PERSONNEL MANANGEMENT AND DEVELOPMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06207A000200110005-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 11
• Document Creation Date: November 17, 2016
• Document Release Date: July 14, 2000
• Sequence Number: 5
• Publication Date: November 17, 1972
• Content Type: MF

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ORA DU M FOR: Executive Director-Comptroller
THROUGH
SUBJECT
Deputy Director for Support
Personnel Management and Develownent
REN+ E Memo to DD IS and DTR from ExDir-C
rtd 6 Oct 72, same subject
pt
1. The two basic papers which we submitted earlier for use in con-
junction with the Personnel Development program have been revised in
the light of comments and suggestions contained in the referent eemor-
andum.. The revised versions of both papers, "Use of Training in
$P erssonneel Manage -meat and Development" and "Organizational Support
Training" are attached.
V ith respect to subparagraph 2(s) of the referent memorandum,
we continue to regard the Managerial Grid as an important, if not ab-
solutely essential, prelude to the Mtdcareer Course. Your suggestion
mentals of Supervision and Management might be more to
the point is well taken, but in reality we are taking elements from this
course and including them in the Midcareer Course itself. Consequently.
it to our intention that students completing the ?, idcareeer Course will.
in fact, have experienced the training afforded by both the Grid and
Fundamentals of Supervision and Managemeent.
3. The Office of Training "Catalog of Courses" has just been published,
but forthcoming revisions will contain changes comparable to these in
the attachments to this memoranrl
ILLEGIB
UGH T. CUNNING
Director of T raining
'?tts
Distribution: Cl Ry 1517
0 & I - Adse. 1 - D/Pers Fx? IMT D :T
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2-DTR
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' Ti, `G iit P.1 'RSONN L MA14AGZMENT A D Al V. I OR KN
This document has been compiled for continuing use by career services,
as well as by individual managers and supervisors in the Agency, in tmple-
he comprehensive personnel management program prescribed by
ccutive Director-Comptroller and the Deputy Directors. It is intended
to be users particularly in conjunction with the Personnel Development
rn (PD P).
The outline presented here provides personnel planners with succinct,
e guidance about training opportunities appropriate for the develop
;:anent of A geaucyt personnel, from time of Initial employment to the most
senior stages of their careers. In addition, it is recommended that each
'Deputy Director develop long-term, career training profiles or models
for each major group of functional specialists within his jurisdiction while
at the sarre time identifying and developing future managers on a plan
haste. in doing so, the following eta categories of training should be
reviewed Beat carefully to assure that training which is undertaken to
satisfy immediate functional needs takes place within the context of long
term career planning and organizational development.
Categories of Training
t. The Gnaw I"rttg rn - ,t",esu ,efs a group of six courses around
'which all +other training should be planned; their purpose is to provide
officers with background. perspective, and updating as part of their pro-
fesslonal ;growth. Designed for officers of all Direotorates and Independent
Offices. these courses focus on Agency activities, problems, and mana-
gerial factors: the Intelligence community; U. S. foreign policy; international
and domestic matters affecting foreign policy and Intelligence activities.
Brief descriptions of these courses and the points in an officer's career
at which they should be taken are provided in Appendix B.
des oral Skills Tratni : courses offered primarily by the Office
f Training to train personnel in skills susceptible, of application throughout
the A geenc yr to be taken whenever a specific skill is required by a particular
assignment, they include courses in supervisory, managerial, communica-
Infor -Ation science. clerical, and other skills transcending the needs
Directorate or component.
lBy151
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particular Directorate or field of expertise: they include, for
h relaat, to skills ordinarily required by personnel assigned fun
3. fkflia Trait gs courses offered by the ice of T
,xnpl*, traintag courses in collection. support, and production of Intolli
n a# rais3-img: sp*ciaiized programs or courses
=fy specific components. ordinarily for their own personnel, but In some
lases for other Agency personnel as well. They tend to be Tess well-known
catitme of officers whose careers sometimes require highly specialised
, but in many instances offer distinct opportunities for enhancing the
other training opportunities because of organisational coTnpart enta-
5. External Trams: this Category consists of Agency-sponsored
training, fall- and ?part-time, at ncm-Agency Institutions and installations
when, is the Judgment of Aitency officials, such training is needed but not
available within the organization. Included in this category are academic
program. a, Federal Institutes, management schools and programs, the
senior service schools, and training activities conducted by military:
cornrnercia.I and industrial facilities.
FoEgir
n La Rguaage Tra m , these are programs cooduc
arranged by the Office of Training on a full- or part-time basis, within
or outside the Agency. Officers regularly assigned duties involving foreign
go ce teeucee should achieve a career goal of speaking and reading
at least one "world" language at the intermediate level or better, and
speaking and reading (with some exceptions) at least one "restricted"
language at the Intermediate level or better. The world languages i
rend. Spanish, i ortug+daesaa. Italian, and German. Russian, vahiie tech
nically not a world language because of its greater difficulty, should be
regarded as belonging in this group beet aeries of its widespread 1
tat the geency's activities.
T?se ame ant of study time required to reach this goal depends, of
course, on as number of factors inciaadiaag an individual's aptitudes, language
of%cleency at LOD, opportunity for using the language. and its degree
The world language con teaace should be maintained at all times
though the restricted language capability does not necessarily have to
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he retained. following completion of the assignment in which it was re-
ed. The Office of Personnel maintains responsibility for assuring
be Language Control. Register is current while the Office of Training
responsibility for conducting the foreign language testing program.
TR Cstalo -f _COUV!
The concept and method of planning long-term training of personnel
given more comprehenssive, as well as more detailed, explanation in
OTR,s "Catalog of Courses, " which classifies and describes individual
courses within the basic categories described above. This Catalog pro-
tion about I?gency training programs. It is revtsse
ceseary to maintain currency. In addition, representatives
of the Office of Training are available for consultation to assist career
services in developing long-tGr.m training models for their personnel
and In planning training packages for Individual officers as well.
The Intent of this concept, and of the services offered, to to enable
the -A goncy to make maximum use of training resottr,case and to relate
re systematically and precisely to both personal and organi-
zational development.
,t ppeudiceesus - Prattle of Courses
The Care 73-rogram of Courses
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 APPENDIX A
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Fundamentals of Supervision
and Management
I. Early Career
The Managerial Grid
Intelligence and World Affairs Course
(EOD)
TRAINING FOR PROFESSIONAL DEVELOPMENT
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The Core PjM m of Colar
tesllire ~ted frsyt~ra,a To be taken by all Pro-
t employees at the time of entry on duty or promotion to professional
It to an introduction to the Agency and to the intelligence profession.
eks, full time.
b, The Mtn ge.rial Qrid (Phase I)t For employees GS-07 and above
with between( one and three years' service in the Agency. It is an intensive,
totry learning experience which introduces management training
employee's career. seeking to identify managerial styles and
open communication. One week, full time.
a. tcla + e s l r of S r v i e r f t a t a an M aaa~+ar ,t To be ken by
"first line" supervisors immediately preceding. or at the time of, their
ointments. The course concentrates on effective managerial behavior,
emphasizing :oaxae^nutnication, .Motivation. Perception, .L adeershtp, and
'!-3 lrezka Solving/Decision Making. One week., full time.
b. :I!Eid,ca enter (:nurse: To betaken bye. goncy officers at the CS-12113
level, age 30-40 years. with approximately 3-10 years' service.
s experienced officers to widen their knowledge said understanding
g and the intelligence profession. Officers who have not
previously taken the Managerial Grid do so as the first week of this course.
ive weeks. .itch-time (not including the Grid).
c. A, ivaaceed I:eteUt ence Sexy#ttars To be taken by middle and senior
cars from throughout the Agency. GS-13113 level, allowing for
t a three-year interval following enrollment in the Midcareer f;o-urse.
The awnivasr emphasizes current factors affecting the Agency's role, key
unctions, and effectiveness. It provides opportunity for to-dew dialog
among participants and high-level guest speakers from inside and outside
Agency. Three weeks, full tune,
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The Senior Seminart Primarily for officers at the 09-I6 level or
higher, alt sough CS-IS a cers may be selected. The seminar provides
to officers In highly responsible positions an opportunity for critical
eta iaatlo a of rrmiar developments and problems in the fields of interlli-
ecce, foreign a irs, and management. It draws extensively on experts
from government, academic tits, research organizations, and journalism.
uch of the learning is derived from the interaction of the participating
officers. Nine weeks, full time.
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IIZATIONA L SUPPORT OF TRAINING
The projected implementation of the Personnel Development 73'rogram
combination with the OTR Profile` of Courses presents the Agency with
of organizational development. The effective Implementation of
iquee opportunity for bringing its cumulative resources to bear on the
the combined personnel and training plan depends without queestion upon
whether or, not it is reinforced by appropriate organizational authority
gerne!iat training. Consequently, this paper discusses several si#z_
idrninistrativer mechanisms. This to especially true with reegavi to
cant asiseets of this problem and recommends specific steps which
cc of Training believes are vital to the success of this entire
undertaking.
e ixe nt T ra
fn yfor
v! Uaaelopmeft
The Office of Training has taken a number of steeps to .trensthen
and expand mauagoment training in the I geaacy. The Managerial Grid
and the Faaaadameentals of Supervision and Management have been Included
in the core pro rain of course*. Elements of management traaiuiamg, with
particular emphasis on leadership principles and problem solving, have
!'lean incorporated in several other care courses. An intensive rraauage-
ment t.rsatasing program, or Leadership conference, for senior offiiceerg
throughout the Agency is currently under development.
addition, we believe there is merit in exploring
the raced for
tvag,meut training courses designed apecif sally for branch chiefs
oughout the Agency. Recognizing the difficulty in developing a course
pertinent to the operation of all barauchea in the .aagencyr, and all i
for wheat is probably a wide disparity in the grade levels of "branch
> tefs," there nevertheless is logic to the Ides.. The branch in many
tnetances is then key orgaut ticnagal tuft to terms of days-to-day operations
to the 4 gency and is also, at least conjecturally, the level at which poten-
tial exectuti yeas begin to emerge. Stich a course might be a crucial con-
organizatioeml development lM r. Colby destreer, but the
ins to be firmly established.
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,blAiNISTRKI ~A +' I-S,RRNAL L N-' "I
u be ror ?s sftectiv.iy and quickly Tear -ed trough a trace-
ndaUon. That the Board of Visitor examine the
tin whether re po bi.ities for managing a branch
ng course or through, r iiast