PROPOSED PAY, PERSONNEL AND COMPENSATION SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89T01032R000100100018-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 27, 2016
• Document Release Date: May 29, 2012
• Sequence Number: 18
• Publication Date: September 21, 1987
• Content Type: MEMO

Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
The r o e tai 1 itelligence
Washington. D.C. 20505
National Intelligence Council
MEMORANDUM FOR:
FROM:
SUBJECT:
NIC #03947:87
21 September 1987
Executive Assistant to the Executive Director
H. F. Hutchinson, Jr.
Vice Chairman
Proposed Pay, Personnel and Compensation System
1. Attached are three reports from the National Intelligence Council.
We elected to-have the NIOs, Assistant NIOs, and secretaries interviewed
separately.
2. The results are interesting:
- Most find the proposals overwhelming in detail and do not fully
understand them.
- Few have taken the time to read the proposals or attend a briefing.
- Few see incentives in the new system.
- Many are somewhat apprehensive about the proposals.
- Nevertheless, the mood is to go ahead with change.
3. My judgment is:
- The proposal is uninspired.
- Change is required, and soon.
- A tedious, bureaucratic revision of the proposal is not desirable.
- If we can't revise it quickly, let's aet on witinit.
25X1
I. , Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89TO1032R000100100018-0 -n
 Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
CONFIDENTIAL
NIC #03947-87
21 September 1987
MEMORANDUM FOR:
FROM:
SUBJECT:
Executive Assistant to the Executive Director
H. F. Hutchinson, Jr.
Vice Chairman
Proposed Pay, Personnel and Compensation System
Distribution:
Orig - Addressee
1 - NIO/LA (Vickers)
1 - ANIO/EA
1 - ONIO/AL
1 - O/C/NIC rono
1 - HFH Chrono
VC/NIC:HFHutchinson,Jr./
N? , Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89TO1032R000100100018-0 ,.,,, ,
 Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
11 September 1987
MEMORANDUM FOR: H. F. Hutchinson, Jr.
Vice Chairman, National Intelligence Council %-'
SUBJECT: Comments on Proposed Pay, Personnel Management, and
Compensation System
1. In general, I found a feeling of indifference among the assistant NIOs
and AG personnel that responded to my request for input on the proposed
compensation system. Despite the fact that all assistants and AG members
received a memo and questionnaire, only six were returned to me. Most of the
observations made in this memo are drawn from personal contact with about a
dozen others from throughout the NIC. Because I tend to favor the new
proposals, I found myself doing a somewhat lousy job as a pollster. Too often
I found myself defending the proposals--often in reaction to what I though was
lack of understanding of the specifics of the proposals.
2. It became clear very early that no one was prepared, or wanted, to
address all of the 16 specific proposals in the package. But it was also
clear that most wanted to talk about the pay/bonus/banding proposals.
Misgivings were raised about the subjective decisions that will be made in the
promotion/pay process--perfomance plans, performance evaluations, panel
discussions. These have been traditional gripes; they will continue to be so.
- 3. The population sample I had to work with was small,.so I was not able
dm--to come up with any hard statistical data. There was, however, one issue that
seemed to be developing a groundswell--three people zeroed in on it--all
employees should continue to receive government-wide salary increases that are
.00~ approved by the Congress. Nevertheless, I found two general categories of
people:
Those who attended a briefing and are generally in favor of the proposals:
--This group, although generally in favor of what was being proposed, is
concerned most about how promotions and bonuses will be handed out. There is
considerable skepticism about the competency and objectivity of management in
this Agency. Almost without exception, these people were leery about trusting
their future pay raises to managers who are experts at dispensing patronage or
playing favorites. People were most unclear about how the mechanics for all
of this would work--panels were not necessarily an answer to their concerns.
This having been said, this group said "go for it."
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0 ,,.,
 I
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
Those who did not attend a briefing and are against the proposals:
--I guess it really should not have been surprising that those that I
spoke to who did not attend a briefing were almost without exception against
the proposals. Once again the main fear was how pay raises would be
allocated. But, with this group, the old GS system should be left-as is,
because "we know how it works." It was a little frightening to hear some of
their reactions. The word, "plot" was sometimes used by this group. Some of
these people are resigned to the FACT that the Agency is going to do what it
wants anyway.
4. Because this organization is basically conservative to begin with, I
guess it should not have surprised me that there would be such an undercurrent
of resistance to change. Maybe we have thrown too many details, at too many
people, too soon. Perhaps we should have first sold everyone on the idea that
because we different from the rest of the US Government, we should develop our
own pay, personnel and compensation system and be truly different. (No one I
spoke to disputes the fact that we are different.) Then perhaps once the
stage had been set, we could have launched into the details, with more people
participating, more fully.
5. On balance, most of those I spoke to are willing to take a chance on a
new, and more flexible system. While one said that they thought it
"unprofessional" to be grubbing for a 5 percent bonus, most agreed that it is
in our (mid-level officers) interest to try something different. As usual,
however, the details are making them somewhat uncomfortable.
I. t Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
 I
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
INTERNAL USE ONLY
The Director of Central Intelligence
Washington, D.C. 20505
National Intelligence Council 27 August T987
MEMORANDUM FOR: H. F. Hutchinson, Jr.
Vice Chairman, National Intelligence Council
FROM: Robert D. Vickers, Jr.
National Intelligence Officer for Latin America
SUBJECT: NIO Comments on the New CIA Personnel Management and
Benefit System
1. Most of the National Intelligence Officers were supportive of the
overall management and benefits package. Nevertheless, some raised major
questions about various aspects of the proposals:
a. Feature 1 - Banding: There was a question about whether four
to six bands was really sufficient. Another fundamental question was
whether banding would affect the ability of CIA personnel to move to
other government agencies, either temporarily or permanently. Finally,
there was some doubt about whether we could trust a contractor to do an
objective job of assessing salary comparability.
b. Feature 2 - Incentive Pay: Reaction was generally favorable,
but there was a question about whether all automatic salary adjustments
should be abolished.
c. Feature 3 - Performance Plan: There was considerable concern
about the new performance appraisal system and the problems that
resulted from the former LOIs.
d. Feature 4 - Performance Evaluation: Same concern as above.
e. Feature 5 - Career Handbooks: Positive response.
f. Feature 6 - Career Development: There was concern about
whether individuals would really get any more support than they get
under the current system, i.e., very little.
g. Features 7 and 8 - Training: Positive response.
h. Feature 9 - Dual Track: Positive response.
i. Feature 10 - Promotions: Very positive.
INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89TO1032R000100100018-0 _q
 i
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
INTERNAL USE ONLY
j. Feature 11 - Flexible Benefits: There was some concern that
there was too much flexibility and possible confusion. Nevertheless,
the response was generally very positive.
k. Feature 12 - Leave Conversion: Very positive.
1. Feature 13 - Education Assistance: Very positive.
m. Feature 14 - Staffing Management: There was concern that
older, more senior SIS' would be forced out just to make way for younger
officers.
Robert D. Vickers, Jr.
INTERNAL USE ONLY
n. Feature 15 - System Controls: Generally positive.
o. Feature 16 - Projection Tools: Generally positive.
2. In terms of overall comments of the NIO's, there was recognition
that the new system would place a much heavier burden on the supervisor to
manage the performance plan, and that considerable additional training would
be absolutely necessary for this task. There was also considerable
questioning of whether and how the bonuses would be publicized, i.e, the
private sector generally keeps bonus information very secret so as not to
promote dissension.
STAT
1. I Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
 Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
INTERNAL USE ONLY
The Director of Central Intelligence
Washington, D.C. 20505
National Intelligence Council
16 September 1987
MEMORANDUM FOR: Vice Chairman, National Intelligence Council
FROM:
Executive Secretary
STAT
SUBJECT: Comments on New CIA Personnel Management and Benefit System
1. Each secretary of the National Intelligence Council received a memo,
questionnaire, and telephone call regarding the draft proposal for the New CIA
Personnel Management and Benefit System. Needless to say, the response was
very poor. Telephone conversations revealed that most secretaries did not
have time to read such a lengthly proposal which was difficult to understand;
they also felt that they could not afford the time to attend briefings in the
auditorium tnat lasted two to four hours. Although I attended a briefing, it
was so poorly represented that few questions were asked and little information
was gained. The general consensus of the secretaries is that a change is
needed in the GS system.
2. A summary of comments from the "Employee Survey" form are as follows:
Feature 1 - Occupationally Defined Bands: Secretarial comments - Is
four to six levels enoug My thinking is that banding does not
provide incentive or merit and that it limits advancement. Why does
the Agency have to spend money for contractor support in compiling
salary data? It seems to me that the Agency has enough competent
people to do the job.
Feature 2 - Incentive Pa : Secretarial comments - average rating is
high or all categories. It is my understanding that under our
system now we have a recognition factor--why don't we use special
achievement/exceptional accomplishment awards more? Also, incentive
pay can be worked into the GS system.
Feature 3 - Performance Plan: Secretarial comments - average rating.
Feature 4 - Performance Evaluation: Secretarial comments - Average
rating is ig.
-1-
INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0 . ,
 i
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
INTERNAL USE ONLY
SUBJECT: Comments on New CIA Personnel Management and Benefit System
Feature 5 - Occupational Career Handbooks: Secretarial comments -
average rating Is high. think this is good. At least yow-could
map your career and know how to plan for future progress.
Feature 6 - Individual Career Development Plans: Secretarial
comments - average rating is high.
Feature 7 - Occupation-Specific Training: Secretarial comments -
average rating is high.
Feature 8 - Improved Availability of Training: Secretarial comments
- average rating is high. I am not sure how training will be done at
the convenience of the employee.
Feature 9 - Dual Track: Secretarial comments - average rating is
IV ?
Feature 10 - Promotion: Secretarial comments - average rating is
high. am not sure that the (B) section is clear. I thought
"satisfactory performance appraisal rating" was the basis for
incentive pay, and "demonstrated ability to assume greater
responsibility at a more senior level" was the basis for a
promotion. Promotions are not mentioned too much in the new system
and it looks as though they may be based on training.
Feature 11 - Flexible Benefits: Secretarial comments - average
rating. This sounds confusing to me. We definitely need a good
benefits program. It could be added to our existing program.
Feature 12 - Leave Conversion: Secretarial comments - average rating
is high. My comment is why are none of these benefits in the
secretarial career system; it appears these are benefits for the SIS
level and non-SIS managers and experts.
Feature 13 - Educational Assistance for Dependents: Secretarial
comments - average rating is high-7
Feature 14 - Staffing Management Tools: Secretarial comments -
average rating is high. don't like the "unreduced benefits" as
that does not seem quite fair to other employees.
Feature 15 - System Controls: Secretarial comments - average
rating. We are now in the hands of computers.
-2-
INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89TO1032R000100100018-0
 I
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0
INTERNAL USE ONLY
SUBJECT: Comments on New CIA Personnel Management and Benefit System
-- Feature 16 - Projection Tools: Secretarial comments - average rating.
r-
-- The question you posed that secretaries focus on: "How would this
affect the IS System?" The booklet does not say much on this. The
only thing I recalled was that the secretarial force would be phased
i to the system, if 9dopted over a two year p rind.
3. The average opinion of the secretaries is--"What are we waiting
for?"--go ahead. I am a little more reserved. I agree with most of the
proposed changes but think that we ought to adopt as many of them as we can
under the present (GS) pay system. Why not improve what we have--making
existing things better. Something so totally new only frightens people.
STAT
-3-
INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2012/05/29: CIA-RDP89T01032R000100100018-0