FIVE-YEAR AFFIRMATIVE EMPLOYMENT PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M00005R000200020023-8
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 54
• Document Creation Date: December 27, 2016
• Document Release Date: December 3, 2012
• Sequence Number: 23
• Publication Date: December 8, 1988
• Content Type: MEMO

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t1FP10RANDUM FOR:
Executive Director
"r
Deputy Director
for
AdministraticWI
Deputy Director
for
Intelligence
Deputy Director
for
Operations
Deputy Director
for
Science & Techrtol.ogy
FROM: Robert E. Fitzgerald
Director, Equal Employment Opportunity
SUBJECT: Five-Year Affirmative Employment Plan
1. The Director of Central Intelligence recently has approved the
Agerc y's first multi year Affirmative Employment Plan (attached) and has
requested quarterly status reports on our progress in achieving the goals
contained in the plan. The Equal Employment. Opportunity Commission and the
House Permanent Select Committee on Intelligence also will require periodic
progress reports. The first EEOC status report is due at the end of
February.
oversee the program in each Directorate. I have alerted my Deputy,
2. Now that the plan is approved, we must put in place procedures to
implement, monitor, and report on progress made on the plan's Action Items.
First, I would request that you discuss this plan with the managers in your
Directorate and have them inform their personnel of its existence.
Secondly, to ensure that the plan is effectively implemented, I would like
to request that you appoint an SIS level officer, perhaps someone on the
Directorate assignments panel, who would head up a small working group to
to be available to meet with your designees to work
out the OEEO's role in this process.
rep ace in this position by who
reports in January. Before leaving, however, I would like to extend my
sincere thanks to you for the'very strong support you have given me and
Agency-wide EDO programs over the past two years. The gaiiis we have made in
the EEO arena during this time could not have been achieved without your
help. There is still much to be done, but our new Affirmative Employment
Plan should give us a good start. I hope that you will continue to provide
your active support for these initiatives.
STAT
STAT
STAT
STAT
Robert E. Fitzgerald
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SUBJECT: Five-Year Affirmative Employment Plan
Distribution:
1 - Executive Director
2 - DDA
2 - DDI
2 - DDO
2 - DDS&T
1 - Inspector General
1 - D/Pers
1 - General Counsel
,-A - D/OCA
1 - D/PAO
1 - D/OS
1 - D/OMS
1 - Comptroller
1 - D/OrE
OP/EEO:REFitzgerald) I(7 December 1988)
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ER 0437/1 88
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MEMORANDUM FOR: Robert Fitzgerald
Director, Equal Employment Opportunity
FROM: Director of Central Intelligence
SUBJECT: Five-Year Affirmative Employment Plan
1. I have approved the attached Five-Year Affirmative
Employment Plan. I know that you and many others have worked
hard in its preparation, and I commend you for your efforts.
The Plan is comprehensive in scope and should provide an
excellent blueprint for affirmative action within the Agency.
2. The Agency has made gains in its affirmative employment
programs over the past few years, but I am committed to
continuing progress. Towards that end, I will ask senior
Agency managers to "go the extra mile" to ensure that the
recommendations of the Affirmative Employment Plan are carried
out. In addition, I would appreciate it if your office would
report to me on a quarterly basis your progress in implementing
the Plan.
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Central Intelligence Agency
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29 November 1988
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Mr. Clarence Thomas
Office of the Chairman
Equal Employment Opportunity Commission
Washington, D.C. 20507
Dear Mr. Thomas:
Enclosed please find the Central Intelligence Agency 5 Year Affirmative
Employment Plan which responds to the requirements outlined in the Equal
Employment Opportunity Commission's Management Directive 714. I remain
committed to a determined and sustained affirmative employment effort for
all employees at the Central Intelligence Agency, and I am hopeful that this
Plan will help us achieve this goal.
Sincerely yours,
William H. Webster
Director of Central Intelligence
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* POLICY STATEMENT * STATEMENT OF ADEQUATE
* DELEGA`T'ION OF AUTHORITY IOIJI'ICittING/EVIILUAI'ION SYST'EH
* ORGANIZATIONAL CHART * PROGRAM ANALYSIS
* CERTIFICATION OF * PROBLEM/BARRIER IDEiJ'lIla'ICA'1'ION
QUALIFICATIONS * REPORT OF OBJECTIVES AND
* PLAN FOR THE PREVENTION OF ACTION ITEMS
SEXUAL HARASSMENT
OFFICE OF EQUAL EMPLOYMENT OPPORTUNI'T'Y
CENTRAL INTELLIGENCE AGENCY
WASHINGTON, D.C. 20505
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EMPLOYEES COVERED t3Y PLAN:
PROFESSIONAL TECHNICAL CLERICAL BLUE COLLAtt
NAME OF CONTACT PERSON/PERSON PREPARING FORM
ROBERT E. FITZGERALD, DIREC1'OR, EQUAL EMPLOYMENT OPPO1i'1'UNIT
NAME AND TITLE OF PRINCIPAL EEO OFFICIAL
STAT
STAT
STAT
SIGNATURE OF PRINCIPAL EEO OFFICIAL DATE
CERTIFIES THAT THIS PLAN IS IN COMPLIANCE WITH EEO-MD-714.
WILLIAM H. WEBSTER, DIRECTOR OF CENTRAL INTELLIGENCE
NAME AND TITLE OF HEAD OF ORGANIZATION OR DESIGNATED OFFICIAL
SIGNATURE OF HEAD OF ORGANIZATION OR DESIGNATED OFFICIAL
CERTIFIES THAT THIS PLAN IS IN COMPLIANCE WITH EEO-MD-714.
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Policy Statement
Delegation of Authority
Organizational Chart
Certification of Qualifications
Plan for Prevention of Sexual Harassment
Statement of Monitoring and Evaluation
Development of Plan
Program Analysis, Barrier Identification and
Report of Oujectives and Action Items for
each Proyram Element
I. Organization
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II. Work Force
III. Discrimination Complaints
IV. Recruitment and Hiring
V. Employee Development
VI. Promotions
VII. Separations
VIII. Program Evaluation
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1. I am committed to a determined and sustained effort in support of
the principles of Affirmative aiiployment and Equal Employment opportunity.
2. The Central Intelligence Agency's Affirmative Employment record over
the past few years has registered gains in some areas, out in others 1 want
to see additional progress. I ask senior Agency managers to join me and the
Director of Equal Employment Opportunity in taking appropriate steps to
ensure that our Affirmative Employment programs are effective and that
meaningful initiatives are in place to increase the representation of women,
minorities, and handicapped employees in the Agency's work force.
Particularly, I expect continued progress with respect to the representation
of minorities in the Agency's professional work force in general, as well as
increases of both women and minorities in the middle and upper levels of the
grade structure, in managerial, supervisory, and policy-making positions,
and on key selection and assignment panels. I wish to make it clear that
these initiatives and their results will be closely monitored by the
Agency's top marnagement.
3. People are our most valuable resource. we--every manager,
supervisor, and employee--must dedicate ourselves to fully developing all of
them so that the Central Intelligence Agency will have a fully
representative work force of the highest order.
William h. weuster
Director of Central Intelligence
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AFFIRMA'T'IVE ELMIPLOYIVL NT PROGRAM FOR MINORITIES AND WOMEN
DELEGATION OF AUTHORITY
(EXPLANATION OF RESPONSIBILITIES OF EEO PROGRA1-1 OFFICIALS)
1. EQUAL EMPLOYMENT OPPORTUNITY PROGRAM
a. POLICY. It is Agency policy to provide equal opportunity for all
persons; to prohibit discrimination based on age, color, mental or physical
handicap, national origin, race, religion, or sex; and to promote the gull
realization of equal employment opportunity through affirmative action
programs. In administering this policy, the Agency, in a manner consistent
with the requirements of security, will comply with applicable provisions of
the Equal Employment Opportunity Act and tree Aye discrimination iii
Employment Act, as amended, and applicable regulations of the Equal
Employment Opportunity Commission.
(1) The Director of Central Intelligence exercises personal leauership
in establishing, maintaining, and carrying out an Agency equal employment
opportunity program that promotes equity in the employment, development,
advancement, use, and treatment of employees arid that ensures an environment
within the Agency for its effective implementation. Under the direction of
the DC:I the Agency will:
(a) Provide sufficient resources for the conduct of a positive and
effective program and ensure that responsible officials are properly
qualified.
(b) Conduct a continuing campaign, including disciplinary action
when necessary, to exclude from Agency policies and practices every form of
prejudice or discrimination based on aye, color, mental or physical
handicap, national origin, race, religion, or sex.
(c) Utilize fully the present skills of all employees; identify
underutilized employees; redesign jobs where deemed necessary and personnel
policies permit; and provide for work opportunities commensurate with
employees' abilities, training, and education.
(d) Provide maximum opportunity for employees to enhance tneir
skills through on-the-job training, work-study programs, and other training
so they may perform at their hignest potential drib advance in accordance
with their abilities.
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(e) Communicate the Agency's equal employment opportunity goals and
employment needs to all sources of prospective employees and continually
solicit their recruitment assistance.
(f) Participate at the community level witn other employers,
schools and universities, and other public and private groups to improve
employment opportunities.
(g) Ensure a continuing, vigorous application of equal employment
opportunity policies by managers and supervisors and provide orientation,
training, and advice to increase their understanding of the program.
(h) Inform employees of the equal employment opportunity policy and
program and enlist their cooperation.
(i) Provide appropriate recognition to managers, supervisors,
employees, and components demonstrating superior accomplishment in equal
employment opportunity.
(j) Provide counseling for employees and applicants wno oeiieve
they have been discriminated against because of aye, color, mental or
physical nandicap, national origin, race, religion, or sex to resolve
informally the matters raised by them.
(k) Provide for the prompt, Lair, and impartial consideration and
disposition of employees' complaints alleging discrimination based on aye,
color, mental or physical handicap, national origin, race, religion, or sex.
(1) Make reasonable accommodation to the religious needs of
employees.
(m) Establisn a means to periodically evaluate the effectiveness of
the Agency's overall equal employment opportunity effort.
(2) The Director of r;qual Etnploynient Opportunity, appointed by and
acting on behalf of the IX1, will:
(a) Designate as many equal employment opportunity officers, equal
employment opportunity counselors and investigators, and special emphasis
program coordinators as necessary to assist in carrying out the Agency's
Affirmative Employment Opportunity Program. The Agency Equal
Opportunity/Affirmative Employment Programs include a Federal women's
Program, a Hispanic Employment Program, a Native American Program, a Black
Affairs Program, an Asian and Pacific American Program, a Handicap Program,
an Upward Mobility Program, and a Discrimination Complaints System.
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(b) In coordination with the Director of Personnel, oe responsible
for continually evaluating the Agency's personnel policies and practices to
ensure that they are compatible with the principle of equal employment
opportunity.
(c) Prepare and revise plans, programs, and procedures necessary
for carrying out the Agency Equal Employment Opportunity Program and submit
reports to the Civil Service Commission for review and approval as required.
(d) Evaluate the sufficiency of the Agency EEO Program and
recommend to the Director any improvement or correction needed.
(e) Provide counseling for any employee who believes he or she has
been discriminated against because of aye, color, mental or physical
handicap, national origin, race, religion, or sex with the intent to resolve
informally the matter at issue prior to the filing and acceptance of a
complaint of discrimination.
(f) Provide for the acceptance and investigation of individual
complaints alleging discrimination within the Agency.
(g) Provide for the processing of class complaints.
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(h) Make recommendations to the Director of Central Intelligence
concerning any complaint on wrricir a decision of the uirector nas beers
requested.
(i) Ensure that equal employment opportunity for minorities, people
with disabilities, and women is an integral part of the Agency's overall
program and assign program coordinators the responsibility for matters
affecting the employment and advancement of minorities and women.
(j) Publicize to employees and post in appropriate places tyre names
and office addresses of the Director of Equal Employment Opportunity,
Special Emphasis Coordinators, and, where permitted icy cover and security
considerations, Equal Employment Opportunity Officers and Counselors.
(k) Make available to employees a copy of the publistied
regulations, notices, and procedures concerning the Agency's Equal
Employment Opportunity Program within their jurisdictions.
(3) Deputy Directors and heads of independent offices are responsible
for the effective implementation of the Equal Employment Opportunity Program
within their jurisdictions.
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(4) All managers and supervisors are responsible for the positive
application of the Equal Employment Opportunity Program in their components.
(5) Each employee is responsible for cooperating and participating in
the Equal Employment Opportunity Program.
c. INFORMING EMPLOYEES. Annually, and at other times as directed, the
Director of Equal Employment Opportunity will bring the Agency EEO
regulations to the attention of all employees. The Director of Personnel
will ensure that all employees are made aware of the provisions of the
Agency regulations as a part of their entrance-on-duty processing.
(1) Each Deputy Director, Office Director, aria all managers,
supervisors, and subordinates are expected to provide r:EO leadership and
direction within their organizational unit through the establisi-mient of
personnel policies and procedures in compliance with the Agency's objectives
in the equal employment opportunity area. Managers will be evaluatea on the
accomplishment of stated EEO objectives, along with other program
objectives, during the performance, planning, and review evaluation process.
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The organizational chart attached shows now the Agency is organized ny
Directorates and Staff.
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National
Intelligence
Council
General
Counsel
Inspector
General
ongressional
Affairs
DEPUTY DIRECTOR
for
OPERATIONS
Director of Central Intelligence Command Responsibilities
DCI
DIRECTOR
' INTELLIGENCE
DDCI i COMMUNITY
STAFF
i
EXECUTIVE DIRECTOR ; ['mPtroh1erj DEPUTY DIRECTOR
for DEPUTY DIRECTOR DEPUTY DIRECTOR
for
SCIENCE $ for
TECHNOLOGY INTELLIGENCE ADMINISTRATION
sis
Office of SIGINT Office of East Asian Office of Current
C Production and Office of Finance
Operations Analysis
Analytic Support
Office of Technical Office of African &
Office of Information
Service Analysis F Latin American Resources 4 Office of Logistics
National Photographic Office of Leadership H Office of Information
Interpretation Center Analysis Technology
Office of Office of Pers_onn_el_
Special Projects OEEO * - -
H
Office of Research & Office of Soviet Office of Scientific and Office of Medical
Development Analysis Weapons Research Services
H Office of Development Office of European Office of Global Issues Office of Security
& Engineering Analysis
H Foreign Broadcast Office of Near Eastern Office of Imagery Office of Training &
Information Service SAnal Asian Analysis Education
--*The OLEO is responsible to the DCI for
Affirmative Action and Discrimination Complaints
Office of
Communications
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CERTIFICATION OF QUALIFICATIONS OF EEO OFFICIALS
I certify that the qualifications of all staff officials, full-time or
part-time, responsible for the administration of the EEO program, including
EEO Officers, Federal women's Program Manager, Hispanic Employment Program
Manager, Native American Program Manager, Discrimination Complaints Program
Manager, black Affairs Program Manager, Asian Pacific Program Manager, and
Handicap Program Manager have been reviewed uy competent authority and the
incumbents meet the professional standards for these positions.
STAT
Direct of Personnel
Date
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STA'T'EMENT OF ADEQUATE AONI`l'ORtNG/EVALUA'T'ION SYSTEM
Within the first quarter of each fiscal year, an internal evaluation
will be conducted by the Agency covering accomplisnments made during the
previous fiscal year in equal employment opportunity aria affirmative
employment. The Director, Equal Employment Opportunity, will have overall
responsibility for conducting the review, utilizing Personnel office and EEO
staff as members of the review team. In addition to covering the topics and
data required for reporting annually to the Equal Employment Opportunity
Commission, as set forth in Management Directive-714, the review system will
take into account the following:
a. An automated information system will ue utilized to provide
data, on not less than an annual (fiscal year) basis, showing
representation of each EEO group in each PAi'COE category as
of the end of the review period.
b. The evaluation report will summarize in narrative form the
trends reflected in the data, apparent reasons for gains or
losses, and recommendations for addressing lingering problems
of manifest imbalance.
c. An assessment will be made of the extent to which identified
barriers to representative employment are relevant and within
control of the Agency. The effectiveness of innovative
staffing techniques and revisions to Agency selection
procedures, as they relate to such barriers, will also be
addressed.
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This section explains the steps in the development of the tluiti-year
Plan. It covers Program Analysis, Problem/Barrier identification, and the
Report of Objectives and Action Items as they relate to the eiyiit program
elements.
The Program Analysis is an assessment of the discussion questions under
each of the program elements, as follows:
Organization and Resources
Work Force
Discrimination Complaints
Recruitment and Hiring
Employee Development Programs
Promotions
Separations
Program Evaluation
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As a result of the Program Analysis, problems (tne situations or
conditions which need to be corrected or changed) are identified, and
barriers (the personnel or management policies, practices or procedures that
cause the situation or condition) uncovered. Objectives and action items
are then estaulished to eliminate the problems and/or carriers whicn snould
ensure equal opportunity for all employees.
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PROGRAM ANALYSIS
The Central Intelligence Agency's Equal Opportunity Program is a
significant function within the Agency's management structure. The Office
of Equal Employment Opportunity is located as a major element
administratively within the Office of Personnel, and provides centralized
leadership, coordination, monitoring and evaluation of Agency-wide EiO
activities under the direct policy guidance of the DC1.* The Office of
Equal Employment Opportunity establishes broad administrative policies and
sets requirements and standards for implementation by managers, supervisors
and EEO officers at the Directorate level.
The Director of Equal Employment Opportunity on matters of affirmative
action and complaints management operates at the behest of the head of the
Agency. The Office of Equal Employment Opportunity has a staffing
complement of nineteen (19) full-time permanent employees and one (1)
part-time employee. It advises ana assists senior Agency management
officials, and the four Directorate EEO Officers, in establishing,
maintaining, and conducting programs to promote equal opportunity for
employees and applicants for employment with the Agency.
The Director of EEO, as well as Directorate EEO personnel, participate
in senior staff meetings and planning sessions wnere significant management
issues, staffing plans and other management problems are reviewed. They
also assist managers and supervisors in resolving problems whicn impact upon
equal opportunity progress. The four Directorate Officers provide EEO
support for their Directorate management under the overall policy guidance
of the Director of EEO.
The Office of Equal Employment Opportunity consists of Special Emphasis
Program Managers and a Complaints Program Manager who report directly to the
Director of EEO. The complaints investigation function is performed uy
senior officers assigned to the Office of the Inspector General. These
officers are provided training in the cunduct of hEO investigations and
perform their function under the overall management of the EEO Complaints
Manager. The Complaints Manager also coordinates and guides the Agency's
EEO counseling activities. All EEO Counselors are physically located at
Headquarters and provide counseling to potential complainants throuyri
telephonic communications to remote locations.
Each Agency Deputy Director is responsible for implementing the Agency's
Affirmative Employment Plan, with guidance and assistance from the Office of
Equal Employment Opportunity, the Office of Personnel, and other relevant
Agency components.
*Although OEEO operates within the Office of Personnel under the Deputy
Director for Administration, the Director of EEO provides direct guidance to
the Executive Director, and in certain instances to the Director of Central
Intelligence, on determinations of employment discrimination complaints.
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Special Emphasis Program Managers devote full-time to their program
activities, under the direction of the Director of IEO, and work very
closely with the various Agency Special Emphasis Advisory Committees.
However, the absence of a dedicated analytical resource nampers Program
Managers' attempts to provide meaningful analysis of EEO status and progress.
Agency EEO personnel are receiving sufficient training in their areas of
responsibility. We are providing training for a number of recently
appointed EEO Officers and EEO Investigators. We nave arranged for a
special running of an EEO Investigations Course to supplement our
participation in OPM-sponsored training in investigations and counseling.
The Office of EEO manages its own operating budget. Funds are provided
for EEO staff training, special emphasis program travel expenses,
specialized EEO training for Agency employees, and various centralized
Agency special emphasis activities. The budget is sufficient to meet the
needs of the office.
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PROBLEM/BARRIER IDENTIFICATION
Our analysis reveals the following problem areas:
- The employment of a full-time interpreter woula facilitate the
training and development of hearing-impaired Agency employees.
- A position to provide uniform analytical research for all of our
Program Managers would support stronger affirmative action in all of our
Special Emphasis Programs.
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OBJECTIVES AND ACTION ITEMS
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PROBLEM/BARRIER STATEMENT: LacK of an additional employee to provide
analytical research support for the Office of EEO.
OBJECTIVE: Allocation of one additional position to accommodate the
assignment of an Operations Research Analyst.
RESPONSIBLE OFFICIAL: Director of Equal Employment Opportunity.
TARGET DATE: 1 January 1989
ACTION ITEMS: RESPONSIBLE TARGET
OFFICIAL DATE
Document the position requirements
for one UPS Research Analyst DU/EW 1 Oct 8B
Formally request the approval of one D/EEO 10 Aug 88
position from the Director of Personnel
Publish vacancy notice to generate DD/EEO 1 Nov 88
applicants for newly allocated position
Select and assign employees to new position DD/EEO 30 Dec 88
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PROBLEM/BARRIER STATEMENT: Lack of a full-time interpreter to support the
training and development of hearing impaired employees.
OBJECTIVE: The allocation of a position to accommodate the assignment of a
full-time interpreter, and the employment of a full-time interpreter.
RESPONSIBLE OFFICIAL: Director of Equal Employment Opportunity
TARGET DATE: 30 October 1988
ACTION ITEMS:
RESPONSIBLE
OFFICIAL
TARGET
DATE
Documentation of position requirements for
a full-time sign language interpreter
DD/EEO
1 Aug 1988
Formal request for the approval of a position
to accommodate a full-time interpreter in
OED from the Director of Personnel
D/EEO
10 Aug 1988
Place interpreter applicants in process
DD/EEO
1 Oct 1988
Employment of full-time interpreter
D/EEO
30 Oct 1988*
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*A full-time interpreter entered-on-duty on 26 September 1988 and is now
supporting training and development of deaf Agency employees.
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PROGRAM ANALYSIS
An analysis of the Agency's work force was conducted by PATCOB and grade
groupings for Fiscal Year 1987, using the Agency's automated human resource
data base. This data was compared with the national Civilian Labor Force*
(CLF) data to determine imbalances in our work force that would justify
affirmative employment initiatives.
PATCO3 ANALYSIS
The analysis revealed that there is a manifest imbalance in the following
categories:
Professional - Black females
Hispanic females and males
Asian females and males
Native American females and males
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Technical - White males
Hispanic females and males
Asian females and males
Native American females and males
Clerical - White males
Black males
Hispanic females and males
Asian females and males
Native American females and males
Blue Collar - Hispanic females and males
Asian females and males
Native American females
White females and males
*The Civilian Labor Force (CLF) data was used to evaluate the Agency work
force. The CLF was derived from the 1980 Census and the Agency used the
national data for evaluation purposes.
PATCOB. Acronym for Professional, Administrative, Technical, Clerical, and
Ot~White-Collar occupational categories and the Blue-Collar occupational
category.
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PROGRAM ANALYSIS
The following is a summary of EEO groups shown in percentages:
White male -
54.00
White female -
34.36
Black male -
3.43
Black female -
5.09
Hispanic male -
0.92
Hispanic female -
0.60
Asian male -
0.65
Asian female -
0.39
Native American male -
0.04
Native American female -
0.04
Unidentified
0.48
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PROGRAM ANALYSIS
II. WORK FORCE, PROGRAM ANALYSIS
The attached chart shows a comparison of EEO groups oy Professional,
Administrative, Technical, Clerical, and Other White-Colar occupational
categories and the Blue-Colar occupational category (PArCOB) using national
Civilian Labor Force (CLF) data.
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-CATEGORY
AND SES
AGENCY
PROFESSIONAL
CIVILIAN
LABOR FORCE
AGENCY
ADMINISTRATIVE
CIVILIAN I
LABOR FORCE I
- yl
AGENCY
TECHNICAL
CIVILIAN I
LABOR FORCE
AGENCZ:i':-.vi 1
CLERICAL I
CIVILIAN
LABOR FORCE
DISTRIBUTION OF EEO GROUPS AND COMPARISON BY PATCOB
I 1 (ASIAN AMERICAN/ (AMERICAN INDIAN)
WHITE I BLACK I HISPANIC IPACIFIC ISLANDERIALASKAN NATIVE
t I_ _ __ 1 I
z 1 s I s ?I
1 1.
I I
.58 .94 ~ .45 0_00 .00
100 1 65.231 27.06! 2.321 2.01 1 1.07
i I I I
1 I I 1
100 1 60.621 26.85 2.33 1 2.79
1 I 1 1
2.16 1.14 2.53 1.12 0.21 0.31
i I 1 I 1
1 - 1 1 .
100 141.52 1 40.96 1 5.98 1 9.46 0.88 1 0.48
1 1 1 1
1 1 1 I
1 I
t
0.03 0.08 0.00 0.08.
100 1 45.221 37.02 3.54 6.34 2.69 1 2.43 1.24 0.91 0.25 0.26 1
t l
AGENCY 1
OTHER 1 100
_. 1 1 -i 1 8.56 170.51 1 2.12 116.14 1 0.04 1 1.10 0.00 0.72 0.04 1 0.21
1 t t
21.69 1 57.32 1 2.77 9.29 1 1.88 1 4.24 0.68 1 1.52 1 0.12 0.36
I I 1 I_ I I 1
CIVILIAN 1 1 1
LABOR FORCE 1 100 I
1 I
AGENCY 1 1
BLUE COLLAR 1 100 -162.32 110.56
CIVILIANi I I I
LABOR FORCE 1 100 164.20 114.30
1 t
1-1-1-
~I
21.33
21.33 1 3.52 1 1.24
1 t
8.40 12.90 1 6.10
-[-I-
I 1
1 I 1
I t t
1 0.00 0.21 0.00 0.62 0.00
t I~1
1. i
12.00 0.80 0.40 0.50 1 0.10
1-1-1- I
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PROBLENVBARRIER IDENTIFICATION
Based on our analysis of work force data, several problems were
uncovered that relate to the representation of minorities as compared with
the national CLF. We found an underrepresentation of minorities in the
professional work force. Numerical objectives will be established for the
EEO groups for which an underrepresentation is shown. Barriers that could
have contributed to manifest imialance will be addressed under the
appropriate program elements.
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PROGRAM ANALYSIS
During our analysis of discrimination complaints activities, we examined
precomplaint counseling provided and complaints filed in r'Y 1987.
We note that the counseling efforts resulted in resolution of
approximately 90 percent of the complaints. The backlog of formal
complaints decreased significantly with the resolution of over 50 percent of
the cases by settlement, rejection, cancellation, or witizdrawal. Even after
the addition of all new formal complaints in FY 1987, the total number of
formal cases pending resolution snowed a reauction of some zs percent from
that of FY 1986.
We have analyzed the factors contributing to the delay in our resolving
the few longstanding complaints remaining in the system, and find that these
cases were unduly delayed because:
- Some cases required supplemental investigation,
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- Some cases assigned to NSA employees with collateral duties as hearing
examiners, were not processed on a timely basis.
An analysis was made of the complaints processes in terms or bases and
issues. A majority of the complaints in FY 1987 were based on race (black),
sex (female) and age. The principal issues raisea were promotion and
appointment/hire. Almost all of the formal complaint cases were prosecuted
by retirees and rejected applicants.
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PROBLEN/BARRIER IDENTIFICATION
Our analysis identified the following barriers.
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Undesired Condition: Existence of longstanding complaints because
supplemental investigations were required and delays were experienced in
getting hearing examiners appointed to hear cases.
Desired Condition: The more timely processing of complaints by improving
the guidance and training of EEO Investigators and improving the Central
Intelligence Agency (CIA)-National Security Agency (NSA) arrangement for
appointing hearing examiners for each other's cases.
Analysis: Analysis of the counseling and complaints data for FY 1987
indicates that we can further improve on investigating, processing,
tracking, reviewing, and resolving formal complaint cases.
1. Probable Barrier: Need to expand guidance and training given to
investigators.
Alternative: Provide investigators with better guidance and training.
Expected Results: Improved initial investigations which eliminate or reduce
the need for supplemental investigations.
Follow-up Action: Provide timely guidance and a special training course for
EEO investigators.
2. Probable Barrier: Historically, some delays have occurrea in our
arrangement with NSA for use of hearing examiners.
Alternative: Continue to improve the Agency/NSA exchange arrangement by
appointing an additional contract hearing examiner and making better use of
the current contract hearing examiner, take necessary action to ensure that
the employees who hear cases as a collateral duty are able to devote more
time to hearing cases.
Expected Results: Further improvements in the effectiveness of Agency/NSA
cooperative agreement and expedited hearing process.
Follow-up Action: Continue to closely monitor cases and improve our
arrangement with NSA. Ensure that the complaints system operates
efficiently by means of monthly case-by-case reviews and action programs.
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PROBLEM/BARRIER STATEMENT: Insufficient guidance and training for
investigators.
OBJECTIVE: To ensure that EEO investigators are given sufficient case
guidance and training.
RESPONSIBLE OFFICIAL: Director of Equal Employment Opportunity
TARGET DATE: 1 Oct 1988
ACTION ITEMS: RESPONSIBLE TARGET
OFFICIAL DATE
Provide an Agency-sponsored Complaints System 1 Oct 1988
course for EEO investigators. Manager
Develop EEO Complaints Guidelines Complaints System 1 Oct 1988
to ensure that investigators Manager
receive adequate guidance
throughout the investigation
process.
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OBJECTIVES AND ACTION ITEMS
PROBLEM/BARRIER STATEMENT: Some historical delays in the Agency arrangement
with NSA for assigning hearing examiners.
OBJECTIVE: Improve contacts with NSA to avoid undue delays in the
appointment of hearing examiners.
RESPONSIBLE OFFICIAL: Director of Equal Employment Opportunity
TARGET DATE: 1 Jan 1989
ACTION ITEMS: RESPONSIBLE TARGET
OFFICIAL DATE
Set regular meetings with D/EEO at Complaints System 1 Jan 1989
NSA to ensure that more cases are Manager
assigned to the one contract hearing
examiner and to ensure that employees
who serve as hearing examiners as a
collateral duty are able to devote
more time to hearing cases.
Ensure necessary action taken to hire an D/E;EO 1 Jan 1989
additional contract hearing examiner.
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PROBLEM ANALY SI S
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In our analysis of the Agency's recruitment and hiring practices, we
reviewed our recruitment strategies and sources in relation to the EED
groups who evidenced a manifest imbalance in the Agency's work force. In
addition, we reviewed our applicant data bases and supplemental tracking
information to determine the overall selection rates for EEO Groups, as well
as the impact of our various selection and processing procedures on the
Agency selection rates for EEO Groups.
It is evident from our review of the overall Agency work force, tnat we
need to increase our hiring of minority employees. At the end of FY 1987,
minorities represented 11% of our full-time permanent (FTP) employees. This
is almost 7.5% less than the guideline provided by the CLF data. But, we
have been making recent overall progress in that minorities did represent
some 14.7% of our FTP hires in FY 1987, and in FY 1988 minorities represent
almost 18% of our FTP hires. Our most significant challenge, nowever, is in
the Agency professional work force. Our analysis of the work force shows
that only 7.4% are minorities, more than 5% below the guideline provided by
the CLF, and our FY 1987 professional EOD rate shows that only 7.4% were
minorities. We have recently increased our focus on our minority
representation in student programs as a way to help increase our minority
professional hiring numbers, and we anticipate that this will begin to pay
off through increases in our minority FTP professional hires in the near
future. Obviously, our plan will have to include specific goals to increase
minority professional hiring and student hiring.
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External Recruitment - Sources and Strategies:
External recruitment sources generally include colleges and
universities, technical schools, and applicants responding to employment
advertisements placed in newspapers, professional journals, and special
emphasis publications. Most of our applicants are identified for potential
Agency employment through the efforts of our recruiters, located in various
cities throughout the U.S. Special emphasis managers also play an integral
role in the process by augmenting the routine Agency recruitment efforts
through their recruitment trips to schools with significant targeted EEX)
populations, as well as through their review, brokering, and monitoring of
minority applicant files to ensure that they receive the broadest possible
consideration.
Most external recruitment efforts are aimed at filling entry level
General Schedule positions in the Professional Category in grades GS-07 to
GS-09 and in our Clerical Category on the General Schedule at the GS-03 to
GS-06 level. The majority of higher level Agency positions are filled
internally by employees who have achieved the higher General Schedule levels
through competitive promotions.
Also of note are the centrally-managed Agency Student Programs covering
a number of professional career fields. The Agency Student Trainee Program,
Graduate Fellows, and the Directorate of Operation's Summer Intern Programs
are not specifically targeted at minority recruitment and only limited
numbers of minorities participated in these programs in FY 1987. However,
through a special Congressional authorization, the Agency has been able to
offer student scholarships and summer employment to minorities through a
program known as the Undergraduate Scholar Program (Stokes Program). Our
Stokes Program and our Minority Undergraduate Student Program (MUPIE) have
provided us the opportunity to offer limited employment and assistance to
college minority students with the expectation that many of them will elect
to work for the Agency upon graduation. The recent expansion of the
minority-targeted programs demonstrate the increasing emphasis on minority
employment in the Agency. In 1988, the MUPIE Program alone achieved a level
representing a threefold increase of the previous year.
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Internal Recruitment Sources and Strategies:
Most mid-level and senior level positions are filled through competitive
promotion and selection procedures. Competitive promotions are presently
the most effective method for the internal advancement of appropriate EEO
groups. The Upward Mobility Program provides a means for employees in
clerical and technical occupations to essentially "move up" correspondingly
in the next higher job category once the occupational requirements have been
mastered.
Hiring Activities/Strategies:
Particular attention was given to the analysis of applicant flow data to
ascertain whether there existed barriers to the employment of ?EO groups who
evidenced a manifest imbalance or conspicuous absence. Specifically, we
examined the EEO composition of each of our major Career Service groups to
determine the application, selection, and processing rates. We also
examined qualification requirements in an attempt to determine if there were
any requirements which presented artificial barriers to the employment of
EEO groups.
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Hiring Activities/Strategies
Applicants for positions at our Agency must meet security, medical and
other requirements to be accepted for employment. Academic records and
performance, work experience, specialized skills and abilities, and, for
professionals, results from our Professional Aptitude Test Battery (PATB)--a
portion of which is a measure of attained skills--are factors considered in
the applicant evaluation process.
While nationally the gap between minority and non-minority scores on
standardized measures of learned abilities (such as the SAT and GRE) have
lessened in recent years, about a one standard deviation aifference in
current test scores remains. A standard deviation difference in current
test scores remains. A result similar to that on other standardized test
instruments is seen in the results of abilities measures testing in the
Agency PATB. Professionals agree that this is due to factors such as the
accessibility of culturally and financially well-supported U.S. educational
systems, not to factors of race or ethnicity.
Our analysis disclosed a perception by some managers and employees that
PATB factors, coupled with the considerable weight some managers and hiring
officials give to measurements of abilities, and differing methods of
interpreting the test's abilities measures, might provide some oasis for it
to serve as a barrier to minority applicants for professional positions.
Our anlaysis also clearly demonstrated, through the relative success of
our student programs, that there is more that can be done to focus our
recruitment on female and minority population groups that come trom strong
educational systems.
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PROBLEM/BARRIER IDENTIFICATION
Our analysis identified the following barriers.
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Undesired Condition: There are insufficient minority applicants to fill
Agency requirements for professional employees in the desired EEO groups.
Desired Condition: An increase in the numbers of minority applicants in the
professional category.
Analysis: An analysis of recruitment practices indicates that presently the
Agency recruits from many sources that do not focus on minorities.
Probable Barrier: The Agency's historical recruitment practices were not
adequately focused on minority sources to generate sufficient applications
from underrepresented minorities.
Alternative: Supplement present recruiting sources by adding minority
colleges and universities and those that have significant minority student
populations.
Expected Results: Increase in applications from minorities, and subsequent
increases in the pool of minority applicants available for employment
consideration.
Follow-up Action: Monitor recruitment activity on a regular basis to
ascertain rate of application for underrepresented minority groups. Based on
results, determine if additional action is required.
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Undesired Condition: There are insufficient female and minority applicants to
fill GS-13 through GS-15 level positions in the Agency.
Desired Condition: Increase the number of applications for qualified female
and minority EEO groups for Agency employment at the GS-13 through GS-15 level.
Analysis: An analysis of Agency recruitment practices, indicates that they
are not focused on minority professionals.
Probable Barrier: Agency's recruitment requirements are not focused on
generating applicants for higher level positions at the GS-13 through GS-15
level.
Alternative: Focus the Agency's recruitment requirements on female and
minority EEO groups with higher qualifications to generate applications for
Agency employment at the GS-13 through GS-15 level.
Expected Results: Increase in the number of applications from female and
minority EEO groups for Agency employment at the GS-13 through GS-15 level,
and resultant increase in the female and minority senior level Agency
representation.
Follow-up Action: Monitor the application and employment rate of females and
minorities at the GS-13 and above rate, and determine if additional action is
required.
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Undesired Condition: There is a low initial screening success rate for some
EEO groups for professional positions.
Desired Condition: An increased initial screening success rate for EEO groups
for professional positions.
Analysis: Analysis of our recruitment processing uata shows that, among those
applicants who have been tested, EEO groups in aggregate tend to score in
lower ranges on measures of achieved abilities. The analysis also shows that
in some locales tested minority applicants have scored in ranges generally
comparable to non-minorities. We recently increased the training of our
managers and hiring officials in the purpose of the PATB, how the abilities
measures can be best interpreted, and how the test should complement other
factors in the evaluation process. We also are attempting to increase
recruitment in those locales where minority performance is the strongest..
Probable Barrier: The use of a PATB may be preceived as a barrier to some
minority applicants.
Alternative: Stronger minority applicants are identified, and managers and
hiring officials operate with a better understanding of the PATB, its intended
purpose and usage as one of several tools in the evaluation process.
Expected Results: Improved understanding of the achieved abilities of
minority applicants.
Follow-up Action: Continue to monitor the work success of hired minorities
relative to their PATB performance as applicants.
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OBJECTIVE AND ACTION ITEMS
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PROBLEM/BARRIER STATEMENT: The Agency's recruitment and hiring practices are
not producing sufficient numbers of minority EODs from EEO groups who show an
underrepresentation.
OBJECTIVE: Increase the number of applications generated from EEO groups who
show a manifest imbalance and increase their EOD rates in all Agency
Directorates.
RESPONSIBLE OFFICIAL: Agency Deputy Directors
TARGET DATE: 9 September 1988 - 9 September 1992
Set goal to increase percentage of
professional minority EODs to 8% of the
total full-time professionals hired
in FY 1988.
Set goal to increase the percentage
of professional minority EODs by 2%
each year, commencing in FY 1989, for a
goal of 16% of all professional EODs
by close of FY 1992.
Set goal to increase and maintain
minority participation at 10% per
year in the following Student Programs:
Student Trainee Program, the DO's
Summer Intern Program, and the Graduate
Fellows Program as a way to attract
professional minority applicants.
Review selection procedures and criteria
for minorities. At a minimum, elevate
selection and turn-down decisions
on minority applications to Office
level.
RESPONSIBLE
TARGET
OFFICIAL
DATE
Agency Deputy
Directors
9/30/88
Agency Deputy
9/30/89-
Directors
9/30/92
Agency Deputy
Directors
9/30/89
Agency Deputy
Directors
4/1/89
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Develop annual recruitment plans
which earmark resources to target
key minority and non-minority schools
with large minority populations; and
help recruiters establish/maintain
useful relations with placement
directors and minority affairs
coordinators at appropriate
institutions.
Require personnel responsible for
job interviews, assessments, hiring
etc. to avail themselves of Agency
sensitivity and multi-cultural
awareness training.
Agency Deputy
Directors,
Director of
Personnel
4/1/d9
Agency Deputy
4/1/89-
Directors/Director
EEO
9/30/92
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OBJECTIVES AND ACTION ITEMS
PROBLEP'I/BARRIER STATEMENT: Agency's recruitment requirements are not focused
on generating minority and female applicants for mid- to upper-level positions
at the GS-13 through GS-15 level.
OBJECTIVE: Increase in the number of applications from female and minority
applicants for Agency employment at the GS-13 throuyn GS-15 level.
RESPONSIBLE OFFICIAL: Agency Deputy Directors
TARGET DATE: 1 April 1989 - 30 September 1992
Devise a recruitment strategy to increase
the EOD's of females and minority
candidates at the GS-13 through GS-15
level.
Set goal to increase minority
new hires at the GS-13 to
GS-15 level to 10% of all new hires
at that grade range and increase
female new hires in this range
to 15% of all new hires.
0
RESPONSIBLE
OFFICIAL
TARGET
DATE
Agency Deputy
Directors
4/1/39
Agency Deputy
9/30/39
Directors
9/30/92
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PROBLEM/BARRIER STATEMENT: The method in which some managers and hiring
officials interpret the results of the PATB and use the test in applicant
evaluation may be perceived as a barrier to some minority applicants.
OBJECTIVE: Reduce concern that a PATB serves as a barrier to minority
employment.
RESPONSIBLE OFFICIAL: Agency Deputy Directors
TARGET DATE: 30 June 1989
ACTION ITEMS: RESPONSIBLE TAKGE1'
OFFICIAL DATE
Require managers and hiring officials Agency Deputy 1/1/90
to receive briefings from the Office Directors
of Medical Services in the intended
use of the test, and the value of the
test as one of the evaluation tools in
the applicant processing cycle.
Continue to monitor the PATB Director of Office 6/30/89
to assess its use as a Medical Services
predictor of minority performance.
Develop and assess, and where Agency Deputy 6/30/90
feasible, utilize additional Directors/Director
means of evaluating minority of Office of Medical
applicants for Agency professional Services/Director of
positions. Personnel
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PROGRAM ANALYSIS & PROBLEM/BARRIER IDENTIFICATION
Problem Analysis
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An analysis of the Agency's professional work force data showed
significant shortages of minorities at all levels of our professional
ranks. However, the picture grows progressively worse at the higher
grades. Minorities constitute only 5.3% of the GS-14 level, 3.1% of the
GS-15 level, and only about 2.5% of our SIS employees. Female
representation was also very low at the higher grade levels of our
professional ranks. Females represent only 13% of our GS-14 level, 8% of
our GS-15 level, and 4% of our SIS employees. If we are to increase the
numbers of our minority and female professional employees to a level
approaching the guidelines provided by the CLF data, we will need to focus
our efforts in developing our female and minority professional employees at
the GS-13, GS-12, and below levels.
One of the significant factors which prepares our employees for more
senior grades is their participation in "key" developmental courses that are
used generally throughout the Agency, as well as several additional
developmental courses that have a more limited use within a particular
Agency Directorate. The review of FY 1987 experience included four courses:
the Midcareer Course, Intelligence Issues and Challenges, Program on
Creative Management, and Looking Glass. Females constituted about 23% of
the attendees of these "key" developmental courses, and minorities made up
slightly over 7% of the total. This level of participation does not provide
sufficient training needed to expand the pool of better trained personnel in
middle- and lower-level female and minority candidates enabling them to
better compete for the higher level individual and position grades. The
numbers of women and minorities participating in developmental courses,
particularly at the GS-13 and below level, need to be increased to provide
them with the skills needed to qualify for the higher professional grades.
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Currently, managers and supervisors are primarily responsible for
ensuring that employees selected for training progress according the
criteria set forth in their plan. The training officer provides guidance
and monitors employee programs.
Another of the significant factors which prepare our employees for more
senior grades is their assignment to supervisory or managerial positions.
But the numbers of female assignees to these developmental positions are
small. When looking at the most senior level, we found only slightly over
8% of the non-SIS employees assigned to SIS positions for developmental
purposes were female. When looking at the Agency's supervisory/managerial
positions, we found only about 16.3% of the employees assigned to these
developmental positions were female. There is an obvious need to take steps
to develop more of our female employees through developmental assignments of
those at the GS-13, GS-12, and below levels to provide a large enough pool
from which to draw our future higher grade employees.
The number of minority assignees to supervisory or managerial positions
is also small. We found only about 2.3% of the non-SIS employees assigned
to SIS positions for developmental purposes were minorities. When looking
at all of the Agency's supervisory/managerial positions, we found only about
5.5% of the employees assigned to these developmental positions were
minorities. This picture clearly demonstrates the need to develop more of
our minority employees through developmental assignments of those at the
GS-13, GS-12, and below levels to provide a large enough pool from which to
draw our future GS-14s, GS-15s, and SIS employees.
The Agency's Upward Mobility Program provides a vehicle through which
clerical and technical employees can "move up" into more technical or
professional positions. Because a high percentage of clerical employees are
minorities or women, opening positions to them via the Upward Mobility
Program helps increase the representative population of the Agency's
technical and professional employees.
The Agency, principally through the Office of Equal Employment
Opportunity, continues to sponsor an array of special training courses
designed to help managers and employees assist females and minorities
achieve their full potential and, therefore, assist the Agency in obtaining
a more representative ethnic and gender mix in the job categories and grade
structure.
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The Urban Awareness Seminar has been offered since 1980. We have
contracted with the Urban Crisis Center in Atlanta, Georgia, to conduct
these seminars to help participants develop a better understanding of how
racial, cultural, and gender differences can affect day-to-day working
relationships.
During the past six years, the Federal Women's Program (FWP) has
sponsored four unique training courses for Agency employees. Three of these
courses offer special awareness training for women only, the fourth is a
special awareness program tailored to meet the needs of both genders.
In FY 1987, OED offered a pilot running of a new "EEO or Managers"
training course. This one-day program focuses on the responsibility of the
manager in preventing and correcting problems that lead to discrimination
complaints.
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EMPLOYEE DEVELOPMENT PROGRAMS
Undesired Condition:
Females and minorities have a manifest imbalance in Agency management
positions and key assignments.
Desired Condition:
Increase the representation of females and minorities in Agency
management positions and key assignments.
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Analysis:
Opportunities for assignment to Agency management positions are very
limited by the small pool of higher graded females and minorities
available for selection.
Probable Barrier:
Females and minorities are not being promoted into these positions
because of a possible perception that they lack experience and the
necessary skills.
Alternative:
Ensure that tnere is a career development officer in each Office to
counsel all employees, especially females and minorities. Identify
short-term and/or part-time rotational assignments/tasks/programs within
offices that provide management experience and developmental
opportunities.
Expected Results:
An increase in the number of "qualified" female and minority employees
for Agency management positions. Awareness by all employees of career
development paths and potential for advancement.
Follow-up Action:
Monitor selections and report more relevant selection rates to
management.
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AFFIRMATIVE EMPLOYMENT PROGRAM FOR MINORITIES AND WOMEN
EMPLOYEE DEVELOPMENT PROGRAMS
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Undesired Condition:
Females and minorities nave a manifest irnbalance and in some cases a
conspicuous absence in Agency management development training courses.
Desired Condition:
Increase the representation of females and minorities in Agency
management development training courses.
Analysis:
Opportunities for participation in management and career development
courses are limited by quotas, resources, selection criteria, and Career
Service Panel/Boards nomination requirements.
Probable Barrier:
Courses are often limited, are offered to individuals already holding
management positions, or have grade restrictions, often GS-13 and above,
that limit participation.
Alternative:
Be more flexible with grade requirements for high potential females and
minorities for the quota courses. Continue emphasis on participation in
specialized professional and management courses.
Expected Results:
An increase in the number of female and minority employees participating
in the quota courses.
Follow-up Action:
Track relative selection rates and report findings to management.
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PROBLEM/BARRIER STATEMENT:
Lack of females and minorities in Agency management positions ana
key assignments.
Increase the representation of females and minorities on career-relatea
panels and publish career development resources.
RESPONSIBLE OFFICIAL: Agency Deputy Directors
TARGET DATE: 1 April 1989
RESPONSIBLE TARGET DATE
ACTION ITEMS: OFFICIAL
Implement an Agency-wide policy Agency Deputy 1 Jan 1989
requiring representation by Directors
females and, where possible
minorities on career-related
panels i.e., promotion,
training, selection, etc.
Publish a list of Agency Deputy 1 April 1989
designated Career Development Directors
Officers.
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REPORT OF OBJECTIVES AND ACTION ITEMS
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PROGRAM ELEMENT: EMPLOYEE DEVELOPMt:NT PROGRAt?1
PROBLEM/BARRIER STATEMENT:
Lack of females and minorities in Agency management development
training courses.
OBJECTIVE:
Increase the representation of females ana minorities in management
positions by providing them with better skills through managerial
development training.
RESPONSIBLE OFFICIAL: Agency Deputy Directors
TARGET DATE: 30 September 1989, and each subsequent end Fiscal Year
RESPONSIBLE TARGET DATE
ACTION ITEMS: OFFICIAL
Establish an Agency-wide policy Director of December 1988
requiring representation by Personnel
females or minority on all career
related panels i.e., promotion,
interview, training selection.
Establish multi-culture/EEO Agency Deputy Octooer 1988
awareness training as a Directors
requirement for all managers
and supervisors.
Increase the participation of Agency Deputy October 1990,
females in the four "key" Directors October 1991
developmental courses to 25% of
those attending in FY 1990 and
27% in FY 1991.
Increase the participation of Agency Deputy October 1990,
minorities in the four "key" Directors October 1991
developmental courses to 9% of
those attending in FY 1990 and
11% in FY-1991.
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PROGRAM ANALYSIS
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An analysis of the Agency's promotion practices was conducted on data
based upon the number of the number of promotions for eacri grade by ELO
Group. This information was compared to tcie work Force information wiiicti
provided the numbers of employees, by grade, in each EEO Group that would nave
been available for promotion.
As witn the other elements analyzed in tnis report, our review of the
Agency work force grade populations and promotion information was primarily
focused on employees in our Professional Category. The information revealed
significant imbalance, with small numbers of female and minority employee
populations in the grade grouping GS-12 tnrouyii 66-15. This inDDalance becomes
increasingly acute at the higher grade levels. The employees at this level
serve as feeder groups for the promotions to the more senior professional
levels in the Agency. In addition, the promotion rates of our minority
employees to the GS-13 through GS-15 level was also relatively low, ranging
from about 4.5% to 7.5%.
Senior Intelligence Service (SIS) positions and employee populations
were analyzed. In this review, we found that both our female and minority
populations showed a far lower representation at the Sib level than their
representation in the Agency work force or the Civilian Labor Force. We
included in this review non-SIS employees occupying SIS positions to ensure
that we had an adequate picture of our employees with demonstrated executive
potential. After including SIS employees along with the lower graded
employees with sufficient potential to be assigned to SIS positions, we still
found that only 4% of our SIS positions were occupied by remales and 2.5% uy
minority employees.
It became evident from our review that the numbers of our remale and minority
Professional employees in grades GS-12 through GS-15 need to be expanded to
provide an adequate base for subsequent selection to the nigner grades in the
Agency. The numbers of minority Professional employees at virtually all grade
levels need to be increased to provide an adequate feeder pool for
promotions. In addition, females and minorities must receive the required
developmental training and assignment experience in order to be competitive
for promotions to higher levels, if their promotion rates are to be increased
to their proper representational level.
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AFFIRMATIVE EMPLOYMENT PROGRAM FOR MINORITIES AND WOMEN
PROBLEM,/ BARRIER IDENTIFICATION
VI. PROMOTIONS
Based on our analysis of work force grade data and promotion data by
EEO Group, several problems were uncovered that relate to the promotion rates
of women and minorities as compared with their professional representational
level in the national CLF. We found an underrepresentation of minorities at
virtually all grade levels in the Agency professional work force, and an
underrepresentation of females in the Agency professional work force above the
GS-11 level. Rather than establish numerical objectives for the promotion of
females and minority employees, we have directed our goals toward the increase
of the number of female and minority employees qualified for promotion through
the establishment of goals for their recruitment and hiring and employee
development. Barriers that could have contributed to manifest imbalance, as
well as their derivative Action Items, are addressed under the appropriate
program elements.
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PROGRAM ANALYSIS
A review of separations from the Agency during FY1987 was conducted.
Our analysis revealed that the rate of separation of minorities was
consistent with their representation in the work force (in comparison with
non-minorities).
- The Agency professional separation rate is 3.62 percent.
- The following is a summary of EEO groups shown in percentages:
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White male 3.82
White female 3.28
Black male 3.19
Black female 2.58
Hispanic male 3.44
Hispanic female 2.56
Asian Pacific male 5.51
Asian Pacific female 1.66
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PROGRAM ANALYSIS
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The Agency's Equal Employment Opportunity Director has the
responsibility for implementing the Agency's Affirmative Employment
Program. This office has a separate budget to assure the administration and
implementation of a results-oriented program which is involved in every
aspect of personnel management, policy, and practice. Adequate funds are
provided for EEO staff training, travel expenses and program development.
Several EEO oriented programs--Minority Student Symposium, Sumner
Fellowship, and Minority Undergraduate--are in direct support of the
minority recruitment effort. These programs are being expanded and should
play an important role in helping the Agency develop recruitment feeder
groups and recruitment networks at the Historically black Colleges and
Universities (HBCUs) and other schools with significant minority
enrollments.
The Minority Student Symposium was introduced by EO in FY 1986, and in
FY 1987 brought in minority students from a variety of colleges/universities
to the Agency for a series of indepth briefings concerning the mission and
objectives while providing them an opportunity to be interviewed for future
staff employment. The students were enrolled in science, engineering,
political science, and economic study programs at HBCUs and two universities
with high Hispanic representation. In FY 1987 and FY 1988, the Office of
Personnel conducted two Placement Directors Conferences to which Placement
Directors and Minority Affairs Coordinators were brought to the Agency and
given a series of briefings on employment at the CIA and career
opportunities for their students.
The Summer Fellowship Program, which began in 1980, has proven to be an
excellent developer of supportive contacts at the HBCUs and at the same time
offers opportunities for staff personnel at these schools to strengthen
their own skills. Placing a small number of faculty and administrators of
HBCUs, and other institutions with significant minority populations into
regular Agency assignments during the summer months provides the
participants valuable experience in their fields and assists the Agency in
improving its image at these institutions and among the minority community.
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The Minority Undergraduate Program was first introduced in the
Directorate of Intelligence in 1984 and has since been expanded to an Agency
program. Under this program, promising minority undergraduates receive an
early introduction to the CIA through a summer work experience linked to
their formal academic studies. Also, the program affords the Agency an
opportunity to evaluate potential future employees and guide them into
course work that will prepare them for careers within our various components.
In response to a Congressional Directive in Section 506 of the
Intelligence Authorization Act, the Agency developed an Undergraduate
Scholar Program that will lead to baccalaureate degrees and intelligence
careers for nigh school students interested in and capable of developing
skills critical to the Agency's mission. This program, designed
particularly for minorities and students with disabilities, will provide
tuition assistance and CIA work experience to students pursuing
intelligence-related studies with the understanding that they will become
full-time CIA employees upon graduation.
The Agency's Incentive Awards Program includes an element which rates
manager's support of the Agency's affirmative employment efforts. Incentive
awards are given to those managers whose overall performance is above
average. However, the Agency Performance Appraisal System also requires
that Agency managers be rated upon their performance in the EEO area. This
? is particularly significant for those managers that have been designated to
achieve various goals within the Agency's EEO Affirmative Employment Plan.
In order to evaluate the Affirmative Employment Program and special EEO
oriented initiatives, the Director of EEO requires various reports.
Quarterly reports are submitted by each Directorate to the Director of EEO
so that they may evaluate progress, see how the Program is working and where
improvement is needed. Senior management is informed on a quarterly basis
of progress, or lack thereof, within the Program. Recommendations are then
made to improve employment profiles in identified program areas.
Following are the specific quarterly reports required for EEO evaluation:
- Survey of current employment;
- Analysis of internal work force profile;
- Identified areas of imbalances and concentration and establishment
of hiring and promotion objectives;
- Applicant flow data and information.
The work force has been apprised of the EEO complaint processing system
and receives updates of changes in complaint procedures as necessary. We are
currently expanding the number of fully qualified and trained investigators
available.
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