NAPA WORKPLAN FOR THE STUDY OF INTELLIGENCE PERSONNEL SYSTEMS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000601450001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 42
• Document Creation Date: December 27, 2016
• Document Release Date: August 8, 2012
• Sequence Number: 1
• Publication Date: June 1, 1988
• Content Type: MEMO

ornnr-r
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05:
CIA-RDP90-00530R000601450001-0
Utl-tRISt INTELLIGENCE AGENCYn
WASHINGTON, D.C. 20340-0001
TO: Ms. Elaine Orr
3-U
1 June 1988
SUBJECT: NAPA Workplan for the Study of Intelligence
Personnel Systems
Enclosed is the Defense Intelligence Agency's response
on Task V - Staffing. Please note that total DIA
manpower data is classified SECRET, as is the
discussion on Agency strength increases/decreases.
/41.4 0 1 T(2
\ e,
1 Enclosure iats,
:A
,ssist'atit Deputy Director
!..; :1:)-? :.-for,H.6Man Resources
,
I.
_,':-s
..:.,/ 8-
1 ,
, ,-..
.,
e '' x'
\''
e:eszt jr.
.,"? 0
rj
N:TE S 9.--
25X1
Regraded UNCLASSIFIED
when separated from
classified enclosure(s).
tRICRIT
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05:
CIA-RDP90-00530R000601450001-0
/ Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
SPT --/
a-d444A1).41
Critical Skill 9krortacift,-and-lieteilliarc-,
1. Identify your Agency's five most critical skill occupations. Provide staffing levels
(EOY authorized and assigned) for the last 5 years. Discuss any significant vacancy
problems and indicate how such problems were addressed/resolved.
a. GG-0132, Intelligence Officers
b. GG-0322, -0303, -0318, -0134 Clerical/Secretarial/Administrative Support
Personnel
c. GG-0800 series, -1300 series, Engineers/Scientific and Technical Personnel
d. GG-0334, -1550, Computer Specialist/Scientist Personnel
While the above have been defined as DIA's most critical occupations, the list does
not include all the other support personnel essential to the production of timely
military intelligence in DIA.
Two occupations cited in the appropriations act, language specialists and
mathematicians, do not exist in DIA to the extent that numbers or information
would be statistically significant or useful.
Specific information on the four occupations listed above follows.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
?
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
GG-0132, Intelligence Officers
FY 83
AUTHORIZED
ASSIGNED
VACANCY RATE
1097
1109
FY 84
1198
1170
2.4%
FY 85
1293
1278
1.6%
FY 86
1360
1314
3.4%
FY 87
1453
1391
4.3%
NOTE: Figures are actuals for 30 September of each year and consequently do not
portray turnover rates.
DIA has experienced no significant vacancy problems in this skill, although some
subspecialities, such as Collection Management, are more difficult to recruit than
others. A concern that does exist for this specialty is the decreasing pool of
individuals with prior military service.
Each year, DIA's managers are requested to determine their requirements for entry-
level personnel prior to the establishment of the college recruitment schedule. This
specific recruitment activity provides one base of candidates. Continuing position
requirements are also publicized in Federal Career Opportunities which provides a
second source of candidates. Unsolicited applications are a third source, based on
DIA's extensive contacts with colleges (including those where onsite visits are not
made), professional associations and military associations. Specific position
requirements are often advertised (newspaper, magazine and trade journal
advertisments, job fairs) for a fourth source. In all, DIA receives well in excess of
20,000 applications annually from a variety of sources; at least 75% of these are for
I Intelligence Officer positions.
?
Declassified in in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
GG-0322, -0303, -0318, -0134, Clerical/Secretarial/Administrative Support Personnel
AUTHORIZED
ASSIGNED
VACANCY RATE
FY 83
570
495
13%
FY 84
601
518
14%
FY 85
645
614
5%
FY 86
668
658
2%
FY 87
696
682
2%
NOTE: Figures are for 30 September of each year, reflect the picture on that date,
and do not portray turnover rates.
The recruitment and retention of quality clerical/secretarial/administrative support
personnel is a major concern. This is a highly mobile workforce with portable skills
that are in great demand in this area. Significant efforts in this area include an
expanding Cooperative Education Program, aggressive High School Recruitment
Program, local and out-of-area recruitment trips, an extensive ad campaign, and
participation in numerous job fairs for clerical personnel.
Although DIA receives a large number of applications for clerical positions, we do
experience some difficulty in competing with the private sector salary structure (in
spite of our special salary rate). Also, some applicants are only interested in the
Bolling AFB location, making recruitment difficult for other locations, e.g.,
Pentagon, Washington Navy Yard. Clerical positions recruire?d?from a base of
external candidates generally take 4-6 months to staff. A significant amount of
overall clerical attrition is to private industry for the higher pay which can be
commanded by secretarial personnel who possess security clearances. Another
large number leave to accompany their military spouse. Approximately 200 clerical
support personnel are hired per year.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
GG-0800 Series, -1300 Series, Engineers/Scientific and Technical Personnel
AUTHORIZED
ASSIGNED
VACANCY RATE
FY 83
105
104
1%
FY 84
114
112
2%
FY 85
132
112
15%
FY 86
138
119
14%
FY 87
141
128
9%
NOTE: Figures are actuals for 30 September of each year and consequently do not
portray turnover rates.
Because of the narrow and extremely specialized nature of DIA's individual
engineering positions and the need for positions to be filled only by full-
performance personnel at senior levels, recruitment is difficult, extensive and very
time-consuming. Particular occupations which are hard to recruit are: aerospace
engineers with specialities in space systems/avionics; electronic engineers with
specialities in telecommunications, radar and electronic warfare; nuclear physicists;
nuclear engineers, and photographic technologists. As a result, positions in these
areas, while few, may remain vacant for a 1 to 2 year period.
Recruitment incentives include hire above the first step based on superior
qualifications, and the payment of moving expenses.
k>\
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
GG-0334, -1550 Series, Computer Specialist/Scientist Personnel
AUTHORIZED ASSIGNED
VACANCY RATE
FY 83
166 126
24%
FY 84
166 152
8%
FY 85
185 149
19%
FY 86
193 155
20%
FY 87
207 167
19%
NOTE:
Figures are actuals for 30 September of each
year and consequently do not
portray turnover rates.
Recruitment and retention of high quality, well trained, experienced personnel in
these occupations are difficult. Hiring incentives for mid- and senior-level positions
include hiring above the first step for superior qualifications and the payment of
moving expenses. Below the journeyman level, special salary scales exist; however,
competition with private industry, expecially contractors desirous of attracting
individuals with security clearances, makes long-term retention difficult.
As with other DIA hard-to-recruit occupations, positions in these categories are
advertised in newspapers, journals, and professional publications, and at technical
job fairs.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530k00601450001-0
2 -
Critical Skill Sixartagerancill
2. Provide attrition data for the critical skills identified for the past 5 fiscal years.
Show attrition for each skill by grade and by years of service. Identify any
significant concerns/problems relating to attrition in these skills. Provide data as
available on reasons for attrition (e.g. higher paying job, better benefits, desire to
change geographic location, accompany spouse, retirement, etc.) and where they
go (e.g. industry, other government, self-employment, etc).
The requested data, to the extent it is available, is attached. Years of service reflects
service in DIA only, not total Federal service; data on where individuals went is
included. Specific reasons for leaving are not captured. Staffing officials feel that a
primary reason for turnover is higher pay and better benefits in the private sector.
A secondary cause is the transfer of a military spouse, particularly f r
clerical/administrative personnel. For the Intelligence Officer and Engineer/S&T-
specialities, attrition due to retirement over the 5-year period was 40% and 29%
respectively.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
, Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 83
Intelligence Officer Series Attrition
0-2
Years of DIA Service
2-5 5-10 Over 10
Total
GG-07
2
1
3
GG-09
1
1
GG-11
0
GG-12
1
2
1 11
15
GG-13
2
1
2 9
14
GG-14
1
4 7
12
GG-15
1
2
4
7
Super Grade
1
1
Total
7
6
7 33
53
Reasons:
27 retired
1
Non DoD Government
3 Army
2
private industry
1 NSA
9
resignation
5 CIA
3
death
1 Air Force
1 OSD
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 84
Intelligence Officer Series Attrition
GG-07
0-2
Years of DIA Service
2-5 5-10 Over 10
Total
6
6
GG-09
6
1
7
GG-11
3
1
4
GG-12
1
4 1 14
20
GG-13
1
4 5 10
20
GG-14
1 2 15
18
GG-15
1
1 6
8
Super Grade
1 1
2
Total
18
9 11 47
85
Reasons:
39 retired
2 Non DoD Government
1 Army
2 Other DoD
2 Navy
23 resignation
7 CIA
5 Private industry
1 Air Force
1 death
2 OSD
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 85
Intelligence Officer Series Attrition
GG-07
0-2
Years of DIA Service
2-5 5-10 Over 10
Total
2
2
GG-09
7
1
8
GG-11
6
1 1
8
GG-12
3
1 1 4
9
GG-13
3
5 7
15
GG-14
1 1 3
5
GG-15
10
10
Super Grade
0
Total
21
8 4 24
57
Reasons:
14 retired
4 Non DoD Government
5 Army
1 NSA
4 Navy
14 resignation
2 CIA
7 Private industry
2 Air Force
3 death
1 OSD
cfc
0\
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 86
Intelligence Officer Series Attrition
GG-07
0-2
Years of DIA Service
2-5 5-10 Over 10
Total
3
3
GG-09
2
1
1
4
GG-11
5
1
1
7
GG-12
5
2
1 8
16
GG-13
2
5
3 15
25
GG-14
3
3
2 7
15
GG-15
1
1 9
11
Super Grade
2
3
5
Total
20
15
7 44
86
Reasons:
39 retired
2
Non DoD Government
6 Army
4
Other DoD
1 Navy
17 resignation
2 CIA
7
Private industry
3 Air Force
2
removal
2 OSD
1
death
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 87
Intelligence Officer Series Attrition
GG-07
0-2
Years of DIA Service
2-5 5-10 Over 10
Total
2
2
GG-09
1
1
2
GG-11
1
5
6
GG-12
5
5
1 4
15
GG-13
2
7
1 8
18
GG-14
1
3
5
9
GG-15
1
2 9
12
Super Grade
1
1
Total
12
22
5 26
65
Reasons:
21 retired
5
Non DoD Government
6 Army
9
private industry
4 Navy
13
resignation
4 CIA
1 OSD
2 Other DoD
cf,
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
- .04
FY 83
Clerical Series Attrition
GG-03
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
7
7
GG-04
6
1
7
GG-05
10
4
1
15
GG-06
6
12
1
2
21
GG-07
2
8
5
10
25
GG-08
1
2
1
4
GG-09
5
5
GG-10
0
GG-11
0
Total
32
27
7
18
84
Reasons:
13 retirPri 17 Private industry
1 Navy 44 resignation
3 Army 3 death
1 OSD
1 JCS
1 Non- DoD Government
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 84
Clerical Series Attrition
Years of DIA Service
0-2 2-5 5-10 Over 10 Total
GG-03 4 4
GG-04 14 14
GG-05 21 21
GG-06 15 10 1 1 27
GG-07 2 9 7 2 20
GG-08 1 5 2 8
GG-09 1 1 3 5
GG-10 2 2
GG-11 0
Total
Reasons:
4 retired
1 Army
2 Navy
3 Air Force
1 CIA
1 JCS
58 20 13 10 101
5 Non-DoD Government
1 NSA
1 Other DoD
18 Private industry
63 resignation
1 death
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 85
Clerical Series Attrition
Years of DIA Service
GG-03
GG-04
0-2
2-5
5-10 Over 10
Total
2
13
2
13
GG-05
21
4
25
GG-06
9
14
2 2
27
GG-07
2
9
4 5
20
GG-08
1
2 1
4
GG-09
1
1
GG-10
1
1
GG-11
1
1
Total
48
27
8 11
94
"3
Reasons:
4 retired
1
NSA
4 Army
3
Other DoD
2 Navy
13
Private industry
1 Air Force
61
resignation
2 CIA
2
death
1 OSD
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
0-2
FY 86
Clerical Series Attrition
Years of DIA Service
2-5 5-10 Over 10 Total
GG-03
13
13
GG-04
18
18
GG-05
23
5
1 29
GG-06
18
9
1 28
GG-07
5
2
2 6 15
GG-08
8 1 9
GG-09
1
2 6 9
GG-10
2 2
GG-11
Total
78
16
14 15 123
Reasons:
6 retired
5 Non-DoD Government
3 Army
1 Other DoD
3 Navy
22 Private industry
4 Air Force
2 Miscellaneous
1 CIA
2 OSD
74 resignation
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
0-2
FY 87
Clerical Series Attrition
Years of DIA Service
2-5 5-10 Over 10
Total
GG-03
11
11
GG-04
17
2
19
GG-05
16
1
17
GG-06
11
14
25
GG-07
9
12
2 2
25
GG-08
3
2 3
8
GG-09
4
4
GG-10
1
1
GG-11
0
Total
64
32
4 10
110
Reasons:
6 retired
20 Private industry
3 Army
1 Miscellaneous
4 Navy
67 resignation
1 Air Force
8 Non-DoD Government
tG
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
? c-
FY 83
Engineer/S&T Series Attrition
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
GG-07
0
GG-09
0
GG-11
0
GG-12
0
GG-13
0
GG-14
1
1
1
3
GG-15
0
Super Grade
0
Total
0
1
1
1
3
Reasons:
1 retired
1 DoD
1 Non-DoD Government
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 84
Engineer/S&T Series Attrition
GG-07
GG-09
GG-11
GG-12
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
0
0
0
0
GG-13
2
2
GG-14
1
3
2
6
GG-15
1
1
Super Grade
0
Total
3
0
5
Reasons:
3 retired
2 Army
2 Navy
1 OSD
1 resignation
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 85
Engineer/S&T Series Attrition
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
GG-07
1
1
GG-09
0
GG-11
0
GG-12
0
GG-13
1
1
GG-14
3
1
2
6
GG-15
1
1
Super Grade
1
1
Total
2
3
1
4
10
Reasons:?
3 retired
1 Navy
1 CIA
1 NSA
2 Private industry
2 resignation
(.9
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 86
Engineer/S&T Series Attrition
Years of DIA Service
0-2
2-5 5-10
Over 10
Total
GG-07
GG-09
GG-11
GG-12
GG-13
0
0
GG-14
5
2 1
3
11
GG-15
1
1
Super Grade
1
1
2
Total
5
2 3
4
14
\
Reasons:
4 retired
1 death
1 Army
1 resignation
2 Navy
1 Non-DoD Government
1 Other DoD
3 Private industry
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 87
Engineer/S&T Series Attrition
Years of DIA Service
GG-07
GG-09
0-2
2-5
5-10
Over 10
Total
1
1
0
GG-11
1
1
GG-12
1
1
2
GG-13
2
1
3
GG-14
3
1
4
GG-15
2
2
Super Grade
0
Total
7
2
1
3
13
i 0 '
Reasons:
3 retired
1 Navy
1 Non-DoD Government
5 Private industry
3 resignation
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
,
Declassified in Part -Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
.
FY 83
Computer Series Attrition
GG-07
GG-09
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
1
1
0
GG-11
2
2
GG-12
2
1
3
GG-13
2
1
1
3
7
GG-14
1
1
2
GG-15
0
Super Grade
0
Total
6
2
1
6
15
Reasons:
4 retired
1 Army
1 Navy
2 Air Force
1 Private industry
4 resignation
2 death
3
0 1
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 84
Computer Series Attrition
GG-07
GG-09
GG-11
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
3
1
3
1
0
GG-12
1
1
GG-13
2
2
GG-14
0
GG-15
2
2
Super Grade
0
Total
6
0
1
2
9
Reasons:
1 retired
1 Army
1 Non-DoD Government
1 Private industry
5 resignation
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 85
Computer Series Attrition
Years of DIA Service
GG-07
0-2
2-5
5-10
Over 10
Total
0
GG-09
1
1
2
GG-11
2
2
GG-12
0
GG-13
5
1
2
8
GG-14
1
3
4
GG-15
0
Super Grade
1
1
Total
9
3
0
5
17
(
Reasons:
1 retired
3 Navy
1 CIA
4 other DoD
6 Private industry
2 resignation
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 86
Computer Series Attrition
Years of DIA Service
GG-07
GG-09
0-2
2-5
5-10
Over 10
Total
4
2
4
2
GG-11
1
1
2
GG-12
0
GG-13
5
1
1
2
9
GG-14
1
2
3
GG-15
1
1
Super Grade
0
Total
12
4
3
2
21
( 3,
Reasons:
3 retired
1 Army
2 Navy
2 Non-DoD Government
1 Other DoD
1 Private industry
10 resignation
1 death
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
rDeclassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
FY 87
Computer Series Attrition
GG-07
GG-09
GG-11
GG-12
0-2
Years of DIA Service
2-5 5-10
Over 10
Total
1
1
1
1
1
1
0
GG-13
2
1
3
GG-14
1
3
1
5
GG-15
0
Super Grade
0
Total
5
2
3
1
11
Reasons:
1 retired
1 Navy
4 Non-DoD Government
1 CIA
3 resignation
1 death
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
_2 -3
Critical Skill
,
3. Discuss hiring strategies and success/failure in meeting critical skill hiring goals.
Identify any specific problems in recruiting. Describe any alternative hiring to offset
critical skill shortfalls.
See discussion associated with each occupation? 0 ??
3 i
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R060601450001-0
3 -
Critical Skill 5livrtages-and-R-etentivrr---
4. Identify your main recruitment sources for critical skill occupations and assess
availability/relative size of recruitment pools for these skills. Discuss your capability
to meet your projected critical skill hiring requirements.
See discussion associated with each occupation?
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
l-.3S
3 -
Critical Skill
5. Describe any incentives used to attract and hire critical skill people (e.g. special
salary scales, travel and transportation allowances, educational sponsorship, etc.).
See discussion associated with each occupation.
410
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
-
AAA,..tekoast.,2.
Critical Skill Shortages-and-Retention
6. Identify major problems of competition in the market place (i.e. private sector,
other government agencies, etc.). Assess your Agency's competitive status for
critical skill hires - provide some quantitative measures for this assessment, if
possible.
Except for Intelligence Officers, DIA's major competition is private industry, with its
usually higher salaries and better benefits packages. A factor in competing with
any non-Intelligence Community organization is the extensive preemployment
security processing time required by DIA. Some well qualified individuals are
unwilling or unable to wait a significant period of time for a lob offer.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Critical Skill
7. Describe any cooperative efforts with other Intelligence Community agencies as
regards hiring.
There is considerable cooperation, discussion and exchange of information between
the agencies as concerns programmatic issues, salary rates for particular
occupations, etc. Because each Agency's requirements differ somewhat based on
individual mission requirements, there is no real opportunity for a community wide
recruitment pool. Within Department of Defense intelligence organizations,
however, there exists a data base of intelligence careerists, the Defense Intelligence
Special Career Automated System (DISCAS), which is utilized as a potential
candidate pool for appropriate positions.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Critical Skill
8. What is the impact of preemployment processing requirements on your hiring
program, especially for critical skill occupations? Consider such matters as extended
processing time, security and medical processing requirements, delay in offer of
employment, etc.
Preemployment processing requirements impact on hiring in a number of ways:
individuals who want or need employment immediately do not apply for
consideration or quickly withdraw; some individuals who are well qualified are
processed for employment and subsequently "fail" security which then means that
a new recruitment effort must be initiated to identify another candidate;
individuals once cleared for hire by security decline because they have found
something else in the meantime. More candidates have to be developed and
processed for possible employment than would be necessary in a non-security
environment and managers must often face a significant qap between an individual
leaving and a replacement arriving when the primary source of candidates is
external to the Agency.
\ Declassified in Part - Sanitized Copy Approved for Release 2012/11/05 : CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
? k...4 -
C.43-aft.
Critical Skill S1.a4ages-a-nd-Retention----
3 - 7
9. Provide any available data on cost per hire and other costs (formal and on-the-
job training etc.) to bring newly hired critical skill employees to an acceptable
performance level.
The focus of the DIA recruitment effort is to hire critical skill employees who have
the requisite education, knowledge, and experience in the needed area of
expertise.
Each recruitment action is different from another because of the specific need and
quality of the applicants. Some positions lend themselves to attracting a surfeit of
applicants who possess excellent credentials, while other positions are vacant for an
extended period of time due to a dearth of well qualified candidates.
Each action involves a combination of professional and support employees in
personnel, the gaining office, and security. A gross estimation of cost would be
approximately $5,000.
The other costs (formal and on-the-job training, etc.) would be identified under the
Training and Career Development task.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
3-,o
3A 4s
Critical Skill Sfrortagerand-Retention-
10. Identify and describe your Agency's quality measure for each of your critical
skill hires. Describe, in general terms, the relative quality of critical skill personnel
you have lost through attrition.
All personnel hired are screened intensively through the preemployment security
and personnel interview process. Interviews are also held by managers for positions
at entry or mid-level and by panels for the most senior positions.
In addition, clerical personnel are required to pass a DIA typing or stenography test,
based on position requirements. Intelligence Officer candidates at GG-11 and
below are administered the DIA Analyst Aptitude Test Battery and Intelligence
Officer candidates for imagery analyst positions are tested to ensure that they have
stereoscopic vision capability.
Indicative of the effort to hire ? ualit civilian employees is the fact that DIA receives
in excess of 20,000 app ications per year an ire approximately 480 civilians per
year (FY 83 - FY 87). We do not capture data on quality other than these processes.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05 : CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
(;)
Critical Skill Thertagerarrelltsreit1mr--
11. Compare the quality of your critical skill hires, if possible, to the quality of
comparable hires in the private sector. (Use such measures as GPA, best schools, top
10% of class, etc.). Identify, if known, the principal reasons for declinations.
The focus of the DIA recruitment effort is to hire critical skill employees who have
the requisite education, knowledge, and experience in the needed area of
expertise.
In most cases, these individuals are not at entry level. Therefore, academic
credentials are not as relevant as work experience. We have no quantitative criteria
to evaluate quality of experience; the evaluation is based upon assessment by
management experts in the DIA office involved.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
L-NZ
3-'a.
12, Identify any major staffing problems not previously covered and provide
specifics as to cause and effect. (Problems may relate to occupations other than the
previously identified ciritical skills and to other staffing matters such as field
staffing.)
Other hard to recruit areas include:
Guards (GG-0085). Only with the initiation of special salary rates has DIA been able
to reduce the extraordinarily high attrition rate in this occupational area.
Competition in this area is keen.
Security Officer/Polygrapher (GG-0080). This is a very specialized, scarce skill. Major
problems are a scarcity of DoD certified polygraphers, and extensive competition
within the community. Advanced hiring rates are used to attract highly qualified
candidates.
Computer Systems Operator (GG-0332). DIA consistently has a number of vacancies
in this area. Problems in the recruitment area stem from relatively low salaries
compared to private industry, shift work requirements, and highly specialized
training requirements.
Equipment Specialist/Electronic (GG-1670). Qualified individuals in this occupation
are difficult to attract because they can make more money and work in a more
glamorous environment with the networks. Qualification requirements entail the
ability to maintain broadcast quality analog/digital video production and post-
production equipment. Selectees must be capable of maintaining multi-camera,
multi-site compressed teleconferencing systems. There are also several equipment
specialist positions involved in the maintenance and/or repair of highly specialized
DoD/DIA photographic equipment used in a large-scale production lab environ-
ment. Individuals are required to possess experience and skills on digital, solid state,
and microprocessor photo electronic equipment and to maintain currency on state-
of-the-art developments/techniques in the photo processing area. Although the
number of positions in this series is small, the vacancy rate is high.
iDeclassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R006601450001-0
--/,
13. Do you anticipate any requirements for new or significantly changed skills
considered mission critical? Will there be a need to develop new sources/markets?
Do you envision any problems in obtaining these skills in the numbers required?
The next decade will bring a number of intelligence and support challengks
requiring new or changecrik111s. Computer modeling and scenario simulation are
beginning to significantly influence analysis and will become increasingly valuable
in the years to come. It is essential that future analysts be computer literate to the
degree necessary for computer modeling or other advanced applications, or that
DIA have the capability to train them to be proficient at this level. Additionally, DIA
must be able to recruit individuals who understand the technolo that drives our
national collection systems and can apply t at nowle ge to essential intelligence
production. Regarding support activities, DIA must be able to keep in step with the
technological advances in photography and printing.
The recruitment sources and markets are known for all of these occupations.
However, it will be a sellers market and competition between DIA, Federal agencies,
and the private sector will be intense.
?\ Declassified in Part - Sanitized Copy Approved for Release 2012/11/05 : CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
OLUIXIL I
Changing Staffing Levels
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
SECRET
Changing Staffing Levels
2. Provide reasons for any major increases or decreases in authorized strength
and assess the impact of these changes on your staffing program and mission
accomplishment.
(U) DIA was officially established on 1 October 1961. The establishment plan
featured a gradual transfer of functions, billets and personnel from the
Services and Joint Staff over an extended period to ensure that no tasks
remained unaccomplished during the transition period. The last major function
to transfer from the Services -- the worldwide Defense Attache System -- was in
place on 1 July 1965. As the intensity of the war in Southeast Asia increased,
DIA received a few hundred additional billets and reached a peak authorized
military and civilian strength of 6,690 positions at the end of FY 1968.
(U) The original DIA civilian workforce was mainly composed of a cadre of long
serving professional intelligence personnel from the Services -- many of whom
were veterans of World War II and the Korean Conflict -- and a significant body
of entry level clerical and analytical personnel recruited directly off the
nation's high school and college campuses to man a rapidly growing workforce.
(C) Starting in FY 1969, DIA began a ten-year period of constant decline in
total authorized positions. Almost 1,000 billets were deleted from the Attache
System alone in four years. These Attache reductions were the result of a
major Departmental effort to realize the benefits of the consolidation of the
three Service attache systems into one under DIA, plus mandated reductions in
overseas personnel as the balance of payments turned against the United States
in the late 1960's and early 1970's. Other manpower reductions in analysis
activities were associated with Vietnamization and a lessening of the American
*
presence in Southeast Asia. In 1972, normal personnel attrition could no
longer keep pace with billet reductions and the Agency was forced to conduct
its only reduction-in-force. During the rest of the 1970's, as Defense funding
declined in terms of constant dollars, and forecast personnel costs increased,
DIA continued to be assigned annual billet reductions by the DoD and the
Congress.
(C) The result of this sustained period of decline was a workforce one-deep in
many vital areas and subfunctions, overworked, and under great strain. Entry
level hiring of professionals basically ceased as DIA sought full performance
level professionals in all functional areas in an attempt to avoid major long-
term training costs and associated non-productive down time.
(C) Simultaneous with this sustained drawdown in authorized manpower and
associated personnel turbulence came major advances in collection systems,
demands for significantly enhanced and multidisciplined analysis, and an
incredibly expanded target structure. In a 20-year span military intelligence
analysis went from a focus on maintaining simple data bases, analyzing
relatively unsophisticated aerodynamic delivery systems, and monitoring tactics
and strategies left over from World War II, to analyzing and reporting on
state-of-the-art weapons and collection systems, ABMs, detailed treaty
monitoring in denied areas, tactical surface-to-surface missiles, and an
extremely volatile Third World of critical interest to the United States.
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
OLURLi
(S) In absorbing the major manpower reductions of the 1970's, DIA retained as
much of its capability against the Soviet Union/Warsaw pact and the Middle' East
as possible, while greatly reducing the manyears devoted to ba.sic intelligence
analysis of the rest of the world. By 1979, DIA had concluded that its
capabilities to analyze Third World military and political developments were
almost nonexistent. The Agency had trouble coping with topics at the bottom of
the intelligence priority listings and essentially no way of addressing any of
the priority requirements for analysis in the Third World. The problem was
not intelligence failure, but rather a lack of intelligence analysis
capability.
(S) At this point -- during the debate on the FY 1980 budget request -- the
Congress realized that the downward trend in intelligence manpower had to be
reversed. Since FY 1980, DIA has received modest manpower increases each
fiscal year for a net total gain in strength through FY 1988 of about 1,800
billets of all types.
(S) The rebuilding of DIA's capabilities in the 1980's, from a staffing
standpoint, was guided by an Agency policy decision not to attempt to replicate
the past, but rather to move forward using new technologies and analytical
methodologies. The most significant factor was that each year, growth was
relatively modest. The early 1980's sax.,bjjlg,t_increasfDgmzgj_siL_Itijrd
virt9ally_no-,WPAPM.JWsPfliumai.
continued, the Agency was able to achieve a more balanced program of analytical
and infrastructure increases; however, increased intelligence analysis
capability continued to be the primary focus. Imagery exploitation,
counterterrorism and counterintelligence, and multi-functional general analysis
to add depth and specificity to DIA's consideration of Third World and
Soviet/Warsaw Pact issues all received enhancement. New and expanded functions
such as HUMINT Management, Technology Transfer analysis, DoD Intelligence
Planning, and DoD-wide career intelligence training support acquired additional
manpower. Within the Agency's infrastructure, the development and operation of
ADP systems received additional personnel. And, expansion of photographic
processing capabilities, printing and graphics support, library services and
general logistics and facilities management to support the analytical workforce
also occurred.
(U) The DIA employee of today -- whether military or civilian -- bears little
resemblance to his or her counterparts of the 1960's. They are significantly
better educated, more experienced, and certainly more capable of dealing with a
dynamic world environment.
isSECET
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0
'
Changing Staffing Levels
3. Discuss any significant problems which you have faced since 1960 regarding
changes in skill mix requirements and assess the impact of these changes on
staffing and mission accomplishment.
DIA's skill mix requirements by civilian and military occupational series have
remained relatively the same since the Agency's establishment in October 1961.
What has changed, however, is the complexity of the analytical-collection problem
and the tools with which the entire workforce -- intelligence analysts,
collectors, infrastructure personnel, computer analysts and operators, and
managers -- have at their disposal and need to master. The DIA employee of today
must arrive at the Agency "computer literate", or quickly become so, to be able
to function. This is probably the single greatest change in the workforce since
the 1970's. It affects all ranks and functions from the secretarial staff to
senior management. In other areas change has been less rapid and somewhat easier
to master.
Over the past 25 years another significant change has been in the type and
complexity of the analysis the Agency is required to undertake, as well as an
expanding consumer group and the problems associated with providing finished
intelligence on a near or actual real time basis around the globe. The world has
"shrunk" over the past quarter of a century by a phenomenal amount. Reaction
times are no longer measured in days and hours, but rather hours and minutes. A
broadened understanding of the world, its interdependencies, and their
relationships to the goals and objectives of the United States is required of
virtually all DIA personnel.
Another change is occurring but its impact is not yet clear. In the mid-1960's
only a relatively small number of DIA civilian intelligence analysts lacked some
sort of direct peacetime or wartime military experience. jth I.he end f the
establishment of a smaller post-Vietnam professional armed forces, and t e
employment of increasing numbers of female professionals, the direct military
experience level of the Agency's analytical workforce is slowly decreasing.
Potential reductions in military staffing levels resulting from the DOD
Reorganization Act of 1986 may in the future leave DIA with a significant number
of its analytical workforce with no direct experience as the ultimate consumer of
military intelligence -- the combat soldier in the field. Judgments vary widely
as to the real impact of this trend, but it is of increasing concern to Agency
managers.
Given the Agency's low personnel turnover rate in the civilian sector, DIA has
been generally successful in obtaining top quality personnel for all grade levels
and skill fields. Significant investments have been made to enhance the existing
skills of longer serving employees as well. The only challenges of any
significance encountered by DIA in staffing its positions have been in the areas
of computer system analysts and scientific and engineering personnel -- functions
in which the entire governmental sector has the same problems.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/05: CIA-RDP90-00530R000601450001-0