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Approved For Release 2007/1019 - CIA-RDP85BO01152R000400460009-7
‘Approved For Release 2007/10/19 : CIA-RDP85B01152R000400460009-7
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Approved For Release 2007/1019 : CIA-RDP85801152R000400460009-7
Approved For Release 2007/10/19 CIA-RDPESB01152R000400460009-7 7
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MEMORANDUM FOR: Deputy Director of Central Intelligence
Executive Director
FROM: Director of Central Intelligence
SUBJECT: Recruitment
1. We need a thorough and top reevaluation of our recruiting system and
methods. We are in a bad position, having asked for and obtained support to
rebuild clandestine HUMINT capability, acting and sometimes testifying as
though it has been proceeding on schedule, and now find it necessary to
acknowledge that it has fallen behind rather badly. This particularly annoys
me because I have regularly raised this issue at Tuesday morning staff meetings
Gnd received reassuring anoner that recruiting 15 anead of schedule, never
getting a breakdown reflecting that the effort was falling behind in critical
Gress. 1 21s raised at thesa eetings fron tine to Line Whether generalised
personnel recruiters ore effective in attracting the kind of people ue need for
our specialized career service.
2.1 ent to kaou where ve stand in these respects: First, 1 want to
have a breakdown of each CT class during 1981, 1982 and 1983--how many
operations officers, etc. Then I want to know what happened 25X1
to then--how many went to each geographic division, how many 25X1
were absorbed in task forces, etc. I want to know what each geographic division
Teceivea fron each class, how mich on the average, how nuch during each tine
period, how the rate of flunking out has varied over the last five years or
so. I want to look at the production of the personnel recruiters and get
their production broken down by types of recrunts.
3. In visiting stations in Europe, I had a series of talks to a few Intel
Analysts. 1 would Tike to knos how mony TAs ve have functioning today and how
many of then have become case officers or virtually case officers. Then, I
want to take a hard look at the whole organization and see where we can convert
less productive slots to operations slots and how to do it, i.e., divisions
which perhaps could have lower priority, etc. Most important of all, we must
find a way to engage experienced operations officers in attracting new young
ven and wanen So. this career. 1 Think the record confirms the Instinct I have
expressed before that personnel officer types are not likely to do too well at
this. He have to activate dedicated people in the organization to do more
spotting and selling on the side, so to speak. We may need to sorina a few
more operations officers loose to help in this cause--require and other 25X1
officers to spend some fragnent of their time hustling for recruits.
cL BY 25X1
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. Approve For Release 2007/10/19 OIA-RDPESB01152R000400460009-7 i
4. Finally, I vant to reach out to take in more young men betueen the ages
of 27-32, give oF take a year or tuo, who have proven themselves by doing something
and’ can bs persuaded to come to us. How has our CT recruiting broken down between
fresh off campus and people with varying levels and kinds of actual experience?
To get mora action ve need to use people to intensifosxi
this effort.
5. 1've asked to take action on this memo and pull together . 25X1
information on recruitment. Co
Willian J. Casey
2
SECRET
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