EXECUTIVE COMMITTEE MEETING NO. 7 WEDNESDAY, 27 JUNE 1962 - 3:00 P.M.

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R002400030010-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 15, 2016
• Document Release Date: August 19, 2003
• Sequence Number: 10
• Publication Date: June 27, 1962
• Content Type: MIN

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Wednesday, 27 June 1962 - 3:00 p.m.
Present were: General Carter
Mr. Helms
Mr. Kirkpatrick
Mr. Sheldon for DD/I
Mr. Lloyd for DD/S
Mr. Bross
Mr. Earman
Mr. Houston
Col. Giller for DD/R
Personnel Management Policies
1. General Carter introduced the personnel management
briefing as an effort to review Agency personnel policies in order
to buttress present programs, revamp as necessary or solicit
needed legislation to promote our personnel benefits to a level at
least equal to that of the military and foreign service. These
benefits, he described, as a measure which would go a long way
toward making our personnel the best in the Government.
2. Director of Personnel Emmett Echols presented a
recital of Personnel Office activities in the following fields:
a. Role of Personnel Director;
b. Types of personnel;
c. Structure of personnel management;
d. Personnel requirements including planning papers
attrition, and so forth;
e. Personnel management tools including promotion,
fitness reports, conduct and discipline, and development
and training;
f. Pay and allowances;
g. Benefits and services.
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3. Mr. Echols indicated our principal needs as the following:
a. Pursuit of an early retirement system;
b. Emphasis on recruitment;
c. Employee development particularly in mid career;
d. Improvement in supervision;
e. Seeking Civil Service status; and
f. Program goals and evaluation.
4. General Carter observed that, with only two statutory posi-
tionsywe are not in a position to have political appointments forced
upon us and therefore have no excuse for not developing generalists
by cross fertilization. Hence, he questioned the Agency's career
service system and asked rhetorically whether it suits our needs.
The adequacy of our procedures and promotion eligibility lists was
also raised by him.
5. Mr. Kirkpatrick proposed that a subcommittee be estab-
lished to consider personnel benefit proposals which could be imme-
diately placed bef ore Congress.
(NOTE: On the following day, General Carter created a Personnel
Task Force, headed by Mr. Kirkpatrick with the Comptroller,
General Counsel and Inspector General as membersywith the Director
of Personnel as a consultant. )
25X1
Executive Secretary
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AGENDA
for
EXECUTIVE COMMITTEE MEETING
2-2-June 1962 - 3:00 - 5:00 p.m.
ITEM: Personnel Management Policies
(Colonel White and Mr. Echols)
Two hours has been scheduled to cover
this subject matter, the presentation of
which will be followed by a discussion
period
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1, The Agency basically has two recruitment programs: one
for clerical personnel which each year must produce for the Agency
a fairly sizeable number of young women to replenish our clerical
ranks which suffer a steady attrition as a result of marriage, families'
moving out of town, etc. ; secondly the professional recruiting system
which is concerned with obtaining junior officer trainees plus technical
and higher level professionals to fill specialized needs in the professional
ranks.
2. In the last two years our professional recruiting particularly
for the JOT Program has suffered, probably as a result of the poor
image of the Agency following the U-2 and the Cuba episodes.
3. The following questions could be asked concerning recruitment:
a. Are we making sufficient use of senior Agency officers
in dealing with the colleges and universities to persuade the best of the
undergraduates and graduate students to make a career in CIA?
b. Have we used the College Consultant Program to the fullest?
Shouldn't we really have a top level consultant such as a dean as a covert
consultant on every major college and university campus ?
c, Is our starting salary scale high enough to attract the
people we want?
d. Do we obtain security clearances fast enough in order to
clear applicants while they are still interested?
e. How many applicants have we lost this year between the
time that we submitted their applications for clearance and their advice
that they were no longer interested?
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Selection Out, the 701 Program, and Accelerated Retirement
1. For many years the Agency has talked about obtaining legis-
lation which would permit us to retire individuals at the age of 50 with
a reasonable annuity so that we could avoid humps and avoid an aging
Agency with many senior officers remaining in place simply to await
retirement. Once we had this legislation on the Hill, but in recent
years have been discouraged from presenting it because of public events
and because we were told that Congress is reluctant to create a privileged
group of employees.
2. Our 701 Program should not be repeated with a large reduction
in force at one time. We should establish a system whereby after certain
grades such as GS-14 employees are either promoted, or after they have
been passed over for promotion a certain number of times they are
selected out or retired. If we had a system whereby we had to make a
certain number of promotions each year into each grade, and consequently
had to move a certain number of people out of each grade each year either
by promotion or selection out, we would have a system whereby promo-
tions would flow easily and there would be no stagnation. What I am
suggesting is that every year Selection Out Boards should indicate a
certain number in each grade that had to be moved out of the Agency
because they had slipped to the bottom of their particular grade.
3. The following questions arise in regard to this:
a. How do we get across to supervisors the necessity of
weeding out of the ranks on a continual basis those employees who are
not up to the standards the Agency requires ?
b. Should we establish a precise number for removal from
the system each year? If we don't establish a precise number, will
we be able to accomplish the objectives outlined above ?
c. How do we insure that In the future individuals who should.
be selected out for poor performance of duty are not included with other
individuals who have performed honorably and competently, but have
become surplus to the system?
d. How do we go about getting early retirement, and can't
we do it without additional legislation?
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1. In 1954 the Agency established a Career Service System.
Each employee after three years duty was encouraged to submit an
application for career status in which they indicated that they would
serve in the post the Agency selected for them. Following the creation.
of the Agency's Career Service System, over the years each component
has developed its own career service, with the consequence that we
have at the present time not one but a group of career services. The
consequence is that rather than developing a loyalty to CIA, the Career
Service System that we have has developed loyalties to individual
components. It seems to me essential that much greater emphasis
should be put on a CIA Career Service and much less emphasis on an
individual career service within CIA.
2. It is my opinion that one of the weaknesses in our Career
Service Program has been that we have failed to publicize it properly
to employees and consequently they do not realize the extent to which
the Agency has gone to make this a good place for a career. For
example, we do our best to give our employees abroad as good living
accommodations as anybody in the government may receive, we give
our personnel adequate living, entertainment and travel allowances,
we can provide both educational and medical benefits for dependents
abroad, we do more than any other government agency in facilitating
the travel of employees, we have extensive employee services in head-
quarters to help employees in everything from finding houses to
recreational facilities, our health and insurance program is probably
one of the best in government, we have our own Public Service Aid
Society for assisting employees who get into financial troubles through
no fault of their own. In addition to this we have one of the finest train-
ing establishments ingovernment and encourage employees to develop
their professionalism through either internal or external training. All
of this is rather poorly publicized to the rank and file.
3. It is my opinion that we are desperately in need of a full and
complete overhaul of our Career Service System including a thorough
analysis of how it, the Personnel Office, and the personnel management
responsibilities of the individual components should fit together. In
the course of this it is inevitable that there will be required in order to
arrive at an effective system a loss of sovereignty on the part of indi-
vidual components. The "statesmen" in the Agency will go along with
this, but the bureaucrats will scream bloody murder.
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4. The following questions should be resolved in this area.
System ?
a. What should we do at this time about the Career Service
b. How should we undertake a study of this magnitude and
c. Is our present Career Service System worth saving, or
should we scrap it and start over again?
d. How do we convince employees that they have any job
security, a basic ingredient in any career service system?
FAT
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SIGNATURE
Remarks :
The Executive Committee Meeting
on Friday, 22 June, is scheduled for a two-
hour session on CIA personnel management.
Attached are sheets on various aspects of
personnel management with some comments
and questions which I believe pertinent to the
Executive Committee Meeting.
L- /J.
L. B. K.
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FROM: NAME, ADDRESS AND PHONE NO.
DATE
L. B. Kirkpatrick Executive Dire
UNCLASSIFIED CONFIDENTIAL
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237 Use previous editions (40)
FORM NO.
2-61 L / U.S. GOVERNMENT PRINTING OFFICE 1961 0-587282
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