Chairman of the CIA Career Service Board

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000500050004-2
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• Original Classification: S
• Document Page Count: 72
• Document Creation Date: December 9, 2016
• Document Release Date: November 6, 2000
• Sequence Number: 4
• Content Type: REGULATION

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*OGC Has Reviewed*
Charm of the CIA Career Service Board
25X1A CIA Notice says (p03) "The Chairman of the
Boarivill be one of the Deputy Directors, each of uhom.
rill Berve successively for a term of four months." The
term .1 the present Chairman (the DD/A) as extended by
25X1A
CIA Ibtice "for the period 1 November 192 through
28 February 1953*" The Chairman has hitherto been appointed
by the DCI on the recomendation of the Board.
ICTION. To recomnend to the Dap one of the three
Deputy Ed-rectors to serve aa Chairman of the CIA Career
Service Board for the period 1 /larch 1953 through
30 June 1953*
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Hazardous Duty Par Program
IN* Career Service Boards of the upip smilers
requested (see attached) by the CIA Career Service Beard
at its 4th meeting on 15 January to maks specific rump
mendations on the Hazardous Duty Pay Regulation proposed
by the Working Group on Hasardous Duty. Recommendations
of the ripp Carew Service Board, (rbichvill also en',
compass recommendations of the PLT, the PP and the TSS
Career Service Boards) have beendWavedl but will be
distributed in a supplementary agenda;
The FI Career Service Board recommends that the views
of Admiral Strauss be followed, e.g., that considerations
other than those of supplemom*Ancy pay be used to motivate
and to reward those who engage in Nextalm-haserdous" deft'.
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SecURi-fie76"Wiati0n
36 February 1953
MEMORANDUM PORI ftecutiee Secretary g CIA Career ervice Board
SU13JEDT Hazardous Duty
1. Reference is made to your memorandum on the subject dated
29 January 19530
2. In answering the questions listed in paravaph 3 of your
nemorandum the Fl Board makes the following cameral;
a, The circumstances within the Agency whith would rates
the question of extraehazardous duty pay are relatively few for PI
etaff employees and staff agents.
b. It is not believed that additional pay t staff employees
erd staff agente who perform duties at personal risk 4ver and above
that normally ieberent in Agency employment provides re best methot
el recognizing their contributions to the fulfillment of the Agency
Tiesion. It is believed that the individuals who endeetake aseignmeets
envolving such personal risks are usually quite avers of the condltioes
irvolved and agree to them for reasons other than peeuniery. It le
elso felt that the CIA Awards Program will provide adequete facilitiea
or recognizing extraordinary valor and achievement,. 'Ile normal
methods of prometionsl, fature position reassigmmente am= official
eemmendations offer much sounder means of recognitLien of ludh con-
triblfLions.
a. in light of the above two statements the FI Bcrd does
lot feel that a Hazardous Duty Pay Program is necEesary witin the
Agency at this time.
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3, The PI Board feels that the comments of Rear Admiral Lewis L.
Strauss express the soundest opinions on the problem of hazardous duty
pv within CIA. It is not felt that CIA necessarily has to match the
hazardous duty- pay program which the Armed Services may adopt However.,
it is fe.t that CIA should defer any final action on such a program
until after he reconmendations of the Commission, of which Admiral Strauss
Chalrnan,, are made known to the Agencyo
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Foreign Intelligence
Career Service Board
Concur;
25X1A9a
Chief,.? Foreign Intelligence
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29 January 1953
:M.110AIIDULI FOR: DD/P Career Service Board
El Career Service Board
PP Career Service Board
P11 Career Service Board
TSS Career Service Board
Hazardous Duty
2. The CIA Career Service Board, at its 3rd meeting on
19 november 1952, approved, in principle, the paper entitled "Policy
covering additional pay for various types of Hazardous Duty", dated
24 September 1952, (see Agenda for 3rd meeting of the Board) and
instructed that a Vorking Group be established to develop a detailed
plan and regulations to i.plement the policy* At its 4th meeting, on
Thursday, 15 January 1953, the CIA Career Service Board revieued the
regulations proposed by the Working Group as a result of this directive0
(see Agenda for 4th meeting or the Board)
20 The establishment of a supplementary pay program, for agy
purpose, is a matter of major concern to the Agency, since it is eide0j
recognized that pay scales and principles underlying then once established,
are extremely difficult to modify or revoke. Concern ha e been expressed
as tot
a* the compatibility of a aystam of monetary recognition for
extra hazardous &Irby and the Agway's Goal to enhance esprit
de corps and sense of mission on a long-range basis*
be the question of equity with respect to hazardous duty pay
and incentive reyintbe Armed Forces where it inpinges on
the activities of the Agency*
4:10 the ability to apply the principle of supplementary pay
equitably to all components of the Agency engaged in duties
of comparable risk0
do the "ppening of Pandora's box", releasing a host of quasi
related m4tters such as recogeetion? by monetary maws of
degree or difference in merit or attitude*
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3. Since a Hazardous Duty Program is primarily of interest to
the covert Offices, the Board. on 15 January decided to refer the thole
question of compensation for extra-hazardous duty to the Career Service
Boards in the DD/P area for comment and recommendation ;vier to final
action by the Board. It is =wasted that, in view of the considerations
in paragraph 2 above, specific attention be given to the fallowing
questions:
ao From what circumstance ithin the .figerzy does the question
of extra-hazardous duty pay arise?
b. Does additional pay to individuals who perform duties at
personal risk over and above that normally inherent in Agency
erzploynent provide the best method of recognizing their contributions
to the fulfillment of the Agency's mission?
co If so, does the proposed regulation adequately control the
conditions and method of payment?
4. Recent opinions on hazardous duty pay from the fallowing persons
are attacheds
aa LIRAS L. Strauss, Chairman of the Secretary of Defense's
civilian Commission on incentive and Hazardous Duty Pay.
b. Brigadier General Herbert 130 Powell, Deputy Assistant
Chief of Staff, Ilanpower Controls Office of the Cr-10
co staff agents in charge of an overseas
operation
5. Tour cement and recommendation should be in the hands of the
undersigned by 13 February 1953 so that it may be considered at the February
mating of the CIA career Service Board.
25X1A9a
FOR THL,' CIA C SIDNICE BOARD*
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Attachments t
Ilemorandum of Ree,ordAcbrarag atrausa
uenerai rowl.
25X1A9a
Distribution:
Addressees
rioters, CIA Career
Ilimbers, Working Group
service Board
on Hazardous Duty
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28 Janaary 3953
MOHAN= OF REM)
SUBJECTs Conversation held idth Lewis leo Strauss (Rear Admiral, USNR,Rwto),
Chairmen of the Secretary of Defense Commission on Incentive and
Hassrdons Duty Pon on 19 January at 30 Rockefeller Plass, Now
25X1A9a Usk Cityby
the Chairman of the Armed Services Committee of the Senate, 82nd
Congress, reqeseted the Secretary of Defense to appoint a civilian camp.
mission to inspire into and make recommendations concerning incentive and
ha/ordain duty pay in the Armed Services? The recommendations would be
used as abeam for revising present legislation on this matter? The
commission consists of the tbllowings
Lewis Lo Strews, Chairman
former member of the Atomic Energy Commission
Don 0o Mitchell
President, Sylvania. Prodects
Harold: Hbulton
former Presidents Brookings institution
John Thomas Cahill
momber of Cahill, Gordon, Embry. and Randal
Joseph Campbell
Vice.eresident, Ooluibla adversity
The 03111MISSiOn has conducted an extensive program of hearings and visits
to field installations of 0.1 Army, Navy and Air Force and has interviewed
hundreds of military personnel? The final report is now being written hit
has not yet been epproved br the Cosmission. The views expressed in this
interview are thejarsonal views of Admiral Strauss, not necessarily those
of the Commission*
lo I acquainted Admiral Strauss with the problem of extraAasardwas
cut, pay confronting CIA explaining that its genesis wee in parachute
operations where an apparent question of equity arose when military personnel
attached to CIA lweped and rewired extra pay and CIA civilian personnel
alongside of them jumped and received no extra pay I also explained some
of the ramifications that the adoption within CIA, of the principle of
extra pay for extra hazard would lead intoo
8.E.C.41.44
Somata' 1.isfanation
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2. Admiral Strauss gave it as his opinion that the only excuse for
extra-hazardous duty pay was as "incentive pan . incentive a.) to attract
personnel to volunteer for the training for particular duty and b.) to
retain in that duty those personnel who had become competent and experienced*
He believed that extra pay should be used only as a last reatrt, since
other forms of incentive (i.e., prestige, insignia, special uniforms,
status) were more important and that money came very low on the list. He
believeddxnarrselthat the extra pay was an important factor in re.enlistments
for paratroop duty since by the time a second hitch came along, the novelty
bad worn off and the soldier was attracted by the extra money. By that
time also familiarity with the duty lessened the feelings by the participants
of the hazard surrounding it.
1, Of all the forms of incentive or hasardaus duty pay in the Armed
Services Admiral Strauss inclined to think that parachate pay was the only
one for which a good case could be made Doctorls incentive payees no
sore justifiable than would be the same for scientists; combat pay VAS SO
ill-conceived that a naval vessel could be engaged in deadly combat and
sunk yet the survivors would not qualify.
4. According to Admiral Strauss, the Marine Corps had OD desire for
extra.hazardous duty pay and believed that it could fill its ranks with
eall-etotivated personnel by the attraction of the prestige of belonging
to the Marines rather than by the attraction of extra pay, just as the
Marines were the "elitest" of the Armed Services so Admiral Strauss expected
that CIA would be the most highly motivated and dedicated of the civilian
groups. This was especially true since he imagined that each CIA man would
be "on his own" to an infinitely greater extent than in az y of the Armed
Services. Re thought it quite natural and proper that comparative CIA 1480
pay should be higher than anywhere else in Government service and suggested
that all CIA officers should hold the assimilated rank of colonel. Si
imagined that CIA was achieving these standards by the most rigid type of
entrance and retention standards and suggested that CIA might find hazardous
duty pay a hindrance rather than a help in achieving these goals.
5. Admiral Strauss was of the opinion, however, that CIA might find
itself forced to establish hazardous duty pay for certain activities (i.e.,
jump pay) if the Armed Services continued the system. HO suggested that
C/A should go as aloWly as possible and advance into the field only as
circumstances actually required.
6. The Commission of which he is the Chairman has completed its survey
but had not yet approved its final report. Until that had been done he felt
it improper for Kato reveal what he thought the Connission would recommend*
He said, however, that he would have made available to me at the earliest
practical time, copies of the report. He also said he would be available
to consult with other officers of the Agency if that were desirable.
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28 Januavy 190
:TraIDIWIDULT OF eigOORD
STMEZT: Conversation held with Brigadier General Herbert 330 Poweil,,
Deputy Assistant Chief of Staff for Lianpover Control,
Office of the Gel by TAO General 170 II. H0 I.Torris, 3r0,
25X1A9a on 18 December 1952
le The conve.rsation was held Trith General Powell to obtale
his 1r181,73 about the Armed Forces I expcvience eith Hazardous Duty
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Incentive Pay. General Poet11 aeprossed the belief that hazardous
duty pay as such has little or no merits but as long as the Air -
Force and Navy have hazardous duty pay the AreeellOtild insiet on it,
too He stressed the need for Amplicity and the avoidance of
tecimicsel jargon in all governing regulations,. He spoke of the
difficulties encountered by the Arne/ in administering Combat Pay,
especially because of the retroactive provisions and strongly
recommended that the Agency program not be made retroactive* He
suggested that the Agency procecam be handled on a claim basis, not
on a status basis since pay on a status basis requires that an
individual be tronbinuous and active 7 engaged in hazardous duties
of ma operatic) or trairdng na ureo
20 General ?oval suresarized the attetude of the a-rine Corps
(with disapproves of incentive pay), of the Arry (nlelch prefers to
have no hazardous duty or incentive pay, but can not avoid the issue
as long as the .lar Force pays flight pay) and of the A.ir Force
(thich elates that flight pay is necessazy)0
3. It was General s recormendation that any promam
developed by the Agency take comizance of the findings and
reoommendations of the Strauss Commission?
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28 January 1953
"41240RODUM OF RSCORD
25X1A9a Marls Conversation held with Mr. sTsessss,11111111X1A9a
Regarding Hazardous Duty Pay (and sulif5a
.sq!!!!1llr,, 25X1A9a.
25X1A9a
25X1A
10 The conversation was held with Mr0 to secure his 25X1A9a
views as he saw the problem in his erattonal ositiou. Mr. 111111111
is a staff agent supervising the tral114113125X1 A2 dl
operation. He has under his supervision 9 Agency personnels staff
and contract agents', who act as espervisots and instructors in the
25X1A9a 2. . Mr. i$. ddressed himself primarily to the question of
parachute pay for the Agency civilian. personnels His fundamental
position was that there Ss 4 moral obligation to give parechats psy
bo the civilians who were performing the same duties alongside military
personnel who receive such eXtra compensation. He stated that the
25X1C
sant from this oomparison.
In response to sneational he outlined his position as follow
a. The problem arises in his own mind as a moral issue.
bc. He believes that nsense of ressionti is the basis mstivatios
for the performance of these duties by Agency civilian personnels
c, He agreed that once we undertake extra compensation for
the man who does parachute jumps, we automatically oper. up the
questicn. of extra compensation for other and unrelated types of
25X1A eto,,
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d. Re VAS asked ',Would the payment of extra pay for
parachute jumpi 4- impinge unfavorably on esprit or 'sense
of mission'?" The antiwar was "lbJ'
e. In pursuit of the noral responsibility question., he
stated that if the military ceased payment for jumps there
would no longer be a moral obligation for the Agency to pgy
such compensation to its civilians. (His concern appeared to
he solely that of the unfavorable comparison regarding hazardous
duty compensation between the civilian and the military, and was
not with comparison between hazaednua and nonhazardous civilian
assignments within CIA* However, he stressed the fact that there
is A difference between a 15- finance or supply clerk and a
05-7 parachute instructor,)
f. He admitted the existence of the Aroy's objective in
paying for parachute jumps to be that of incentive to get nen
to perform behindethe-lines fighting and not incentive to jump
as such. The jumps are used solely as a yardstick to determine
the compensation. Nevertheless, the unfavorable comparison is
what sticks in his mind, although our people are jumping only
and not indulging in behindetheelines operations at this time
25X1A erred to AR 35-1250, dated 20 July 1951, and
said that there are several paragraph/4 therein particularly
pertinent to the problem within the Agency and in general it
appears that this Army Regulation would cover any situation that
might arise, 31'8aq:died to civilians* He also said that throughout
AR 35-1250 there is no mention or indication of the psy incentive
being based on behind-the-lines fighting but in based on making
parachute jumps from an aircraft in aerial flight
g. He agreed that if the parachute jump pay problem did not
exist that the question of my recompense for extra hazardous
duties need not arise within the Agency. (This highlights and
points up the fact that parachute jumping on the part of Agency
personnel is the point of departure in this whole question and
we thereby run the risk, by deferring to it, of dragging in all
other and many kinds of risks which we would not dream of touching
otherwise, He agreed as to the Pandora's box nature of this over-
all problem.)
he He agreed that the whole situation, could be leveled out
successfully in spite of the comparison if we had a balance between
the total CIA package for an individual and the total Army service
package, so to speak. (This means a re- Asia on the highly
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desirable detailed examination of mthat benefits, privileging
prerogatives we now have and can have before we dare jump Off
into the extra compensation Had.)
ik, In response to questton, telt firmly that
RIM
if we should undertake extra compensation for parachute jumping
within leo automeloallymust do the same thing for the
same hazer erever it exists (Which situations he had personally
observed)
JD In response to question) he also admitted that there is
risk of gratuitous incentive to participate in jumps for the
sake of money and not a needful missiono (The military are having ?
the same experience) It further puts mone,y in front of our
people instead of rsense of mission and it further builds Agency
financial responsibility because of obligation to financially
carry an injured individual('
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INDRAIIX111 FOR:
3 Limb 2953
25X1A2d1
11r.
Beecubive messesszys
CIA Care& Servioe Board
SUBJECTs Hazardous Duty
REMIRELIDEs Nemo doled 29 January 3953 from
25X1A2d1 Moo re Hazardous Duty
le The to/P Career Service Board desires to defer room*
meniations on referanue propomel pezding the NM LlAabilitr of
the Strings report referred to in para. Is.a. of reference cover
memorandum.
2. It is requested that we be given an opportunity to re-
vise the Strauss report when available,
3. It is also requested that mattars of general interest
to the DD/P organisation, referred from the CIA Career Service
Board, be addressed to the MVP Career Service Board on/ty and
not to the Senlior Staff Career Serekte Boards of the DD/P. The
DD/P Career Service Board i1.11 noloz?take to provide necessary
internal coordination and report the official MVP position in
such cases.
NI DIRECTION OF MVPs
5X1A9a
chie of Adstration, DD/P
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CIA Regulation
?CIA Career Service Program*
The purpose of issuing this Headquarters Regulation is
a0 to place on a permanent basis, conforming to the
new format and framework of CIA regulatory material,
the CIA Career Service Programs its structure,
authorities and responsibilities. At present this
material exists only as a staff study approved br
the DCI and issued as CIA Notice This
proposed Headquarters Regulation is a restatement of
text contained in the original staff six* or modifi-
cations of it that have since been approved by the
13oard.
b.
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CEIVRAL INTELLIGEICE AGENCY REGULATION IJULIDSR
25X1A
CIA CAREER SIMICE PROGRAM
Ao Policy
In accordance with the basic personnel policy of the Central
Intellteency Agency (See CIA Regulation= paragraph All), 25X1A
a Career Service Program is provided that identifies, develops,
effectively uses and rewards individuals vho have the skills
required by CIA; motivates them toward rendering maximum service
to the Agency; and eliminates from the service* in an equitable
manners, those who in spite of the Program fail to perform as
effective members of the organization. The Career Service Pro-
gram includes. all staff employees and staff agents of the Central
Intelligence Agency whether on duty in headquarters or in the fiebio
Bo Purpose of the Career Service Program
The purpose of the Career Service Program is to develop people
to the fullest extent to meet present and smtdoipsted personnel
needs of the Agency* In accomplishing this ends provision is
made in the program fors
Strengthenilag the selection process by the establishment of a
Professional Selection Panel *which advises the Assistant Dirac.
tor for Personnel regarding suitability for loeg term employment
of awlicants we trial sezice employees*
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20 Formal evaluations of each individual in the Agen3Y through
the periodic execution of a personnel evaluation report *doh
is the beats instrument of career glossing?
3. A Career Service Board structure advisory to responsible officers
on career service matter's affecting their area of activity('
110 An executive inventory as an ad to p?r?onnal planning far
the development arid use of executive skill throughout the
Agencio
5. Rotation, a proctor* of systematic deaignation sari redesignation
of an isslividual to various Idards of duty and training for
the pw:spose of improving kis capacity to serve kts sponsoring
organisational component.
6. Functional groups to administer Agesormide programs in the
career service field such as Honor Awards, Hazardous Duty, etc?
Procedural. regulations relating to the purposes ansmerated above
and not covered herein will be issued separately.
Adminiatration of the Program
I. CIA Career Service Board
The Career Service Program is controlled by a CIA Career
Service Board that is responed.ble for providing &dries to
the DCI on making CIA a better place in which to 'work, It
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develops policy governing the Career Service Program and
advises ooncterning all natters attesting Agenoy personnel.
a* Organization
(1)
The CIA Career Service Board is composed of the
following personas
Permanent Lternberst
Deputy Director (P'lans) or Death/
Deputy Director (Intelligence) or Deputy
Deputy Director (Administration) or DePutr
Director of Training or Deputy
Assistant Director for Personnel or Depute/.
Aasistanb Director for Conntaxications or Deputy
Rotating Lbmbers (two at any one tire for staggered
terms of six months each, there
being at all times one nominated
by the WI and one nominated, by
the DD/13);
Assistant Director for Current Intelligence
Assistant Director for Collection and Dissemination
Assistant Director far Operation's
Assistant Director for Scientific Intelligence
\ Assistant Director for Research and Reports
? Assistant Director for National Estimates
\ Assistant Director for Intelligence Coordination
? Chiefs Foreign Intelligence Staff
Chief, Political and Psychological. Airfare Staff
Chiefs Pararailitarsr Operations Staff
Chiefs Technical Services ::;taff
Chief, Administratihro ataff
Dreoutians Secretary - Nonrivoting
(2) The Chairman of the Board 1l be appointod by the Del
from among the three Deputy Directors to serve for a
term of four monthe. Four members of the Board will
oorstituta a Quortnne If a member cannot bo present,
In may be represented by his Deputy. The Board will
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holt scheduled 110,11V1T allatinees MI agenda anl
anutes of meetings will be distributed to all
persons listed above.
b. Reeponsibilities
It is the responsibility of the CIA Career Service Bond tos.
(1)
Develop policy governing the Career Service Proves
for approval by the DCI and serve as hie advisor on
all matters ooncerning the Program.
(2) Supervise and. review the fUnctiordng of (Office)
Career Service Boards.
(3) Establish and maintain ea knocutive Invenkry to be
composed of those persons vollich the Board shall from
time to time determine.
Lhke recomendations for filling low poeitices 121 the
Agency vdth personnel from the namoutive Inventory.
(5) Review evaluation of personnel contained In the Ificsoutive
Inventory anti review rotation programs for their further
development.
(6) Aprrave the allocation of Rotation Loan Slots to
(Office) Career Service Boards.
Supervise supporting groups ca. Boards for handling
specialized functions on an Agency-wide basis* sash asj,
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Hazardous Duty Board, Boner Awards Board, Professional
Selection Panel, etc., drawing on Agency personnel as
racessaly*
(8) Prepare and subcdt amna337 to the DCI a mum of
the operation of the CIA Career Service Program.
2. The Secretariat of the CIA Career Service Board
ao Orgmlization
The Career Development Stott of the Pbrammel Office
serves as the Secretariat of the CIA Career Sorviae
Board and the Chief, Career Developmunt Staff serves
as the Procutive Secretary of the Board*
1)0 Responsibilities
It %AU be the room:lability of the Secretariat of the
CIA Career Service Board to:
(1) Recaccond to the CIA Career Service Board WM and
means of improving the CIA Career Service Prograu
(2) Perform all secretariat and administrative functions
for the CIA Career Service Board. Then include,
but are not limited tot
(a) Llaintaining caster Mai concerned uLth Career
Service matters on a current basis for the
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CIA Career Service Board, including agenda and
records of meetings, files of the Imeauktve
Inventory m records of rotation loan slot
u1-1 4aticrn
(b). Aasisting ((Vitae) Carom Santos Wen% in
effecting rotation appcintmente.
(o) Transmitting to the CIA Career Service D:tard
reoccemmdations and periodic reports of the
(Office) Career Service Boards for consideration*
(d) Itd.tieting and supervising such atelies as are
needed to improve the Career Service Programa
(e) Subrritting =resolved inter-Office Board problems
to the CIA Career Barrio* Board for decision"
(f) Coordinating with the Office of Training trairdng
arrangements and needs respecting the CIA Career
Service Program.
(g) Acting in support of Bombs established by the
GIA Career Service Board for handling specialised
fwaxtions on an ligencridde basis*
Office Career Service Boards
Lach abaff employee aryl staff agent till be identified with
an appropriate (Office or Staff) Career Service Board. The
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(Office) Career Service Boards are responsible fOr advice to
their respective Chiefs on making the Office or Staff a better
place in which to work. Those Boards are emerald primarily
with implementing the Agency's personnel policy, developing
internal personnel policy and reviewing recommendations con-
cerned td.th the careers of individnals. It is at this level
and through the functioning of these Office and Staff Boards
that the rotations tranings advancement and assignment plans
recommended for the individual are reviewed forth. approval
of the Assistant Director or Office head.
a. Organization
(1) (Office) Career Service Boards are composed of the
following persons;
Assistant Director or Staff Chief co-officio
Three or more Staff or Division Chiefs, or
comparable high...level officials
Secretariat - Non-voting. (In most casess the
Secretariat is composed of Administrative
Personnel Officers of the Office concerned and
will perform staff support for the Board.)
(2) (Office) Career Service Boards are established in
the following units of CIA:
Office of Training
Office of Communication'
Office of the Deputy Director (Plans)
Foreign Intelligence Staff
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Political and Psychological Warfare Staff
ParamIlitary Operations Staff
Technical Services Staff
Office of National Estimates
Office of Research and Reports
Office of Current Intelligence
Office of Scientific Intelligence
Office of Collection and Dissemination
Office of Operatione
Office of Deputy Director (Administration)
Personnel Office
Medical Office
Office of General Services
Inspection and Security Office
Procurement and Supply Office
Office of Comptroller
b* Responsibilities
It is the responsibility of an (Office) Career Service
Board to:
(1) Serve as advisor to the Assistant Director (or
Office head) on all matters pertaining to the
Career Service 7'rogramo
(2) rtrect within the Office the application and functioning
of the Career Service Programs including but not limited
to
(a)
Executing relevant decisions of the CV. Career
Service Board and making recommendations to the
CIA Career Service Board for improvement of the
Career Service Programa
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ri-z,w4op:171, and executing the Career
etec1)rogram of the Office concerned, including
an intra-Office rotation systara, and reporting
periodically to the CIA Career Service Boardo
(c) Reviewing ?ersonnel Evaluation Reports and proposed
'development plans for individnals in terms of training,
assignment, advancement, rotation and promotion.
(d) Reoommending cancellation or continmanoe of career
development actions*
(e) Participating in the develops:NA and execution of
approved extra-Office rotation systems.,
(f) Submittdng a send.ennual Personnel )valuation Report
to the Oponsoring Office on eh rotation appointee
from another CMGs*
(g) Ensuring that the rotation appointees detailed by
their Office to another Office are not overlooked
for warraLted promotion and ensuring that rotation
appointees received by their Office are produotive
and their assignments commensurate with the purpose
of the appointments.
(h) Reviewing continuously conditions of service and
' duty with a view to making recommendations to the
CIA Career Service Board concerning working conditions
and benefits that can strengthen morale and increase
*esprit de corps",
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(i) Reviewing continuously the personnel intake of the
Office, especially at the junior professional level,
with a view to ensuring the acquisition of highly..
qualified, versatile persons with lonerange
potentiality.
Supervise supporting groups or Boards as appropriate for
handling specialized functions, assigning to then Office
personnel as necessary?
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'Report of Professional Selection Penal Activities*
2, This report is concerned primeri4 with
a9 A summary of the 311, cases considered by the penal
between 12 December 1952 and 20 February 3953
b. A request for guidance and. informebion respecting
those cases invachthe Panting recommendations
are nedi followed
co A, tentative statement of 18 criteria bearing an
suitabilitz for career employmoitin CIA,
29 Attached to the report is memorandum of commotion
concerning the workings of the Bowie fteminers of
the Foreign Service,
3. The Panel requests guidance from the Board on lb and
1,o above,
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There hairs been submitted to the Panel 40 eases, which have been disposed
of as follows:
77 14 Recommended as suitable for career employment
15 Recommended as not suitable for career employment.
5 Pending - awaiting further information, awaiting interviews with
applicant, or to be reconsidered prior to expiration of trial
service.
6 Withdrawn by the forwarding Office or not considered by the
Panel to be appropriate for its consideration.
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Secuiffy-Wafation
24 February 3953
MOROI= FOR: CIA Career Service Board
FROM: Professional Selection Panel
SUBJFZT: Wort of Professional Selection Pena Activities
1. Six months having passed since the creation of the Professional
Selection Panel, it is considered appropriate that the Pena facia to
the CIA Career Service Board a report of its activities.
2. On 20 November 1952 the Panel received instructions from the
Chairman, CIA Career Service Board, which stated:
"The Board recognizes that the Panel can not implemast at this
time all,lbeges of the selection program specified in CIA
25X1 A Notice It does, however, desire that the Panel shoed
give priority to:
a. the formulation of criteria concerning over-all suitability
to work in CIA on a career basis,
b. examination of individual cases of applicants or trial.
service employees Where doubt is cast on suitability
to work in CIA on a career basis as a result of the de.
velopment of administrative or marginal informatimbythe
three Offices mentioned above (Security, bediaal and Personnel)
and the Office of Training,
c. recommendation to the appropriate authority for the disposition
of each case so examined."
Since the receipt of the above directive, there have been subndtted to the
Panel 34 cams, which have been disposed of as follows:
13 Recommended as suitable for career employment.
13 Recommended as not suitable for career employment.
4 Pending awaiting further information, awaiting interviews with
applicant, or to be reconsidered prior to expiration of trial
service.
4 Withdrawn by the forwarding Office or not considered by the
Panel to be appropriate for its consideration.
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3. In one of the cases considered, the Panel's vote was 4 to 10
In all other cases the vote has been manimme.
4. The Panel has been informed that its recommendations have been
followed by the Assistant Director (Personnel) in ail oases buttmo0 The
two exceptions were oases No. 5 and No. 25. The Pura believes that its
work would profit greatly if it could be informed officially and in SONO
detail as to the reasons for employing these two individnals lathe !am
of adverse findings by the Panel. The Panel recognises that there will
be instances when, for policy, reasons, the Agency will find it appropriate
to emplay an individual even though he mmy not appear to be suitable for
career employment* Case No. 5 appears to fall in this category. Insofar
as information made available to the Panel indicates, such polio:Tem-
siderations are not present in case No 25. It appears, therefore, that
in that case a higher authority has reversed the Panel's finding that the
Individual ie not suitable for career maployment by CIA. If the Panel is
to accumulate knowledge and experience Aachen' enable it to do the best
possible job for the Agency, it should be informed of the considerations
which led to the reversal of its findings theme No. 25.
5. In addition to examining these cases, the Panel hag devoted mum
siderable time, during its 19 regular meetings and 3 special evening
sessions, to the formulation of criteria for determining overall suitability
to work in CIA on a career basis, The Panel believes that final criteria
for suitability will only emerge after a great deal of practical experience
has been gained in examining specific cases, Obviously, the consideration
of only 34 cases, all of them being instances "where dadbt exists as to
suitability," has not given the Panel the needed experience to formulate
criteria. On the other hand, the five Panel members represent an aggregate
of approximately 40 years of varied experience in the intelligence field,
and the Panel's advisors represent a total of between 30 and 40 years of
experience in their specialised fields, Thus the Panel, Wile lacking
great depth of experience as a unitl has a great deal of extremely varied
experience to draw from in formulating criteria.
6. There is attached hereto a tentative statement of criteria for
suitability formulated by the Panel. It is desired to emphasise the tentative
nature of this statement and also to point out that any compilation of
selection criteria must be subject to constant revision and redefinition,
7. The Panel would greatly appreciate the comments of the Board, or of
any individual members thereof, concerning its activities as reported herein.
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PROFESSIONAL SKLECTION PANEL
Tentative Statexent of Selection Criteria Bearing On
Suitability for Career Service in CIA
The ProfesstonSelection Panel was instructed by the CIA Career
Service Board to gte riority to the nformeation of criteria concerning
over-all suitability to work in CIA on a career basis".
There are set forth below certain basic qualities Which are to be
sought in applicants and trial,service employees. Under each quality are
listed one or more questions which are among those the Panel would attempt
to answer in an effort to decide whether the individual applicant was
possessed of the desired quality. The questions are intended to guide
the Panel and are in no way suggested as questions to be put to the
applicant. These criteria do nots of course, take into account technical
qualifications to fill a specific position.
ETHICAL ADJUSTMENT
1. IITTEORITY
Would lack of supervisions inspection or review lower his
standard of performance?
Can he be expected to remain honest to himself and to others?
2. MORALITY
Can he maintain high moral standard* for his personal conduct?
Could he, in the national interests engage in activities which
conflict with those standards?
30 FAITHFULNESS
Will he loyally support a course of action which has been
officially determined even though be may disagree?
Would be secretly try to undermine &policy adopted by his
superiors while outwardly supporting it?
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PSYCROLOGIC AL ADJUSTMENT
4. OBJECTIVITY
Can he reach logical conclusions despite personable'?
5. ADAPTABILITY
Can he and does he willingly conform to nem job row:inmate
Can he adjust to trying torking conditions?
6. ANOUTHITY
Does he recognize and accept the fact that public notice is
incompatible with a career in CIA?
Does he feel compelled to call attention to himself and to his
work?
7. ACCEPTANCE CV DISCIPLINE
Can he relinquish independence of action in the interest of
organizational integrity and control?
8, EMOTIOnAL CONTROL
Can he maintain effectiveness despite heavy demands, unusual
stresses or disturbing working conditions?
INTELLPOTUAL READINMS
9. CARR METRE
Are his reasons sound for seeking an intelligence career in CIA?
Is he willing to Give the job and the *posy a fair trial?
10. DISCRETION
Has he an appreciation of the need for discretion, and possibly
for dissembling, in the handling of official information?
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P1RSONAL READINESS
11, ECOMNIC PREPAREDNESS
Can he accept the limitations of a Government salary?
12. FRIIDON OF ACTION
To what extant will economic, religious, political,
moral or other personal considerations interfere with his
freedom of action?
SOCIAL ADJUSTVITXT
13. SENSE CAP PERSONAL T'ROPCRTION
Does he take himself too seriously?
Can he laugh at himself?
34. SOCIAL AccrrnBran'
Is he a person with whom you would like to work closely?
Would you welcome him as a guest in your home?
1$. COOPERATION
Does he establish congenial and friendly relationship's with
others?
Can he work effectively as a member of a team?
PRODnCTIVE camarTr
16. INDUS=
Is he capable of sustained hard work?
orsonvs rnmicismcz
Is he capable of resourcefulness and ingenuity in planning and
coming out activities?
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Can he make decisions effectively?
Can he learn and remember detailed knouledgo?
Can he cypress htself adequately (communicate idea,)?
Can he effectively use the services and abilities of other people?
VISION
Can he think and act imaginatively?
4
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17 February 1953
MEMORANDUM OF RECORD
SUBJECT: Conversation held with Mr. Cronmell A. Riches, Executive Director
of the Board of Examiners for the Foreign Service, Department of
State, on 15 January 1953 by 25X1 A9a
1. Mr. Riches is a member of the Board of Examiners for the Foreign
Service; he is also Executive Director of the Board of Examiners and is,
in addition, a Deputy Examiner. ghe Board of Examiners for the Foreign
Service (Sec. 212 (a) Public Law 724, 79th Congress, as amended) ushall..o
under the general supervision of the Board of the Foreign Service, provide
for and supervise the conduct of such examinations as maybe given to
candidates for appointment as Foreign Service officers,g
2. The Deputy Examiners are the only persons who actually conduct
the oral examinations of Fbreign Service Officer candidates. NO other
persons except Deputy Examiners are admitted to the oral examinations*
The Deputy Examiners nuiber thirty-five at present and are elected by the
Board of Examiners. In conducting the elections of the Deputy Examiners,
the Board of Examiners receives nominations, together with detailed biographical
data, from those elements of the Government that are represented on the Board
of the Foreign Service (e.g., State, Agriculture, Commerce and Labor) and elects
the examiners on the bases of their qualifications and skill for oral interview
and examination. Since examination is their sole function, this skill is the
principal criterion an which the selection of the Deputy acaminers is based,
although it is admitted that skill in oral examination is difficult to de-
termine without seeing the individual in action. All Deputy Examiners are of
Grade GS-15 or equivalent and above in order to insure a basic level of
maturity. Their election is by secret ballot.
3. The same Panels of Deputy Examiners sit in oral examination for
both junior and lateral entry candidates glass 6 ?juniare, candidates -
salary range 13993 to $5093; Class 5 to Class 1 "lateral entre candidates -
salary range $5313 to $1430g7. It is argued that the traits of character
and personality in Which the Board is interested are the same no matter
what level of entrant is being considered*
4. The examining workload for the present year is estimated to be
325 junior candidates of which about 200 can be accepted. Note that theft
candidates have already passed the written examinations and will have their
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physical examination when they report (at their own e) for the oral
eeamination. In addition enough szambraions wane con acted to produce
aeout 400 lateral entre officers (Class 5 to Class 1). Note that these
candidates are for the most part already in Washington having been employed
iiter departmentally (i.e., Civil Service) In the Department of State or
ab Foreign Service Staff Officers for the past three or four years, Written
teaminatione are ndTipired of lateral entry personnel. In summary* abcut
651 of the junior tandilates are paaeld by the oral exemination and about
40% of the lateral entry candidatesw
5. Examinations heretefere ha ee been held only in Washington although
the Board has often considered 'Iourneying to the Weet Coast in order to
ease the burden of cost to the candidate* There are many practical obstacles
to ao doing* however,
6, The Panels of Deputiee - five per Panel - assemble every morning
at 9115 and complete their work by about 1:03 P.M. Mr. Riches chairs the
Panele twice a week and his Deputy, a Foreign Service officer, Class 29
three times &welt* Junior candidates and lateral entry candidates are
considered on different days because the data and records are in afferent
form, The individual Depute Examinere, however, consider both types of
candidates as the occasion arimes., The oral examination of a junior candidate
takes about one hour (three per miming) while the oral examination of a
lateral entry candidate takes longer (two per morning), nOutside" Deputy
Pxaminers (Ap7iculturs* Labor and Commerce) are not expected to work on a
Panel oftener than once a week* Before a Depute Examiner is allowed to take
part in the actual examination he is expected to audit sir Panels in Order
to acquire the basis for oral examining skill and to provide for understanding
and continuity of the process.
7. The Deputy Examiners come to the Panel without prior briefing end
work from a sheaf of documentation that is provided to them. It takes one
qualified analyst (GS-7) about a full day to prepare each case. Porkloadt
12 cases per week $ 2-3 GS-7 analyvy It is important to note that Mr. Riches
plezed great stress on the fact tha this documentation a) does not leave
the office of the Board of ftemineaese b) does spot go into the general personnel
files* c) is not available to any person except-the Deputy Examiners on the
Panel inmedianly concerned. For example, this documentation is not available
even to the Director General of the Foreign Service,
8, After the oral examination, the candidate retires and the Panel
discusses the case. For lateral entry candidates (Class 5 to Class I), each
Deputy Examiner then scores the candidate on a 1 to 5 grade for about eight
factors* The composite score of 3*2 is considered to be Ppassingo. If the
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score ie high (say 4 or better) there is no further discussion. If the
score is low (say 2.5 or less) there is no further discuasion. If the
aeore is medium (stet 2,5 to 4) the case is rediscussed and the Examiners
nal chive their scoring as a result of the discussion before another
semmation and average is struck. Changes tend to be down rather than up
and the !arels tend to be *conservative* with respect to *suitability".
enalyeie and final result IX dictated for the record on the spot.
9. The selection technique and scoring is the same for junior
candidates (Clause 6) but there are three grades of *passing*, a) with
distinction, b) pluming, e) defer, These grades determine the place a
candidate roes on the list, if there is a waiting list.
10, The vote of the Panels the scoring, the score, etc., is concealed
from. the **cetside merles, i.e., from all persons except those present in
the room. Only the result is announced. No pressure from *up the line*
is ever made on the panel to accept or reject a candidate. There has
never been reconsideration of a case by the Panel (although this was
sugeested once about 5 years ago,) However, about 1945 the Director General
of the FOreign Service struck from the list the name of a candidate before
it was sent to the President, There WS quite a row, All the Deputy
Exaniners resigned. As a result the Secretary of State instructed. the
Tirector General henceforth to forward the list without comment. Lrt is
extremely important to note that the a ntin authorlt7 in the case of
Foreign Service officera is the Presi en I byanwtth the advice and consent
of the Senate. Since 1945 the President and the Senate have always followed
the recommendations of the Board of Feraminers. It is recognized that both
the President and the Senate have the right to act differently it they so
choose, Note else that the Board of Examiners is not concerned with Foreign
Service Staff Officers, Foreign Service Reserve Officers or Departmental
personnel for which a different appointing authority existag
11. Mr. Riches invited the undereigned to audit an examining Panel,
subject to later confirmations, if that weld be'useful to CIA.
is/
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"Or!. Exandze*ion of Applicants
This material consists of,
ao A staff sbutr.recommerding the creation of
two ExaminaticaBoards, one for SaiLow
Officers as.12 and Above and one for-Juniar
and Intermediate Officers 08.7 through Mal ow
in place of the present Professional Seleom
tion Panel?
bo Comments on the Above by
the DD/P Career Sento* Board
the Assistant Dp/I
the Director of Training
the Aseistent Director for Convenications
the Professional Selection Panel
The conoensus seems to be that the two new Boards
should not be created but that the existing machinery..
the Professional Selection Panel should be retained.
A possible course of action by the Board might be to rei.
quest the Professional Selection Panel to reconcile _the
various comments and make specific reconnerdations to
Vas Board at its next meeting*
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ee 3 February 190
LEVOBSAIKEIFOR: Deputy Director (Areerestration)
FROM Assistant Director (Personnel)
SUBJECT: Oral Reanimation of Applicants
1, FROMM To develop machinery through which oral exaninationprocedures
lascr be applied to determine and to advise the Assintant Director for
Personnel on the suitability of applicants to fill junior, intermediate,
aid high level povitions in the Central Intelligence Agen6e
ASSUrTTIONSg (a) All of the means employed by CIA for the selection of
peeecnnel should be aimed at bringing into the Agency highly competent,
loeal employees TA-10 are well motivated to join in performing the Ageneyla
(b) Since a major objective of the career service program of CIA
is to provide opportunities for grenth and advancement to individual
enpleyees, it is important that incoming pereonnal have potentialities
Wilich measure up to the opportunities available?
(0) Criteria of suitability-must be adapted to the career field
rathln rhich a prospective employeets development and advancement will
be male possiblec,
(d) Forming the beat possible estimate of an applicants suit-
akality for career employment is subject to. limitations no matter how
mell applicants from outside are screened, investigated, and testedo
Provision for oral examination or interviewing of applicants, conOuated
by officials uith experience in and knowledge of the Age:Imes intelligence
operations and reqpirenents, will increase the possibilities of employing
loge those persona who can be relied upon to be effective members of
the Agency e uork force
RCM: (a) The Career Service Committee adopted and included in JUR'
final report the recomeendation of its morking group on.T*ainees that
a Professional Selection Panel be established =der the direction of
the Career Service Board to "review selection standards, including
mediaal standards, for and the qualifications of all candidates up to
and including the grade Well for overt and eemiegovert professional
peetlone? The Panel will also, et= requested by anAssietant Dirac:tor
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aerange
for the testing of a candidate in the 0S-12 through GS-25 sate-
gorye review hes qualifications and make recommendations to the reqesst-
25X1A ing Office." (Tab Es, CIA Notice
(b) The schedule of employment processing operations proposed by
the Career Service Committee provided for the Professional Selection
Panel to hold interviews with candidates in the cateaories defined above
subsequent to testing, personnel screening, medical clearance, and
security approval, but in advance of the individual's entry. ondutye
(c) In developing its operating plans, the Professional. Selection
Penal has omitted any proposal for conducting interviews nith applicants*
The Pena's position appears to have seeemmitromthe belief that the
enekload entailed in the adoption of the intervieuing step road impose
probibitive domande upon the time of the members, and. would entail an
Undue expenditure of funds to provide transportation for applicants to
cone to Whehington, for the interviews*
(d) Pursuant to instructions given it by the Career Service Board?
the Panel is ooncentrating its activities upon (a) the formulation of
criteria concerning over-all suitability to 17Ork in CIA on a career basis,
and (b) the examination of individual cases of applicants or trial service
employes where doubt is cast on suitability to vork in CIA on a career
basis as a remit of administrative or marginal information developed by
the Inspection and Security, Uedicalp and Personnel Offices and the Office
of Trairdngo Its recommendations with respect to eacki case are forwarded
directly to the Assistant Director (Persennel)p
(e) The operations of the Board of D. nars of the Foreign Servide
mere cited by the Career Service Committee in its final report to the DCI
as supplying an :analogy to the proposed role of the Professional Selection
Panel. Actually, oral examinations of Foreign Service applicants are con-
dected not by the Board meebers but by the Executive Director of the Board
eeth the assistance of a group of Deputy Examiners chosen annually by the
Board. These Deputy Examiners are chosenneiney for their skill in oral
testing (Tab A)
4, DISCUISIONI (a) Best estimates which can be made with respect to the
monthly entry on duty of 'personnel in grade categories free GSe7 through
GS-15, predloated on an Agency ceiling of are as foliages
(2) GS-7 through GS-11 (includ-
ing G3-5's etho are appointed
to junior officer positions) 0 060
(2) GS-12 throe& CS-150000000 30
SeE-0-ReLeP T
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Ae amarage allotmsnt of one hour per interview would, therefore, comprise
an Interviewing load of at least 60 and 30 hours per zenith far groeps
examining these two categories, respectively, It can be assumed that some
applicants would not survive the interviewing step; accordingly, workload
evtimates sould be expanded berthis factor.)
(b) The unwillingness of the Professional Selection Panel to assume
the role of an oral examining body can be apereciatede taking into account
the fact that the appointed members would have to mefens this flinctione
Sixty hours of interviewing timpeein addition to their full time duties
and responsibilitieseewould have represented a substantial burden for
these embers*
(c) The workload of intervisuing candidates for positiena in
pyAdes OS-7 through GS-31 would be considerably less burdensome if
cit etributed among a larger group than the five voting metbews of the
present Seloetion. Pena:, by designating Agency officials to serve
az interviewers for relatively short periods of timee
(d) The Career Service Comodttee reoompended that the juriseintien
or the panel include individual candidates for positions from CS-12
through GS45 when requested by the Assistant Director comernede Hover
the criteria applied in oral examinations of applicants for middle
and senior level positions would be substantially different from those
used for junior officer candidates* For the latter group, the intereielr
should be wed to furnish the basis for an appraise' of the individual's
promtoe for career development within the area of opportunities afforeed
by the Agency* For the ire senior personnel, the interview must yield
an appraisal of the applicant's alI-around capabilities and emeifications
for intelligence functions* The establish:met of separate examining
bodies for each of those two categories of applicants would, perhaps
accomplish improved intervieling results* Senior level applicants should
be evaluated by high level Agency officials 'Apse responsibilities have
given them trued perspective of the Agency's requirements*
(0 The present Professional Selection Panel does not appear tc
reit on sound organisational principles* It is now an appendage of the
Career Service board, which itself has no command function or authority,
25X1A Nonetheless CIA Notice hb, vests in the Panel authority to 6finarier
approve on behalf of the Aceucy the selection of all professional per-
sonnel" up to Well, In effect, this statenent of flinction disperses a
command responsibility (ie.. appointment authority) to a coemddeteeetype
Panel which does not exiet eltbin the Aegeeeeline of commando However,
25X1A under the provisions of CIA Notice Noe te:ei Panel's present reepon-
sibility is advisoryinetead of Mel with respect to the eoployment of -
individual applicantse
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(f) Problems enaourcbered by the Foreign Service appear to he
relevant for CIA. The Foreign Service's Board of Examiners Tma estab-
lished by legislation to function under the general supervision of the
Board of the Foreign Service. A report (Tab A) prepared by the Hallam-
ment Staff of the State Department points out that the present dispersion
of personnel recruitment and =mining responsibility Ixreween the Board
of Examinars on the one hand, ani the Personnel Office on the other has
not been condecive to realizing a positive, cohesive personnel program.
COLVLUSIOICe (a) Improved personnel selection could be expected to
result from installation of a program for interviewing applicants for
noneolerioal positions by representative groups of Agency o:eficials.
(b) Because of differerces in emphasis on selection criteria,
separate bases of membership for the interviewing bodies should be
established for applicants for jurd.or and intermediate positions on
the one hand, and senior positions on the other.
(c) The interview/ng bodies should be so organized that the
effectiveness of their operations will not be impeded by the demands
made upon the time of officials serving as interviamers?
RIMOIRMIATIOIS t (a) That there be established (1) a Senior Officer
Examination Board, with examining juriediction for grades Cile12 and
above, aid (2) a Junior and Intermadiebe 'Exmaination Board, for grates
(1134 through CS-11 (and lacer grades when the candidate .is to be a
trainee for a professional position.) These Boards Iteuld have rascione
sibielity for considering the employment suitability of all applicants
falling within the prescribed grade ranges. Since the operatione of
the Professional Selection Panel. mulct be duplicated, the Panel should
be discontdnued?
(b) That the Senior Officer Rumination Board be constituted as
an advisory body to the Assistant Director for Personnel, to ehom
responsibility for exercising the appointment function has been dalegated?
ilembership should be drawn from among chiefs of Inajor organizational
components (office head level) and other senior officials occupying
positions of not less than grade OS-17. The Board should comprise at
least three members liambers should be appointed to serve for six
months' tours, with appointments staggered to provide for continuity.
The membership of the Board should be as broadly representative of the
Agency's major organizational elements as is possible. ghenever deemed
neceseary, the Board should be authorized to call upon assistance from
personnel with specialized backgrounds. /betimes should be held at least
once weelay. The Assistant Director (Personnel) would designate a Per-
sonnel Officer to serve as Board Secretary and to be available for tech-
nical personnel advice and assistance. The Director of Central Intelligence
and the Deputy Directors could at their option participate in the pro-
ceedings as .z-officio members('
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(o) That the Junior ani Intermediate Beimiuittlas Board, also be
constituted on an advisory bean to the Pareornal Ciftioe. Thu Ditard
would comprise three malthers designetft trot slab parte of ttlie ligenge
as will ?swore a reasonable deseee ofAgeneridtle rerevomel. Ali
with the Senint, Boa.rd, timbers mould be appointed far six months at*
staggered tams. ehould be limited to Ageney officials in
net ism* then Snide as-1,54, The Board should be convened on a moldy
basis to dispose of all pending oases. A Persornal Officer toad be
named to vvide Searettal.at duties and to give amoh teohnical personnel
advice as might be required. Ati in (b) above, the Board should be
authorised to call upon expert assistance. Similarly, the nirseter
Central Intelligente ani the Deputy Directors could participate in the
work
of the Board on an ex.officio eapacitr.
(d) That inetroetions issued to establish the Boards insure regular
partieipation by the appointed menqoarse although the workload vdll un.
avoidably add a sizeable burden upon Board mothers, the effectiveness of
the oral exmaining rabogrem will depend heavily upon the vat* of the
Bogrits work.
(4) That where the Aseiarbagb Direotor (Personnel) feels *course
of action should be tak011 IthiCh Would be different fres that reacimamded
by either of the two boards proposed above, he would present the ease to
the Deputy Director (Admbristration) for final decision.
(f) Ref:owl:him that the oral examination represents another step
in the employment prooeseing operation, applicants should be brought to
Washington at Gererment expense for the raw* of appearing before the
appropriate oral examining Board. Although the polygraphing of applicants
prior to oral interview with the. Board would emotional eliminate the
necesatty for further ermination, it lamed also run the risk of mpsettdng
sea3 persona pine. to their appearance before the Board. lialwaptdng,
however, should be haul:lad before the individual returns to his hemp
Derogatory information *United Mow* the PelYgraPh Premium eight, of
course, require reconsideration of the applicant by the Board. Tram.
pmetation =pewees to carry on this *warn valould entail on estimated
annual Agency expenditure of MVO%
fil Iberia, it.
? a* DA tor (11O-1:4111;onal)
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STAFF num
. Prepared by the lianagement staff
?Moe of the Deputy Under Secretary of State for Administration
25X1A9a
tELIDRANDUtt FOR s A -
SUBJECT* Board of Ermainarm of the Foreign Service
This memorandum has been prepared in accordance with your request
t; AftS examine the present functions and membership of the Board of
kantiners of the Foreign Service. Particular attention has been given
to the relationship of BEI to the planned expansion of the FSO category
and implementation of other pmvisions of the directive to be issued
pqrsuent to the Rase Report.
Compatit,ion for Foreign Service appoketnents by written examinations
solaindstered by a body sivaar to BEI, has been looked upon for more than
50 years as a bait* guarantee of a career service free from political
influence. The Foreign Service lot of 19116 first established a statutory
bAille for the Mc providing that the Board of Elaltalleri shall in accordance
vni.th regulations prescribed by the Secretary and under the genera super..
*./Aion of the Board of the Foreign Service, provide for and supervise the
conduct of such examinations as may be given to candidates for appointment
a* Foreign Service officers in accordance with provisions of Sections 516
and 517, and to any other person to edam an emanation for adad.saLon to
the Service shall be given in accordance with this or any other Act."
(Section 2.12).
The membershtp of the Board of Emandneret is not specified in the
k.t except for the provision of Section 212(3) of the Foreign Service Act
t-st *the membership of the Board of Examiners of the Foreign Service,
not ewe than half of which shall consist of Foreign Service Officers,
a:IA.11 be constituted in accordance with regulations prescribed by the
Secretary". The present membership inhales five representatives of the
Dopartment of State, four of whom serve ex officig, end representatives
or the Department of Labor Comiserce Agriculture and the Civil Service
C Annission. A listing of 'the present membership Ind biographic sketches
or other agency representatives is inoluded as Tab A.
Sitting as a consultative body, WIC determines examination and
selection policies for the Foreign Service Officer category. The Executive
Director of BM, with the aseistemoe of a man Staff, performs the actual
operations required to carry out the examination program. The Educational
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Testing Service grades the essay portions of the written exandnation on a
contrwt basie. Oral caminations are conducted by the billesutim, Director
with the assistance of a group of Deputy Examiners chosen annually by the
Board of Examiners. Although an effort is made to secure adequate repro.
mutation on the oral examining panels from the BEI menber,agercies, Deputy
Examiners are chosen primeriky on a personal boas for their skill in oral
testing D
The Board of Examiners has delegated to the Chief of FP by forraal
resolution responsibility far the administration of Foreign Service examinations
exuept those required by Sections 516 and 517 of the Foreign Service Act.
An Advisory Committee on the Foreign Service exaanations consisting
of public members with special competenee in this field, assists the Board
of &miners in the preparation and review of the matmination program.
Uersbership of the Advisory Comid.ttee is attached as Tab D.
The problem prevented by BEI and its staff is one of integration of
their operations with the recruitment programs of the Department and the
Foreign Service. BE/ discharges its limited function involving a high
degree of public interest, with administrative propriitty. It is not
oriented, however, to give optimum service to the growing personnel needs
of the Department, There we a nmnber of steps which can be taken immediately
Trltbin the present organizational framework to produce a better integrated
racruitzent program. Among these are,
(I) Re-alignment of the Departmental representation in the BEI, atdch
is now too heavily weighted with PER officers to provide for
greater participation by officers with experilice in and familisrity
with the functiorel find operating areas of the Department.
(2) Establishment of provisions for adequate representation of
Departmental interests on the oral Examining Panels.
(3) Preparation of precepts for the Eszunining Panels each year,
reflecting the personnel needs of the Foreign Service.
The long term solution of the problem of developing a sound ami
coordinated recruitment program, however, requires a heel* regrouping of
recruitment and examination functions within the Office of Pommel. The
Rowe Report contains several recommendations concerning this aspect of
personnel management, many of which are applicable under the modified
provisions of the directive t
(I) Development of a long term inventory of personnel needs as
the basis for a positive recruitment program;
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(3)
(14
Ilodification and stu43' of the FSO examination to provide
for increased emphasis on the Social Sciences and
specialised aspect of foreign affairs through (a) use
of subject-matter options; (b) development of practical
methods for determining qualities of emotional stability
in candidates; and (c) consideration of the use of
language aptitude testing in addition to achievement tests.
Increased emphasis on Departmental recruitment at the
junior professional grades through ouch devices as an
expanded Intern Progreso
Strengthened selection and examination procedures for the
FSS category.
(5) Adequate provision for lateral entry into the Foreign___
Service through liberalisation of Section 527 recruitment*
The present dispersion of recruitment and examinatian functions
is not conducive to the development of a positive and coordinated program
envisioned by the Report* There is =wadded reason to stress effective
recruitment because of two circumstances not contemplated by the Committee*
First, the Department is not accepting the recommendation of the Committee
for an amalgamated ForeignAffaire.Service* The basis for a fuller inter-
change between the Deportment and the field in future years, however, can
be laid now by a careful program of recruitment and executive develmment,
mbich will bring to the Department in increasing numbers young people
adequately trained and oriented to dual-service makers, Secondly, the
Department is facing aperiod of increasing manpower shortages, and is
already encountering serious difficulty inrecruiting adequate nuMbers of
qualified personnel for its staffing requirements* It is consequently of
great importance to provide the organisational basis for a. vigorous and
aggressive recruitmeort, program.
There are a number of alternatives available to deal with this
prebles, each of Which should be carefully explored before any definite
action is recosmendelo At first glance, the course of action which
appears to offer the greatest tenants would be consolidation of the
recruitment and examination functions presently conducted bilEes, FP, and
BEI into a single Division of Examinations and Recruitoent in PER* This
change Toad be consistent,aith the recommendation of the Rowe Report that
PER be reorganized .on a furctional basis, and would provide a single focus
for the formulation and execution of aniNgressive recruitment program con-
sistentwith the requirements of the Department and the Foreign Service*
Under suCh an arrangement, the Board of Examiners *mould be recoups
stituted in a purely advisory* oapacitv, and probably should be restricted
to State Department amsbershipo Representation shoed include PER, and
3 or ii members selected annuaLly from the operating bureaus and functional
offices of the Department* Policy decisions of significant concern to the
Foreign Service Should be cleared interdepartmentally through the Board of
the Foreign Service,'
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The Advisory Comeittee on Foreign Service liktmelnatione would con-
tinue at the discretion of the Chief of the Division of lhamdnerktons and
Recruitment to provide advice in matters of policy or examtnation tech-
agues for junior-grade recratment to both the Departmental and Foreign
Service.)
Charles K. Musks
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23 Februarr 1953
LEXIRAIIDMI FOR: Executive Secretary
CIA Career Santos Board
Staff Stuty "Oral Reamination of Applicants"
dated 3 February 2953
lo Reference abaft study vas considered br the DD/P Career
Service Board.
2, This Board agreed theta system for the oral .'"l"?
tion of applicants should be instituted in the Agene3ro It felt,
however, that the recommendations made in reference staff gaudy
wore not adequate to handle this problem at least as far as the
DD/P elongate are concerned. The Doard was of the opinion that
further detailed consideration be given to this problem with a
view to placing the responsibilitr for oral craminattc?ns on the
various Career Service Boards of the senior staffs of 10/Po
This proposal would have the advantage of spreading the 'met-
load 'entailed in such examinations and placing the respannibili*
on Individuals Icnoidedgeable in the personnel requirements of the
various activities., It is reoognised that details would have to
be worked out for a proper implementation of this Idea, but it
is felt that such a prooedure *could come closer to setting the
requirements of the BD/P organisation than having the mark per.
formed either by the Professional Selection Panel ce the Boards
of Examiners proposed in the raterenee staff stuiro
cc* CAO
25X1 A9a
Chief of Operations, 1OP
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2is February 1953
MEM0PANDUM FOR: Executive Secretary, CIA WOW Service Board
SUBJECT Staff Study, "Oral Examination of Appliesatee
dated 3 February 1953
1. In my opinion, the recommendations set forth in sUb3sot staff
study are unrealistic and unnecessary for the following reasons:
a. The present interviews conducted by Brant*, Division and
frequently by Office Chiefs constitute an adequate oral exanina.
tion toward determining suitability for career employment.
b. The 06-11 and other Agency officials recommended as
examiners are of more value to the Agency pursuing their priamly
responsibilities which, for the DD/1 Offices, leave little or no
time for additional administrative duties.
c. The estimated cost of $180,000 per year for travel alone
seems prohibitive.
d. The primary recruitment task should be viewed realistically
as one of persuading top.flight persons to accept positions in the
Agency rather than as one of setting up all possible exclusionary
barriers.
2. The mechanism now extant in the Professional Selection Panel,
is adequate to assist the Offices in selection of Career employees and
should be encouraged to continue to increase its competence toward
this end. I recommend that this Panel be kept separate from the
"Command line," and be advisory to the Agency Career Board rather than
to any single element of the Agency.
bt
ROBERT AMOR!, JR.
Assistant Deputy Direatornntenigence
SECRET
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24 February 1953
UKIXLCEMIFOR: CIA Career Service Board
FROLls Director of Training
SUBJECT: Oral Examinational Applicants
REFEREUCE: Liemeramium 3 February 3.953 from Assistant
Director (Personnel) to Deputy Director
(Administration), Same Subject
In commenting upon the above reference, it will be helpful
to review existing "machinery" for oral examination of applicants
and which maybe exploited to advise the Assistant Director for
Personnel on the suitability of applicants for positions in:the
Agway. Stated briefly, current practice in:the handling of appli-
cants provides oral t1-ntionor interviewbyma, recruiting officer
at the time of original contact, and thereafter by (a) a placement
officer, (b) a personnel officer or assistant of the office believed
moat likely to employ the applicantl and (c) the chief of the organize.
tional component of the office having apparent paramount interest in
the applicant. Should an applicant be "passed over" at or point, he
might then be referred to other branches, divisions, or offices until
he is (a) selected, (b) rejectedl or, (c) no longer available for
interview. In some alio*, fina1. selection is made by the chief or
deputy in which cape an applicant tentatively selected at branch level
would be interviewed successively at each: level up to and including
the offical authorized to make final selection for the office.
2. An applicants who are selected by an office and whose
appointment as employees is initiated aro thereafter subjected to
oral examination in the course of (a) medical examination and (b) .
security examination. Many applicants are further interviewed and
examined orally in connection with psyclological testing and assess-
ment.
3. It may be seen, then, that Awrapplicants are interviewed
less than six times in the course of becoming employees of the
Agency and some are interviewed and "orally examined" many more
times during the process.
4. Establishment of the several proposed EXamination Boards
would not eliminate nor significantly alter or amend the existing
machinery for oral examination outlined above. It is believed that
better utilization and exploitation of the numerous interviews can
be achieved by (a) regularizing the entire process (b) formalizing
the scope and purpose of interviews at each level, (a) assuring that
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interviews are conducted only by persons competent to elicit and evaluate
oral evidence of Skills, abilities, motivation, character, demeanor, etc.,
and (d) assuring the immediate preparation and central recordation of
reports of oral examination.
5. The recitation of facts set forth in paragraph 3(d) of reference
does not make clear that: office iegy: refer cases of doubtful suitsbili
for consideration by the ?-fessionaeleation Panel (see Notice No.
8 December 1952) but that the Inspection and Security, Medical,
and Training Offices must refer to the Panel any information suggesting
unsuitability of an dirgICant for employment or of a trial-service employee
for retention.
6. Reference memorandum fails to come to grips with the problem basic
and precedent to establishment of an oral examining board, namely, that of
(a) identifying suitability factors, and, (b) establishing valid criteria
for measurement of those factors. It is difficult to imagine anything
more certain to result in chaos than an oral examining board operating
without well defined objectives and firm criteria unless it be two such
boards.
7. It is stated that" criteria applied.....for middle and
senior level positions would be substantially different from those used
for junior officer candidates." (Paragraph 6(d)) Authority for the
conclusion is not cited. As far as is known, no criteria for judging
suitability have been finally formulated nor has the CIA/CSB approved or
promulgated any such criteria. It is not readily apparent why different
criteria would be proposed for different levels unless it is intended to
have employees re-examined orally as prerequisite to moving from junior
to middle to senior level.
8. The discussion of "command functions" and "authority" and
"responsibility" (paragraph 4(e)) seems to avoid the fact that the provisions
of the Career Service Program as approve4EL?be Director of Central
Intelligence and announced in Notice No, IIIIIIdoes establish a perfectly .
valid system for determination of suitability for "career" enploymmut0
9. The discussion (paragraph 4(f)), citing a report of the Management
Staff of the State Department, states that "problems encountered by the
Foreign Service appear to be relevant to CIA." Whether the entire
generalization is correct is not known, but if it is accepted as applicable
to the limited subject or the reference memorandum, then certainly the
report of the State Department Management Staff should stifle any enthusiasm
for (a), (b), and (c) of the recommendations set forth in the reference
memorandum, For if the cited report bears witness to anything, it is the
horrors of two examining boards, two systems, two criteria for selecting
members of a single service*
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Cla. Professional Selection Panel established pursuant to Notice
25X1A No. is authorized to conduct oral examination of both applicants
for appointment and trial service employees. It has not done so because
the Panel judged (a) the cost to be prohibitive at this time, and, (b)
that firm determination of suitability factors and criteria should precede
mandatory oral examination. The CIA/CSB affirmed those judgements.
II. The reference memorandum does not demonstrate failure of the
Professional Selection Panel to carry out the directives of the CIA/CSB
nor that those directives are at variance with the Career Service Program
as approved by Da. Therefore the reference memorandum does not establish
need for the recommendations siabraitted to the Board.
12. It is recommended that the CIA/CSB disapproved the recommendations
of the reference memorandum. It is further recommended that:
(a) the Board Mira its directive to the Panel as set
25X1A forth in Notice No. ands
(b) the Board instruct the Panel to consider and evaluate
all proposals regarding oral examination as a techniqne for
determining suitability of applicants and to report to the Board
at an early date its judgement as to hether, when, and how such
technique should be utilized by CIA.
/0/ Matthew Baird
MATTIM BAIRD
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liELIDRALIDULT FOR:
utive Secrejtary, CIA
Career Service Board
Fe'bruary 1953
FIt01.1 t Assistant Director for Communications
ST113,11XT t Comments Concerning staff Study "Oral Eamtination of
Applicant,a' dated 3 February 1953
10 The following comments concerning the above subject are forwarded
as requested in your memorandum of 16 February 1953.
2. I concur in the principle established by the staff atm* and
appreciate the care and attention with which the (Audi was prepared. The
validity of "oral" =climation, !tether informal or forma in nature, is
unquestioned as one element in the selection process* I do questions
however, the application and membership of the proposed Itrandnabion Boards.
3* In considering the parallel of the Foreign Service Board of
Ocandmers and the proposed nation Boards in CIA the following points
are mist
(a.) The purview of the Foreign Service Board is limited to Foreign
Service Officer candidates. Thus, its purview is limited to a career corps
of foreign duty personnel wharein duties are well organized and requirements
well known. In CIA the Clandestine Services' intelligence officer corps,
not yet career established as in State, is the only group ithich can be
considered similar to the 1S0 list. The intelligence and intelligence
support fields, by their very nature, are more encompa,saing aret intensive
than the Foreign Service. An D its Board in the Clandestine Services'
field alone rd.ght thus have a task considerably greater than the BM of the
Foreign Service. Too, it is noted that BM operations have not been without
valid criticism.
(b) As recognized in State, the Foreign Service personnel requirements
and standards are 'often q4te different from Departmental personnel criteria.
It occurs to me that, at least for the present, selection criteria (including
oral examination content and procedure) may vary considerably between candi-
dates for the following components of CIA; DD/P, DD/I, DD/A, AD/COLT and, to
a lesser =tent, OM. Individual. component Petard *Ting Boards wcyuldf I believe,
effectively serve to meet the principle of oral examination and efficiently
advise the Assistant Director for Personnel concerning personnel selection.
A single board, with high level membership, is required within each oomponercb
listed,
sz-c-azar
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L. I believe that a complete set of selection criteria, of which
oral examination is but an element, should be established VI the components
enumerated in paragraph 3 (b) above. Such a detailed est of criteria will
greatly aid any selection board and will do much to insure an equitable
and effective Career Service. The absence of a true career delineation In
CIA complicates the application of existing and proposed selection criteria.
5. I wonder if the application and satisfaction of the one-year
probationary period olus acceptance of professional officer candidates on
the basis of detailed selection criteria, including oral examination by
Component Examining Boards, would not answer our problem for the immediate
future?
/a/
for
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20 FEB 1953
LEINUMI1 FOR: Career Service Board
FIOUa Chairman, Professional Selection Panel
SUBJECT Oral Rumination of Applicants
liemorandum dated 3 February 1.953 to the DIV*
Director (Administration) from the Assistant
Director (Earsonnel), same subject
14 The subject memoranduathaving been referred to the Professional
Selection Panel for comment And presentation to the Board, the Panel
has reviewed it and presents the followings
The Career Service Program, established in June, provided for
a Professional Selection Panel and outlined certain procedures and
responsibilities for it. The Panel early recognised that oral exam.
ination of all applicants would be impossible for the Panel as then
constituted and pi:embed this out in seeking guidance from the
Career Board. The Panel recommended at that time that oral examina.
tions not be attempted until such time as experience had formed a
foundation upon which they could be conducted in a manner which
-could justify the great expenditure of time and money.
The Panel has always recognised that oral emanation is mane
tial in the determination of suitability. Any system of oral examine.
tion will, as in the Foreign Service, necessitate the establishment
of a Board of Examiners. The referenced paper is whollynnrealistic
in recommending a Senior Panel, in that a Board of Assistant Directors
would not or could not take the time to meet on as mapycases as
shoed be presented. As the problem then is the establishment of a
Board of Examiners to conduct oral examinations, it is not necessary
to scrap the present machinery but rather to give it the tools with
,which to work.
The Panel agrees lith the principle that under no circumetances
should amor such Selection Board come within the command line but
would extend the statement and say that such a board should never
be subjected to pressures and should be required to make its
determinations objectively and without regard to any vestal interest.
The experience of the Board of EXaminers for the Foreign Service
has borne out the validity of this position. The proceedings and
the findings of the Board on a:geese are confidential to the Deputy
Examiners sitting on the case ani are closed. Should any =mining
panel be subject to command, it will of necessity lose objectivity
and will be unable to perform the very functionfor-shich, items
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established? A rUbberipstamp penal mould lathe end fail evon to
give an aura of respectabili1y. to selection determinations?
A premise 'with uhich the Panel does take objection is that
criteria for selection must necessarEkr and wtU be different far
high and lac grade personnel. It is agreed that evidence of and
methods for determining such evidence of suitatdaity law be easier
in the moremature experl.enced, senior people but the fundinseatal
qualities eithiMOL:h the Panel is attempting to deal are the seas
throughout the grade range? likewise, and for the same resew, it
is squalor important that young people be selected by Agency
officers of broad experience as that candidates far senior positions
be so selected?
Finally., the Panel's position mer be stumwarised by spying that
houevor oral examinations are to be conducted, there already exists
a mechanism which requires on the tools, i.e., funds and the
althors.ty to establish a Board of Examiners from among the experienced
officers of the Agency.
The Panel recommends that, if such a wet= of oral exeminations
ia atarted, the applicant should% while in Washington for the '
examination, also be assessed% medically examined and polygraOhed,
as well as interrieued by the Selection Panels Altarnettveln
consideration might be given to the applies:Won of such prooedune
prior to the expiration of an employee's trial service period.
All of these are screening devices idea logLaa3iy Gould be
applied at the sane time and, as such% in the total package vould
be acceptable to the applicant?
SIGNED
25X1 A9a
co 2
S.E.C43p.E.T
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Responsibility for Career Planning
The purpose of the attached staff study is to ;awe
respanelltUity for the career planning for employees of
the Agency on a uniform
It proposes attention throughout the Agency of the
principles already approved for plaelng responsibility
for career planning for DD/P personnel on, the DD/P and
the DD/A and established the basic procednres for assigning
career planning responsibility for each career employee*
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Ali
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C 0 P Y S-E-C-R-E4
SectifiTi-finGatian
25 February 1953
/411110RANDT.114 KR I Chairman" CIA Career Service Board
SUBX3CT: Responsibility for Career Planning
1,, PROBLEM, To specifically identify each career employee with the
component of the Agency whichis responsible for his career
planning.
2. ASSUMPTIONS.
a* Agency activities are too diverse to be encompassed by a
"generalist" career concept which would aim to develop ami
utilize all career employees in all aspects of Agency
endeavor.
b. Career planning should be developed in relation to major
areas of operational and support responsibilitYwithin the
Agency.
c. The determination of the point of reaponsitdlity for career
planning for each career employee should be based on
principles *which are consistent throughout the Agency.
3. FACTS BEARING ON THE PROBLEK,
25X1A a. Notice 111111 dated 19 Jure 19522 established Career Service
Boards responsible to Assistant Directors or Office Heads
for career development activities within their organizations*
b. In a memorandum dated 15 July 1952, the Director established
the responsibility of the Chiefs of 1)1)/P Senior Staffs for
"career planning for their specialized corps of officers".
c. On 17 October 1952, the CIA Career Service Board approved
the DD/P proposal that certain administrative and support
personnel within the DD/P organization be identified with
appropriate Career Service Boards within EC/A jurisdiction.
25X1A d, established procedures
rprisw.ccareeonne n/P area are being assigned
career designations in accordance with the principles
established in b and c above*
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4. DISCUSSION.
a. The principles which have been approved for placing ?career
planning', responsibility within the Dp/P organisation result
in grouping career employees according to homogeneous areas
of operational or support responsibility. These areas offer
career opportunity for professional specialisation within
the Agency.
b. Application of these principles throughout the Agency would
serve to identify each career employee with the appropriate
operational or support component having responsibility for
his career planning and would provide a practical basis for
Agencywide administration of the Career Service Program.
5.
OCOMMENDATIONS.
a. That the principles contained in the references and decisions
cited in paragraphs 3b, co and d above be approved as the
basis for placing career planning responsibility throughout
the Agency.
b. That the attached list of ',career designations*, be approved
for identifying each career employee with the component of
the Agency which is responsible for his career planning.
P. That the heads of the five major organisational components
of the Agency be instructed:
(1) To indicate, on rosters provided by the AD/P, tents.
tive career designations for all individuals under
their jurisdiction as of 31 March 19530
(2) To provide the AD/P with additional lists of persons
in other components who would appropriately receive
career designations within their jurisdiction.
d. That the AD/P will correct errors of record; refer, for
adjudication by a board of five senior officers responsible
to the CIA Career Service Board, all cases involving
disagreements among the five major components concerning
the initial career designations of career employees on duty
. 2 .
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Attachraent
SectritTernroriiiition
as of 33. licabch 1953; and* officially record the career
designations of all career employees on duty as of
31 'March 1953.
00 That the AD/P assign a career designation to each career
employee as he enters on duty 1 April 1953 end thereafter.
- 3 -
/s/ V. R. R. Morrie, ar ?
W. H. R. KRRIS, JR.
Assistant Director (Personnel)
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CARErR DESIGNATION
s.s.c.a4,4
seatii:itirarliation
DAUM DESIGNATIONS IN CIA
ORGANIZATIONAL COMPONENT
CD P Deputy Director (Plans)
CD - FI Foreign Intelligence Staff
CD - PP Political and Psychological Warfare Staff
CD - PM Paramilitary Operations stet
CD - TS Technical Services Staff
CD NE Office of National Estimates
CD - CD Office of Collection and Dissemination
CD - BR Office of Research and Reports
GD - CI Office of Current Intelligeme
CD - SI Office of Scientific Intelligence
CD - 00 Office of Operations
CD - A Deputy Director (Administration)
Cl) - PE Personnel Office
CD - BF Office of Comptroller
CD GC General Counsel
CD - PS Procurement and Supply Office
CD - as Office of General Services
CD - ME Medical Office
CD - SE Inspection and Security Office
CD - TR Office of Training
CD - CO Office of Cozmunications
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Security Information
"Ten Year Commendatory Letter?
The purpose of the attached staff sttmly is to res..
sent the various aspects of a problem arising from eon.
tinned receipt of requests for commendatory letters to
be signed by General Smith although the project has
obviously been terminated.
The recomnand.ation presented by the study is that
requests be returned to the appropriate office with the
suggestion that this type of latter henceforth be written
at the office level* To do otherwise would necessitate
the approval of a new project by the DCI, the devising of
a nevr text to be signed by Ur* Dulles, the probable intro.
&action of Agencyuatde eligibility criteria for letters,
ani possible confusion with the already approved CIA
Longevity Program*
S.E.C41044
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SecURTiriiaiiation
13 rebruar7 1953
TO: CIA Career Serv.ce Board (through Assistant Director (Personnel))
FROM Executive Secrelery, CIA Career Service Board
SUBJECT: Ten Year CommeLdatory Letter
1. PROEM. The dislosition of requests for commendatory letters
received by the, CIA Career Service Board subsequent to the
completion of the project.
2. FACTS BEARING ON TI.E PROBLEM.
So The commendttory letter projects recommended by the Board
and approvee by General Smith was completed 30 January 1953.
b. As a result of the project, 314 individuals have received
ciommendatony letters signed by the DCI.
c. Several Of: ices are continuing to submit names of persons
qualified, according to their criteria, to receive commendatory
letters.
d.
The AgentIrTJongevity Awards Program as approved by the
Board il tkcome effective in 1957*
3. DISCUSSIM.
Since requests for lettere are still being received, sub-
sequent to the comp:stion of the project, there is need at
this time to detersdas whether or not a new project should
be set up.
b, If authorization is glen for preparation of letters for
the names already receited, such action will, in effects
nopen the doors, for an iidefinite continuation of the
project. It would not 1: suitable for Mr* Dulles to sign
a letter with the sane tAxt as that signed by General Smith.
c. There are certain factors favorable to the reactivation of
the project.
(1) Receipt of commendator, letters by CIA personnel
undoubtedly contributet to improvement of morale.
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SecuRVITifirian tion
(2) To be equitable, it would seem that those pereons
having ten yearsg intelligence exporter:es should get
a letter whether that experience be atoemplished now,
next year, or ten years from now
(3) There would be certain adverse morale effects were a
letter denied to those who believe that they are, or
will be, entitled to it.
d. Conversely:, there are certain adverse rai...t-ors to be
considered.
(1) If the project is reactivated, there might well be
continuing requests for these letters in increasing
volume.
(2)
(3)
Uniform criteria should be used if the project is
reinstated so that equitable treatment of all employees
would be ensured.
Eventual conflict with the CIA Longevity Awards Program
would lead to partial duplication of effort.
e. There are three alternative courses of action:
(1) The requests could be returned to the appropriate Offices
with a statement that the project has been completed;
(2) A regular program for the periodic submission of names
could be instituted on a continuing basis; or
(3) A new letter could be written for those names already
submitted, and the new DCI requested to sign them.
CONCLUSIONS.
a. Of the three courses of action outlined in 3(e) above,
adoption of either (1) or (2) would require a policy
statement from the Board reinstating the project or
reaffirming its completion.
b. The third course of action, while expedient, would
eventually require further action as outlined in the
other two alternatives?
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semaifliaiiation
c. Although reinstating the project would favorably affect
employee morale, there are meq, other methods whereby such
an objective could be attained without a commendatory
letter project involving all echelons of the Agency,
including the DCI.
5. ACTION RECOMMENDED. It is -recommended that alternative (1) be
adopted and that all requests received since the completion
of the project be returned to the originating Offices with
the recommendation that this type of commendatory letter
henceforth be written at the Office level.
Approved (disapproved)
WALTFEREID wow
Chairman, CIA Career Service Board
Date
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S-E.C-R-E1
Executiveiire
/15/
25X1 A9a
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Cath)gm'v.'3..'es of CIA Personnel
Apprci,-al of this paper Tx)nlei provide distinction between
tmvr of all Agency personnel and establish
f7,11('.1alenttf.t. ,7)bjective with respect to each category
f. Or fijrtilor developmerrb of adnanistrative methoda
7: :7'0C43-r_
togorLe3 m!la distinct on the basis of the extent
jr;;.-Isclict.i.on over various types of pecrsonnel
pornenerit or temporary relationship esta.blished
Aency and each individual.? These fivecat
:.-',1)1;orb the fourteen categories NiesentlI pre-
XII of the Confidential Funds Regulation
Enrc 57Tb-tom-tic and workable basis for the
L. of Agoroy personnel?
ELZ-C-R,FA,T
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ormation
Categories of CIA Personnel.
Approval of this paper Imuld provide distinction batmen
the primary categories of all Agency personnel and establish
fundamental policy objeatives cd.th respect to each category
as a basis for further development of admird.strative methods
and procedures*
The categories an distinct on the basis of the extent
of the Agency's jurisdiction over various types of personnel
and on the permanent or temporary relationship established
between the Agency and each individual* These five Date.
gories vxra.ld absorb the fourteen categories presently pre-
scribed in part XIV of the Confidential Funds Regulation
and provide a more systematic and uorkable basis for the
MYTH Yr, strati:on of Agency personnel*
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COMENTS ON PROPOSED CATEGORIES OF CIA PERSONNEL
1. Comment by Deputy General Counsel dated 30 January 1953:
On the basis of the proposal attached and facts
made known to us, we foresee no insuperable legal ob-
stacles although there may well be many legal problems
as this program moves forward,
25X1A9a
2. Comment by Deputy Assistant Director/I&3 dated 12 February 1953:
"1. Reference is made to your undated memorandum, same
subject, and my memorandum, same subject, dated 10 February,
and the meeting held by representatives of this office with
representatives of the Personnel Office on 12 February for the
clarification of the proposed program.
2. This office has no objection in principle to the pro-
posed plan to establish certain categories of CIA personnel, as
precented in your above-mentioned memorandum and as explained by
the representatives of your office in the previously mentioned
meeting. However, in taking administrative action under the pro-
gram outlined, there are many security aspects which must be
duly considered. Accordingly, this office desires to be con-
sulted in the development steps of this program for its concur-
rence in any measures designed to implement the program.
/3/
SHEFFIELD EDWARDS
Colonel, GSC "
S-E-C-R-E-T
Security ia-Ormation
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25 February 1953
NENDRANUAR FOR: Chairman, CIA Career Service Board
SUBJECT: Categories of CIA Personnel
1. PEOBLEK.--
a. To establish the primary personnel categories which are essential
to further development of Agency personnel policies and procedures
and to define the basic relationships between the Agency and the mem-
bore of each category.
t4 To establish a basic employment concept which distinguishes career
employees from other Agency employees and which provides a firm basis
for further implementation and development of the career service program.
2. A8SU1PTION...4he solution to these problems should be based upon consid-
eration of two faCtorst
a. The extent of the Agency's right to control an individual
in the performance of his duties and the resultant responsi-
bilities-of the Agency and the individual;
t4 The relative permanency of the Agency's need for an
individual's services.
3. FACTS mammal THE PROBLEM. ?
a. The leek of primary personnel categories has impeded the develop-
ment of programs for the most effective utilisation and administration
of the different types of personnel who perform services for CIA. The
fourteen categories of Agency personnel defined in Part IIV of the
Confidential Fund' Regulations developed as expedient solutions to a
variety of administrative problems and are now too complex for the
efficient administration of Agency personnel.
b. The lack of an employment concept which effectively distinguishes
career employees frum other employees has handicapped the implementation
and further development of the Career Service Program.
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DISCUSSION
a. Examination of all personnel utilized by the Agency in terms of
the control factor cited in Paragraph 2a. above results in three basic
groups:
(1) Those individuals whom the Agency has exclusive right to
control with respect to their hours of work, place of employ-
ment and methods and sequence of performing services. These
individuals comprise the basic "employee" group.
(2) Those officers and employees of other Federal establish-
ments who are detailed to duty with the Agency and over whom
the Agency has only a secondary and prescribed right of control.
Within this group of "detailed personnel", separate legal and
administrative control mechanisms distinguish "detailed military
personnel" from "detailed civilian personnel".
(3) Those individuals whose contractual relationships with the
Agency involve less control than is inherent in an employer-
employee relationship. These independent contractors are des-
ignated as the "associate" group.
b. Further examination of these three groups of Agency personnel in
terms of the relative permanency of the Agencyls need for their services
results in the division of the "employee" group into two categories,
"temporary employees" and "permanent (career) employees". No such
division of either the "detailed personnel" group or the "associate"
group is necessary since personnel in both categories are inherently
temporary.
c. Different employment methods are proposed te distinguish between
career employees and other Agency employees. Career employees would
be appointed without time limitation* The services of temporary
employees would be engaged only for specific periods which could be
extended at the diacretion of the Agency. For purposes of internal
administration, these different methods of employment would:
(1) Provide a legal and practical basis for implementins,
the Career Service Program and for identifying the personnel
for whom the program is designed,
(2) Provide factual evidence of the Agencyos intentions tcmard
its employees in both categories.
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(3) Ninimize the difficulty in terminating the services of tewe
porary ereployees or in effecting a reduction in force,
41,. The services of temporary employees can be obtained either by
contract or by term appointment. Although the Federa employment
system provides for term appointments, the use of this procedure
would re,uire prior solution of any security problems related to
the withholding of social security payments. It is also recog.
nized that certain legal problems might arise from the Agency s
contracting for the services of numbers of temporiry emOeyees
Nevertheless, it is believed that the advantages to the lgency of
having a group of temporary employees will outweigh the difficulties
in establishing such a category of personnel,
5, ii:LCOMENDATI014. ?It is recommended that the attached statement
"Categories of CIA Personnel" be approved as a basis for further
development of Agency personnel policies and procedures?,
siTTACHMeNT:
Categories of CIA Personnel
tXTION BY APPROVING AUTHORITY:
/51
W? Hmoaalc,
Assistant Director (Personnel)
Approved (disapproved), exceptions, if any.
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CATEGORIES OF CIA PERSONNU
Th e Central Intelligence Agency utilizes the ser41..n of individuals
ule'ee a wide variety of circumstances which determine The r fundamental
re ltioesaps with the AgencT, The purpose of this paper is to establish
thc prieary categories cf personnel which reflect basic differences in the
Aa oy's relationships with its personnel and to defiae tr4 intent of the
Areeley toward the personnel of each of these categorie, his will serve
a the*7raeework for further development of Agency personnel policies and
prLeeduree,
II, POLICY
A, The following categories are established as t framework for
further development of policy concerning the Agency's eeertion, utili-
zation and retention of its personnel:
I. Employees
a. Career Employees
The primary asset of the Centr41 ..e;ligence Agency
is its permanent staff of career employees appointed for long-
term service in planning, supervising, condurting and supporting
Agency activities. The size of this Career qtaff will be de-
termined by the longe-term needs of the Agene,y rather than by its
more variable temporary re tiirements. The AreAcy will make full
use of the abilities of the members of its Career Staff and de-
velop them for progressive long-term service in order to de-
velop and maintain a proficient staff of career employees the
Agency will develop programs for:
1. Determinine, the luantitative and lualitative re-
quirements for career employees by continuous analysis
of the work activities necessary to accomplish its mission;
2. Evaluating the effectiveness and. capabilities of
career employees throughout their service with the Agency;
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3. Assigning career employees to duties and re-
sponsibilities which enable them to contribute to a maxi-
mum and increase their value to the Agency;
4. Providing working conditions, relationships and
benefits which promote day-to-day efficiency and stimulate
interest in career service;
5. Recruiting additional members of the Career Staff
when they are required to meet long-term Agency needs;
6. Separating those individuals who do not perform
as effective members of the Career Staff.
b. Temporary Employees
The Central Intelligence Agency will employ qualified
temporary personnel to meet short-range needs which cannot be
net through the use of available members of the Career Staff.
These temporary personnel will be employed by contracts or by
appointments which define specified periods of employment.
Temporary employees will be provided working conditions and
relationships which promote their day-to-day efficiency. They
will receive the rights, privileges and benefits to which they
are entitled by the nature of their employment by the Federal
government. Agency policies and practices concerning career
planning, rotation and other procedures designed to increase
the long-term value of Career Staff member. are not applicable
to temporary employees. Temporary employees will ordinarily be
retained for the periods specified in their employment agreements
unless they do not contribute effectively or their services be-
Wee unnecessary.
2. Detailed Personnel
a. Detailed Civilian Personnel
The Central Intelligence Agency will arrange with other
Federal establishments for the detail of civilian employees who
possess specialised skills and knowledge which are required for
Agency activities but are not available within the Career Staff.
Primary interest in the careers of these individuals rests with
their parent organisations. Detailed civilian personnel will
receive the rights and benefits to which they are entitled in
their parent organisations. They will be detailed to the Agency
for periods specified by agreement with their parent organizations.
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b. Detailed Military Personnel
The Central Intelligence Agency will arrange the detail
of active duty militar, personnel only when it requires individuals
with military status or requires military skills which cannot be
obtained from available civilian resources. Military personnel
will be assigned duties which make senrieem use of their capabilities
and which are, insofar as possible, at levels commensurate with
their military grades. Primary interest in the careers of military
personnel rests with their parent services. During their detail to
the Agency, military personnel will continue to receive all the
rights and benefits to ahich they are entitled in their parent ser-
vices. Military personnel will be detailed to the Agency for per-
iods specified by agreement with their parent services.
3. Associates
The Central Intelligence Agency will supplement the activities
of its Career Staff by contracting with individuals to perform ser-
vices as independent contractors. The Agency's relationships with
these individuals are established in their contractual agreements
and involve a lesser degree of control and supervision than is
normally inherent in an employment relationship. These associates
do not become employees of the Agency. They will receive only
the benefits and compensation which, through negotiation, have
been found necessary to obtain their services and which are
specified in their contractual agreements. The services of
associates will be retained only for the periods specified
in their contracts.
B. For purposes of internal administration, each individual who performs
services for the Central Intelligence Agency will be designated as a member of
one of the above categories of personnel.
1. All employees who are currently appointed to the Agency
without time limitation will be designated ss Career Employees.
2. All civilian personnel who are currently detailed to the
Agency from other Federal establishments will be designated as
Detailed Civilian Personnel.
3. All active duty military personnel currently on detail
to the Agency will be designated as Detailed Military Personnel,
4. The actual relationships between the Agency and all other
current personnel will be examined on an individual basis to determine
the appropriate category in each case.
5. Appropriate categories for new personnel will be determined
on the basis of the relationship to be established between the
Agency and each individual.
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