Obtaining Administrative Personnel for Defense Agencies

O N March 2o, 1951, nine months after start of Korean emergency, United States Civil Service Commission announced to all federal employees an examination with title of Federal Administrator for purpose of identifying those with administrative ability at grades 12 and above for possible transfer to defense agencies. On May 23, results of examination of 4,700 competitors were made available to defense agencies. This was first time that a governmentwide promotion examination had been given. This was also first time that government had tried to identify on a systematic basis persons throughout government with ability to fill a variety of administrative posts. In addition, this examination fulfilled in part responsibilities of commission to assist defense agencies in meeting their staffing needs. There is a wide interest in and a great need for extending competition for higher-level positions, broadening experience of federal executives, and opening up career opportunities. The need is partly indicated by a study, conducted by commission in 1955, among 8oo government executives at grades i5 and above. Of these executives, 53 per cent had worked in only one federal agency; 44 per cent had worked in only one bureau of one agency. The reports of Hoover Commissions have indicted federal government for its lack of progress in developing career opportunities. The task force of first Hoover Commission reported that no planned, predictable promotion pattern existed, that relative opportunity for promotion varied widely among agencies and locations, and that there were few planned efforts assuring that top positions would be filled by trained career employees. The task force recommended Civil Service and agency programs to identify able and promotable candidates.' The task force of second Hoover Commission continued indictment. It noted absence of a system to discover managerial manpower and barriers affecting free interchange of departmental and field employees.2 The commission in its own report stated that little had been done to identify potential candidates for future top management jobs.3 The American Assembly has noted that Civil Service Commission is hampered in its efforts to promote interagency transfers by lack of funds and authority-that it is entirely dependent on voluntary agency cooperation. It reports John Corson's summary of promotion methods: (a) the cream always rises to top; (b) shoe-leather shopping around approach; and (c) desk-to-desk ascent of a narrow promotion ladder.4

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