REPORT ON EEO WITHIN THE GENERAL DEFENSE INTELLIGENCE PROGRAM (GDIP)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88M00933R000300360008-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 542
• Document Creation Date: December 23, 2016
• Document Release Date: February 1, 2011
• Sequence Number: 8
• Publication Date: April 28, 1986
• Content Type: MEMO

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INTELLIGENCE COMMUNITY STAFF
28 April 1986
NOTE FOR: Bob Surrette
House Permanent Select Committee
on Intelligence
Chief, Legislative Liaison, ICS
STAT
SUBJECT: Report on EEO within the General
Defense Intelligence Program (GDIP)
1. Enclosed are responses to your Committee's
direction to report on minority and female
employment. They replace the Interim Report
you received in February (DCI/ICS 86-6012).
2. Complete data for GDIP-funded positions
in the Services are not available. In many
cases, separate Equal Employment Opportunity (EEO)
statistics are not maintained for GDIP and non-
GDIP positions. Where possible, historical data
were reconstructed for this report.
3. Because Army has no separate data for
GDIP positions for FY 1975, data were
extrapolated from overall Army percentages
for that year. Also, with no separate Air Force
data for GDIP positions prior to FY 1981, changes
in number and distribution of minority Air Force
employees are listed for the last four years,
only.
Enclosures UPON R134IOVAL OF APPENDICES TO
ENCLOSURES 2 $ 4, THIS DOCUMENT
BECOMES
STAT
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ARMY RESPONSE
QUESTION 1: Would you describe your recruitment, hiring, and promotion
policies regarding minorities?
ANSWER: The Department of the Army (DA) has an active affirmative employment
program targeted at minorities, women, and handicapped individuals. Total
Army work force minority statistics compare favorably with national civilian
labor force data. Minorities comprise 23.7 percent of the Army civilian work
force, compared with a minority representation of 18.4 percent in the national
white collar labor force and 21.4 percent in the blue collar labor force.
Army activities actively recruit at colleges and universities with sizable
minority enrollment. Additionally, many positions are filled internally to
provide advancement opportunities for individuals already employed with Army.
Army-wide, major command, and installation level affirmative action plans
analyze barriers to employment and advancement of minorities and outline steps
to be taken to overcome those barriers. The DA personnel management
evaluation system provides for a review of EEO programs when regularly
scheduled on-site personnel management surveys are conducted. A review of the
results of these surveys as well as Equal Employment Opportunity Commission
surveys and a review of issues which come to light in complaints of
discrimination, particularly class action complaints, provides material for
possible improvements to the DA personnel management system as it effects
affirmative action.
Army's major career fields are included in approximately 20 centrally managed
career programs. Functional program leaders are regularly provided with
briefings on the affirmative employment status of their programs, together
with recommendations as to how managers and supervisors can become positively
involved in working toward achievement of affirmative action goals.
A major area of emphasis in Army's affirmative action guidance to the field is
on increasing representation of minorities and women in GS- and GM-13 through
15 positions. In addition to outreach efforts to minority group organizations
and participation in job fairs and recruitment displays at conferences,
special efforts are being made to increase representation of Army minority
employees in long term training programs.
QUESTION 2: What affirmative actions have you taken and are you taking to
insure that minorities are afforded equal opportunity in hiring and promotion.
ANSWER: Affirmative actions taken by DA to insure that minorities are
afforded equal opportunity in hiring and promotion include:
-- Aggressive use of the Schedule B appointing authority developed by the
Office of Personnel Management to meet the requirements of a consent decree
(Luevano v. Horner) targeted at improved representation of Blacks and
Hispanics at the GS-5 and GS-7 levels. From 1983 through 31 December 1985,
Army had appointed 593 (30 percent) Blacks, 113 (6 percent) Hispanics, and 26
(one percent) Asian American/Pacific Islanders of a total of 1,965
appointments under this authority to entry level professional, administrative,
and technical positions.
Enclosure 1 to S-136/D/GDIP
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-- Army's close monitoring and regular briefing of career program
management officials in addition to an evaluation of EEO as a major element in
supervisory performance appraisals has increased management's sensitivity to
management's role in employment and advancement of minorities.
-- Since 1979, the U.S. Army Training and Doctrine Command has operated a
Summer Faculty Referral Program with Historically Black Colleges and
Universities (HBCU's). The program provides a central point for referral of
faculty members of HBCU's to summer employment opportunities throughout Army.
The program provides exciting and financially rewarding experiences for
faculty members and provides a store of valuable expertise and experience to
assist Army in meeting its mission.
QUESTION 3: Do you have an upward mobility program and how effective has it
been in upgrading minorities? Could you cite any specific examples?
ANSWER: Army requires that installations implement locally developed Upward
Mobility Programs (UMP's) to meet affirmative action needs, skills shortages
and to meet mission requirements. Army has centrally developed a method of
entry at the GS-4 level into Career Program positions into which normal entry
is at the GS-5 level. This program, the Army Mobility and Opportunity
Development (AMOD) Program, lowers qualification requirements and provides for
accelerated training. The program was designed as a tool to meet affirmative
action needs as well as to expand Army's talent pool.
QUESTION 4: Have you studied or proposed any specific programs which might
enhance the employment or advancement opportunities of minorities? If so,
provide a description of the program(s) and what action would be required to
implement the proposal.
ANSWER: The AMOD Program described in Question 3 was developed by Army and
has been helpful in providing greater advancement opportunities for minorities.
Since 1984, Army has been implementing a pilot program, the Science and
Engineering Reserve Officer Training Corps (ROTC) Cooperative Recruitment
Program, with special outreach efforts through the Hispanic Employment Program
Manager and to Historically Black Colleges. The program combines the features
of a cooperative education work-study program with the benefits of ROTC. This
program should provide expanded opportunities for minority youth in both
military and civilian Army positions. A study is planned for the near future
to determine the effectiveness of the program in meeting mission requirements
and as an affirmative action tool.
QUESTION 5A: Please provide a breakdown of Army GDIP employees by grade
level, sex, and minority group.
ANSWER: Appendix A depicts on board Army GDIP personnel as of 30 September
1985.
QUESTION 5B: Provide the same breakdown for employees hired in the last year.
ANSWER: Appendix B depicts Army GDIP employees hired during FY 1985.
2
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QUESTION 6: How have the total number and distribution of minority employees
changed over the last 10 years?
ANSWER: Appendix C depicts the change in number and distribution of Army GDIP
minority employees over the last 10 years. Separate data are not available
for Army GDIP employees in FY 1975. FY 1975 data for Army GDIP employees are
projected based on overall percentages of minority employees throughout the
Army in FY 1975.
QUESTION 7A: How do you insure that managers adhere to the rules and
regulations regarding equal opportunity and upward mobility?
ANSWER: Army has a number of programs and techniques which provide for
assessment of management's participation in equal opportunity programs. These
include:
-- Regularly scheduled on-site Deputy Chief of Staff for Personnel
(DCSPER) management surveys include an assessment of the quality of each
installation's EEO program.
-- An Equal Employment Opportunity Program Evaluation Manual has been
provided for each commander's use to supplement the DCSPER survey as deemed
appropriate.
-- The EEO performance of managers and supervisors is a critical element
in performance appraisal.
-- Top level management officials in Army's major career programs are
provided a periodic personnel assessment of their programs including a review
of the strengths and weaknesses of their affirmative action efforts and
recommendations for improvement.
QUESTION 7B: What programs do you have in place to insure awareness of such
rules and regulations throughout Army?
ANSWER: Supervisory training courses developed and conducted by Army include
a module on EEO. Army is in the process of reviewing training for military
managers and supervisors to insure that military managers of civilian
employees receive appropriate EEO training.
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ARMY
GDIP ONLY
END OF FY 1985
AMERICAN
NON-
BLACK
HISPANIC
ASIAN
INDIAN
MINORITY
TOTAL
GS
M
F
M
F
M
F
M
F
M
F
M
F
3
1
6
1
3
19
4
26
1
1
38
6
52
5
8
31
1
5
22
147
31
183
7
4
5
1
2
2
32
76
39
83
8
1
1
4
9
5
10
9
5
4
2
2
4
2
59
50
70
58
10
1
2
3
0
11
11
9
1
8
2
1
109
50
130
61
12
12
11
7
3
27
1
1
268
64
315
79
13
6
4
4
5
1
215
10
231
14
14
1
1
40
42
0
15
2
TOTAL
55
84
17
5
49
13
3
1
765
463
889
566
Enclosure 1, Appendix A, to S-136/D/GDIP
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ARMY
GDIP ONLY
FY 1985 ACCESSIONS
AMERICAN NON-
BLACK HISPANIC ASIAN INDIAN MINORITY TOTAL
GS M F M F M F M F M F M F
3 1 4 10 1 14
4 1 7
5 1 3
7
3 15 4 22
3 13 4 16
7 6 8 6
8
9 2 2 2 1 12 1 16 4
10
12 2 1 23 4 24 6
13
14
15
TOTAL 4 11 3 4 3 4 1 66 59 77 78
Enclosure 1, Appendix B, to S-136/D/GDIP
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ARMY
GDIP ONLY
CHANGE IN NUMBER AND DISTRIBUTION OF MINORITY EMPLOYEES
GDIP U.S. ASIAN NATIVE
CIVILIANS BLACK HISPANIC AMERICAN AMERICAN MINORITIES FEMALE
TOTAL TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%)
END FY75*
950
92
(9.7)
25
(2.6)
11
(1.2)
2
(.2)
130
(13.7)
429(45.2)
END FY85
1,455
139
(9.6)
22
(1.5)
62
(4.3)
4
(.3)
227
(15.6)
566(38.9)
% Change
+51
-12
+464
+100
+75
+32
*Separate data are not available for Army GDIP employees in FY 1975. FY 1975
data for Army GDIP employees are projected based on overall percentages of
minority employees throughout the Army in FY 1975.
Enclosure 1, Appendix C, to S-136/D/GDIP
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NAVY RESPONSE
QUESTION 1: Would you describe your recruitment, hiring, and promotion
policies regarding minorities?
ANSWER: The vacancy announcement system allows employees the opportunity to
request consideration for reassignment if they feel their existing talents are
not being fully considered and used. A significant proportion of vacancy
announcements are open to "all sources" and are widely disseminated. In some
instances, certain paper qualifications are waived to capitalize on the skills
of employees who, because of their current assignment, would otherwise not
have the opportunity to realize their potential. Periodic reviews of internal
selection and promotion qualification requirements and procedures are
conducted to insure they are valid, job-related and include no unnecessary
barriers to full use of skills and training. These reviews will continue to
be used to insure that all members of the workforce receive fair and equitable
treatment.
QUESTION 2: What affirmative action have you taken and are you taking to
insure that minorities are afforded equal opportunity in hiring and promotion?
ANSWER: Naval Intelligence Command (NIC) has an active affirmative employment
program which ensures that minorities and women are afforded equal opportunity
in promotions and hiring. The Command Deputy EEO Officer monitors all
promotions for affirmative EEO compliance. The hiring of minorities and women
is a command EEO priority issue. Through its external recruitment program,
NIC, in the last three years, has hired 105 minority employees and women in
targeted occupations, i.e., intelligence and computer specialists, scientists,
and engineers. During this period, the command's overall representation has
increased from 30 percent to 35 percent for women and from 7 percent to 15
percent for minorities.
Pacific Command (PACOM) Affirmative Action Program (AAP) and Federal Equal
Opportunity Recruitment Program (FEORP) Plans are updated annually to
establish goals based on underrepresentation, detail existing barriers, and
devise strategies to overcome barriers.
Each activity with 500 and more civilian employees develops and promulgates
formal plans. Smaller activities participate in a larger nearby activity
plan. All managers and supervisors are furnished copies and must consider
underrepresentation when personnel decisions are made. Additionally, billet
and position descriptions of managers and supervisors (military and civilian)
reflect EEO responsibilities which are factors in their annual performance
reviews.
Atlantic Command (LANTCOM) and the Atlantic Fleet (LANTFLT) have an ongoing
EEO and AAP that requires each selection panel include an EEO representative.
The function of this representative is to brief the panel of the EEO/AAP and
provide guidance that must be considered in conjunction with command mission
satisfaction. Additionally, for each recruitment, the command EEO assistant
provides an EEO/AAP target for that specific position. The EEO representative
briefs this information to the panel and makes a report on the ultimate
selection to the EEO office. All high grade performance appraisals are
Enclosure 2 to S-136/D/GDIP
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reviewed by the EEO office prior to submission to the Consolidated Civilian
Personnel Office (CCPO).
QUESTION 3: Do you have an upward mobility program and how effective has it
been in upgrading minorities? Could you cite any specific examples?
ANSWER: NIC has an upward mobility plan, the purpose of which is to give
employees at pay grade nine and below an opportunity to move out of deadend
positions. These positions have historically been filled by minorities and
women. Under the upward mobility plan, such employees can cross over to
career fields with greater promotion potential. Commanding officers of
component commands have been directed to emphasize the filling of vacancies
through this plan. From February 1983 to April 1985, three intelligence
research specialists (GS-132) and ten computer specialists (GS-334) positions
have been established and filled with minorities and women. These positions
were filled at the GS-5 level and individual training agreements were
developed for each employee which will allow career progress to the grade
level 12.
In PACOM, Intelligence Center Pacific (IPAC) implemented the Intelligence
Career Intern Training Program in 1978. Under this program, 13 minority or
female intelligence research specialist hired at below the GS-7 level are now
a GS-5, a GS-7, GS-9's (three), GS-11's (four), GS-12's (three), and a GS-13.
In addition, seven minority or female employees have been provided the
opportunity for upward mobility through series and grade changes.
UMP's are required for all Pacific Fleet (PACFLT) activities with 100 or more
civilian employees. Ten percent of average annual vacancies must be filled
through UMP. Underrepresentation of women in nontraditional jobs has been
identified as needing attention in most activities. In one activity, all
journeymen positions have been identified on the command manning document,
positions have been restructured and, as they become vacant, filled by UMP
when possible. During FY 1984, 19 male and female minorities and 21 white
females were selected for UMP positions. Specific examples include two
clerical females selected for the apprenticeship program and an Asian
American/Pacific Islander female selected for a target level GS-11 management
analyst position.
At LANTCOM/LANTFLT, upward mobility is used whenever possible. One example is
an individual that began her career as a GS-3 Clerk Typist and is now a GS-12
Computer Programmer as result of the UMP. The LANTCOM Electronic Intelligence
Center (LEC) is scheduled to add six new GDIP civilian billets in FY 1985 and
FY 1986; three of these will be designated for upward mobility.
QUESTION 4: Have you studied or proposed any specific programs which might
enhance the employment or advancement opportunities of minorities? If so,
provide a description of the program(s) and what action would be required to
implement the proposal.
ANSWER. NIC established an Equal Opportunity Recruitment Program in 1981,
specifically for the purpose of targeting recruitment of minorities and
females into underrepresented occupational fields and to senior grade (GS-13
through 15) occupations. This recruiting program is ongoing and shows positive
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results.
QUESTION 5A: Please provide a breakdown of Navy GDIP employees by grade
level, sex, and minority group?
ANSWER: Appendix A depicts total on board Navy GDIP personnel as of 30
September 1985.
QUESTION 5B: Provide the same breakdown for employees hired in the last year.
ANSWER. Tabs B depicts Navy GDIP personnel hired during FY 1985.
QUESTION 6: How have the total number and distribution of minority employees
changed over the last 10 years?
ANSWER. Appendix C depicts the change in number and distribution of Navy GDIP
minority employees over the past 10 years.
QUESTION 7A: How do you insure that managers adhere to the rules and
regulations regarding equal opportunity and upward mobility?
ANSWER: Navy has a number of programs and techniques to ensure management
adherence and participation in equal opportunity programs.
NIC, including its component activities, is the Navy's largest employer of
civilian personnel within GDIP. Of the 1,402 civilian personnel in Navy GDIP
FY 1985 on board count, 1,188 were NIC employees. NIC has an aggressive EEO
Program led by a full time Deputy EEO Officer and staff. Within NIC:
-- All promotions are monitored for EEO policy compliance.
-- Hiring of minorities and women is a command EEO priority issue.
-- EEO performance is a key factor in performance appraisals for managers
and supervisors.
Remaining Navy GDIP activities are primarilary located in and around Norfolk,
Virginia, or Honolulu, Hawaii, with a few minor activities scattered around
the world. Their EEO policies and guidance are controlled by area commanders
under overall Navy EEO instructions.
Within LANTCOM (including Fleet Intelligence Center, Europe and Atlantic
(FICEURLANT), and LEC:
-- The ongoing EEO and AAP Plan requires each selection panel to include
an EEO representative. This representative briefs the panel on EEO/AAP
requirements and provides guidance that must be considered in conjunction with
command mission satisfaction in making each selection. The command EEO
representative makes a report on each selection to the EEO office.
-- Upward Mobility positions are specifically targeted by the EEO office
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and four of the nineteen GDIP-funded positions within LANTCOM Headquarters are
currently so targeted. Unless it can be shown that mission requirements
mandate hiring at the full performance level, the positions must be filled
using upward mobility criteria and procedures.
-- Managers are evaluated seperately on their EEO performance and the
performance appraisals of all high-grade personnel are reviewed by the EEO
office prior to submission to the Consolidated Civilian Personnel Office
(CCPO).
Within PACOM (including IPAC and Fleet Intelligence Center (FICPAC)):
-- All Hawaii-based GDIP activities are serviced by the Pearl Harbor
CCPO. This ensures uniformity of policy and procedure.
-- AAP and FEORP Plans are updated annually to establish goals and
develop strategy to ensure success of the plans.
-- All managers and supervisors must consider underrepresentation when
personnel decisions are made.
-- Billet and position descriptions of managers and supervisors (military
and civilian) reflect EEO responsibilities which are factors in their annual
performance evaluations.
QUESTION 7B: What programs do you have in place to insure awareness of such
rules and regulations throughout Navy GDIP?
ANSWER: Navy has a number of programs to ensure management awareness of equal
opportunity rules and regulations.
AAP and FEORP Plans are updated annually to establish goals based on
underrepresentation, detail existing barriers, and devise strategies to
overcome them. Managers and supervisors participate in the annual update,
ensuring their awareness of and identification with the plans.
All managers and supervisors have access to the formalized EEO/AAP plans and
must consider underrepresentation when personnel decisions are made.
Overall personnel policy requires each selection panel to include an EEO
representative. The function of this representative is to brief the panel of
the EEO/AAP and provide guidance that must be considered in conjunction with
command mission satisfaction.
Inclusion of conformance to, and support of, EEO and AAP plans and policies in
annual performance reviews and appraisals ensures that managers and
supervisors are personally responsible for their awareness of them.
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NAVY
GDIP ONLY
END OF FY 1985
AMERICAN
NON-
BLACK
HISPANIC
ASIAN
INDIAN
MINORITY
TOTAL
GS
M
F
M
F
M
F
M
F
M
F
M
F
2
6
1
1
1
8
1
3
3
14
3
18
6
32
4
3
11
2
8
31
11
44
5
4
25
2
5
2
17
77
21
111
6
8
1
1
6
1
6
51
7
67
7
4
16
1
3
45
84
49
104
8
3
3
2
6
2
9
8
14
2
1
2
1
85
56
97
72
10
3
1
3
1
11
4
13
2
14
4
75
55
95
72
12
9
10
2
10
7
2
229
59
252
76
13
5
2
5
132
8
142
10
14
1
75
5
76
5
15
1
SES
3
3
WG-7*
1
1
TOTAL
50
113
6
7
34
25
3
4
709
451
802
600
* Wage grade.
Enclosure 2, Appendix A, to S-136/D/GDIP
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SECRET
NAVY
GDIP ONLY
FY 1985 ACCESSIONS
AMERICAN
NON-
BLACK
HISPANIC
ASIAN
INDIAN
MINORITY
TOTAL
GS
M
F
M F
M F
M
F
M
F
M
F
1
1
1
2
5
6
1
8
6
14
3
1
10
1
12
1
23
4
1
7
1
1
16
2
25
5
4
7
1
3
1
2
21
31
26
44
6
2
3
8
3
10
7
1
5
1
21
19
22
25
8
1
1
9
5
3
2
1
26
9
34
12
1
20
9
21
11
12
3
1
1
1
1
24
6
29
8
8
1
8
1
TOTAL
21
43
3
4
2
3
2
4
128
119
156
173
SECRET
Enclosure 2, Appendix B, to S-136/D/GDIP
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CONFIDENTIAL
NAVY
GDIP ONLY
CHANGE IN NUMBER AND DISTRIBUTION OF MINORITY EMPLOYEES
GDIP U.S. ASIAN NATIVE
CIVILIANS BLACK HISPANIC AMERICAN AMERICAN MINORITIES FEMALE
TOTAL TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%)
END FY75 1,091
54 (4.9)
2
(0.2)
56
(5.1)
1
(0.1)
113
(10.4)
363(33.3)
END FY85 1,402
163(11.6)
13
(0.9)
59
(4.2)
7
(0.5)
242
(17.3)
600(42.8)
% Change
+202 +550
+5
+600
+114
+65
CONFIDENTIAL
Enclosure 2, Appendix C, to S-136/D/GDIP
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AIR FORCE RESPONSE
QUESTION 1: Would you describe your recruitment, hiring, and promotion
policies regarding minorities?
ANSWER: It is Air Force policy to ensure full equality of opportunity
regardless of race, religion, color, sex, national origin, age, or
handicapping condition for all individuals interested in employment or
currently employed by the Air Force. The objectives of the Affirmative
Employment Program are: to provide a work environment where all personnel,
regardless of their sex, race, ethnic group, age, color, national origin, or
handicapping condition, can participate and advance to their highest
potential; and to implement Affirmative Employment initiatives to eliminate
underrepresentation. The Air Force operates the Affirmative Employment
Program under the philosophy that Affirmative Employment is an integral part
of the personnel administration and management process. The technical
responsibilities for meeting EEO requirements are a function of the Civilian
Personnel Officer (CPO). The management aspects (selection for employment,
promotion, training, and other employment processes) are the responsibility of
individual managers and supervisors.
A successful EEO and Affirmative Employment Program contains the following
elements:
-- Adequate staff and dollar resources.
-- Complete integration of Affirmative Employment Program requirements
into all aspects of personnel management and administration.
-- Recruitment activities designed to attract job candidates from all
segments of the population.
-- Methods for the identification and fullest utilization of employee
skills and abilities.
-- Provisions for providing opportunities for employees with high
potential, but without skills and training, to perform at their highest
potential in support of mission requirements.
-- Affirmative Employment Program plans with numerical goals and
timetables to eliminate the underrepresentation of minorities and women.
-- An informed and trained managerial and supervisory team with the
incentive to support EEO objectives.
-- Managerial support and participation in community efforts.
-- Systematic evaluation of EEO program objectives and numerical goals.
-- A system for informal and timely resolution of complaints of
discrimination.
-- Specially designed programs for the educationally and culturally
disadvantaged.
Enclosure 3 to S-136/D/GDIP
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Air Force GDIP authorizations are spread out through 15 commands serviced by
21 civilian personnel offices (CCPO's). Each Air Force organization which has
a CCPO assigned is required to develop an Affirmative Action Program Plan
(AAPP) in accordance with Air Force guidelines which covers all serviced
employees including employees of tenant organizations. Development and
implementation of the AAPP is a cooperative effort of designated EEO and AAP
officials and management personnel. At installations where discrete
organizations (squadrons, divisions, branches, etc.) have a work force large
enough to develop meaningful underrepresentation determinations and
affirmative action goals, organizational AAPP's will be developed.
Organizational AAPP's will also serve as input to the overall installation
AAPP. The activity commander is responsible for the achievement of
installation goals and will sign the installation AAPP. Installation level
goals are consolidated by major commands (MAJCOM's) and progress in meeting
goals is monitored by each MAJCOM and Headquarters Air Force on a quarterly
basis.
As a result, there are no centralized recruitment hiring and promotion
policies regarding minorities for GDIP positions. The Foreign Technology
Division under Air Force Systems Command has over 40 percent of the Air Force
GDIP positions. They conduct an extensive recruitment program for engineers
and other scientific and technical fields to include on-campus college
recruitment at predominantly minority schools and other schools with high
minority enrollments. They have advertised in the Hispanic Times and the U.S.
Black Engineer. They plan to increase their advertising campaign by
advertising in the Minority Engineer during FY 1986. Air Force Intelligence
Service plans to advertise in the Minority Employment and Business Quarterly.
QUESTION 2: What affirmative actions have you taken and are you taking to
insure that minorities are afforded equal opportunity in hiring and promotion?
ANSWER: In February 1979, the Air Force embarked on an aggressive,
standardized, and results-oriented approach to managing EEO and AAP's. At the
same time, external factors were evolving that supported and complemented the
Air Force efforts, including adoption of the Uniform Guidelines for Employee
Selection Procedures (UGESP); implementation of FEORP; and the implementation
of the President's Reorganization Plan Number 1 which gave the Equal
Employment Opportunity Commission (EEOC) oversight responsibility to insure
compliance of Federal agencies in affirmative action planning. On 1 Oct 81,
the Air Force implemented a five year Affirmative Action Plan. Under this
plan the Air Force has continued to make significant gains in all categories.
The number of women employees has increased by 2,277, including an increase of
181 at the GS- and GM-13 through 15 grade levels. Minority employment
increased by 3,188, including 117 at the GS- and GM-13 through 15 grade levels.
QUESTION 3: Do you have an upward mobility program and how effective has it
been in upgrading minorities? Could you cite any specific examples?
ANSWER: From 1979 to 1983, a task group of specialists from the MAJCOM's and
the Air Staff worked on the development of a revised Upward Mobility
regulation. Though the regulation was not published until November 1983,
Upward Mobility has been an on-going Air Force program for many years. For
instance, Project Mainstream was developed to provide opportunities to
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employees with high potential but who do not meet qualification requirements
for positions at the GS-4 or WG-4 levels or higher. The revised regulation
was published as Volume II of Air Force Regulation (AFR) 40-110, the career
program regulation for civilian employees. In addition to Project Mainstream,
it required that other Upward Mobility programs be established for employees
who do not meet qualification requirements for GS-4 or WG-4 positions but are
in deadend positions. Upward Mobility goals are to be established by each
installation, based on its mission and projected vacancies, and are included
in the Affirmative Employment Plan.
During their visits to the field, Air Force evaluation teams always include
the Upward Mobility Program in the areas to be reviewed and evaluated.
QUESTION 4: Have you studied or proposed any specific programs which might
enhance the employment or advancement opportunities of minorities? If so,
provide a description of the program(s) and what action would be required to
implement the proposal.
ANSWER: Air Force has nearly completed the integration of staffing and EEO
functions at all levels. This merger brings EEO into the mainstream of
personnel management and integrates affirmative action goals and concepts into
day-to-day staffing work.
In conjunction with the merger of staffing and EEO, Air Force has developed an
Affirmative Employment Program Plan which combines the staffing, affirmative
action, sexual harassment prevention, and FEORP plans at base level. This
simplifies reporting requirements and emphasizes that affirmative action is an
integral part of the total staffing process.
A "Handbook for Special Emphasis Program Managers" has been designed to
provide a working guide for the implementation and operation of these
programs. These managers are responsible for providing advice and guidance to
management officials on the enhancement of employment and advancement
opportunities for minorities and women.
A Central Skills Bank has been established to provide Air Force-wide
consideration for Air Force employees (and in some cases, non-Air Force
applicants) who may be interested in positions outside their own installation.
This has provided managers and supervisors with a larger pool of candidates
for their vacancies and more available minority and women candidates for
positions where underrepresentation exists.
All Air Force commands and bases use a variety of student employment programs
to further affirmative employment goals. Among these are cooperative
education, Junior Fellowship, summer hire, and stay-in-school programs. The
largest command, Air Force Logistics Command (AFLC), has a "grow your own"
engineer program which involves financial aid toward completion of
undergraduate degrees in exchange for a post-graduation employment
commitment. Many minority and female students have benefited from this
program.
To encourage and reward those Air Force civilian and military members who
support the goals of the affirmative employment program, the Secretary of the
Air Force annually awards Air Force Distinguished Equal Opportunity Awards in
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eleven categories.
Several MAJCOM's have made extensive use of Schedule B appointments for entry
level administrative and managerial positions. Of more than 400 hired by one
MAJCOM, 30 percent were minorities and 44 percent were women.
SPECIAL EMPHASIS PROGRAMS (SEP's)
The Hispanic Employment and Federal Women's Programs were established by
Executive Order in 1972 and 1967 respectively. Each Air Force installation
has, accordingly, established Hispanic Employment and Federal Women's
Programs. In addition, the Air Force has authorized and encouraged the
establishment of Black, American Indian/Alaskan Native, and Asian
American/Pacific Islander Employment Programs where commanders have specific
needs. Each of these programs is administered by program managers. The
primary duties and responsibilities of Special Emphasis Program Managers
(SEPM's) are to: assist in the recruitment, employment, and advancement of
minorities and women in the Federal work force; and assist managers and
supervisors with their Affirmative Employment Program responsibilities.
HISPANIC EMPLOYMENT PROGRAM (HEP)
In the last three years, Air Force has placed emphasis on the need to enhance
the Air Force HEP throughout the Air Force. Several program actions were
undertaken to accomplish this objective.
-- An aggressive information campaign was undertaken. The Air Force TIG
Brief, Airman Magazine, DOD publications, and the Air Force Advisory Letters
included articles on the Air Force HEP. An Air Force HEP Palace Flick
outlining program objectives was also filmed and distributed.
-- Major command HEP managers were provided information concerning their
role in the Affirmative Employment Plan through correspondence and action
memoranda. All personnel offices were kept informed of program status,
program information, and local status of initiatives and actions.
-- An ad hoc committee of HEP managers met at the Air Force Professional
Personnel Management School at Gunter AFB, Alabama, and drafted
recommendations for additional initiatives to enhance the Air Force program.
One initiative resulted in the development of the Air Force HEP course.
-- Hispanic women's need for employment opportunities and program
information was emphasized.
As of 30 September 1984, the total Air Force Hispanic civilian work force
increased to 19,350, which is 9.8 percent of the total civilian work force.
At the same time the representation of Hispanic women increased to 5,499 (2.8
percent). Over 48 percent of the total Hispanic work force are employed in
administrative, technical, managerial, and professional positions.
The gains experienced in the Hispanic work force, as well as in other minority
groups in the Department of the Air Force, are bottom-line results of
aggressive SEP's and affirmative employment practices of management officials
and supervisors.
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BLACK EMPLOYMENT PROGRAM (BEP)
BEP was established in the Air Force in 1977. Current Air Force policy
encourages installation commanders to establish the program and appoint a
manager as the need is determined. In 1983, a Department-level BEP manager
was appointed. The appointment provided the program with the same visibility
as the Federal Women's Program and HEP and sent a positive message to
management and to Black employees. It also led to additional appointments of
BEP managers at all levels and resulted in a stronger, more viable program.
Over the past five years, Black employment in the Air Force has increased from
8.7 to 9.8 percent. In the past three years alone, Air Force has added almost
1,000 Black employees. However, there is still much work to be done to
overcome the underrepresentation of Blacks. The initiatives established under
BEP, coupled with creative and innovative employment programs, will contribute
to continued success.
FEDERAL WOMEN'S PROGRAM (FWP)
Over the past ten years, there has been a measurable increase in the
representation of women in the Air Force civilian work force. An effective
FWP, under the Affirmative Employment Program, has provided the leadership and
guidance which resulted in a 5.7 percentage point increase (from 29.9 to 35.6
percent of the total work force). In addition to growing in numbers, civilian
women have been successful in overcoming barriers which previously excluded
them from nontraditional occupations and higher-level positions.
Currently, women hold 25.5 percent of all GS-9 through 12 positions. This is
an increase of 18.5 percentage points since 1974. In that same period, women
have increased from zero to 4.3 percent in the Senior Executive Service; from
2.5 percent to 6.2 percent in the GM- and GS-13 through 15 grades; and from
7.2 percent to 9.1 percent in the nontraditional wage grade (blue collar)
occupations.
Today women are in all occupational categories and in the highest level
civilian management positions. They hold such positions as Principal Deputy
Assistant Secretary; Command Director of Civilian Personnel; Chief Scientist;
Air Force Director of Equal Employment Opportunity; Director of Space Physics
Division; Chairperson, Contract Review Committee; and Assistant General
Counsel for Military Affairs.
Seven new Air Force initiatives were issued to support the FWP. They
addressed several areas of concern: management support and involvement;
recruitment; a more inclusive program addressing the concerns of all women;
career counseling; elimination of sexist language, behavior, and practices; a
closer relationship with military women; and sexual harassment issues. These
broad initiatives, which incorporated recommendations from the major commands,
were issued as a guide. They included suggested strategies to address each
area of concern. The major commands and FWP managers were encouraged to
develop additional initiatives and strategies tailored to their local needs
and programs.
QUESTION 5A: Please provide a breakdown of Air Force GDIP employees by grade
level, sex, and minority group.
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ANSWER: Appendix A depicts Air Force total on board GDIP personnel as of 30
September 1985.
QUESTION 56: Provide the same breakdown for employees hired in the last year.
ANSWER: Appendix B depicts Air Force GDIP employees hired during FY 1985.
QUESTION 6: How have the total number and distribution of minority employees
changed over the last 10 years?
ANSWER: Appendix C depicts the change in number and distribution of minority
employees in Air Force GDIP positions over the past four years; data is not
available prior to FY 1981.
QUESTION 7A: How do you insure that managers adhere to the rules and
regulations regarding equal opportunity and upward mobility?
ANSWER: Policies to ensure compliance with the principles of equal employment
opportunity are promulgated at all levels within Air Force. These policies
and operational procedures and programs are periodically reviewed during
on-site evaluations by Air Force, Equal Employment Opportunity Commission, and
Office of Personnel Management evaluation teams. Individual Air Force
supervisors and managers, as a matter of policy, are evaluated on their EEO
practices as a part of their overall performance ratings and those who have
made outstanding contributions to the Air Force EEO program are recognized
through various awards programs. Additionally, the use of a computerized
personnel data base permits statistical analysis of organizational trends in
eliminating underrepresentation of women and minorities. Finally, a
discrimination complaint system permits any employee or applicant to raise
allegations of discrimination and have their concerns addressed. Complaints
are carefully reviewed and resolved at the lowest possible level. Corrective
action is taken when indicated.
In summary, the traditional management structure is used to ensure that EEO
principles and other matters of national policy are practiced in the Air Force
work environment. The policies are clearly stated, related programs are
carefully evaluated, and managers and supervisors are held accountable for
program status.
QUESTION 713: What programs do you have in place to insure awareness of such
rules and regulations throughout Air Force?
ANSWER: AFR 40-713 establishes the Air Force EEO and AAP to implement federal
law in promoting equality of opportunity for civilian employees regardless of
race, color, religion, sex, age, or national origin. It requires commanders
to take affirmative actions to eliminate underrepresentation through
implementation of an AAPP.
Responsibility for implementation of Air Force policy is shared by management
personnel at all levels and designated EEO and AAP officials. The AAP is
designated to eradicate any discrimination by act or inference and to ensure
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-- All personnel actions and employment practices are based solely on
merit and fitness.
-- All facilities, activities, and services operated by, sponsored by, or
participated in by the Air Force are not segregated and that their use will
not be determined by race, color, age, or national origin. They will be made
available on an equal basis to all religions and to both women and men
regardless of age.
-- The Air Force continues to seek out and correct or eliminate any
personnel management policy, procedure, or practice that may result in any
advantage in employment or deny equality of opportunity to any group or
individual on the basis of race, color, religion, sex, age, or national origin.
-- Reasonable accommodation will be made to religious needs of employees,
including those who observe the Sabbath on a day other than Sunday when such
changes can be made (by granting leave, changing tours of duty, etc.) without
undue adverse impact on the Air Force mission.
-- The skills of Air Force employees will be used to the fullest possible
extent. Underutilized employees will be identified. To the extent possible,
they will be provided with working opportunities in concert with mission
requirements and commensurate with their knowledge, skills, and abilities.
Under AFR 40-300, Filling Positions, Air Force will make sure that civilian
positions are filled on principle of merit and qualification without
discrimination because of race, religion, sex, color, age, national origin,
handicapping condition, marital status, political affiliation, or any other
nonmerit factors.
The EEO and AAP function is organizationally located in the civilian personnel
function at all levels in the Air Force. This placement integrates EEO and
AAP policies into all facets of the personnel program. Although the
mechanisms for achieving EEO objectives are primarily within the civilian
personnel function, the actual accomplishment of affirmative actions goals
rests with Air Force management. The Activity Commander has overall
responsibility for EEO and affirmative action. The Activity Commander will
designate members to the EEO and AAP committee by letter. Committees include
supervisors, key management officials, and, as appropriate, work force
representatives determined according to existing statutory requirements. The
primary function of these committees are:
-- Review discrimination complaints to analyze, identify, and recommend
actions required to enhance employment policies and practices.
-- Review trends in personnel actions including computation of adverse
impact under the UGESP to determine if personnel administration and management
practices allow qualified candidates an opportunity for appointment and career
mobility.
-- Monitor minority and women recruitment efforts to ensure
identification of all possible recruitment sources.
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-- Recommend corrective actions to be taken by appropriate officials when
adverse trends and artificial barriers are identified.
-- Review organizational inputs to AAPP's for adequacy and assess
progress toward achieving AAPP goals, at least quarterly, including review of
statistical data on work force composition.
-- Review status of SEP's and assist in planning and executing SEP
activities.
-- Recommend appropriate activities to support and enhance SEPM
observances such as Hispanic Heritage Week, Black History Week, Federal
Women's Week, and similar SEP activities.
Managers and supervisors at all organizational levels will accomplish the
following:
-- Ensure that all employees and applicants for employment are treated in
a manner free of discrimination in all aspects of the employment relationship.
-- Maintain awareness of the intent and requirements of AAP's.
-- Analyze work force composition and develop and implement
organizational AAPP's which include establishment of goals and timetables to
remedy underrepresentation of women and minorities. Publicize plans to ensure
that employees are aware of and have access to AAPP's.
-- Ensure personnel actions, including those accomplished by subordinate
supervisors, consider affirmative action in employment decisions such as
promotions, reassignments, training, awards, and other personnel management
actions.
-- Support and attend minority group and women's activities such as
community relations activities, meetings, workshops, conferences, and job
fairs.
-- Participate in self-evaluation of affirmative actions accomplishments,
including reviews in compliance with AFR 40-5, Evaluation of Personnel
Management and Administration.
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AIR FORCE
GDIP ONLY
AS OF 30 SEPTEMBER 1985
AMERICAN
NON-
BLACK
HISPANIC ASIAN
INDIAN
MINORITY
TOTAL
GS
M
F
M
F
M
F
M
F
M
F
M
F
2
1
5
1
1
24
2
30
2
18
3
21
4
12
1
1
7
48
7
62
5
17
2
1
21
118
21
138
6
8
1
11
72
11
81
7
7
7
1
2
1
30
56
39
65
8
2
11
6
11
8
9
1
7
2
2
46
28
49
37
10
1
1
6
2
7
3
11
9
12
1
1
4
1
119
50
133
64
12
3
4
2
1
7
258
40
270
45
13
3
1
2
1
2
1
214
6
222
8
14
3
1
106
1
110
1
25
25
8
8
TOTAL
29
79
7
7
16
7
1
1
865
469
918
563
Enclosure 3, Appendix A, to S-136/D/GDIP
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AIR FORCE
GDIP ONLY
FY 1985 ACCESSIONS
AMERICAN
NON-
BLACK
HISPANIC
ASIAN
INDIAN
MINORITY
TOTAL
GS
M
F
M
F
M
F
M
F
M
F
M
F
2
1
1
2
4
1
1
1
1
2
5
5
1
8
9
8
15
6
3
4
9
4
12
7
5
7
9
12
9
8
3
2
3
3
10
1
1
1
1
2
2
11
6
1
1
12
2
19
3
13
1
1
1
7
2
10
2
14
2
1
2
1
TOTAL
13
15
3
1
4
4
1
1
52
38
73
59
Enclosure 3, Appendix B, to S-136/D/GDIP
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AIR FORCE
GDIP ONLY
CHANGE IN NUMBER AND DISTRIBUTION OF MINORITY EMPLOYEES
GDIP U.S. ASIAN NATIVE
CIVILIANS BLACK HISPANIC AMERICAN AMERICAN MINORITIES FEMALE
TOTAL TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%)
END FY81* 1,281
95
(7.4)
11
(0.8)
16
(1.2)
4
(0.3)
126
(9.8)
474
(37)
END FY85
1,481
108
(7.3)
14
(0.9)
23
(1.5)
2
(0.14)
147
(9.9)
563
(38)
% CHANGE
+14
+27
+44
-50
+17
+19
* Data for Air Force GDIP positions is not available prior to FY 1981.
Enclosure 3, Appendix C, to S-136/D/GDIP
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DEFENSE INTELLIGENCE AGENCY RESPONSE
QUESTION 1: Would you describe your recruitment hiring and promotion policies
regarding minorities?
ANSWER: DIA is particularly concerned that present recruitment and hiring
sources continue to provide the qualified minority and female applicants to
meet organizational needs. Minority and female non-professional
representation in the DIA work force continues to be excellent. However,
attracting minorities and women for professional positions remains a concern.
DIA has developed an OPM-approved FEORP specifically designed to enhance
opportunities for minorities. The key elements of this program include
advertising focused toward minority educational institutions and labor sources
and on-campus college recruitment at predominantly minority schools and other
schools with high minority enrollments.
DIA's vacancy announcement system allows employees the opportunity to request
consideration for reassignment if they feel their existing talents are not
being fully considered and used. In some instances, certain paper
qualifications have been waived to capitalize on the skills of employees who,
because of their current assignment, would otherwise not have the opportunity
to realize their potential.
QUESTION 2: What affirmative actions have you taken and are you taking to
insure that minorities are afforded equal opportunity in hiring and promotion?
ANSWER: Affirmative actions are as follows:
-- Focused advertisements in the Black Collegian, Hispanic Times, and
College Placement Annuals.
-- On-campus recruitment at selected, predominantly minority institutions
and at colleges and universities with significant minority enrollments.
-- Opening a significant proportion of vacancy announcements to "all
sources" and widely disseminating the announcements.
-- Using paid advertising routinely and frequently to reach local and
national labor market sources.
QUESTION 3: Do you have an upward mobility program and how effective has
it been in upgrading minorities? Could you cite any specific examples?
ANSWER: DIA has had a formal UMP since the mid-1970s. Its effectiveness is
evident in the fact that, since 1987, 51 employees have completed the program
and all except 3 were minorities or women. The most successful UMP graduate to
date, in terms of grade level, is a female senior Supervisory Intelligence
Research Specialist, GS-132-14.
QUESTION 4: Have you studied or proposed any specific programs which might
enhance the employment or advancement opportunities of minorities? If so,
Enclosure 4 to S-136/D/GDIP
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provide a description of the program(s) and what action would be required to
implement the proposal.
ANSWER: DIA has an. OPM-approved FEORP which is specifically designed to
enhance employment and advancement opportunities for minorities. Key features
of this program include recruitment advertising focused toward minority labor
sources and educational institutions; on-campus college recruitment at
predominantly minority schools and other schools with high minority
enrollments; and a long established UMP. Additionally, with the move into the
current facility, DIA has held well-received programs for its personnel on
Black History, Hispanic Heritage, and other special emphasis EEO areas.
These programs have been successful in improving overall representation of
minorities across DIA. In fact, the rate of growth in numbers of minorities
employed by DIA has significantly exceeded overall growth in U.S. civilian
employment over the last ten years. Similarly, the representation of
minorities in the DIA total workforce has increased by about three percent
over the last ten years and compares very favorably to DOD-wide levels.
In addition to continuing to improve overall representation of minorities, a
major goal is to increase representation of minorities in professional
occupations and higher grade levels. Despite numerical progress over the last
ten years, DIA has yet to realize potential levels of representation in higher
grade levels. This is reflective of the highly competitive labor market for
the "cream of the crop" in professional occupations.
QUESTION 5A: Please provide a breakdown of DIA employees by grade level, sex,
and minority group.
ANSWER: Appendix A depicts total on-board DIA GDIP personnel as of 30
September 1985.
QUESTION 5B: Provide the same breakdown for employees hired in the last year.
ANSWER: Appendix B gives a breakdown of all DIA GDIP employees hired during
FY 1985.
QUESTION 6: How have the total number and distribution of minority employees
changed over the last 10 years?
ANSWER: Appendix C depicts the change in number and distribution of minority
DIA GDIP employees over the past 10 years. Minority employees have made
substantial progress in DIA in terms of both absolute numbers and percentage
of the total population.
QUESTION 7A: How do you insure that managers adhere to the rules and
regulations regarding equal opportunity and upward mobility?
ANSWER: DIA is involved in a wide spectrum of positive actions to promulgate
managerial awareness and adherence to the rules and regulations regarding
equal opportunity and upward mobility including, but not limited to:
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-- Annual briefings provided to senior leadership and staff to increase
their awareness of EEO activities and Agency status and goals. The Director,
DIA, is a highly visible spokesman for equal opportunity and upward mobility
throughout the year at Agency-wide EEO observances, staff meetings, and other
Agency functions designed to heighten awareness and practice of EEO rules and
regulations.
-- Development and implementation of an Inspector General Self-Inspection
Handbook containing a section on EEO matters designed to enhance the
sensitivity and knowledge of managers and staff officers throughout DIA.
-- Personal supervision by the DIA EEO Officer to insure adherence to
EEOC rules and regulations concerning Affirmative Action Plans for minorities.
-- Assignment of an EEO/Personnel Specialist as a non-voting member of
Civilian Evaluation Panels (CEP's) for high grade positions to insure
consideration and awareness of EEO matters and recommendation of the most
qualified candidates for promotion consideration.
QUESTION 7B: What programs do you have in place to insure awareness of such
rules and regulations throughout DIA?
ANSWER: The DIA Office of Training and EEO Staff have worked out program
arrangements to present courses entitled "EEO for Supervisors and Managers"
and "Supervisory Development Seminar." For the past two years, these courses
have been presented three times a year. The first involves a 16-hour
presentation and the latter a 32-hour seminar with eight hours dedicated to
EEO principles and court cases. Additionally, management and senior executive
personnel are periodically briefed and provided EEO status reports to enhance
their awareness.
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SECRET
GDIP ONLY
END OF FY 1985
M
F
M
F
M
F
M
F
M
F
M
F
21
1
2
15
2
37
1
3
31
6
55
26
29
5
1
2
26
64
53
100
10
50
5
1
2
19
84
29
142
14
73
2
3
1
2
2
61
158
80
236
21
64
31
85
27
27
2
2
1
117
87
145
118
10
8
17
12
17
13
1
2
1
1
131
50
151
65
20
9
2
4
1
204
84
230
94
11
10
3
4
406
80
424
90
5
1
2
398
29
423
30
1
1
1
182
17
183
19
39
1
39
1
12
1
2
1
39
2
54
3
* Wage grade.
SECRET
Enclosure 4, Appendix A, to D-136/D/GDIP
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SECRET
GDIP ONLY
FY 1985 ACCESSIONS
M
F
M
F
M F
M
F
M
F
M
F
21
1
2
15
2
37
1
8
1
8
2
16
6
8
2
2
13
31
19
43
1
14
1
3
1
3
29
5
47
6
5
2
1
1
1
30
24
40
30
1
1
2
2
2
1
4
1
22
10
23
15
1
1
2
3
2
1
1
23
11
27
14
4
1
1
37
12
43
12
28
8
28
8
19
4
19
4
3
1
3
1
1
5
6
* Wage grade.
SECRET
Enclosure 4, Appendix B. to S-136/D/GDIP
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CONFIDENTIAL
GDIP ONLY
CHANGE IN NUMBER AND DISTRIBUTION OF MINORITY EMPLOYEES
ASIAN NATIVE
TOTAL TOTAL (%) TOTAL (X) TOTAL (%) TOTAL (%) TOTAL (%) TOTAL (%)
302 (13) 11 (.5) 6 (.3) 1 (.04) 320 (13) 903 (38)
454 (15) 29(1.0) 23 (.8) 16 (.5) 522 (18) 1087 (37)
% Change +50 +164 +283 +1500 +69 +20
CONFIDENTIAL
Enclosure 4, Appendix C, to S-136/D/DGIP
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t-11 1-- i l"1i or ..
FBI'S RESPONSE TO HOUSE
PERMANENT SELECT COMMITTEE
ON INTELLIGENCE (HPSCI)
RE: EQUAL EMPLOYMENT OPPORTUNITY
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1. Would you describe your recruitment, hiring and
promotion policies regarding minorities? Please provide a
copy of any plans, directives, regulations or manuals which
define or delineate these policies.
RECRUITMENT
Part It Section 4 of the Manual of Administrative
Operations (MAOP) provides an overview of recruitment
strategies. (Attachment 1A)
A recently designed brochure directed primarily
to*ard the Special Agent position is also attached. (Attachment
1B)
Special Agent (SA) Selection System
There are five entrance programs, reflective of our
needs, under which applicants can qualify for appointment to
the SA position. 'These are Law, Accounting, Language,
Engineering/Science, and Diversified. An applicant applying
under the Law Program must be a graduate of a state-accredited
law school with at least two years of undergraduate work at
an accredited college or university. All other programs
require a four-year college degree from an accredited school,
as well as specialized education, ability and/or experience
appropriate to the program. In addition to the five entrance
programs, there are two more selection categories - female
and minority - also reflective of our needs. To be included
in either of these categories, an applicant must first meet
the threshold requirements for one or more of the five entrance
programs.
A basic concept of the current selection system is
that each applicant competes only against the other candidates
in his/her respective selection program(s). The selection process
consists of three phases - testing, interview, and background
investigation - in that order. The tests and interview are the
initial screening devices, and in order to advance from one stage
of processing to the next, an applicant's scores must be competitive
with those of other candidates in the same program. Life experiences
accomplishments, and demonstrated motivation, as opposed to test
and interview scores, assume major importance in making final
appointive decisions regarding those applicants who reach the
background investigation phase. Our aim at any given time is to
select for appointment the best available candidates from each
selection category.
Candidates are eligible to make application and begin
their processing when they are within a specified time of meeting
all the threshold requirements for the program(s) under which
they intend to apply. Applicants who apply under the Accounting,
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Language and certain categories of the Engineering/Science
Program are initially required to take specilized tests to
assess their ability in their field of expertise. An applicant
who successfully passes the specilized test in his/her field
can then bo afforded the test battery given to all SA applicants
regardless of the program(s) under which they are applying.
This battery, called the Special Agent Entrance Examination
(SAEE), has been validated by Advanced Research Resources
Organization (ARRO) and is predictive of job performance based
on the most current information about the abilities and traits
required for the SA position. Minimum qualifying scores have
been established for each selection category based on the
need for specific candidates from that particular program.
All applicants who achieve the minimum qualifying score
which has been established for their particular entrance
program(s) are eligible to move on to the interview phase of
the selection system.
The interview of an SA applicant is presently conducted
by a three-member panel of trained interviewers who are themselves
SAs with varied investigative experience and who generally have a
minimum of three years' service as an SA. The course of training
provided the interviewers was designed by Development Dimensions,
Inc., an industrial consulting firm. The interview itself is highly
structured and is targeted to elicit responses which will enable
the interviewers to assess the applicant in seven weighted dimensions
which have been validated as being job related. A maximum of 55
points is attainable on the interview, with a minimum qualifying
score again being required for further consideration.
The total of the test and interview scores, known as
the Percentile Ranking Grade (PRG), is the basis for the final
ranking of each SA candidate, both within his/her particular
program(s), and on a general listing which includes all individuals
in the system regardless of program. Selections for further
processing are based on our specilized needs at the time, with
those who attain a qualifying PRG being selected.
Those highly ranked individuals who are chosen for further
consideration are next subjected to a physical examination to
ascertain their physical fitness for duty as an SA, as well as
a thorough background investigation designed to further determine
the candidate's suitability for employment. In an effort to make
our selection system more flexible and take into consideration "life
experiences," in addition to test and interview scores, we utilize
a "broad-band" selection concept in making final selections for
appointment. This entails ordering considerably more background
investigations than we have vacancies, but allows the Agent
Program Managers making appointive decisions the opportunity to
evaluate the total backgrounds of a number of highly
ranked candidates whose scores are within the same general
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grange, and base final class selections on the totality of the
information in each applicant's case. Each candidate's overall
qualifications are carefully weighted against those of the
other individuals in competition for appointments, which helps
to ensure that. an applicant with a demonstrated record of high
achievement in the-academic and/or employment field will not be
overlooked simply because his/her PRG is slightly lower than that
of some other candidate whose overall record is perhaps less
impressive. By incorporating the "broad-band" concept into
our system, our testing instruments are not being utilized as
an end in themselves, but rather as a means to an end, i.e., a
measure of potential for academic and on-the-job success, which
can thereafter be further assessed through an indepth investigation
of the applicant's performance to date.
Candidates competing in our current Special Agent
Selection System can be considered under more than one program
if they have the necessary qualifications, and there is a
provision for each applicant to be reprocessed one time only, at
least one year after the initial administration of the SAEE, if
he/she so desires. There is no limitation on the number of times
an applicant can take the specialized tests. Veterans' preference
points are applied, as appropriate.
PROMOTION
1) The Manual of Administrative Operations and Procedures
(MAOP) Section 7, sets forth the policy of the FBI regarding
promotion of both Support and Special Agent personnel. Promotion
consideration for any employee is based upon merit, fitness and
qualifications of the individual employee. The FBI has a
centralized personnel function where all recommendations for
promotion are reviewed before final approval. This impartial
review insures that the best candidate based on merit and job-
related criteria without personal favoritism or regard to political
or religious affiliation or non-affiliation, marital status, race,
color, sex, national origin, age or non-disqualifying physical handicap.
2) Attachment 1C is the portion of the MAOP pertaining
to promotions. Attachment 1D is a memorandum which initiated the
posting of job vacancy announcements. The posting system continues
in effect.
3) Inasmuch as the FBI is an excepted service, the
change from one series classification to another is not as restrictive
as it may be in some organizations; therefore, it is not difficult
to change from one career path series to another career path
series when the applicant meets the requirements for the position.
For this reason and the fact that promotions are almost without
exception made from within the organization and hiring is primarily
at the entry level, there is potential for advancement in any
position.
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PART I
SECTION 4. EQUAL QQWTNiNT OPPORTUNITY/UIMARD NOBILITY
4-6.1.1 Minority and Female Recruiting
Suggested means of attracting members of minority groups and, omen
are: contacts with hifh schools, business and specialty schools, colleges
and law schools, women s colleges and organizations; contacts with civic,
professional, business, and reli;ions leaders; contacts with minority groups
such as Urban League; contacts with military separation centers and other
logical military-bases including the transition officers at such centers and
bases; contacts with graduating seniors who are also receiving commissions in
the military as a result of RDTC programs at colleges having a predominance of
minority students, suggesting career potential as SA in FBI following
separation and that while in military they may be in contact with minority
officers being separated from military or who would be inclined to separate if
they were assured of a good job; contact with law enforcement agencies;
contact with local' offices of pertinent Federal and state employment
opportunity programs for the underprivileged; contact with state employment
services; mention in the press, particularlT appropriate women's, minority,
and foreign language newspapers, i.e., Spanish, including publicity on
achievements or career information on our individual women and minority
employees; treatment during radio and television broadcasts, particularly over
minority-oriented stations, including participation by women and minority
employees; explanation of the progra and opportunities by Special Agents
incidental to their many and varied contacts while on investigative
assignments; treatment during speeches before groups which include a
representative number of women and minority group members; utilization of
informal contacts, such as with friends, neighbors, etc., and treatment during
tours of field offices. These suggestions are by no means all-inclusive but
are to be supplemented consistent with individual field office effort. SACS
and FBIHQ division heads must ensure that handling of all applicants is
proper, and that coverage of sources of applicants is complete. The positive
EEO program implemented by each field office must be under the personal
direction of the SAC who must ensure that the office applies a positive and
forward-looking approach toward recruitment in this area.
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May 1985 U.B. Department of Justice
Federal Bureau of Investigation
A PROUD
HISTORY...
A BRIGHT
FUTURE
Careers With
The FBI
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7-1 GENERAL PLACEMENT AND PROMOTION POLICY - SUPPORT AND SERVICE
[ ((1) The policy of the FBI is to fill all vacancies based on merit
[ and fitness. Merit) based on demonstrated skill, knowledge, ability and the
[ employee's contributions-to the Bureau's service, is the predominant factor to
[ be considered in selecting support employees for more responsible or higher
[ grade positions. Seniority is a secondary factor and merely a control to
[ assure no senior employee is being overlooked. Seniority is a determining
[ factor only when two or more employees are considered to be equally qualified
[ from a merit standpoint.
[ (2) Personnel decisions are based on merit and job-related
[ criteria without personal favoritism or regard to political or religious
[ affiliation or nonaffiliation, marital status, race, color, sex, national
[ origin, age, or nondisqualifying physical handicap.
[ (3) Merit procedures are to be used in making selections for
[ trial assignment, reassignment, promotion, details, principal relief, backup
[ to permanent incumbent, training, and any other action affecting the
[ employee's duties or assignments that may in any manner prepare him/her for
[ advancement or enhance his/her qualifications beyond that of his/her peers.
[ (4) Every supervisor has the responsibility of keeping employees
[ informed of the Bureau's policy in regard to placement and promotion, and to
[ encourage and assist them in developing promotional potentialities. Also,
[ supervisors are to ensure all vacancies are staffed by the best persons
[ available and that all involved employees are receiving fair consideration.]
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[ 7-2 [POSTING GUIDELINES
[ (1) Support vacancies which do not require specific or
[ specialized experience at a lateral or next lower level in the work involved
[ must be posted on special bulletin boards that have been provided for this
[ purpose. The notice must indicate: title; series; grade; opening and closing
[ dates; promotional potential; general duties; any special requirements such as
[ tour of duty, travel, expected overtime, etc.; and all items which will be
[ used to rank candidates for selection, such as knowledges, skills, abilities,
[ and other characteristics. Most of these items can be identified through a
[ review of the job description and accompanying guidelines. While traits such
[ as attitude, dependability (attendance), resourcefulness, judgment, ability to
[ work under stress, forcefulness, and the like, cannot be articulated in a
[ position description, they should be set out in the vacancy notice if the
[ possession or lack thereof will affect performance of duties. Be sure to
[ include any requirements for testing.
[ (2) The determination whether or not to post a position depends
[ upon the duties of the position, its location in the organizational entity,
[ past practice, and the scope of competition. If only two or three employees
[ are qualified or eligible for the position, it serves no useful purpose to
[ post. When the number is small, it is better to consider all candidates.
[ There are certain positions that do not require posting. Three examples of
[ this are as follows:
[ (a) Clerk-Typist GS-5, since advancement is based on the
[ employees meeting fair and reasonable production and accuracy requirements
[ established by each office for promotion to GS-5;
[ (b) A career ladder GS-7 position, wherein selection was
[ made at the GS-5 level based on established selection criteria;
[ (c) A vacancy requiring experience in an individual unit,
[ section, or division; it is better to consider all employees involved or to do
[ an internal canvass.
[ (3) A vacancy notice is to be posted for a minimum period of ten
[ workdays (if circumstances require a shorter period, make sure all employees
[ are aware of this).
[ (4) Candidates must be physically and mentally able to
[ efficiently perform the essential functions of the position without hazard to
[ themselves or others. This does not mean, however, that a handicap will
[ disqualify a candidate for a position or that reasonable accommodation should
[ not be considered in determining a candidate's ability to perform the duties
[ of a position. Reasonable accommodation may include, but is not limited to,
[ the use of assistive devices, job or worksite modification or restructuring,
[ provision of readers, interpreters, or adjusting work schedules. If specific
[ physical requirements are an integral part of the position, this must be
[ indicated.
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[ 7-3 [RESPONSES TO POSTINGS
[ (1) It is incumbent upon any employee who meets the stated
[ qualifications and who desires to be considered for a posted vacancy to
[ respond prior to the expiration date of the notice. Closing dates will be
[ strictly adhered'to and no consideration will be given to any responses
[ received after that date.
[ (2) Employees who expect to be in a leave status during posting
[ time frame(s) are encouraged to employee a "buddy system" wherein another
[ individual advises absent employee of vacancies that may be of an interest to
[ the employee.
[ 7-4 SCREENING
[ (1) An initial review of all candidates in the area of
[ consideration or all who responded to a vacancy announcement, will be
[ necessary in order to screen out unqualified and/or ineligible candidates.
[ The overall objectives of screening are to narrow the number of candidates to
[ a reasonable number from which a selection can he made and to assure that
[ selection is made from among the best qualified candidates.
[ (2) Unqualified candidates should be eliminated from further
[ consideration on the basis of elements that are essential to adequate
[ performance in the specific position to be filled. It is important that
[ screen-out criteria distinguish only between those who can adequately perform
[ in the job and those who cannot. It is also important to avoid use of
[ screen-out criteria which unduly restrict competition or impose artificial
[ barriers, for instance by including as an element a skill which can be learned
within a reasonable period.
[ (3) Ineligible candidates should be eliminated from further
[ consideration on the basis of: undesirable attendance record; failure to meet
[ time-in-grade restrictions; on warning or probation for work performance;
[ under administrative action, etc.]
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[[7-5 ATTENDANCE
[ The Bureau expects every employee considered for advancement to
[ attend work regularly. If attendance of employee is questionable, completely
analyze situation for Bureau's benefit. Such factors as number of absences
[ for illness, reasons,_frequency, and pattern of such absences are significant,
[ along with steps employee has undertaken to improve health and attendance.
[ Each recommendation for selection of a candidate must include comment whether
[ attendance record is considered satisfactory.
[ 7-6 TIME-IN-GRADE RESTRICTIONS
[ Time-in-grade restrictions have been mandated by the Office of
[ Personnel Management and reinforced by Department of Justice directives.
[ Time-in-grade restrictions are for the purpose of preventing excessively rapid
[ promotions and are the minimum requirements that must be met. Certain
[ positions, because of the nature of the duties, may require longer periods at
[ a specific grade level before advancement.
[ (1) Candidates for advancement to a position as GS-12 or above
must have completed at least one year of service in positions no more than one
[ grade lower than the position to be filled.
[ (2) Candidates for advancement to a position at GS-6 through
[ GS-11, which is in a line of work properly classified at one-grade intervals,
must have completed at least one year of service in positions no more than one
[ grade lower than position to be filled.
[ (3) When there is no position at the next lower grade in the
[ normal line of promotion to the position to be filled, candidates must have at-
least one year of service in positions no more than two grades lower than the
[ position to be filled.
[ (4) Candidates for advancement to a position at GS-7, 9, or 11,
[ which is in a line of work properly classified at two-grade intervals, must
[ have completed at least one year of service in positions no more than two
[ grades lower than the position to be filled.
[ (5) Candidates may be advanced to a position in grade GS-5 or
below if:
[ (a) The position is no more than two grades above the lowest
[ grade level employee held within the preceding year.
[ (b) Employee met the above restriction for advancement to
[ the grade of the position any time in the past.
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[ (c) Employee previously held a position at or above the
[ grade level of the position to be filled, at any time under any type of
[ appointment.
[ (6) Exceptions to time-in-grade restrictions will be considered
[ only on the request of the appropriate SAC or Assistant Director and then only
[ to avoid undue hardship or inequity in an individual case of meritorious
[ nature. Before any exception can be made, the case must be submitted in
[ detail to Headquarters, which in turn will be submitted to the Department of
[ Justice for presentation to the Office of Personnel Management for approval.
[ The number of advancements an employee may receive, and the number of grades,
[ he/she may be advanced, are not limited so long as one of the above terms is
[ met at the time of each advancement.
[ (7) Time-in-grade restrictions apply to the promotion of
[ employees to higher levels of the same position, such as Clerk-Typist, or to
[ higher levels of positions in a like or closely allied line of work involving
[ the same skills, such as clerical skills. Under certain circumstances,
[ employees may be promoted through reappointment procedures to a higher pay
[ level in a different position without regard to time-in-grade restrictions.
[ Under this procedure, an employee may be promoted to a higher grade in a
[ position not in the normal line of advancement in the employee's current
[ position. This is a promotion to a position in another line of work for which
[ the employee is otherwise well qualified and for which experience in the
[ current position is not germane. The employee is promoted as a result of
[ reappointing the employee into the new position. For example, a Clerk-Typist,
[ GS-4, with a bachelor's degree in accounting may be reappointed as an
[ Accounting Technician, GS-6, without first having spent one year in GS-5.
[ Experience as a Clerk-Typist is not considered germane to the Accounting
[ Technician position. The degree in accounting qualifies the employee for the
[ GS-6 Accounting Technician position. The Accounting Technician position is
[ not closely allied with the Clerk-Typist position. Conversely, a Clerk-Typist
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[ GS-4, cannot be reappointed as a Secretary GS-6, since the skills required for
[ both positions are closely allied. Generally, if the employee could have been
[ hired directly in the higher graded position, the employee may be reappointed
[ to the higher graded position without regard to time-in-grade restrictions.
[ In situations of this nature, the employee must be qualified for the new
[ position and otherwise eligible for selection under normal procedures.
[ Requests for reappointments are to be submitted to the Administrative Services
[ Division, Attention: Personnel Officer. Set forth detailed information as
[ to the employee's qualifications and positions involved.
[ 7-7 PERFORMANCE APPRAISALS
[ (1) Refer to Part I, Section 5-6, of this manual, "Overall
[ Adjective Rating," for guidance on the level of performance required to be
[ considered for advancement.
[ (2) Level of performance may be used as a selection criterion if
[ all of the candidates are rated on the same critical elements and at the same
[ grade level. Screen out employees rated below Fully Successful.
[ (3) A principal difference between considering current appraisals
for promotion purposes and appraisals for other purposes is that appraisals
[ for promotion focus on the job to be filled, and appraisals for other purposes
[ focus on the employee's present job. It is important that appraisals used to
[ evaluate employees for promotion to be relevant to the job for which they are
[ being considered, if they are not, care should be taken to ensure that due
[ credit is given for related work behaviors and knowledges, skills, abilities
[ and other characteristics that have been demonstrated at different levels than
[ those needed on the new job.
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i .9
[ 7-8 SENIORITY
[ (1) Length of service may be used only to the extent to which it
[ can be shown to be a valid, job-related factor for the position being filled.
[ This limitation does not rule out use of length of service as a tie breaker if
[ after all appropriate evaluation factors have been applied, and two or more
[ employees have been determined to be equally qualified.
[ (2) To ensure all employees in an area of consideration for a
[ vacancy are identified, each division head and SAC must maintain a list of
[ support employees by grade, arranged within each grade, in order in which
[ employee entered on duty. Particular attention should be given to employees
[ who are absent for legitimate reasons, e.g., detail, on leave, military
[ service, etc. Adjusted entry-on-duty dates should be computed for
[ reinstatements other than mandatory military restorations. Mandatory military
[ restorations maintain their original entry-on-duty date. This index must be
[ referred to in selecting candidates for all promotional opportunities,
[ especially those that are not required to be posted; e.g., in filling GS-5
[ position, every GS-4 employee in the office should be considered, whether
[ absent or not.
[ 7-9 EVALUATION AND SELECTION
[ In making selections for support vacancies, one of the first
[ factors involved is the establishment of the exact selection criteria to be
[ used unless already established in the event the position was posted. Tools
[ used by selecting officials to establish criteria may include but are not
[ limited to Manual of Administrative Operations and Procedures, pertinent
[ position descriptions (and guidelines and notes accompanying the description),
[ SAC Memoranda, employee personnel files, responses to the vacancy notice,
[ X-118 Qualification Standards, Position Classification Standards, and test
[ scores.
(1) Job Analysis
The foundation of a sound evaluation process is the careful
[ analysis of the job. This critical step is necessary to determine the
[ qualification requirements and the measurement instruments that will be used
[ to assess the candidates. The work qualification requirements that should be
[ identified are work behaviors and knowledges, skills, abilities and other
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[ characteristics, and the level or amount needed for each. On the basis of
[ this information, appropriate measurement methods can be selected or developed
[ in terms of job needs. The job analysis should also identify information
[ pertaining to the total environment of the job, its position in a career
[ ladder, etc. If,an-element is found to be essential to successful
[ performance, it may be added as a selection factor. (Example: A position may
[ require foreign language ability.)
[ Selection for certain positions can be made without a full job analysis if the
[ factors that are essential to job performance are such that cannot be
[ articulated in the description. (Example: The requirement to meet certain
[ production rates.)
[ (2) Training, Education, and Experience
[ Evaluation of training, education, and experience is used to
[ predict the probable effectiveness of future performance on the basis of
[ quality of relevant past performance and to determine how well the candidate
[ is prepared for higher level work. Credit for training, education, and
[ experience are evaluated in terms of the degree to which the employee
[ possesses the work behaviors or the knowledges, skills, and abilities that are
[ needed for successful performance in the job being filled.
[ (3) Tests
[ Tests in some instances are a prerequisite for selection. In
[ these instances the scores are only one consideration in the selection
[ process. Cut-off scores can be established when past practice indicates that
[ employees scoring below a certain level have little or no chance of being
[ selected for the position in question.
(a) Written tests are valuable in identifying knowledge,
[ skills, abilities, and other characteristics that employees may have had
[ little opportunity to demonstrate through past performance. They also are
[ appropriate measures of information or knowledge about given subjects.
[ (b) Performance tests are tests in which the employee uses
[ physical equipment or stimulates or replicates a work process or product.
[ Well-known examples are the stenographic/typist tests and the road test for
[ driving skills. Performance tests are particularly useful in the skilled
( trades.
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( c ) Oral tests are standard questions which Tire used to
measure the employee's ability to respond to problems and to demonstrate job
[ knowledge. These tests are usually used in interviews and career hoard
[ sessions.
[ (4) Selection
[ To identify the best qualified employees, the results of the
[ evaluation should be used to group eligible candidates in order of relative
[ merit. All candidates are to be equally evaluated on the same criteria and in
[ the same ma ar. Selection officials should not he confronted with so many
[ employees that he/she cannot: reasonably review every case and make comparisons
[ among all employees. At the same time, it is improper to reduce the number in
the best qualified group on the basis of minute evaluation score difference,
or arbitrary or artificial factors, which are unlikely to have real meaning in
[ terms of likelihood of success on the job. Whet too large a number of
[ employees in the best qualified group continues to he a problem, it is
[ probably indicative of need to review the job information and evaluation
procedures to focus more clearly on work behaviors or knowledges, skills,
abilities, and other characteristics which distinguish highly successful
[ performance. Selection officials may find it helpful to make charts outlining
qualifications and contributions to the Bureau's service of candidates to he
[ compared side by side. When the candidates have been ranked in order of merit
[ based on written evidence, the selecting official or hoard may make a choice
[ either with or without an interview of the candidates. The recommended
[ employee must be given an opportunity to review the description of the new
[ position.
[ (a) Some important elements of the job may be identified
[ from the job analysis which involve personal characteristics of the employee.
[ In some cases, observable information pertinent to these elements cannot be
[ obtained adequately by means such as.appraisals, etc. In these instances an
[ interview with the employee may be useful. In addition, an interview may be
[ useful as means for giving information about the job to the employee.
[ Interviews are to be job related and are to he used consistently with other
[ methods. If no elements are identified that must he measured by an interview,
[ it is not necessary to interview candidates.
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[ (b) It is critical that the interview be well planned in
[ terms of the behaviors and responses to be observed, the evaluation standards
[ to be applied, and the procedures for conducting the interview session. It is
[ particularly important to pay careful attention to objectivity. The interview
[ should be structured-so that the information to be obtained is well defined
[ and recorded. Special care should be taken not to ask questions which violate
[ equal opportunity law.
[ (c) Since the interview, at best, is only a small sample of
[ the employee's behavior and is conducted in a setting which may not be
[ representative of the work situation, care should be taken not to attribute
[ more precision to the interview than it warrants.
[ (6) Career Boards
[ (a) While it is not an Administrative Requirement to convene
[ a Career Board to make selections and recommendations to the SAC or division
[ head, the use of such a board does lend credibility to the fairness and
[ impartiality of the whole selection process and, therefore, is strongly
[ recommended.
[ (b) If a board is convened, it is suggested that it be made
[ up of an odd-numbered group (3 to 5 members) including one or more experienced
[ support employee(s) who have demonstrated sound judgment and who have no
[ vested interest in the position being filled. Such a board may be chaired by
[ an individual so designated, and who may or may not be a voting member.
[ (c) Employees interviewed are to be those that are
[ considered most qualified and of equal standing. Factors such as attendance,
[ performance, time-in-grade, etc., must have already been evaluated.
[ (d) The board may consider only the issue before them and
[ may not make their selection based on any factor that is not entirely related
[ to the position being filled. The board may make a recommendation to the SAC
[ or division head; however, the SAC or division head has final authority with
[ regard to the recommendation submitted for final approval.
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SECTION 7. PROMOTIONS
(7) Recommendations
(a) All personnel recommendations are subject to final
[ approval by Headquarters. Recommendations are to be submitted on an
[ individual basis regardless of the number of actions taken simultaneously.
The selection criteria used and justification for selection of recommended
[ employee must be indicated, e.g., method used to identify candidates,
[ candidates considered and reasons for nonselection, and reason selected
[ employee considered most qualified. A statement such as "not as well
[ qualified" is not sufficient. Candidates not recommended for a vacancy must
[ be advised of their nonselection.
[ (b) If a vacancy is not posted, identify employees having
[ greater seniority, absent for military or maternity purposes, or on extended
[ leave, and furnish adequate justification for nonselection. No employee is to
[ be passed over for promotional opportunity because his/her assignment may
[ create a temporary hardship in the operation of an office.
(c) In requesting additional incumbents in a limited
[ position or in a position which has been operating for some time with a
[ certain number of incumbents, set forth factual justification to increase the
[ incumbency. In most instances this can be covered by statistics over a 6- or
[ 12-month period.
(8) Reporting/Recordkeeping
[ Administration of any merit promotion system must include
[ recordkeeping that ensures that individual rights to privacy are protected.
[ One employee's attributes or lack thereof should not be discussed with another
[ employee unless there is an official need to know. Control should be
[ maintained of all official records; reports to and by employees and selecting
[ officials; and working records such as promotion roster, skill files, and
[ computer printouts which include scores or ratings. Records sufficient to
[ allow reconstruction of a personnel action decision, including documentation
[ on how candidates were rated and ranked and how final selection was made, must
[ be kept for review in the event that a complaint or grievance is filed.
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7-10 GRIEVANCE.
Support personnel have a right to file a complaint or grievance
against procedures used to identify and rank qualified candidates for a
particular position, but do not have a right of grievance for nonselection
from among a group of.qualified candidates. Within the FBI, such grievances
are to be submitted to the Administrative Services Division, Attention:
Personnel. Officer. There is no right of appeal to the Office of Personnel
Management.
7-11 UPWARD MOBILITY PROGRAM
(1) The Upward Mobility Program is a plan wherein lower level
employees (grade (:S-S and below or any equivalent Wage Board employee) can
aspire to realize his/her full work potential. See Part 1, Section 4-3, of
this manual, "Upward Mobility Plan.
(2) Upward Mobility targeted positions within the CBI are:
Accounting Technician; Investigative Assistant; Investigative Case Information
Analyst; Legal Clerk and Technician; Miscellaneous Dnroments Examiner;
Technical Information Specialist (Organized Crime Intormation Analyst only);
Typing/Stenographic positions; and Special. Agent. Fmployees selected Tr one
of these positions and whose present salary cannot he accommodated within the
entry rate range, are entitled to salary retention.
7-12 DEFINITION OF TERMS
(1) Ability: A present competence to perform an observable
behavior or a behavior which results in an observable product.
(2) Area of Consideration: An area in which an intensive search
for eligible candidates for specific vacancy is made.
(3) Best Qualified Candidate: The employee who ranks at the top
when compared wit other eligible candidates for a vacancy.
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(4) Job Analysis: A detailed statement of work behaviors and
[ other information re evant to the job.
[ (5) Knowledge: A body of information applied directly to the
[ performance of a unct on.
[ (6) Observable: Able to be seen, heard, or otherwise perceived
[ by a person other than the person performing the action.
[
(7) Permanent Assignment: Permanent assignment involves
the
[
moving of an employee from one,pos t on to another with no change in
grade
or
[
salary but follows satisfactory completion of a trial assignment. A
trial
[
assignment is usually deemed necessary when the employee is assuming
new
[
duties with which he/she is not familiar.
[ (8) Promotion: Promotion involves the moving of an employee from
[ one position to another at a higher grade level.
[ (9) Reassi nment: Reassignment involves the moving of an
[ employee from one position to another with no change in grade or salary where
[ no trial assignment is necessary. (See (12), "Trial Assignment.")
[ (10) Selection Procedure: Any measure, combination of measures,
[ or procedure used as a basis for any placement decision.
[ (11) Skill: A present, observable competence to perform muscular
[ activity associate=w th mental process.
G 1
(12) Trial Assignment
[ (a) Trial assignment is to be recommended when an employee
[ is assuming new duties either at the same or a higher grade level where he/she
[ has not previously demonstrated the ability or aptitude to- perform such new
[ duties. Normal trial assignment period is 60 days, except for employees being
[ placed in top level supervisory positions (top three in field offices), then
[ the trial assignment should be for 90 days. Trial period of either shorter or
[ longer duration must be justified. Bureau clearance must be secured to extend
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[ an employee's trial assignment beyond period for which initially recommended.
[ In no instance will trial be permitted to extend beyond 120 days. If an
[ employee cannot demonstrate the ability to per orm the duties o the position
[ to which trial assigned, he/she should be removed from trial and returned to
[ his/her former position, and FBIHQ should be so advised.
[ (b) Reassignments or trial assignments to nonsupervisory
[ positions in GS 5 or below are considered to be on a "UACB" basis and should
[ be submitted in sufficient time prior to such reassignment to enable FBIHQ to
[ evaluate and take any action necessary before reassignment becomes effective.
[ (c) Informal training to determine best qualified candidate
[ for promotion does not require Bureau clearance. In such cases, ensure
[ employees understand they have not yet been selected for formal trial
[ assignment and such training may not ultimately result in promotion or
[ reassignment.
[ (d) Time spent on trial assignment is not to be considered
[ as official time spent performing certain duties, but rather as time utilized
[ to evaluate an employee's capabilities to perform the duties.
[ (13) Work Behavior: An activity performed to achieve the
[ objectives of the job. Work behaviors involve observable (physical)
[ components and unobservable (mental) components. A work behavior consists of
[ the performance of one or more tasks. Knowledges, skills, and abilities are
[ not behaviors, although they may be applied in work behaviors.]
[[7-13] SPECIFIC REQUIREMENTS FOR SELECTED POSITIONS
[[7-13.11 Su ort Services Su ervisor[(Office Services Manager);]Records and
Administrative Services Unit and correspondence and Communications
Unit Supervisors
Incumbents of these positions must possess qualities and abilities
necessary to assume managerial-type duties and not just day-to-day supervisory
responsibilities. Refer to the Supervisory Grade Evaluation Guide for a
complete discussion of managerial and supervisory positions. The Bureau
regards selection of personnel for the three top support positions to be
extremely critical and that it is imperative that the best qualified be
selected in view of the vital managerial roles which must be performed. Bear
in mind seniority is a determining factor only when two or more employees are
considered to be equally qualified from a merit standpoint.
[
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[[7-13.2] Clerk-Typist and Clerk-Stenographer, GS-4
Employees in GS-3 who pass qualifying tests necessary for
assignment to positions Clerk-Typist and Clerk-Stenographer, GS-4, may be
promoted without trial at such time as they begin the duties of typist or
stenographer. Attendance must be satisfactory and overall performance must be
fully successful.
[[7-13.3] Clerk-Typist and Clerk-Stenographer, GS-5
Each office should establish fair and reasonable production and
accuracy requirements for promotion to GS-5.
[[7-13.4] Electronics Technician
(1) Promotion action must be initiated by the SAC. No promotions
are routine and employees must clearly demonstrate, and recommendations show,
that they have earned and merit promotion based on overall performance,
including meeting experience, operating, and technical requirements as
described in the master position description for Electronics Technician (ET)
position at the various grade levels. Attendance record must be satisfactory
and shown as such.
(2) ETs appointed in GS-5 grade level are eligible for
consideration for promotion to ET, GS-7, upon completion of a minimum of one
year's satisfactory training and experience. SAC must ensure that GS-5 ETs
are provided on-the-job training by a senior technician with the view toward
qualifying such employees to handle duties of ET, GS-7.
(3) ETs in GS-7, 9, 10, and 11 are eligible for consideration for
promotion to GS-9, 10, 11, and 12, respectively, upon completion of a minimum
of one year's satisfactory service in assigned grade level performing ET
duties.
(4) Promotions to GS-11 (operating), GS-11 (supervisory) and
GS-12 (supervisory), are limited to those technical positions in field offices
and resident agencies utilizing extensive and complex FM Radio, HF Radio,
radio teletype, secure telephone, data and teletype and intrusion systems.
(5) Recommendations for ET promotions are subject to review and
approval of the candidate's technical qualifications by the Engineering
Section. Such review may involve a written or oral examination or interview
of the candidate in the event employee's record does not clearly show whether
or not employee is qualified from a technical standpoint for promotion.
Recommendations must also contain specific comment on employee's current
ability to perform all duties required at the grade level for which employee
is recommended, as well as all other pertinent factors.
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SECTION 7. PROMOTIONS
[[7-141 SPECIAL AGENT PROMOTIONS
(1) The promotion of Special Agents is a matter to be determined
upon the basis of the individual Agent's record and accomplishment, and such
promotions do not follow automatically upon the completion of time requirement
for the promotions, but -after certification that they are performing at the
next higher grade level and that their most current performance is at least at
the Fully Successful level. Special Agents will be eligible to be considered
for possible grade promotion in accordance with the following schedule: from
GS-10 to GS-11 after two years' satisfactory service in GS-10; from GS-11 to
GS-12 after completion of two years of satisfactory service in GS-11. When an
Agent in the field becomes a full field supervisor, or Senior Resident Agent
in a resident agency comprising eight or more Agents, or is assigned to FBIHQ
in accordance with the regular path of the Career Development Program, that
Agent will be considered for accelerated promotion to the next grade from
GS-10 to GS-11 and GS-11 to GS-12 upon approval effective the first pay period
after incumbent assumes the supervisory position and subject to the
time-in-grade restrictions which require the individual to serve one year in
the lower grade before being eligible for promotion to the next higher grade.
Agents in GS-12 in investigative assignment may be considered for GS-13 after
three years of service in grade GS-12.
(2) If for nonwork-related reasons more than ten days (80 hours)
of LWOP are used for each year of the satisfactory service period required for
a Special Agent promotion from GS-10 to GS-11; GS-11 to GS-12; GS-12 to GS-13;
the promotion eligibility date will be delayed by the amount of time that
exceeds the ten days. For example, a Special Agent normally becomes eligible
for promotion to GS-11 following the required two years of satisfactory
service in GS-10. However, if the Special Agent had used 200 hours of LWOP
for nonwork-related reasons during that two-year period, the Special Agent's
promotion eligibility date would be delayed one week or five workdays because
there were 40 hours of LWOP taken for nonwork-related reasons in excess of the
160 hours' LWOP (80 hours per year of required satisfactory service) allowed
for nonwork-related reasons before an adjustment to the promotion eligibility
date is made. In this example, the Special Agent's promotion eligibility date
would be delayed five workdays, and the promotion, if approved, would be
effective at the beginning of the first full pay period following the adjusted
promotion eligibility date.
(3) Agents in full-time supervisory assignment in GS-12 may be
considered for promotion to GS-13 upon approval effective the first pay period
after assumption of the supervisory position. Any of these grade promotions
are subject to the time-in-grade restriction which requires the individual to
serve one year in the lower grade before being eligible for promotion to the
next higher grade. Agents in full-time supervisory assignment in GS-13 and
Senior Resident Agents in GS-13 in resident agencies comprising eight or more
Agents, may be considered for GS-14 upon approval effective the first pay
period after incumbent assumes the supervisory position and subject, of
course, to the previously mentioned time-in-grade restriction. When an Agent
is advanced to a supervisory position and has not satisfied the provisions of
the Career Development Program, such as an assignment to fill a scientific
need in the Technical Services and Laboratory Divisions, Agent will be
promoted to the next higher grade upon becoming fully operational in the
special assignment he or she fills.
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SECTION 7. PROMOTIONS
[[7-14.1] Initiation of Consideration for Promotion of Special Agents
(1) Promotion action with respect to nonsupervisory Special
Agents or supervisory Special Agents who have not met time-in-grade
restriction is generally initiated by the Administrative Services Division at
FBIHQ requesting a recommendation from the appropriate SAC or division head.
However, in any case in which the SAC or division head believes that an Agent
is performing his/her duties in such a manner as to warrant advancement, as
recommendation with appropriate justification may be submitted at any time by
the SAC or division head and this recommendation will be afforded appropriate
consideration at FBIHQ.
(2) Grade restoration after reinstatement - In the case of
Special Agents who resign voluntarily, and are subsequently reinstated in a
grade below that held at resignation, consideration will be given to
restoration to their original grade, with a maximum of GS-13, six months after
their reinstatement entry-on-duty date, providing their record justifies such
action, and subject to other requirements, such as the time-in-grade
restrictions.
(3) Rate of pay for supervisors returning to investigative
assignments - Special Agent personnel in supervisory positions at FBIHQ, or in
the field, who request to be returned to nonsupervisory investigative
assignments will be required to go back to the step of the grade GS-13 they
would have been in had they never served in the supervisory capacity. This
policy will apply whether the Agent is being assigned to an office of
preference or nonpreference office. The rate of pay will be established by
the Bureau and the employee advised prior to acting on the reassignment
request. An FBIHQ Supervisory Special Agent in grade GS-15, who voluntarily
requests reallocation to a grade GS-14 field supervisory position in order to
qualify for career development, is entitled to grade and pay retention.
[[7-14.2] Guidelines in the Submission of Recommendations for the
Promot 15ons o Special Agents
[[7-14.2.1] Promotion to Grades GS-11 and GS-12
(1) Agents will be considered for promotion from grade GS-10 to
grade GS-11 and from grade GS-11 to grade GS-12 contingent upon the
availability of funds and the work record of the individual Agent.
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PART I
SECTION 7. PROMOTIONS
(2) The most current performance appraisal on the Agent being
considered for promotion must be at least at the Fully Successful level. In
addition to the current performance appraisal requirement, the annual
appraisals of Agents-subject to the two or three year time-in-grade
restrictions must average out to the Fully Successful level. Refer to Part I,
Section 5 of this manual for guidance and to determine the average.
(3) The Agent must be completely available for general or special
assignment wherever his/her services may be required.
(4) Any probationary action taken against an Agent during the
pertinent period will be taken into consideration. However, this action may
be offset by otherwise exceptional or outstanding performance.
[[7-14.2.2] Promotions to Grade GS-13
(1) Agents will be considered for advancement from GS-12 to grade
GS-13 also contingent upon the availability of funds, the individual Agent's
record, and performance at least at the Fully Successful level.
(2) An Agent being considered for grade GS-13 promotion on the
basis of supervisory service (as distinguished from investigative service)
must be interested in and ambitious to progress in the Bureau's service either
in the field or at FBIHQ, must be potential material for advancement, and
his/her services must have been entirely satisfactory in all aspects during
his/her period of supervisory assignment.
(3) An Agent being considered for GS-13 promotion on the basis of
investigative service (as distinguished from supervisory service) must meet
the following qualifications:
His/Her services in all aspects must be entirely satisfactory. Any adverse
administrative action against the individual during the pertinent period will
be taken into consideration, but full consideration will also be given to
favorable action recognizing above-average and meritorious performance or may
be offset by otherwise exceptional or outstanding performance. (See Part I,
Section 13, of this manual, "Disciplinary Matters.")
3
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(4) The Agent must be completely available for general or special
assignment wherever his/her services may be required. (See Part I, Section
13, of this manual, "Disciplinary Matters.")
[[7-14.2.3] Promotions Above Grade GS-13
Agents performing full-time administrative or supervisory duties
may be considered for advancement to grade GS-14 or higher. These cases are
considered on an individual and highly selective basis and each individual
case is considered on its merits.
[[7-15] WITHIN-GRADE INCREASES (WIGI)
A WIGI is a one-step increase within a salary grade and is based
on length of service and performance at an acceptable level of competence.
Within the FBI, the "acceptable level of competence" requires performance at
least at the Fully Successful level as set forth in a performance plan. A
quality salary WIGI may be considered and awarded in recognition of sustained
performance which substantially exceeds normal requirements and gives promise
of continuing at that same high level.
[[7-15.11 Waiting Period
(1) The waiting period for employees in steps one - three of a
grade is 52 calendar weeks; for those in steps four - six, 104 weeks; and for
those in steps seven - nine, 156 weeks.
(2) Quality salary WIGIs do not change the date for consideration
for the next regular WIGI increase except in those cases where the quality
increase places the employee in Step 4 (where the waiting period changes to
two years) or Step 7 (where the waiting period changes to three years). In
these instances, the employee must serve an additional year before becoming
eligible to be considered for a WIGI. However, employee must receive an
overall rating of at least Superior level before he/she may be considered for
a quality step increase.
[[7-15.21 Effect of Leave Without Pay (LWOP)
If more than ten days of LWOP for each year of the waiting period
are used, the effective date of the WIGI is delayed for the amount of time
which exceeds the ten days. For example, if 15 days of LWOP are taken when
the pertinent waiting period is one year, the WIGI would be delayed for one
pay period because of the five days taken in excess of the maximum allowable
ten days.
[[7-15.3] Effective Date
WIGIs are effective at the beginning of the next pay period
following completion of the required waiting period providing employee's
performance is at an acceptable level of competence.
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UNITED STATES DEPARTMENT OF JUSTICE
FEDERAL BUREAU OF INVESTIGATION
WASHINGTON, D.C. 20535
February 8, 1978
3-78
MEMORANDUM TO ALL BUREAU OFFICIALS AND SUPERVISORS
RE: CAREER DEVELOPMENT PROGRAM FOR
SUPPORT AND SERVICE PERSONNEL
I have approved, on a six-month trial basis, a
plan whereby vacancies in support positions which do not re-
quire experience at a lateral or next lower level in a
specific unit, section, or division, will be posted on special
bulletin boards located in the various employee lounges
throughout the J. Edgar Hoover FBI Building and circulated to
HQs employees assigned to the Harkins Building and the FBI
Academy, Quantico.
Each of you is requested to review the qualifications
necessary for assignment to the various support positions in
your division giving particular attention to those prerequisites
outlined in the actual written descriptions. Those that do not
require prior experience in a lateral or lower grade must be
filled through open posting. "Career ladder" positions will
be filled at the lowest entry levels. Those that require the
passing of an aptitude test or other qualifying examination
should be so identified.
A supply of forms to be used to advise the Placement/
Promotions Subunit in the Administrative Services Division that
a vacancy exists will soon be distributed to each division.
Since any Notice of Vacancy must be displayed for a minimum
period of ten work days, it will be necessary that this form be
submitted in sufficient time to allow for the actual preparation
of the Notice of Vacancy, posting, and ranking of responses on
a timely basis.
The Placement/Promotions Subunit will screen the
responses giving attention to current work performance, attend-
ance, prior experience, skills, and, if pertinent, educational
levels. Seniority will be a factor only in the event of a tie
between otherwise equally qualified individuals. The names of
the best qualified three to five candidates will be furnished
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MEMORANDUM TO ALL BUREAU OFFICIALS AND SUPERVISORS
RE: CAREER DEVELOPMENT PROGRAM FOR
SUPPORT AND SERVICE PERSONNEL
to the division having the vacancy for final interviews and
selection. In accordance with long-standing policy, all
selections will continue to be made on the basis of merit
without personal favoritism or discrimination based on race,
color, religion, sex, national origin, or age.
The Promotional Availability List (PAL) and the
Intra-Bureau Transfer Request List are being suspended.
Therefore, no candidates for PAL are to be nominated. The
current PAL has been destroyed. Further, no individual re-
quests for assignment to a particular position or division will
now be accepted.
The various divisions will select employees across
divisional lines for promotional vacancies by 1) referring to
the various rosters maintained by Placement/Promotions Subunit;
2) choosing from those ranked best qualified in response to a
Notice of Vacancy; or 3) consideration of all employees
possessing certain prerequisites, e.g., all GS-8 Secretaries,
and those who have previously served at GS-8 in a stenographic
position, will be considered for a GS-9 secretarial vacancy.
As this plan evolves, the Placement/Promotions Subunit
will appreciate cooperation, assistance, patience and constructive
suggestions from the various divisions so that the Bureau can
truly develop a career program for support and service personnel
that will make maximum use of the many talents of our employees
and also enable the Bureau to carry out its mission with the
utmost efficiency.
Clarence M. Kelley
Director
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2. What affirmative actions have you taken and are you
taking to insure that minorities are afforded equal opportunity
in hiring and promotion?
Beginning in November, 1982, the FBI established
the National Applicant Recruiter's (NARs) Office. One of the
principal functions of this office was to address minority
recruitment issues and improve the Bureau's recruitment of
minorities. This effort was related principally to Special
Agents and was developed as part of a nationwide strategy.
Effective May, 1985, the NARs Office became the Personnel
Resources Unit (PRU) and has additional responsibilities for
the FBI's human resources planning.
Minority recruiting, under the development of this
centralized recruitment system has more than doubled during
the period 1983-86. PRU has addressed minority recruitment
through management directive to insure each of the FBI's
59 field offices are actively involved in reaching the minority
community.
PRU has developed a large number of minority recruiting
initiatives which include the following: (a) Annual Conferences
with all field Applicant Coordinators, minority leaders in
business, government and colleges utilized as speakers addressing
minority recruitment sources. (b) A newsletter sent to all
field management - recruitment personnel providing minority
recruitment resources, techniques, and ideas of attendance at
significant national and regional level recruiting events.
(d) "Targeted" recruiting projects in cities with large minority
populations. (e) Selective, yet targeted advertising.
Some summary examples of the foregoing are
as follows:
Advertising
1. "The Black Collegian" - The principal recruiting magazine
read by college educated black students in the United States.
2. "NSBE News" - The official magazine of the National Society
of Black Engineers.
3. "Equal Opportunity" - The Nation's only multi-ethnic recruitment
magazine designed to reach college educated blacks (resume
service included).
4. "NBA" - Annual jobs publication of national black bar association.
5. "NABA" - National Association of Black Accountants official
magazine.
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6. Denver, Phoenix, Dallas, Indianapolis, and Louisville all had
advertisements placed in major black magazines/newspapers in
their respective divisions.
Recruiting Events
1. National Black Police Association: Black SA recruiter
represented the FBI on career opportunities.
2. Detroit Division sponsored a career opportunities event at
the Annual Minority Career Conference.
3. SER - Jobs for Progress: Los Angeles Division represented the
FBI at this minority recruiting event in Los Angeles, California.
4. National Society of Black Engineers: A black SA recruiter
(engineer) attended this national job fair that reached a
large audience of prospective applicants and black college
professors.
5. Black Executive Exchange Program: A black SSA represented
the FBI in a recruiting capacity at the annual meeting of
this organization.
6. N.A.A.C.P.: Two black SA recruiters represent the FBI annually.
7. National Bar Association: Two black SA recruiters represent
the FBI annually at this national level convention for black
attorneys.
8. National Association of Black Accountants: Three black SA recruiter
represent the FBI at this national level convention.
9. National Urban League: Two black SA recruiters represent the
FBI at this national level recruiting conference.
10. Alpha Kappa Alpha Sorority: Two FBI recruiters represent the
FBI at this national level convention reaching 75,000 college
trained black women.
11. Indiana Black Expo: This is a major recruiting event at
Indianapolis, Indiana in which black SA recruiters represent
the FBI. The event has a combined audience of more than
100,000 minorities being reached in the midwestern state area.
12. Omega Psi Fraternity: An FBI recruiter represents us in a
recruiting capacity reaching 50,000 black male college
graduates.
13. Charlotte Division attends recruiting functions at Fayetteville,
North Carolina, that is designed to recruit black junior military
officers leaving the service.
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14. Feature article in "Mainstream," a black leadership publication
regarding black SA's, with AD John Glover as focal point was
published.
15. Minority Job Fair Expo: This job fair in Cleveland, Ohio, reaches
approximately-50,000 minorities in the Cleveland area and the
FBI is represented here.
16. National Black Law Student Association: FBI Agent Recruiters
are active.
17. Delta Sigma Theta Sorority: The FBI is represented at a
predominately black service organization in existence for 38 years.
18. Alpha Phi Alpha Fraternity: FBI is represented at a predominately
black fraternal organization in existence for over 79 years.
19. Kappa Alpha Psi Fraternity: FBI Agent representation.
Hispanic Recruiting Events
1. United States Hispanic Chamber of Commerce: FBI is represented
annually at a convention that provides recruitment opportunities
for Hispanics.
2. National Hispanic Bar Association: FBI is represented annually
at this national recruiting event in order to attempt to
recruit qualified Hispanic attorneys.
3. Image: A national conference for professional Hispanics at
which the FBI is represented annually.
4. League of United Latin American Citizens: Two Hispanic SA
recruiters represent the FBI annually at this national level
convention to recruit Hispanic individuals.
5. National Council of La Raza: A Hispanic SA represents the
FBI at this national -level convention.
Native American Recruiting Events
1. National Tribal Council Association
2. National Indian Education Association
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Asian American Recruiting Events
1. Japanese-American Citizens League: A Japanese SSA represents
the FBI at this national biennial convention.
2. Asian/Pacific American Heritage Council: The FBI is
represented at this annual event.
The development of the Personnel Resources Unit is the
FBI's direct program to improve and enhance our minority recruiting
effort.
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PROMOTIONS
The information provided for questions number one,
three and four address the FBI's actions to ensure equality
and prohibit disparate treatment of any individual. The
Upward Mobility Plan provided in item four lends support
to the FBI's interest and actions to provide advancement
opportunities.
The targeted positions in Appendix A were selected
because of their impact of accommodating 200 plus incumbents.
As noted under question one, PROMOTIONS, virtually any
non-Agent position could be viewed as a possibility for
advancement, because of hires at the entry level and promotions
from within the organization.
Vacancy announcements are not circulated government-
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3. Do you have an upward mobility program and how
effective has it been in upgrading minorities? Could you
cite any specific examples?
Attachment 3A is a copy of the FBI's Upward Mobility
Plan. Statistical data on promotions in the targeted series
as identified in Apendix A of the Plan reflects that minorities
earned 15% or 140 promotions in these positions. In addition,
over 400 or 13% of promotions granted were to minorities in job
classification series other than targeted positions.
Selection of non-Agent employees to the Special Agent
position is another dimension of the FBI's Upward Mobility Plan.
Between March, 1985, and March, 1986, 45 employees (or 10.9%) of
the Special Agents appointed were from within the FBI serving in
other positions. Of the 45 employees, five or 11.1% were minorities
appointed to the Special Agent position.
"1
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UPWARD MOBILITY PLAN
FEDERAL BUREAU OF INVESTIGATION
There follows the Bureau's Plan which is responsive
to Department of Justice Order 1411.2 calling on each bureau
within the Department to develop and publish an Upward Mobility
Plan. This was predicated upon instructions previously issued by
the Office of Personnel Management (formerly the Civil Service
Commission) which provided information to Federal agencies-for
planning and implementing Upward Mobility Programs. The Plan
applies to employees in Grades GS 8 and below or any equivalent
wage schedule employee.
Upward mobility is defined as a systematic management
effort that focuses Federal personnel policy and practice on the
development and implementation of specific career opportunities
for employees who are in positions which do not enable them to
realize their full work potential.
This Plan is designed to serve as a basic reference to
ensure a continuing results-oriented program within the Federal
Bureau of Investigation (FBI) to assist affected employees in
attaining their full employment potential.
UPWARD MOBILITY-COUNSELOR
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I. PROGRAM ORGANIZATION, ADMINISTRATION AND RESPONSIBILITY
The FBI's Upward Mobility Program is an integral part
of its centralized personnel assignment, promotion and advance-
ment administration. Administered from the Personnel Section,
the Program is the overall responsibility of, and is overseen by,
the FBI's Personnel Officer, with specific and coordinative
responsibility delegated to the Upward Mobility Manager. Also
having a significant contributory responsibility on the FBI
Headquarters (FBIHQ) level. are the Pay and Position Management
and Employee Benefits Units and Office of Equal Employment
Opportunity (EEO) Affairs of the Administrative Services Division.
Program administration in FBIHQ and field divisions is
the overall responsibility of the Assistant Directors and Special
Agents in Charge (SACs) in terms of ensuring the viability of
the program through effective upward mobility counseling and
recommendations of employees for promotional opportunities.
There follow items for action in connection with program
organization, administration and responsibility:
Action Item A: Build upon existing upward mobility concept by
outlining in the FBI's Upward Mobility Plan
actions this Bureau anticipates taking to assist
affected employees to attain their career potential.
Contributing to this Program will be the combined
efforts of the Pay and Position Management Unit and
the Office of EEO Affairs.
Responsibility: Personnel Officer and EEO Officer
Action Item B: Actively encourage contributions to the Program
from FBIHQ and field employees through the use of
the Suggestion Program, surveys by our Office of
Program Evaluations and Audits, and through analyses
of field office and FBIHQ operations by the
Inspection Division. Additionally, management
officials and personnel involved with position
classification are constantly alert for
opportunities to effect job redesign.
Responsibility: Assistant Directors, SACs and Inspectors
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Action Item C: Designate Upward Mobility Counselors in FBIHQ
and field divisions and ensure they are
knowledgeable concerning the Bureau's program.
(See Section II for instructions on counselor
designation.)
Responsibility: Assistant Directors and SACs
Action Item D: Employeeq will be made aware of the program
through: treatment of this subject at periodic
conferences; posting of the Plan in appropriate
locations in FBIHQ and field divisions; and by
including the identity of the Upward Mobility
Counselor in an appropriate place in the Plan.
Responsibility: Assistant Directors and SACs
Action Item E: Monitor recommendations for selection of employees
to fill assignments involving promotional
opportunities to ensure all are in accord with
merit system.
Responsibility: Chief, Pay and Position Management Unit, Personnel
Section
Action Item F: Continue policy of promoting from within with trial
assignment and on-the-job training being the chief
vehicles for demonstration of suitability for
promotion.
Responsibility: Personnel Officer
Action Item G: Continue practice at FBIHQ and most field offices
of posting and/or canvassing qualified personnel
for those positions where work experience at the
next lower grade is not a prerequisite or selection
from within the work entity is not mandatory.
Responsibility: Pay and Position Management Unit, Personnel Section,
and SACs.
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Action Item H: Maintain skills profiling system containing
skills and experience records of employees for
consultation when job openings occur requiring
special skills.
Responsibility: Pay and Position Management Unit, Personnel Section
II. CAREER AND EDUCATI,)NAL COUNSELING
In compliance with Departmental Order 1411.2. an
Upward Mobility Counselor will be designated in each FBIHQ divison
and field office. These individuals are charged with the responsi-
bility of providing initial and ongoing career counst~ling for
affected employees and in doing so, assisting them in attaining
their full employment potential.
Upward Mobility Counselors are designated as fo:_lows:
l'BIHQ Divisions - Designated by Assistant Director
lield Divisions - Office Services Manager or other employee
designated by SAC.
There follow items for action in connection with career
and educational counseling:
Action Item A: Ensure affected employees are aware of the Bureau's
Upward Mobility Plan and promotional policy and
are encouraged to pursue qualifications for
eligibility by calling this information to their
attention on the occasion of annual performance
evaluations, at annual conferences and through
discussions with Upward Mobilty Counselors.
Responsibility: Assistant Directors, SACs, Upward Mobility Counselors,
and Supervisors.
Action Item B: Ensure individuals selected as Upward Mobility
Counselors have an understanding of merit principles,
performance evaluation procedures and BurEau
promotional policy.
Responsibility: Assistant Directors, SACS, and Upward Mobility
Counselors
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Action Item C: Encourage affected employees to pursue additional
education and needed skills to improve advancement
potential. This will be accomplished by providing
them with information on educational opportunities
offered by private institutions and by encouraging
them to avail themselves of formalized classroom
training afforded at FBIHQ designed to assist
employees to develop skills essential to daily
office operations.
Responsibility: Line Supervisors and Upward Mobility Counselors
Action Item D: Counsel employees on careers in law enforcement.
Responsibility: Line Supervisors and Upward Mobility Counselors
III. GENERAL EDUCATION AND BASIC SKILLS DEVELOPMENT
For all practical purposes, applicants for support
positions in the FBI must have achieved a certain level of academic
achievement such as the successful completion of high school or the
generally accepted equivalent prior to receiving an appointment.
The primary vehicle for skills development is on-the-job training
supplemented by some formalized classroom instruction for employees
at FBIHQ who possess some basic skills but not sufficiently so to
enable them to qualify for certain vacancies.
There follow items for action in connection with skills
development:
Action Item A: Retain on-the-job training as the principal
training method utilized in most cases involving
promotional opportunity so that employees can
enhance their qualifications and acquire skills
and knowledge needed to successfully perform higher
level.work .
Responsibility: Supervisory personnel
Action Item B: Continue systematic program at FBIHQ of formalized
classroom training in such areas as filing, typing,
shorthand, telephone techniques, office procedures
and secretarial methods.
Responsibility: Employee Benefits Unit, Personnel Section.
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Action Item C: Continue program of formalized instruction and
on-the-job training to develop specialized
skills necessary to work and advance in technical
areas unique to the operations of this Bureau.
Responsibility: Affected FBIHQ and field divisions
IV. PROGRAM ESTABLISHMENT AND IMPLEMENTATION
This section deals with entry into the program, provisions
for crossover into other paths of advancement and upward pro-
gression or career-ladder situations. It is designed to provide a
course by which those interested employees who are in basic positions
or who at the time do not have advanced skills but who have
demonstrated potential, have greater opportunity to move into
occupational fields which provide more career advancement consistent
with vacancies and organizational needs.
There follow items for action in connection with this
section:
Action Item A: Continue practice of reviewing on a periodic basis
positions established or upgraded to ensure such
positions are evaluated for possible job realignment
or redesign possibly resulting in job opportunities
for affected employees.
Responsibility: Pay and Position Management Unit, Personnel Section
Action Item B: During periodic inspection of FBIHQ and field
divisions, devote special attention to adequacy and
utilization of personnel.
Responsibility: Inspection Division
Action Item C: Remain alert for situations where work may be
realigned and positions restructured to provide
advancement opportunities for affected employees.
Responsibility: Pay and Position Management Unit with'input
from Assistant Directors and SACs
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Action Item D: Provide maximum upward mobility opportunities
for current support employees by continuing
policy of promoting from within to fill most
vacancies. Vacancies will be filled through
new hires generally only if the FBI is unable
to fill its needs from within.
Responsibility: Personnel Officer
Action Item E: Establish and maintain an index identifying
principal positions which provide opportunity
for advancement and are considered target positions
in connection with this Plan. (See Appendix for
information on target positions.)
Responsibility: Upward Mobility Manager, Office of EEO Affairs, in
cooperation with Pay and Position Management Unit,
Personnel Section
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APPENDIX
TARGET POSITIONS
Pursuant to referenced instructions, each bureau is
required to identify target positions which are defined as those
principle positions to which employees in Grade GS 8 and below
may aspire for advancement opportunities under the Upward
Mobility Plan. Specific requirements for each position would
be furnished at the time vacancies become available. There
follow enumerated target positions for the FBI:
MISCELLANEOUS DOCUMENTS EXAMINER
(Series 963)
This position was established to handle the information
requests, research, reviews and disseminations necessitated by the
Freedom of Information-Privacy Acts. These positions are located
in most field offices and at FBIHQ and can range in grade from
GS 5 to GS 12, depending upon the location of the position.
INVESTIGATIVE ASSISTANT (FORMERLY SPECIAL CLERK)
(Series 1802)
In view of the increased demands made upon Special Agent
personnel, this position was established to free a substantial
number of Agents from lower-level duties, such as voluminous record
checks and certain kinds of complaint handling. These positions are
located in the field and range in grade from GS 5 through GS 8.
TYPING AND STENOGRAPHIC POSITIONS
(Series 322, 312, and 318)
Employees at FBIHQ who occupy filing or other clerical
positions may qualify for higher-level typing and stenographic
vacancies after successfully completing certain formalized
training in those areas. Dependent upon the vacancy situation,
these employees would be eligible for consideration for typing
and stenographic positions and for advancement to secretarial
positions.
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LEGAL CLERKS AND LEGAL TECLINICIANS
(Series 986)
These positions, lDcatid in the Legal Counsel Division,
were established to assist attorieys in that division in the
reseavch,and preparation of their cases. Legal Clerks are in
Grades GS 4 and GS 5 and the grade range for Legal Technicians
is GS 7 through GS 11.
ACCOUNTING TECHNICIAN
(Series 525)
Due to the acceleration of and the FBI's corresponding
concentration on White Collar Crimes, the workload of our
Special Agent (Accountant) personnel greatly increased. To
alleviate this critical problem, the FBI established the Accounting
Technician po:;ition to handle the less complicated and more
routine types of accounting work. These positions are located
in some field offices and range in grade from GS 4 through GS 7.
TECHNICAL INFORMATION SPECIALIST
(Organized Crime Information Analyst)
(Series 1412)
This position involves the review, analysis and
evaluation of investigative reports and related intelligence
data involving organized crime matters. The position requires
synopsizing pertinent data in a succinct manner and composing
reports based on information stored in the computer data base.
The position ranges in grade from GS 5 through GS 9 and is
located at FBIHQ and various field offices.
INVESTIGATIVE CASE INFORMATION ANALYST
(Series 102)
The main responsibilities of this position include
evaluation of investigative data involving major cases being
processed by automated methods; determining what information
should be entered in the computer data base; and formulating
reports from information in the computer. Grades in this
position range from GS 5 through GS 7 and are located at FBIHQ
and various field offices.
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SPECIAL AGENT
(Series 1811)
After gaining experience over a stipulated period of
time performing any of a variety of support functions and after
meeting certain basic requirements, support personnel are eligible
for consideration for the Special Agent position at the entry
level of Grade GS 10 with potential for advancement to many
higher grades. Special Agents are required to conduct criminal,
security and civil investigations covering a variety of classification
of cases over which the FBI has investigative jurisdiction.
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6. How have the total numbers and distribution of
minority employees changed over the last 10 years?
Statistical data in the format provided in response
to number five is not retrievable from 10 years ago. However,
there has been a substantial increase in minorities in our
mainstream occupation, Criminal Investigator, Series 1811,
Special Agent (SA). Considerable increases have also been
made among non-Agent positions.
SA
total minorities
3/1/86
841
SA
total minorities
3/1/76
278
total increase
563
Non-Agent minorities
3/1/86
4216
Non-Agent minorities
3/1/76
2433
total increase
1783
The distribution of minority SAs is between FBI
Headquarters (FBIHQ) and our 59 field offices. The determination
of these assignments is made at FBIHQ as part of the FBI's
centralized personnel management system and is dependent upon the
needs of the Bureau. Non-Agent minority personnel are assigned
among the aforementioned entities in a variety of job titles.
There are approximately 300 different job titles on record for FBI
non-Agent personnel positions.
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7. How do you insure that managers adhere to the rules
and regulations regarding equal opportunity and upward mobility?
What programs do you have in place to insure awareness of such
rules and regulations?
Special Agents in Charge (SACS) and FBIHQ division
heads must ensure that all employees are familiar with the EEO
policy and the responsibility of employees under the Department's
regulations, and that all supervisors are fully knowledgeable on
the subject, particularly as to their responsibilities. This
is brought to the attention of supervisors at the time they are
designated as such. Supervisors must make certain all employees
thoroughly understand pertinent parts of the programs and are
aware of where details on the programs can be located.
Field office responsibility in minority group recruitment
is specifically set forth in the FBI's EEO Plan of Action. Copies
of the Plan of Action should be maintained on key bulletin boards.
The foregoing information is set forth in the FBI's
Manual of Administrative Operations and Procedures, Part I,
Section 4. (Attachment 7A)
Furthermore, the FBI's Executive Performance Appraisal
System (for GS-16 and above) requires that individuals covered by
this system have a critical element in their performance plans
making it essential that the incumbent support and implement the
Department of Justice's and FBI's affirmative action plans and
policies. SACS and other management officials are rated on their
meeting of affirmative action achievement and equal opportunity
requirements. Within the appraisal system for the merit pay
population (GM-13 thru GM-15), a model critical element on
supervision of subordinates was developed and disseminated for
use. It includes a specific requirement to assure compliance
with all rules and regulations including those pertaining to
equal employment opportunity and affirmative action.
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 1- -1
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MARCH 30, 1986
TOTALS 01 0Z. 03;.
GS A M 39
Wg: Ai: M:
GS am 166
6s C M 857. 24
wB C M< 403 1`e 3^ g
GS D M 399 ;2
WB D:;M 6
GS E F 5899 162
GS ~' M 10iO 62
WB E F
19
5
8
2
Wg 14
28
2
13
14
TOTALS 21398
36
93
403
(GS/GM TOTALED)
05 06 07 08 09 10 11 12 13 14 55 16 17 18 19
22
36
20
29
10
4 . 37
1 1 1 2
589
547
97
96
39
32
34
62
59
55
123
38
87
140
y2
153
15
5
13
11
8
31
62
41
38
13
46
10
18
1
13
47
61
64
123.
26
4
,
586
1326
1031
919
349
475
256
401
270
105
18
1
1099
748
4492
954
297
75
39
19
437
370
#90
:182
94
318
752
1
6
1
3
3
3 #
26
18
32
37
93
3
1711
1193
4898
104
308
78
40
21
1314
3 107
1997
2211
613
1028
130
Race/Ethnic Codes:
Amerlean Indian/Ala kan Bat re
B = Asian American/Pacific Islanders
Female .
C !_ ~k Pad: Plan 11 D = Hispanic GS/GM = General Schedule/Merit Pay (Combined)
lhite
B Wade H_oa>: d
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FEMALES 3/30/86 (GS/GM TOTALED)
TOTALS 01 02 03
10 i 12 13 14. 15 18 17
7-7
18 19
19 19 i0 5 Z 7 H
3 2 121 437 11t2 589 547 97 96 39 32 13
57__ ;: 13 40'
..... ........................
162. 56 1326 1031 919 349 4t ;255 404, ;:270 105. 1fl
TOTALS 9438 18 48 296 1062 2525 1685 1518 465 606 319 460 298 116 20
FORM x1ss nnT
Declassified in Part - Sanitized Copy Approved for Release 2013/02/26: CIA-RDP88M00933R000300360008-0
 Declassified in Part - Sanitized Copy Approved for Release 2013/02/26: CIA-RDP88M00933R000300360008-0
EOD = Entry on Duty (HIRES)
EODS 3/85-3/86 (GS/GM TOTALED)
`TOTALS O1 O2 ':03 04 OS 06 09 08
G5. AM.
..... ......
.............
GSG:M:
13
G5 C M
0
22
7
10
418';' G M