REPORT OF THE CENTRAL INTELLIGENCE AGENCY HUMAN RESOURCE TASK FORCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88-01192R000100050001-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 79
• Document Creation Date: December 27, 2016
• Document Release Date: November 21, 2012
• Sequence Number: 1
• Publication Date: October 28, 1986
• Content Type: REPORT

Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
0
C
CONFIDENTIAL
REPORT OF THE CENTRAL INTELLIGENCE AGENCY
HUNT RESOURCE TASK FORCE
0
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 bDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
G
CONTENTS
0
0
0
0
0
G
0-
0
a
0
0
c
D
CHAPTER 1 - CIA Personnel Strategy for the 1990s 1
The Dialectic Between Myth and Reality 1
System Deficiencies 2
Future Challenges 2
What We Propose 3
I. Organizational Develo~nent 4
A. Management Responsibility, Authority & Accountability 4
B. Integrated Human Resource System to Support Line Managers 4
C. Human Resources Planning 4
II. Career-Development 5
A. Dual Tracks for Managers and Experts 5
B. Promotions 6
C. Training for the Intelligence Professional 6
III. Compensation 7
IV. Rebuilding the Psychological Contract 8
V. The Total Program 9
CHAPTER 2 - Agency Strengths, Weaknesses & Challenges 11
The Agency's Strengths 11
Organizational Weaknesses - The Downside of Can-Do 12
Can We Continue to Live on Can-Do? 14
The Changing Environment: Future Demands on the Agency 15
Congressional Oversight and the Fear of Failure 15
The New Generation 16
Reduced Desirability of Federal Employment 16
Meeting Increased Challenges with Constant or Decreasing Budgets 17
The Leadership Transaction 17
The Challenge of Remaining Technologically Relevant 17
CHAPTER 3 - A Strategy for Implementing the New Human Resource System 19
I. Organizational Development 19
A. Management Authority, Responsibility and Accountability 19
B. Integrated Human Resource Support to Line Managers 20
C. Human Resource Planning 22
II. Career Development 23
A. Career Paths 23
1. Expert Tracks 24
2. Management Tracks 24
B. Skills-Based Promotion 26
C. Training 27
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Uleclassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
0
CONTENTS (cont'd)
D
0
D
a
III. Compensation
A. Internal Equity
B. External Equity
C. Pay-for-Performance
D. Incentive Awards
E. SIS Pay-for-Performance
F. SIS Total Compensation
G. SIS Ceiling
H. Individual Compensation Packages
IV. Rebuilding the Psychological Contract
A. Improved Communications
B. Seeking Employee Feedback
C. Addressing Employee Concerns
V. Conclusion
APPENDIX A - Some Recurrent Personnel Management Issues
as Seen Through the Inspection Process
Introduction
Management
Career and Personnel Development
APPENDIX B - Draft Timetable for Implementation
APPENDIX C - Employee Generated Initiatives
Introduction
Table of Contents
Initiatives
A-1
A-1
A-2
A-7
C-1
C-1
C-2
C-3/C-21
a
a
a
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 /, A7 T T t' "' m T T P
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
0
0
a
e
a
a
B
CHAPTER 1
In February, 1986, a task force consisting of senior representatives from
each Career Service was assembled and charged with evaluating the degree to
which our current human resource management structure will support the
Agency's ability to meet the challenges we face now and over the next decade.
and, as necessary, developing a human resource strategy to improve this
capability. This required a comprehensive examination of all the issues
affecting Human Resource Management--culture, organization, compensation,
career development, benefits, training, evaluation, recruitment, motivation,
retention, etc.
Over the course of our study we conducted historical research, spoke with
more than a thousand Agency employees, and explored current issues of human
resource management with professionals and practitioners in the private and
public sectors. We sought to determine the extent to which emerging trends in
demographic, economic, political, and sociological arenas will dictate
adjustments in CIA's organization, policies, practices, and procedures.
Our findings indicate that our present personnel structure is more an
accretion of policies and procedures created to meet needs as they arose than
an integrated human resource management system designed for managing our most
valuable resource, our people. If we are to be prepared for the 1990s, we
need an integrated system that reflects the latest advances in the field and
anticipates the unique challenges this Agency will face in the future,
reinstills our sense of "family," and increases the effectiveness of our
people.
The Dialectic Between Myth and Reality
Every successful organization has a belief system, a culture that defines
its place in the universe and that encourages people to want to become and
remain a part of that organization. In our investigations, we discovered
three commonly held beliefs:
First, our people believe that we are the best intelligence organization
in the world. We are apolitical but we are policy relevant.
Second, we believe that our people are our most important resource. We
try to attract the best people we can find. We have a sense of family and
take care of our own. We are a meritocracy: we believe that the individual
makes a difference; we value the virtuoso performer and reward those who
produce.
And third, we are a can-do organization. We pride ourselves on our
ability to do the job and meet the challenge. We are forward-leaning,
flexible, and less bureaucratic than other government organizations.
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 CIA-RDP88-01192R000100050001-8
a
D
Too often, however, our human resource system and our personal actions
are inconsistent with these beliefs, causing a dissonance that can have
substantial negative effects on both productivity and morale. Chapter Two of
this report summarizes our findings in this area. In addition to our efforts,
we asked the IG Staff to conduct an independent review of its recent surveys.
Those findings are reported in Appendix A.
System Deficiencies
In examining our current human resource system, we were forced to
conclude that, despite its many strengths, it will not be effective in
addressing our long-term needs. It has not facilitated, for example:
Human resource planning to identify skill requirements in sufficient
time to make significant adjustments to the.:recruitment and training
systems.
-- Integration of personnel needs with mission requirements and pr
goals so that the staffinlimplications of programmatic decisions are
clearly understood. _
a
e
a
0
D
a
-- Compensation r g itio of Agency unique and occup Lion specific
requirements :that differentiate us from the rest of government and
private industry.
Well designed saal y and benefi pt~ions for midc and second
I, career employees and for dual-career3families.
-- An-organ = izational structure that encourages and re Ards broadening
?expertisfor example, through lateral experiential assignments that
cross component and discipline lines.
Early-identification of, and training-for,_people with manage al
tential and clear accountability and r-ewards for managerial
(_compet' _ _e._npce.
These deficiencies take on added significance as we look to the future.
Future Challenges
Our investigation of demographic, economic, sociological, and political
trends identified the following as areas of concern as we try to make more
effective and efficient use of our human resources in the future:
The Agency's mission has expanded. The intelligence issues we deal
with are different from and far more complex than those we tackled in
the past. In addition to the more traditional recipients of
intelligence information, the'number of our consumers has grown to
include such elements as the Departments of Energy, Treasury, and
Commerce; NASA; the Arms Control negotiators; the Special Trade
Representatives; and the Joint Economic Committee of Congress.
2
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 r n M Ti' T Tt 9. )2 'T T n T.
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
a
0
D
0
0
D
0
Accomplishment of our mission requires teams of experts from a
variety of analytical and collection fields, each contributing
special skills and knowledge. We already face keen competition for
these highly skilled, educated, and talented people. We also find it
difficult to get the ethnic and linguistic mix essential to our
business.
- We expect the competition to intensify in the next few years as the
number of highly skilled jobseekers decreases. Without the
competition of the postwar baby boom generation, most of whom are
already employed, the much smaller successor generation can afford to
be quite selective. Enterprises able to court this generation with
sizable pay and benefits packages are likely to siphon off the most
attractive candidates. This problem affects.both recruitment and
retention.
- Dual-career couples and single-parent families will be the norm,
impinging on the mobility required for many CIA occupations. In
addition, terrorist activity abroad has made overseas assignments
less attractive than they once were; the added jeopardy of working
for an intelligence organization makes overseas placement extremely
difficult.
- Once on board and possessing specialized clearances and access, our
people, particularly those with technical and regional skills or
overseas experience, are increasingly attractive to the private
sector.
- And if this were not enough, the technology in many fields is
changing so rapidly that graduates six to eight years out of school
may need to be retrained to stay at the cutting edge in their
disciplines.
All this is occurring in an environment in which federal employment is
seldom portrayed as particularly worthy or highly valued. The low esteem in
which civil servants are held is not simply a matter of rhetoric; there is the
even harsher reality of a stagnating and even declining salary and benefit
structure for federal workers.
What We Propose
In light of these challenges we recommend a total reorganization of our
approach to human resource management. This new strategy is outlined in
Chapter Three. For presentational purposes our initiatives are grouped into
four broad categories titled organizational Development, Career Development,
Compensation, and Rebuilding the Psychological Contract. At the outset, we
concede that this separation is artificial because the actions proposed are
interrelated and the integration of these elements into a coherent
intelligence personnel strategy is a primary objective and one we consider
necessary for success.
3
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 : CIA-RDP88-01192R000100050001-8
0
D
a
D
a
0
0
D
0
0
I. ORGANIZATIONAL DEVELOPMENT
We propose structural changes in how we manage our people, how we support
our managers, and how we do our human resource planning.
A. Management Responsibility, Authority, and Accountability
The touchstone of any human resource system is, of course, the line

Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
G
APPENDIX C
EMPLOYEE GENERATED INITIATIVES
In the course of our discussions and interviews with Agency employees, we
obtained from them a number of suggestions on ways to improve the Agency. We
are submitting selected suggestions as an appendix to our report in order to
provide management with a flavor of the concerns expressed by our employees.
We pass them on as examples of improvements which, on the surface, appear
feasible and should be further explored.
c
G
C,-1
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
0-1
C
c
Li
25X1
U
c
n
25X1
C
Li
TITLE
Agency Paid Travel Insurance
Alternative Scheduling
Annual Leave Buy-Back Program
Back to School
Benefits for High-Travel Jobs
Civilian Reserve Program
Clerical Staffing with Spouses
Core Holidays and Flexible Holidays
Cover Planning
Critical Language Skills
Cultural Bonding
Day Care for Sick Children
Employees as Recruiters
Enhanced Certificates of Merit
Equality of Benefits
Ethics for EODs
Excess/Surplus Equipment
Expand the Co-Op Program
Fast Track Applicant Processing
Financial Services When Under Cover
Five-Year LWOPs
Full Retirement Funding by Agency
Initial Clerical Assignment Review
Interim QSI Upgrade
Length of Service Recognition
Manager of the Year Awards
Matching Savings Plans
Overtime policy
Personal Computers
Portrait of Excellence
Project Participation Citation
Promotion Honors
Real Estate New Employees
Revised Independent Contractor Rules
Sabbaticals with Contractors
Skills Incentive Program
Skills Match Program
Spouse Recognition Program
Temporary Retention of Applicant Skills Information
TV Monitored News
Unit C_ii-atinn Tmnrnt7cmcn1-.
Vacancy Notices
C-2
C O N F I D E N T I A L
C-3
C-3
C-4
C-4
C-5
C-5
C-6
C-6
C-6
C-7
C-7
C-8
C-8
C-8
C-9
C-9
C-9
C-10
C-10
C-10
C-11
C-11
C-12
C-12
C-13
C-13
C-13
C-14
C-14
C-15
C-15
C-15
C-16
C-16
C-16
C-17
C-17
C-17
C-18
C-18
C-19
C-20
C-20
C-20 25X1
C-21
C-21
C-21
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 L Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 : CIA-RDP88-01192R000100050001-8
c
Agency-Paid Travel Insurance
0
0
G
G
The Agency should purchase a group travel insurance plan to cover all
employees engaged in official travel. %b ile employees may privately purchase
travel insurance, it is not always possible to get coverage for the complete
TDY. Thirty percent of travel orders are modified while enroute making
previously purchased insurance inoperable and no private insurance plan is
capable of handling TDY's that require the use of aliases.
The Office of Personnel can negotiate for the purchase of a group plan
based on the average number of travelers per year, number of domestic or
foreign TDYs, and average length of TDY. Names and precise destinations would
not be required. Previous staff work on this initiative indicated that
$50,000 or $100,000 of insurance per employee could be acquired at a very
nominal cost to the Agency.
Alternative Scheduling
c
C
0
C
c
we can create a greater diversity of work times and thus attract that
segment of the population which is unable to work a five-day week during the
standard hours.
Expansion of an office's hours via non-standard work schedules provides
additional hours of quiet for productive work, expands customer access, and
requires less overtime for the processing of intelligence. Longer hours would
also be a more efficient use of our permanent plant. Suggested schedules are:
? Flextime, including 5/4-9 or a four-day 40-hour work week schedule.
This is now available but not encouraged.
An additional full or half shift during time periods not currently
covered. These hours tap into a population that is not normally
recruited by the Agency. Off-standard shifts also enable two-job
households to have prime time coverage with their children.
Focusing on people who can work less than a 40-hour week may uncover a
large pool of untapped talent and put us in a better position to compete for
the smaller labor force of the nineties. Suggested programs are:
"Three-season"/non-summer employees. Summer LWOP would accommodate
those people with school-age children or other summer vacation
problems.
C-3
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
D
D
D
D
0
a
D
0
0
0
0
0
? Individuals whose work is seasonal, such as teachers, could have
fixed contracts for specific periods of the year.
At-home part-time work that can be quantified, such as scoring tests
or answering applicant letters, would retain interest and loyalty of
employees who are on extended leave for reasons such as caring for
sick relatives or children.
? Job sharing gives an office full-time coverage while attracting
people who wish to work less than full-time.
? Standard four-day or 35-hour week will attract another group of
people.
Annual Leave Buy-Back Program
One way to recognize the dedication of our employees, who for each of the
last five years have collectively forfeited an average of 100,000 hours of
annual leave, would be to institute a buy-back program. The Agency would
establish a minimum amount of leave that employees must take. The dollar
value of any unused leave over the minimum that would normally be forfeited
would be invested by the Agency. on the employee?s behalf in government
securities. These could then be converted to cash by the employee as they
matured.
Back to School
If we wish to develop multifaceted employees with enhanced and new
skills, then we should improve our financial support for employee academic
activities that may not be directly job-related. To encourage more employees
to expand their skill and knowledge base in areas of interest to the Agency,
we could define "work related" courses in a broader way and make financial
sponsorship easier to obtain.
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 /' i1 "' 7 T ' ri "' R9 T - T
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 : CIA-RDP88-01192R000100050001-8
c
0
0
0
c
Benefits for High Travel Jobs
Many assignments require employees to travel extensively both
domestically and abroad. Federal per diem is designed to cover basic
subsistence during those periods but we .believe that extensive travel in
itself has other tolls not directly tied to meals or lodging. We believe we
owe our employees the following:
Provide "X" hours of excused absences for travel that covers three or
more time zones to allow the biological clocks of employees to
readjust. This should be connected to the amount of time spent at
the destination The hours would be used within three days after
return to point of origin.
? Reimburse membership costs of red carpet airline clubs for employees
occupying positions that require travel over "Y" miles per year.
? Provide luggage to employees whose positions require extensive
travel. We further recommend that the luggage be purchased in small
lots to provide variety and avoid the possibility of any specific
type being labeled as "Agency."
As an incentive to attract people for high travel assignments (25% or
more time spent in travel status) consider establishing a salary
differential or addition to compensation.
? Grant two hours of compensatory leave for each day of TDY travel to
recognize the fact that a large percentage of TDY travel is conducted
on the employee's time.
Allow travelers to take advantage of benefits which accrue to
"frequent fliers."
G
c
Civilian Reserve Program
Improve the Agency Civilian Reserve Program by:
better defining the emergency or crisis under which members are
recalled;
0 eliminating the one-year-out-of-service-following-retirement rule;
? reducing the bureaucratic processing/approvals required to recall a
member of the cadre; and
establishing a fee schedule which will eliminate compensation as a
subject of discussion at time of recall.
a
C-5
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 /q A 14 f9 T T T!1 ~~ M
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 CIA-RDP88-01192R000100050001-8
C
P
e
e
Clerical Staffing, with Spouses
Currently, spouses of Agency employees are allowed to work in overseas
stations without being polygraphed. Employment at Headquarters, often in less
sensitive jobs, is delayed by security processing.' The creation of a no-poly
job opportunity program at Headquarters would permit spouses to EOD (after
meeting certain minimal prerequisites) within three weeks of date of
application. This would obviate the need to terminate field contracts before
PCS back to the United States, would help alleviate the clerical shortage and
would provide opportunities for full-time and part-time applicants. Normal
security processing, including the polygraph, would be completed after the
employee was on duty. This program would be open to spouses of all Agency
employees.
Core Holidays and Flexible Holidays
G
c
G
C
0
To permit employees greater flexibility in leave usage, institute a system
whereby employees could elect to work on a holiday and take another day off in
its place within the same year.
The number of holidays would remain the same but some would be designated
as core holidays while others would be designated as flexible holidays. For
instance, an employee might decide to work on Columbus Day (if this were
designated a flexible holiday) and be absent the day after Thanksgiving.
C-6
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 LDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21 CIA-RDP88-01192R000100050001-8
Critical Language Skills
G
c
a
e
P
G
U
G
0
0
Institute an upward mobility program and send participants to several
years' training for languages in which we have little or no in-house
capability and a long-term need. This will reduce language shortages in
particular areas and provide career growth opportunities for some talented
employees.
Cultural Bonding
Provide assistance in integrating the new employee into the Agency culture
and help him or her adjust to the local area. People who, with their
families, have acculturated quickly usually are more productive.
First, signal to applicants that the Agency cares for its employees by
inviting spouses to accompany applicants for the interview and encouraging
them to attend the FELO briefing which would include information on housing,
cost of living, schools, transportation, and the effect of security on
lifestyle and one's family. Other important touches would include:
? Meeting applicants at the airport and seeing them off.
? Authorizing rental cars instead of taxis during invitee travel.
0 Providing attractive interview rooms.
Providing an expense account for interviewers which would allow for
lunch/dinner with applicants.
? Treating the interview as an "event" with some pre-planning.
When appropriate, such as when spouse cannot come, conducting the
interview in applicant's home.
? Reducing anxiety by escorting applicants to and from polygraph and
medical examinations.
Second, after EOD a trained mentor should be assigned to new employees.
The mentoring activity would be acknowledged in PARS and there would be
provision for feedback/communication with someone in the EOD's office.
Third, the "CT" program should be expanded to all employees. The cultural
bonding of employees training together for several weeks and learning about
the Agency as a whole is invaluable in terms of developing employee
commitment, networking, and overall effectiveness.
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
d
8
D
D
Day Care for Sick Children
Expand our current plans for a day care center to include a facility for
sick children.
Such a facility would reduce the amount of leave taken by employees to
care for sick children. Some organizations across the country are now
providing well and sick day care. Often, an employee takes off to care for a
child who has a fever or sniffles rather than a serious illness. A day care
center that could accommodate children with colds and other minor ailments
would permit employees, who now must remain at hare, to come to work.
Employees as Recruiters
D
D
a
B
D
D
a
a
a
a
Encourage employees to recruit, particularly in scarce skills areas.
Internal referrals are one of the best sources for identifying applicants who
survive the selection process. The Agency would benefit from the increased
intake and employees would have an increased sense of accomplishment.
Publicity concerning this initiative could be through the media currently
in use, but should be repeated often. There could be a form of recognition
designed for the employee who successfully recruited. There could even be
timed contests between Directorates with much publicity on Directorate needs,
applicant numbers and the loss ratios in processing.
Enhanced Certificates of Merit
The Certificate of Merit is the lowest level of Honor and Merit Awards and
is given for sustained superior performance or a single act of high merit. We
believe the Certificate of merit is underutilized as a symbolic award, because
approval of the award is retained at the Directorate level. It could be
delegated to the component, where it could be more effectively used with a
minimum of administrative work to quickly recognize excellent current
performance and encourage more of the same.
C-8
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 LDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21 : CIA-RDP88-01192R000100050001-8
0
Equality of Benefits
0
c
Ensure that the benefits paid to part-time employees are proportionately
identical to those paid full-time employees. Traditionally, due to the
limited number of full-time cover positions overseas, many of our career
employees, who are also employee spouses, are shown on official records as
serving part-time (the 39-hour-a-week employee). These part-time employees
are not eligible for the same types of benefits provided to full-time official.
transfers. This dichotomy occurs because in the past we have followed the
Standardized Regulations for the provision of allowances and differentials,
which disallow most benefits for part-timers because they are not normally
considered career employees.
Ethics for EODs
C
c
a
0
c
0
In a society which does not seem to esteem the same ethical values that
the Agency requires, the entry-on-duty orientation is a good time to impress
on our employees what we expect of them. The message of a "CIA Ethics Course"
for all EODs should be, "This is how CIA conducts itself and we take this very
seriously." The course should be positive; but it should also be replete with
concrete examples of Agency disciplinary cases and what happened to the
employees involved.
Examples of topics which should be included are shoplifting, price tag
switching, credit card abuse/fraud, drug and alcohol abuse, child and spouse
abuse, sexual deviance, expense account padding, falsifying payroll
information (claiming not-worked overtime, not signing for leave used, etc.),
and skimming agent compensation.
Excess/Surplus-Equipment.t
Before turning in excess/surplus equipment to GSA for subsequent auction,
the Agency should conduct its own internal auction of these items as a new
benefit for employees.
C-9
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 { Declassified in Part - Sanitized Copy Approved for Release 2012/11/21 CIA-RDP88-01192R000100050001-8
0
c
0
0
Expand the Co-Op Program
The Co-Op Program gives both the component and the student an opportunity
to evaluate each other before making a long-term commitment. An analysis of
the program indicates that it helps us get some career employees in
specialized fields even though our salary offerings after graduation are not
competitive. While the excitement of our mission is important in initially
attracting applicants, the ability to work in the intelligence field as an
undergraduate apparently helps cement the desire to make CIA a career. With
an overall success rate in terms of career conversion of over 60%, expanding
the number of schools and students participating in the Co-Op Program appears
a worthy endeavor.
Fast Track Applicant Processing
Implement Project Fast Track, an experimental methodology for moving
quickly through the system those applicants who are adjudged "easy" to get
through processing, while saving the "hard" cases for last. This can help
break the logjam in processing and get more people on board.
Financial Services When Under Cover
C
One of the offshoots of a career that requires spending considerable time
overseas is the need for a financial planning team to watch over an employee's
financial interests when he or she is unavailable to do so. Offering covert
employees this type of service as a benefit would reduce one of the negative
stressors of an Agency career.
C-10
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 (1 hT Lo T T ThT T T ]1 T'
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
D
Five-Year LWCPs
To reduce attrition and to provide managers with private sector
experience, establish a program to allow employees a 5-year LWC>P to accept
private sector positions at higher camperisation while continuing to accrue
government retirement benefits.
A growing number of resignations are occurring in the 40-50 age group.
Many are senior Agency managers whose resignations are a significant resource
loss. Financial reasons are the prime reason for resignation. We might not
permanently lose such employees if we had a program that allowed an employee
to take up to 5-years of LWOP to provide them with an opportunity to earn a
higher private sector salary and still accrue federal retirement credit for
that period of time upon return to government service for a specified number
of years.
0
41
The benefit to the employee would be the opportunity for increased
compensation to meet education and family expenses during the peak need
without having to sever the relationship with the Agency and lose tenure. The
benefit to the Agency would be to have a proven employee return recharged with
a broader perspective and background.
0
C
G
Full Retirement Funding by Agency
Retirement contributions for each Agency employee today total
approximately 14% of salary; 7% by employing agency as infra-governmental
transfer and 7% by employee from appropriated funds which are taxed at time of
contribution. On behalf of the employee, the government could contribute the
entire 14% and treat the amount as an infra-governmental transfer.
Appropriated funds are included in the federal deficit calculation-
intra-governmental transfers are not. This could be administered three ways:
- Leave salaries as they are, which would effectively grant an
across-the-board 7% pay raise.
c
- Cut all salaries by 7%, take the difference and add one or two
additional steps at the end of the pay scale so over the long term
employees could ultimately get back the 7% and effectively earn 7%
more than other federal employees.
- Cut all salaries by 7%, hold the 7% value as an additional pool of
funds that could be allocated as a special pay for performance bonus.
C-11 - .
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
0
a
25X1
B
0
a
8
0
0
D
0
D
0
0
Health Facilities
Mindful of the need to maintain health and fitness, we encourage all of
our employees to exercise yet many buildings have no facilities.at all. We
need to provide additional facilities and programs for a minimum level of
exercise or contribute a particular amount of money toward joining a private
recreational facility so that our employees can stay healthy.
CONFICDVNTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
e
0
Initial Clerical Assignment Review
Establish a procedure whereby clerical employees are contacted 30 days
after starting their initial assignment to determine whether the placement has
been successful. If not, the component personnel officer would be alerted and
tasked with seeking a more appropriate assignment. In many cases, the
requirement to remain in a position for one year leaves employees with few
alternatives to resignation. This is especially true of clericals and
secretaries who are in great demand outside the Agency.
Interim QSI Upgrade
0
As an interim measure until the new pay-for-performance system becomes
effective, it is recommended that approval of QSI's at all grade levels be
delegated to office Directors. This would improve management's flexibility
and better motivate employees by-reducing the time between performance and
award.
Length of Service Recognition-
0
At a time when a federal career is not viewed with the same respect as in
the past, we believe it is important to revitalize our efforts to symbolically
recognize long-term Agency and Federal employment. Length of Service Awards
provide us with the opportunity to unequivocally tell our long-term employees
in less glamorous career tracks that they are special-and important to the
work of this Agency. This will become increasingly important as we implement
a pay-for-performance system that removes longevity from the compensation
calculation. We propose several enhancements to our present longevity awards
program to increase its impact:
? In addition to Length of Service Certificates, tie tacks and pins, we
would add to the badge a letter or stripe indicator so that everyone
is aware that this is an employee with some vested time in the
organization.
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 C n W P T n r N T T AT.
L Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
D
fl
rur a mayor Lengtn or service award of 25 years, we recommend a "this
is your career" type of presentation at the component's periodic
promotion ceremony or even a special presentation with senior
component managers and the employee's immediate family. Such a
presentation would be similar to the Career Honor and Merit Awards
ceremonies including a complete review of the employee's career with
appropriate anecdotes.
a
e
apeciai errorts snoula oe taken to ensure that appropriate Career
Achievement Awards, especially if they include rosettes or ribbons,
are presented to employees while they have years of service left, not
at retirement. If the employee is still on board when the
presentation is made, the employee will receive a psychological boost
that will positively impact on his or her work-life and the coworkers
will have a role model to emulate.
Manager of the Year Awards
0
0
D
D
0
a
0
0
0
Establish Directorate Manager of the Year awards to nurture the
development of effective management skil s among line managers. Such an award
would send a message that the Agency is committed to managerial quality.
Matching Savings Plans
One of the positive features of the new Federal Employees Retirement
System is the thrift plan that includes a matching employer contribution and
significant tax advantages. It is proposed that the Agency upgrade its
Voluntary Investment Program to 401K status to provide the same advantage to
employees who do not change to the new retirement system. This initiative may
help counter a potential negative effect of,the new tax law-increased
attrition in some occupations that are highly competitive in the private
sector. The reduced tax rates make the higher salary offers by private sector
companies far more attractive. Ensuring that all employees have an
opportunity to take advantage of the tax savings available through a 401K
program would help reduce the attractiveness of some private sector salary
offers.
This initiative could be approached in two parts, 401K status and then
matching funds if deemed more appropriate. Upgrading the VIP plan to 401K
status with a 50% match (10% by employee and 5% by the Agency) would offer
tremendous retention leverage.
C-14
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 I1 A AT Z9 T n TCO AT T T 71 T
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
c
c
c
G
0
Overtime Policy
When the rule that 8 hours of work be donated before overtime could be
paid was repeated, it was not replaced with a uniform policy providing equity
Agency-wide. As a result, same components instituted an overtime policy
requiring compensation in money'or time off for all employees when overtime
work was necessary. Other components maintained the Agency culture of
expecting employees to remain on the job until the work was done without
overtime pay or compensatory time. This lack of uniformity in overtime policy
is highlighted whenever employees from different components and occupations
work on projects together. A clear Agency policy should be issued.
Personal Computers
a
Subsidize the purchase of personal computers for employees; in so doing,
reduce fears of automation and ensure computer literacy of all employees.
Choice of PCs could be limited to those used by the Agency to ensure that
the purchase is work-relevant and to obtain group rates.
Portrait of Excellence
0
0
G
Regularly provide a "Portrait of Excellence" by publicizing success
stories of Agency employees. To do so would motivate and encourage
entry-level talent, to the benefit of the Agency. It would also reinforce
other programs by demonstrating the skills and initiative required to advance.
C-15
C ONTF? I DENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 LDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21 :CIA-RDP88-01192R000100050001-8
a
0
0
0
Project Participation Citation
Provide an award for team participation. In an era that will increasingly
require drawing on many functionally unrelated resources to attack specific
problems this is particularly necessary. The Secretarial Task Force and Human
Resource Task Force are two human resource related examples of what is
becoming an increasingly routine use of cross-directorate skills to address
Agency-wide concerns without assigning individuals to the task full-time. The
many people who helped the Task Force and contributed to the success of these
efforts should be recognized.
Promotion Honors
a
0
0
0
0
0
0
0
Provide real estate support to new employees as inducement to those from
outside the immediate area to make the move. Housing in this increasingly
urban area with its poor public transport to CIA sites is very expensive; this
is a large disincentive to many and quite a financial shock to people not from
the East or West coast.
An additional recruitment incentive would be use of the Domestic
Relocation Facility to assist out-of-area new employees to sell/rent their
residences so that they will have the financing to pay for quarters locally.
C O N F I C D NTIAL
Establish a program wherein ALL promotions will be presented in the
auditorium by the respective Deputy Director, thereby publicizing employee
accomplishments and acknowledging the employees' value to the Agency. This
would increase morale and dedication and also increase the sense of "Family."
To the extent possible, the family of the promotee should attend.
Certificates and Incentive Awards could also be given during these ceremonies.
Real Estate Support to New Employees
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 T T 80 a T T A T
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
25X1
Li
C'
c
D
Revised Independent Contractor Rules
Although we are aware of the reasons which led to our current policy on
rehiring annuitants, it is nevertheless recommended that the independent
contractor rules be revised to permit components to rehire Agency annuitants
as necessary, regardless of whether they are in a designated one-year exempt
category. This is needed to help alleviate the severe personnel shortages.
Sabbaticals with Contractors
c
c
0
Establish opportunities for sabbaticals in the private sector for
employees in various fields. This would increase the occupational skills
level and sharpen awareness of private industry practices. There exists the
risk that some employees may not return, however, the possibility of a
continual infusion of new ideas back into the Agency following the sabbatical
is worth the risk.
C-17
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
c
0
D
Skills Incentive Program
Develop a program similar to the language incentive program to encourage
employees to maintain currency in specialties not being used in current
positions - engineers, chemists, lawyers, etc. To do so would increase
flexibility in meeting Agency-wide mission needs in an era of declining
resources. It also would increase bonding and help develop a corporate view.
Implementation would require the following:
? Identification of individuals who have switched careers within the
Agency and are interested in a program seeking to maintain currency in
their previous specialty. It would be required that employees agree
to serve a tour in that specialty if their services are needed.
? Development of journeyman performance standards for Agency occupations
and measurable tests of performance capabilities.
0
0
0
2
C
C
c
? Design and implementation of training mechanisms to allow employees
the opportunity to bring up or maintain skills.
? Annual tests and payment of a reward or bonus to those who qualify.
Skills Match Program
Establish a program to better match skills of employees to Agency needs.
This will help optimize use of employee skills and talents in this era of
declining resources.
During the ranking process a determination should be made:
if there are employees in positions where their skills and background
are not being used to best advantage
? if there are employees performing at barely satisfactory level even
after a normal period of training.
As part of this identification process, a profile of the individual will
be completed that describes the individual's strengths and weaknesses with
recommendations as to the type of job and/or environment that would lead to
better use of the individual's skills. These profiles would be consolidated
at the directorate level and the employees would be counseled as to the
Panels' findings. An active cross-directorate placement program could
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 CONFIDENTIAL
LDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
c
G
D
G
0
G
0
C
G
a
c
then be activated to improve the skills match. This program must be
publicized as a way to make the most of each individual's capability; not to
unload problem cases, nor should it be considered a demotion of or punishment
against those people identified.
Spouse Recognition Program
Although we talk about the importance of spousal support to Agency
employees' careers and say we recognize the unique hardships and stress
involved in being the spouse of. an intelligence professional, we have failed
to formalize any Agency program to say "thank you." Private industry
customarily does this by paying for spousal attendance at conferences and
conventions or by providing products at reduced cost, etc.
We propose the establishment of a special Certificate of Appreciation
which could be presented with ceremony at the time of the employee's
retirement. This would recognize the contribution of the spouse especially
where special circumstances, such as extensive travel and/or assignments to
hardship posts, caused serious disruptions to the family's lifestyle.
We also propose that consideration be given to providing employees special
small awards that would include some reward for the spouse as well as the
employee. Such awards in the form of excused absences tertainment
vouchers, theatre tickets or even a weekend stay could be given to
recognize the stress placed on families when Agency employees must work
extended hours over a long period of time without telling their families what
they are doing or why it is important. This would be the organization's way
of supporting the family unit.
CONF'I9VNTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 LDeclassified in Part - Sanitized Copy Approved for Release 2012/11/21 : CIA-RDP88-01192R000100050001-8
a
0
B
D
a
Temporary Retention of Applicant Skills Information
Code applicant capabilities according to skills bank/critical skills
requirements and maintain for two years. It is faster to recontact an
applicant who, by definition, is interested in working for the Agency rather
than searching for a new person.
I
A simple program could be written to retain the skills, name and recontact
information.
TV Monitored News
8
a
a
a
a
D
a
0
B
0
e
Place TV monitors over elevators and in cafeterias and broadcast
.information to inform employees about the latest policy changes, benefit
changes and options, vacancy notices, and information on upward mobility
programs and requirements. Employees should be encouraged to ask questions
and make suggestions; these would be addressed during the broadcasts.
Also recommended is the development of automated kiosks in accessible
places such as the library. This would allow employees who do not have their
own terminals to access information on services and benefits available such as
insurance information, Employee Assistance Programs, oTE training catalog,
retirement information and information regarding the VIP account, the Credit
Union and vacancy notices. Although AIM might be used to bring the same
information directly to employees at their desks, there will still remain many
occupations where AIM access is not readily available and we should not
overlook the needs of these employees.
Unit Citation I rovements
Work efforts that go far beyond what is normally expected should be
recognized and encouraged. If we judge by the small number of unit citations
handed out today, this is not the case. Yet each year we say we produce more
intelligence, publish more reports, accomplish more specific tasks or attain
greater production than ever before. We need to say thank you more often.
We propose that CP develop and provide operating officials with directions
and guidance to increase the use of unit citations, coupled with the
delegation of authority to operating officials to approve such awards. We
also believe the most impressive way to present unit citations is to have the
appropriate Deputy Director come to the work place unannounced to the
employees being honored and personally make the presentation.
CONFIDENTIAL
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 (? (1 u r T T% L' Lt m r a r
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
D
0
C
Allow employees to rent for a modest fee the lodge facilities at 25X1
.... nc .vvuiu
be demonstrating our regard for the family and the importance of the family in
the Agency construct by providing a non-salary benefit to employees and their
families.
Vacancy Notices
0
0
0
0
0
0
Rework the Vacancy Notice system to list by grade or occupational
category; automate the entire system and place it on AIM. In the process,
improve the notice by including the position description. Increased
timeliness of access would provide more timely responses for advertising
offices. Reformatting and ease of access would save employee scanning time.
The reformat also would improve communication of actual position duties and
skills required, thus reducing responses from unqualified employees.
Ultimately it might be possible to allow direct input by components and
make it easier for employees to shop their files. This initiative would
improve the employee's ability to seek out assignments that might help him or
her qualify for career advancement.
All applicants for advertised vacancies should receive the courtesy of a
written "thank you," whether or not they are selected for interview. This
should eliminate situations where employees learn of their non-selection only
when someone actually takes the position in question.;
Van Pools
Currently it is not possible to provide parking for all employees and
Agency buildings are not readily accessible by public transportation. For
these reasons, the Agency needs to provide assistance to employees to get to
and from work.
Me solution may be for the Agency to procure vans and provide them free
to employees for use in van pools.
C 0 N F IS 7 NTI A L
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
 Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
CONFIDENTIAL
CONFIDENTL414
Declassified in Part - Sanitized Copy Approved for Release 2012/11/21: CIA-RDP88-01192R000100050001-8
1
1
1
f
J
f
r
4
a
t
1
a
a
f
1