run will prove to be as basically
sound from a recruitment standpoint as they are novel today.
T.annched under the able direction of
both programs got off the ground in FY 1966, with modest
force to be sure, limited to NPIC-oriented work assignments
for a handful of trainees. But strong foundations were laid
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for a structure that should soon begin to serve many areas
of the. .Agen.c.y ._ .. Please see Tab B.
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t>rned in a magnificent collective effort--recognized, in
p~rt, by the testimonial at Tab D.
9. NPIC RECRUITING: It was determined at a rnveting in
September 1965 with the DDS that decentralized, recruiting
a0d processing would be undertaken in order to carry on an
aggressive recruiting program to satisfy NPIC's five-year
projected requirements (if indeed they can be satisfied.).
Accordingly, three full-time experienced recruiters were
detailed. to NPIC, constituting the so-called NPIC/PERS/RAG 25X1
( ecruitment Action Grou ), namely,
returned to WRO, 25X1
will be replace y a former specialized
(Clerical) Recruiter, this month.
Oak
The five-year staircasing strength levels being
sought by NPIC and the trained manpower shortages that per-
sist in the photogrammetry specialties combine to make any
prediction of recruitment success more a matter of wishful
thinking than roseate realism, in my opinion. Consequently,
I~ have urged Cooperative Education and Summer Intern programs
upon NPIC as long-range recruitment resources--which NPIC
has instituted--because I see no quick and easy alternative. Aft
please see Tab E.
10. RECRUITMENT BROCHURE: This was the year that
wasn't insofar as any new brochure materializing. The draft
disappeared once it reached the Office of the DCI. At year
end we did have a new text in the works for the 1966-1967
riecruiting year. For, the 1965-1966 season, we changed the
cover on the 1964-1965 brochure and made do. See Tab F. Aft
Two or three new bulletin board posters were produced this
year (see Tab G) but this is an area in which we need to
xpand. Our most significant forward leap in t e pu lica-
ions field was our subscribing for the first time to a
full-page ad in the College Placement Journal Annual
scheduled for release in April 1967. This Journal is king
in its field, and, in addition to being deposited in the
libraries of over 900 accredited colleges and universities,
it is distributed to the educational libraries of over 600
U. S. military installations throughout the world. We should
hot lack for "write-in" candidates after April 1967.
11. PUBLICITY: This was our most exciting year from the
standpoint o pu licity and free advertising, if you will,
thanks to the American press taking special interest in
C. I. A. recruiting techniques following a picketing incident
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at Grinnell College (Iowa) that gained nationwide publicity.
We were also picketed at C.C.N.Y., San Jose State College,
and Harvard, but the Grinnell Story kicked off a flood of
articles that in turn stimulated a flood of write-in
applicants--many of highly acceptable quality.. On the whole,
the publicity was fair and favorable to our personnel
procurement requirements. We welcomed it. Various recruiters
involved in personal interviews handled the situation very
well indeed. I have in mind, however, inviting a professional
journalist or two to a seminar session with our recruiters
this Fall for the specific purpose of preparing them for any
future spur-of-the-moment interviews that may arise. Our
recruiters must come to feel at ease in these situations,
without denying the reporter the newsworthy data that earn
him his bread and butter. The New York Times series of
articles on the Agency's world-wide activities were an
example of extensive research and polished writing that did
Agency recruitment considerable good and no harm that I know
of. We are always handicapped in "taking on the press," but
the press understands this, and, with Recruitment being in
the overt zone, we must become reconciled to relaxing and
enjoying the fact that CIA recruitment is newsworthy and will 4
continue to stimulate pu icity. We welcome it. It beats the
paid advertisement in any cost-conscious campaign for candidates,
12. UNIVERSITY ASSOCIATES: The Annual Conference of our
University Associates was conducted by the Office of Training
F_ 1 18 and 19 November. It was acknowledged by the
Associates to have been the finest conference ever staged.
As educators, the Associates were completely at home in the
environment of this outstanding training facility, and OTR
very wisely gave them "the full tour," complete with live
classroom lectures and the full course of field exercises.
It was indeed an impressive show, capped by the Associates
presenting a handsome gift to Matt Baird who would be giving
way to John Richardson as Director of Training before the
next year'.s conference. The Associates were unanimous in
acclaiming the stature of OTR training to be highly profes-
sional, by graduate level standards, and in many respects
superior in technique to the universities' own methodology.
This was reassuring indeed, and served. the special purpose of
giving the Associates the opportunity for a critique they
frequently had requested but never been accorded. Our thanks
to all hands and OTR Headquarters who made this
program one that will not soon be forgotten.
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Efforts to form a separate Professors Advisory
P nel (Photogrammetry) are somewhat at a stalemate, but,
sufficient clearances should be in hand in the near future
to launch this project.
13. 100 UNIVERSITIES PROGRAM: Tab I denotes the coverage
this program achieved in its third year, and Tab J, the total
coverage to date. When the unfavorable Michigan State and
M.I.T. publicity broke, a few faint hearts in the Agency were
for pulling the Agency out of this program. I personally
find such thinking treasonable. This program is an invaluable
public relations asset. I have conceded that the recruiters
have a point, however, in that it has been eating into
extremely valuable October-November campus recruiting time
and could more appropriately be set back to a March-May
scheduling. This will be our FY 1967 plan.
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FY 1967 AND FY 1968 PLANS AND OBJECTIVES
2. Thanks to the DD/PERS/PR Plans and Review Staff
(PRS), we are beginning to cite requirements data with
confidence. Man-Machine communication can, and is beginning
to, develop a dialogue of realistic personnel requirements,
component by component, category by category. Having lived
in the wet thumb in the wind wasteland of personnel require-
ments forecasting for two decades, the daylight of reliable
projection is beginning to dawn. Primitive as the present
PRS Personnel Forecasts may be, they hold great promise
indeed--even for the immediate future. The PRS 1-, 2-, 3-,
4-, and 5-year projection format will behoove Directorates
sharing their personnel planning with the Office of Personnel.
Historically, the Directorates have withheld such data or
been so uncertain of their course as to gamble on any
guesstimate that would get the OP forecasters off their
backs.
3. To give Recruitment Division (RD) a reliable planning
base, PRS realizes it must crank in changes in personnel
requirements promptly as they occur, not by the archaic
ritual of respecting fiscal year ormalities. True, PRS
must obey fiscal year orders from above, but it must, also
respect the truism that this Agency has a built-in propensity
for changing its staffing mind whenever it pleases, and on
short notice. Thus, PRS must read the personnel planning
thought waves as well as the realities of ceiling allocation.
Once ceiling is reallocated within a Directorate, or between
Directorates, PRS must pounce hard upon this prey, without the
slightest concern for any violence done a gaining or losing
component's fiscal year profile. These are the changes which
control the course of recruitment. Not to recognize them
and reconstruct requirements immediately is to drive
Recruitment's head deeper into the sand.
4. RD must count upon PRS knowing the components'
staffing hopes as well as it knows their headroom. Ceiling
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breakthroughs are commonplace, and recruitment planning must
anticipate them--through constant surveillance and reporting
by PRS. PRS and RD cannot afford to underestimate any com-
ponent's ability to sell its staffing pitch. Rather, we must
think as the components themselves are thinking, in terms of
the type and number of people who may overnight become man-
powered programs. All too frequently staffing hopes are
hoarded, only to be sprung on Recruitment as firm staffing
requirements at some unplanned for awkward moment in the
recruitment cycle. It happened to us in FY 1966, and it will
happen again. Last year, the DDP began levying new FY 1966
requirements on us in October, for fulfillment in the third
and fourth quarters. Even this passed for planning--had to,
in fact, considering. that the DDP and the Agency itself were
waiting upon the Administration for FY 1966 marching orders
that didn't materialize in FY 1965.
5. RD must continually regear its recruitment efforts
to meet the "next 12-month cycle"--commencing with each new
calendar month, as against holding to fixed fiscal year
quotas that go by the board as soon as the recruiters have
left their starting blocks. Thus, we must receive any new
requirements as soon as they are firm, or lose valuable
recruiting lead time. Recruitment must follow academic
cycles for 75 per cent of its EOD's, generally ignore fiscal
year cutoffs, and work year-round on non-campus professional
targets.
6. This same reasoning applies to programs that may
demand'1~greater intake at lateral entry levels, wherein
advancement from within (or below) has been the traditional
source of nourishment. By the same token, if more of our
requirements are to be met by Cooperative Education channels,
we must know this too, because co-oping involves both lead
time and lag time. Co-op lag time falls somewhere in the
neighborhood of two years, but it has a high EOD reliability
quotient, roughly 60-70 per cent. I cite EOD reliability as
simply another PRS projection factor that can condition the
pace of recruiting.
7. There are many key considerations to influence both
staffing and recruiting planning. The con-
tract projects, for example, are now beginning to contribute
staff personnel to the Agency, by conversions from contract
to staff. But, while these lateral entry dividends are being
counted, the DDP must continue to levy upon RD for contract
replacements. Thus, there is a variety of staffing data that
PRS must chart ahead and cite for RD, regardless of the
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informational needs of other PRS clients. Obviously, the
other PRS clients will be the direct beneficiaries of PRS
Personnel Forecasts precisely to the extent RD knows what
it must do, when, and does it. When components can come to
count on RD for delivery of manpower, on schedule, their own
work plans will take on special meaning. They will then have
to stop talking about planned objectives and start producing.
S. Side-lighting the PRS Personnel Forecasts will be
the peaks and valleys, as between given components, of
attrition. Accurate attrition data will be surfaced and
studied. When considered excessive, attrition. will con-
stitute a vital area for critical personnel management analysis;
and, for critical analysis of pay scales that may be com-
petitively out of line. This may be saying that CIA cannot
long afford to serve as a training ground for its competitors
in certain manpower fields without making recruitment costs
prohibitive. But PRS must provide the proof. These are
mere hints of the kind of help PRS can offer RD in planning
and achieving its recruitment goals. We are extremely sanguine
about the prospect of PRS reporting proficiency pointing the
way to greatly improved reporting by all OP components, ours
included. The upward, downward, and sidewise--movement of
(manpower is such a vital part of an intelligence organization's
existence one truly wonders why it has had less---attention and
ADP or EDP study than the movement of paper containing intelli-
gence information.
9. We mean to start perfecting our own reporting
mechanism this year. We have started the new year (fiscal)
.with the resolution to strengthen this long-neglected function.
It has high priority on our planning list. Our reporting,: is
weak, and we know it. We mean to improve it. Furthermore,
the DDS demands it. Our highest recruitment priority this
.year is one DD/PERS--RP analytical statistician.
10. PERSONNEL STRENGTH: As to other DD/PERS--RP personnel
requiremen s, will be fully staffed this year--No other
Agency component can make this statement. The Supply Sergeant
.has wised up, after wobbling through FY 1965 and FY 1966 on a
crutch, a cane, and. a can of Sterno. We have been beefing up
RD. This is as it should be. And RD must stay beefed up for
as far ahead as one may choose to look.
Requirements are up, but, even when requirements go'
down, there never ceases to be areas of hard-to-find--and-
!recruit specialists that any well-run recruitment program
(should. be geared to go after.
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We shall report separately on DD/PERS--RP total
manpower requirements, level of operations, and our estimate
of personnel increases (no decreases) for FY 1967 and FY
1968. There has to be some restructuring of grade levels
and unit strength, and some organizational realignments
which will not be aired, however, in any embryonic stage
here.
Essentially, however, within the RD complex, we
visualize as overhead a Division Chief and Deputy, two
secretaries, and a backstopping unit of four; 18 regional
Professional Recruiters (with 16 part-time secretaries), six
specialized recruiters (Clerical and COMMO), and one
Professional Recruiter trainee (developmental complement).
WRO will have four professional interviewers and needs three
clerical--an increase of one GS-05 Clerk-Steno. External
Placement Branch will manage with two professionals and a
secretary, and assist DC/RD in handling the Retiree Placement
Service workload, given one senior contract retiree manpower
market analyst/placement assistant. Clerical Staffing Branch
(CSB) will operate at currently authorized strength.
Placement Division, by my planning, will comprise
four Branches, namely, Applicant Selection Branch, Employee
Assignment Branch, Career Training Program (CTP) Branch, and
Correspondence Branch. "Skills Bank Placement" will key the
modus operandi of the Division's new look. It will be a
strong and effective operation throughout its four inter-dependent branches, although it will suffer miserably until
the Employee Assignment Branch is staffed, with strong
professionals.
11. PLACEMENT DIVISION: We shall not dwell here at any
length on Skills Banking, other than to say we are going to
tackle this concept with a determination that will revolu-
tionize the recruitment-placement continuum, and make
believers of our Recruiters. The concept has been given some
advance publicity, but it will never be fully understood until
it is fully operative. We are planning affirmatively, devoted
to the belief that for nearly twenty years the Office of
Personnel, placement-wise, has bitten off more than it could
chew functionally and intellectually. By "intellectually" I
mean that OP may never develop the classic touch that tells
it precisely what a given candidate may represent in terms of
a given component's career judgment. By the Skills Bank
technique, however, the component will be making its own
judgment--but within time limits established by the Director
of Personnel. This is critically important when it comes to
putting the right candidates into clearance at the right time,
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and keeping them pipelined.
12. The proposed organization is based upon the following
concepts concerning the functions and responsibilities of the
Placement Division:
(a) The objective of the selection procedure
is to screen the qualifications of
available candidates against Agency needs.
and to generate prompt decisions as to
their employment by..-the-Agency. .:.The
selection mechanism..will_he oriented to the.
categories of skills._which-.are required by
the Agency and in terms of. the. availability
of such skills among.candidates for employ-
ment. It will exercise close control over
the consideration of applicant files by
operating components..I-n addition, it will
schedule the various Headquarters appoint-
ments which are pertinent. to. the final
decision to reject or:-to hire .an applicant
and will represent. the Director of Personnel
in receiving and hosting' ::candidates_ who
visit Headquarters during::.ah.i.s..scr-eeni.ng;
process . Se.lect.ion process= ng. ends-and
EOD processing begins when. the.C:IA.decision
has been made to emp.loy..a.certain candidate
against a particular requirement at. a given
salary.
(b) EOD processing, as such.,l.ll..be oriented
to the requirements. of..:empl.oyin:g :components.
This is essential in. order .. for: the. components
to establish proper. understandings with. new
employees as to EOD timing., spec:ia.l
clearances, training requirements.,. and the
many other matters. which..are involved in.
_._bringing new people into..an established.
work group.
(c). Those functional responsibilities which are
concerned with the..manag.ement ofstaff
personnel on duty will also- be-orientedin
terms of service to th.e..part-icu.larneeds of
Agency components. -.-.They .include..r-espo.nsi.-
bility for authenticating..o:ffic.iai...recor.ds
of personnel actions.; fo.r...monitoring. and. -
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coordinating personnel program activities
such as fitness reporting, promotions,
quality step increases, and in-grade
hiring; and, for representing the Office
of Personnel in day-to-day contact with
career services and operating components
to assist them toward effecting the best
deployment utilization and development of
personnel assets on duty within established
ceiling limitations and management controls.
13. Based upon the above concepts, the work of the present
Professional and Technical Placement Branch can be acceihplished
most efficiently by establishing one branch with responsi-
bility for operating the skills bank and all other aspects
of selection processing and another branch with responsibility
(other an for CTP'sT_for professional and technical EOD
processing, as such, and for all activities concerned with
the management of professional and technical personnel on
duty.
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15. Our plans for FY 1967 and FY 1968 are to be organized
and functioning so as to enter on duty a projection of
rxew staff and contract employees--representing a two-year
turnover of approximately one-third of present Agency strength.
This further suggests that we shall be equally busy manning
4esignee-retiree exits.
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