25x?1A Approved For Releiai 2001/08/0 1 . r- a MEMORANDUM FOR: Director of Central Intelligence, THROUGH: Deputy Director (Support) - SUBJECT: Ten Ways for Improving CIA's Personnel Management REFERENCE: Memorahaaerer scf?rir?m IG, 25 FebruaryKK'l955, l. The Inspector General forwarded this Office a copy of refer- enced memorandum. Since that time-we have evaluated as realistically as possible the ways in which we could adept or go beyond the suggeSu tions made. At the same time we have taken stock'of our activities in the various fields mentioned to assess what we have done against the targets set and determine where we appear to lack sufficient force and effectiveness. From the outset, we were in complete agreement with the spirit and intent of the Inspector General's views. 2. We are pleased to have had the opportunity to review the comments to you on the paper, since much of the content is of vital concern to that complex. . His expression of satisfaction with some of our performance of duty is particularly gratifying. 3. I have prepared and attached my own cements on the various points mentioned. My comments, in some detail, will serve as an action paper for this Office for future activities. h. I am appreciative of this Opportunity to have many of our day-to-day problems viewed both pro and con. In some respects, I hope we may have resolved a few misconceptions.' In other respects, I am confident that an objective look at the vital business of personnel management has revealed areas in which.we may all reach a common under- standing and base our future operations on mutual respect and tolerance. 25X1A arrison VG. Reynolds; Director of Personnel I I I Encl: not: 2 an M1130 06 IV 24M Cements on 10 Points we now on 3 ?ms cLAss i PAGES an cuss JUST an 10-2 IP80-01826R001100030008-3 I .4. Approved For Release 2001/08] . f? i} 2M p? neat: ?r-e Rite-,? Approved EgyRelease 'Point 1: "Make 'Service' the slogan of the Personnel Office, and see that every in- dividual in that office understands and acts accordingly. The Personnel Office should be advised that its mission is to do what CIA wants done in the Person- nel field even though it does not coincide with.Civil Service practices." General Comments: There can be no argument with the principal and fact that the Office of Personnel exiSts solely to give service to the primary mission of the Agency. Our staff members have been informed again and again that they are in a fluid program rather than one rigidly controlled by statutes and that effectiveness depends.on_reaching common understanding with operating officials. Our contacts with the civil service system are extremely limited, being confined to such things as participation in the government-wide retirement system, Observation of the requirements of the Veterans Preference Act in adverse actions against employees, the President's insurance program, and similar matters in which the Agency has not been specifically exempted from specific laws or regulations. In those cases where the Agency is specifically exempted, such as from the pro? visions of the Classification Act, but where the Agency by election observes the general structure and principles of the Act, we have made modifications in reaponse to Agency needs. The Hoover Commission and other groups such as the House and Senate Civil Service Committees have made recommendations which we have adapted, where appropriate, to our particular requirements, solely because the modifications recommended would serve to afford the Agency greater flexi- bility in its operations. Accomplishments to Date: We are gratified that our largest customer, has commented.that this . defect no longer seems of overwhelming significance, and that in many respects, particularly in overseas processing, this office is demonstrating an outstand- ing sense of service. We have progressed to the point where, except for a few basic laws, we can and do write our own ticket. HF?ture Plans: We shall remain alert to proposed legislation which would impinge upon the necessary flexibility of our perSonnel administration and seek, through the Legislative Counsel, exemptions or modifications acceptable to the Agency. Fur~ ther, as existing laws, or their enforcement, begin to take away the elements now enjoyed, we shall seek, through appropriate measures, changes or policy pro- nouncements aimed at providing the.least possible outside control. Approved For Release Approved WRelease 2001/08/07 CIA- Point 2: "Get fresh blood into the Personnel Office in the form of experienced and respected officers from other parts of the Agency, particularly To do this give 1313/3 and D/Personnel the right to select ten (is-'13 to GS-l5's from other offices and place them in ??y_0ffice of Personnel positions elsewhere in 'the Agency where they will obtain broadening experience." 7 General COmments: I will_not quarrel with the usefulness of this point, both from the view? point of the person going from the Office of Personnel and the_person coming to the Office of Personnel. Cross-fertilization is a must in this as well as in any comparable business. For many months there has been a steady flow of experienced personnel technicians out of the Office of Personnel into operating offices, especially within the complex. In a few instances, we have been fortunate enough to bring back into the Office of Personnel experienced people who have had either long experience in or who have had overseas experience with the Agency. There has not been enough of either, however, and particular- ly the letter. In time, I am confident that more than the 10 rotations suggested can be made. In the meantime, I have a very real jet to do which demands re- sults, not promises. I personally represented "new blood" upon my assignment in January 195%, and I strongly desire other new blood on.a mutually acceptable basis. . Accomplishments to Date: With the recent loss of my Deputy, I have a "new blood" Deputy selected with whom we all are familiar and to whom we shall all look to inject into our thinking the best views on overseas administration. The present Chief, Classi- fication and Wage Division has been nominated for an important overseas assign- ment which will surely perfect his education and training in total Agency operations. Future Plans: My Executive Officer has, for some time, been designated to rotate the present chief of Personnel for Hq. NAG. We need other high-level positions in overseas areas to which my senior people may be assigned, and we are working on this aspect of our problem now. Under existing manning tables, it would take us It years to have each presently assigned Division or Staff chief obtain the advantages of overseas experience, since there is only one GS-15 personnel officer position in an overseas area. There are no GS?lh's and only a few GS?l3's. I would like, within budgetary limitations, to take advantage of the -familiarization tours to be authorized shortly in an effort to fill this gap in our reapective knowledgea.? I personally plan to make such a tour around January 1956, which will be approximately three months after my new Deputy reports in. Approved For Release 200WBP80-01826R001100030008-3 Approved WRelease 2001/08/07 CIA-RDP80-01WR001100030008-3 "Require all supervisors to take a short (12?20 hour) course in personnel management.. This could easily be developed by the Office of Training in cold laboration with the Office of Personnel and would give practical instruction on such subjects as: where to find and how to use the regulations on personnel; new to deal with requests for promotion; how to make out fitness reports; steps to take with mediocre or incompetent employees; the importance of keeping em? ployees always advised of the caliber of their work; how often to have staff meetings and what to say at them; how to cepe with employeesI personal Point 3: General Comments: We surely agree with this suggestion, and as observes, reaction to 'similar courses now conducted is enthusiastic. It makes little sense to possess a valuable asset and lack the knowledge of proper and effective management of it. ggcomplishments to Date: While a course such as suggested has not been formalized, we have taken some steps with relation to supervisors of military personnel. _It is certain that many civilian supervisors have little knowledge of the services that are provided by MPD and are not too well aware of the effects of a tour of duty with CIA upon the military career of detailed military personnel. The question of effectiveness reports presents continuing problems and requires that super- visors be kept current en Service doctrines and policies concerning them. This should be a special subject of periodic, mandatory instruction by MPD. -Since military personnel represent a special kind of personnel resource with special skills and training, and since detailed military people have a primarily mili- - tary career, it is essential that they be properly assigned and utilized. A talk and roundtable discussion is prepared covering?the subject of effective- ness reports and certain additional subjects, including reception procedures, human relationships, maximum utilization of military personnel, classification and assignment of military personnel. This presentation and the forum will 'consume about one hour, and it has been previously presented in OTB management *course by? At that time the presentation was well received and I believe it would be equally acceptable in a course such as IG proposes. Future Plans: We shall explore fully the development of a formal overall course. Approved For Release 100030008-3 Approved ng?Release 2001/08/07 CIA-RDP80-01885R001100030008-3 Point 1i: "Place overseas returnees in positions before they return. This is not solely a.pr0blem for the Office of-Personnel, but is one that can be solved by Personnel, and It-has been one of our sorest spots in person- nel management, but one to my mind susceptible to easy solution by good ad? ministration and strong central control of personnel by I would set a deadline of 30 June 1955 by which time every returnee will have a Job waiting." General Comments: We concur fully in this concept, and the comments mirror our own. Accomplishments to Dategenerally accepted principle-that an individual who com- pletes a field assignment will be appropriately reassigned upon the satisfactory completion of his overseas tour of duty. The effective implementation of this policy requires that the reassignment of field personnel be carefully planned and finally determined, if possible, before the expiration of their tours of duty in the field. Such pre-planning must be based on the very close coopera? tion of operating officials with Career Management and Personnel Officers. b. The Career Service elements servicing the maintain returnee _rosters containing the probable dates of return of field personnel. Further, on receipt of a Field Reassignment Questionnaire, submitted eight months in ad? Vance of'the expiration of overseas tours, these elements are also informed concerning.the major duties of individuals in the Field, their preferences for next assignments, and the need for Headquarters training, if any. All of this information is necessary in planning the individual?s next assignment. The .success of such planning will depend to a large extent on the sincerity with which field personnel complete these questionnaires and the extent to which they receive thoughtful consideration and endorsement by operating officials in_the Field and in Headquarters well before the individual's return. c. The Field Reassignment Questionnaire becomes a priority action.paper in the Career Service elements where Career Management Officers and Placement Officers collaborate to determine an appropriate reassignment for the indi- vidual. _This will often involve concurrent plans to reassign Headquarters personnel in order to make an apprOpriate position available. Then, the ems ployee in the Field will be informed, through channels, concerning the next assignment which has been.planned for him. If in some cases it is impos- sible to reach a final decision concerning a specific assignment before the individual's date of return, he will be notified of the assignments which are being tentatively considered for him. Approved For Release 200 IA-RDP80-01826R001100030008-3 a. k. Approved For Release 2001/08/07 d. The development of individual career plans, which is now being initiated, will facilitate the advance determination of assignments.by pro- viding long-range guidance to supervisory and Career Service elements. e. In-casual rosters are-maintained on a current basis, and serve to direct priority reassignment efforts toward the prompt resolution of cases in- volving unassigned returnees who are still carried in Field positions. This is a very important function of Personnel and Career Management Officers at the present time. However, the need for this sort of activity is expected to .decrease as pro-planning takes effect. - Future Plans: We sincerely believe that these procedures will prove effective in re- solving many of the returnee problems. However, we must recognize that many factors, such as changing requirements, illness, and operational training re- quirements, complicate the problem. Approved For Release Approved FMelease 2001/08/07 Point 5: "Eliminate placement by file shopping, If an employee is misplaced, he or she should be relocated by a system of interviews, and a placement officer should handcarry the file to interested supervisors." General Comments: This point is well taken. In the past, there was a great deal of the objectionable practice. The complete elimination of the practice is a worth- while goal. Accomplishments to Date: Consideration of employees for positions other than their present one is being done largely on a personal basis through interviews with the individual concerned and supervisory officials. A regulation is being coordinated which will bring to light specific desires on the part of employees for other assign? ments and will prescribe policy and procedure to be followed. The responsi- bilities of supervisory officials, Career Services and the Office of Personnel are clearly defined. The Office of Personnel will take an active part in monitoring and effecting satisfactory solutions. Future Plans: 'On numerous occasions I have brought to the attention of office heads the names of well qualified individuals, with the request that a personal in- terview be conducted. In some instances my requests have been honored. I intend to continue my personal efforts in this direction and, within the out? lines of the career system, the placement officers of this office will do likewise. Approved For ReleasW CIAQRDP80-01826R001100030008-3 a . ?Ix Approved FwRelease IA-RDP80-01W001100030008-3 Point 6: .. "Strengthen the procedures governing the handling of Contract personnel by requiring that Personnel, General Counsel and the area division partici- pate in all hiring and firing (or contract lapse) actions. This will elimin? ate many misunderstandings currently arising because contract agents have not been properly informed about their agreement with the Agency." General Comments: The Office of Personnel is in complete agreement with this principle. The "ad hoc" committee idea now in Operation for handling of missing-in-action cases has demonstrated admirably how through concerted action a matter can be resolved speedily and to the best interests of the Agency and the individual. The comment that attention needs to be given to the procedural aspects of agent contracts is applicable to the Office_of Personnel only partially. We have pre- pared for a simplified field issuance setting forth the basic requirements for contracts which will be followed by a Headquarters issuance on the subject. concern about the methods of accounting for finances, for example, re? quires review by other support offices. Accomplishments to Date: a. The Special Contracting, Allowances and Processing Staff upon request has always assisted the operating divisions in signing up agents and explaining their Obligations under contracts. The requests for this service have, however, been very few in comparison with the total number of cases. b. The proposal that this be a universal procedure has been made sever- al times but has never been seriously considered because of the plea that se- curity factors preclude this office from meeting such large numbers of clan- destine personnel. Future Plans: One solution to the specifically concerning Office of Personnel interests, would be in providing specially trained persons to brief and ex- plain the benefits and Obligations to contractors. Finance, security, and other interests are likewise vital to a well-integrated handling of the prdb; lem. We will explore with the Chief, Management Staff, the feasibility and ad? visability of providing a "central contracting service" similar to the travel central processing function as one means of meeting this problem. Approved For Release \1 Approved Fc?i?elease 2001- .va Point 7: ?Place ironclad rules-governing the use of personnel files. These should be available to only a limited number of senior officials in the Agency, and allowed out of the Personnel Office for only a limited time (48 hours). Fur~ ther, the Personnel Office should devote a major effort to developing one master personnel file on each employee in which all pertinent information is placed. At present any employee who wishes to tsnper with his personnel folder can do so with ease." General Comments:? The Inspector General's views are certainly shared by us and the as well, although the h8-hour rule would not be susceptible to universal appli- cation without observing an inflexibility which we have long sought to remove wherever possible. Accomplishments to Date: 25X1A a. The present regulation on the subject, requires that the in- dividuals entitled to withdraw personnel files from this office be designated in writing by individual Agency components. At the time was adopted 25X1A by the Agency, it was the consensus that five working days constituted a reason- able time for such?files to be in the custody of the designated individuals. b. For the past year, we have engaged in a tremendous project to convert all personnel files to a standard system, placing papers in proper order and searching out all papers which should be a matter of official record. As of this time, the project is virtually complete insofar as orderly arrangement is concerned. We still have reason to believe that, contrary to? some offices may be holding papers pertaining to an individual?s status which prop- 7 erly should be a part of the official record. It is understood that_a specialj?f Employment Review Board chaired by Dr. James M. Andrews will give this matteer some attention in its report to you. 25X1A Future Plans: 7 In addition to continuously seeking ways and means to perfect our files, we shall explore, on an Agency-wide basis, the proposal that more strict rules be applied to the access to official personnel files. We are presently work- ing on a proposal which would, with the expenditure of considerable manpower, make tampering with files more difficult, in that pre-and-post?charge checks would determine as nearly as possible the person responsible for the tamper- ing. The Chief, Management Staff, will be asked to consider this item as a part of his current survey of this Office. Approved For Release/23m: CIA-RDP80-01826R001100030008-3 '45 Approved FWRelease 20' Rupee-0182612001 100030008-3 Point 8: "Place a woman in a senior position (even possibly as high as a second Deputy Assistant Director) in the Personnel Office and charge her with ag- gressively furthering the careers of women in the Agency. This woman should not only see that women are considered for top-level positions, where there is no requirement that the position be held by a man, but should also insure that women returning from overseas are properly placed." General Comments: While I agree with the in his comment on this point, I recognize there has been some Justification for the suggestion. As Director of Personnel, I consider that I am already charged with the responsibility outlined above, along with similar responsibilities for all persons, regardless of race or creed. I therefore feel that I should, through my proper officers, police this . problem, rather than have an individual policing me. Accomplishments to Date: The Office of Personnel is continually on the alert to see that the best qualified individuals available are hired for and assigned to positions that are vacant. Within the s00pe of the authority of the Office of Personnel, these assignments are based upon merit and demonstrative performance, without regard to race, religion or sex. For positions above Grade operating officials have the authority to make the final selection of any individual for any given Job. Thus, in the final analysis, Personnel Officers can only inquire into the reasons for the job requiring a man_rather than a woman, eValuate these reasons, and where the requirement is not realistic, point this out to the op- erating official and endeavor to change his mind in the matter. Surveys con- . ducted in the past on an informal basis by this Office have revealed that on the whole, where there was not a realistic requirement for a male to occupy a position, the position was filled on the basis of merit and qualifications and availability of qualified personnel without regard to the sex of the individual. xFuture Plans: With the continued emphasis which I and my people can place on this prdb- lam, with an occasional assist from the tap echelons of the Agency, I feel our - record will withstand the closest scrutiny. Approved For Release 200 Approved Release 2001/08]! ?ea?ti" CIA-RDP80-01WR001100030008-3 3' Point 9: "Strengthen the Employee Services Division and reverse its emphasis from being available to assist employees to "selling" employees on the Agency and what it can do for them, This should be done, not by paperwork, but by direct contact with supervisors and employee groups at staff meetings, train? ing courses, etc. Our employee services are not mediocre, but are made to appear mediocre by poor public relations." General Comments:7 The record speaks otherwise for this important segment of the Office of Personnel, as indicated below. Our failure, it would appear, is in not having made the top echelons of the Agency aware of a rather considerable effort. Accomplishments to Date: The following lectures, special meetings and briefings have been given or supervised by the Employee Services Division, since its establishment 1 September 1953: a. Comprehensive lectures have been given to approximately 5,500 OTB and 00 employees on the following subjects: (1) Benefits available under the Federal Employees' Compensation Act (2) Benefits of the Agency overseas medical program (3) Insurance plans available to Agency employees Retirement benefits (5) Incentive Awards Program b. Entrance-on4Duty Orientation has been given to all new employees each Monday morning. Numerous benefits and personnel services afforded them through the Employee Services Division and the Office of Personnel are highlighted. c. The Office of Personnel has provided a 3T-session Personnel Lecture ,Series principally for the benefit of members with a Personnel Career Desig? nation. The Series, however, is also open to Administrative Officers. Six of the thirty-seven lectures were devoted exclusively to Employee Services Division functions. Special briefings on insurance and hospitalization benefits have been given to personnel of the Inspector General, General Counsel, Office of the D01, Director of Comnications,? Chief, Technical Services Staff, Chief, SR Division, Comptroller, and others. e. Members of the Counseling Branch have handled many emergency cases. Our participation in emergency situations--death, accident, hospitalization from Approved For Release 25X1A 25X1A Approved-For illness or injuryw-has a tremendous impact on relationship with.employees, members of their families and with the general public. As soon as an emergency is reported, a representative of the Counseling Branch contacts the individual involved, if possible and feasible, and then notifies the family. Thereafter, close liaison iS'maintained with the affected individual, his family, and with your Security and Medical Offices. We assure that the individual is granted the necessary leave, that his Agency hospitalization policy does not lapse during his adversity, that his right to compensation is fully investigated, and that any other action compatible with his general welfare is taken. In death cases, we assure the proper transportation of the body where death occurs overseas and provide the family with necessary forms to enable beneficiaries to collect un- paid compensation, retirement money and life insurance payments. f.l Members.of the Division discuss individual cases reported by cable with the Division concerned for the purpose of advising of claim.possibilities or rendering assistance to the employee or his family. g. Members of the Division have arranged organisational meetings for the. purpose of promoting recreational activities and as a means of introducing par- ticipants. The following are some of the activities promoted: bridge, chess, swimming, art classes, deep sea fishing, golf classes, horseback riding, organ- izing a group of women employees as Red Cross hostesses and as Armed Services Hospitality Committee hostesses. Luncheons have been arranged in the private diningroom of cafeteria to present recreation programs and for the award? ing of trophies as a.climax to a season's activities. A smoker was held at the Heurich Brewery in November 1954 for all male employees; attendance numbered MOO. A Christmas concert was presented at the auditorium on 21 December l95h with the Pentagon Choral Group as the featured attraction. The Executive Secretary of the Incentive Awards Committee, an ESD employee, has spoken on the Incentive Awards Program.to Career Service Boards, employees of component staff meetings Commo), Personnel Officers, and employees of the He has also spoken ?on the program at award-presentation ceremonies. There have been showings of film.strips with sound track to Incentive Awards Committee members and suggestion coordinators. 1. Employee services are publicised to all Agency employees through the i use of bulletin boards which are controlled by this Division. There are fifty of these boards, located in the many Agency buildings, containing information on recreation, housing, transportation, etc. J. The Chief, ESD, has attended meetings of the Personnel Officers in order to acquaint them with the services available from the Employee Services Division. Members of the Division meet frequently with Administrative Officers and operating officials. Many of these meetings are in connection with special such as separation or grievance. Other meetings are held for the pur? pose of better acquainting Operating officials with the services available from the Employee Services Division and at the same time enabling us to learn first- hand about operating problems that may require our assistance. Approved For Release L. 25X9 H. Approved For Release 2001/08/07 CIA-RDP80-01826RO0W030008-3 Future Plans: It is the plan of this Division to continue to expand the various meetings, lectures, etc., in order to "sell" the benefits of the Agency at every avail- able opportunity. _.employees are scheduled for overall lectures during the week 25 - 29 April 1955. 'Selling employees on the Agency is of course a matter that requires the constant attention of all supervisors, and we intend to concentrate on not only informing the supervisors but individual employees of the various benefits available to them. . Approved For Release Approved For Release 2001/0 .. Point 10: "Imbue in all employees in the Personnel Office and all supervisors that people are our most valuable asset-~the good ones should be encouraged and assisted, the poor ones eliminated. But regardless of whether good or poor,? they should be handled as human beings not as files, numbers or inanimate objects. I believe that the attitude, typified by referring to personnel as "surplus" like war goods or wheat, has been at the root of some of our mis- managemen General Comments: I believe it is understood that people are the Agency's most valuable asset, and censtant efforts will be made to further imbue employees of the Office of Personnel in this regard. At every possible opportunity, the IG has stressed the importance of this viewpoint, and I have done likewise. 'Accomplishments to Date: There are many avenues which allow for'good employees to be encouraged and developed; through the Career Service Program, courses offered by the Office of Training, lecture series currently being conducted by the Office of Personnel, and the individual's initiative to take steps to enhance his career, within the Agency and by external training. The elimination of poor employees can be effected within the framework of Agency policy when they are identified to the Office of Personnel by operating officials through memoranda, Fitness Reports and other means. It goes without saying that employees should be handled as individuals rather than in any other terms, and I personally em- phasise this concept to my own people and in all my relations with everyone in the Agency. rroture Plans: We shall certainly avoid the use of terms which might possibly be regarded as offensive or deprecatory. Our continued efforts through the work of the ?Office of Personnel will actively aid and assist in this important aspect of management. Approved For Release 200:1?033; CIA-RDP80-01826R001100030008-3 In