Responsibility for the Assignment and Career Development of General Administrative Personnel

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000500170004-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: August 21, 2000
• Sequence Number: 4
• Publication Date: December 1, 1953
• Content Type: MF

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1 December 1953
MEMOR?;r?tJM FOR:
Chairman, CIA Career Service Board
SUBJECT:
Responsibility for the Assignment and Career Develop-
ment of General Administrative Personnel
REFERICES:
a.
b.
Memorandum from undersigned to Chairman, CIA
Career Service Board, dated 5 November 1953,
subject as above.
Memorandum from Acting Deputy Director (Intelligence)
to Chairman, CIA Career Service Board, dated 18
November 1953, with above reference as its subject.
1. Examination of the DD/I memorandum (reference b) as it relates
to my original memorandum (reference a) indicates a need for the following
supplementary statements to assist the CIA Career Service Board in its
review of these references:
a. The original memorandum seeks to obtain a wider
application of several basic principles which have already been
applied within both the DD/A and DD/P organizations. These prin-
ciples are as follows:
(1) Employees have their careers with the Agency
rather than with one of its organizational units.
(2) The careers of employees are developed within
professional or functional areas of Agency activity (e.g.,
logistics, political and psychological warfare).
(3) The Agency officer primarily responsible for
one of these functional areas (e.g., Chief of Logistics or
Chief, PPW) is also primarily responsible for:
(a) The assignment and development of
each employee with the career designation of that
functional area (e.g., CD-LO, CD-PP).,
(b) The assignment of personnel to each
position primarily identified with the objectives
of that functional area (e.g., logistical support).
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b, It is not proposed that the employee in an adminis-
trative position who does not possess an administrative career
designation must vacate the position immediately. He is, how-
ever, performing outside his specialized career area, and
eventually must be given assignments in the specialized career
of his choice,
c. It is not proposed that there be any infringement of
the right of the career employee to indicate the career desig-
nation which he desires. Personnel in administrative positions
who have other types of career designations should be asked to
review their choice of designation in the light of more adequate
information concerning the meaning of their decisions. Those
ex-
who do noprefeerencedf riassignmentcareer
theespecialized daties of
pressing p
another type of career,
d. It is unquestionably desirable to foster interchange
between administrative work and the specialized program work of
an Office as is stated in reference b. Personnel in such "inter-
change" assignments, however, are temporarily serving outside he
functional areas represented by their career designations.
assignments are for a fixed period of time on and are forrtthee
purpose of training (paragraph 2 b, Notice
proposed that administrative positions would be ma a fable
for this purpose,
e. There is no disagreement with the DD/I statement that
an employee's experience and training in a particular Office's
program of work are important factors in qualifying him for an
administrative position within that Office. These factors and
others of equal importance will be considered when career em-
ployees are selected for administrative positions. The statement
does not, however., lead logically to the conclusion that the
career designations of administrative employees should be the
designations of the Offices to which they are assigned'
f. It is not believed that uniform application of the
principles cited in paragraph 1 a. above would require employees
to serve two masters as indicated in reference b. No real
problem of this kind has yet arisen in the DD/A and DD/P
organizations. For example, qualified Finance Officers have
been assigned abroad and transferred to the T/O of the Dorganization for many years without experiencing major
diffi-
culties in "serving two masters."
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2. The above cited principles of career service must be uniformly
accepted if the Deputy Director (Administration) is to be most effective
in discharging his responsibility for all administrative support for
the Agency. If they are so accepted, the Agency will develop a more
competent staff of administrative personnel who have been broadly
trained to meet over-all Agency needs. Furthermore, the head of each
organizational unit will be more satisfied with the administrative
support which he receives,
L.
Acting Deputy Director.
(Administration)
-3 .
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