Analytic Culture in the U.S. Intelligence Community (PDF) - CIA

CHAPTER EIGHT
often be hired on the spot. The cultural message in this case is that such
employees are easily let in to and out of the organization.
Another, particularly pertinent example is intelligence work, which requires
that recruits undergo employment screenings unlike those found in most civilian
jobs. Potential CIA analysts must submit to a thorough background investigation,
a polygraph examination, and financial and credit reviews. Further, a battery
of psychological and medical exams must be passed prior to a formal
employment offer. The timeframe for the background check eliminates the possibility
of a rapid hiring decision. Even more important are the nonverbal messages
sent to the recruit that this is a position of secrecy and high importance.
Several sources of information contribute to beliefs about any organization.
Friends or relatives who are already part of the organization might share their
experiences with the person considering employment. Information might also
be acquired from other sources, such as professional journals, magazines,
newspaper articles, television, governmental and private Web sites, public
statements or testimony, and annual reports. While these sources of information
about an organization are far from perfect (all may contain positive and
negative hyperbole), they are still useful from the point of view of forming
preliminary ideas about what it might be like to work for that organization.
Because competition for highly qualified employees is fierce, successful
recruitment usually involves a skillful combination of salesmanship and diplomacy.
Recruiters tend to describe their organizations in glowing terms, glossing
over internal problems and external threats, while emphasizing positive
features. The result is that potential employees often receive unrealistically
positive impressions of conditions prevailing in a specific organization. When
they arrive on the job and find that their expectations are not met, they experience
disappointment, dissatisfaction, and even resentment that they have been
misled. In fact, research findings indicate that the less employees’ job expectations
are met, the less satisfied and committed they are and the more likely
they are to think about quitting or actually to do so. 9
These negative reactions are sometimes termed entry shock, referring to the
confusion and disorientation experienced by many newcomers to an organization.
In order to avoid entry shock, it is important for organizations to provide
job candidates with accurate information about the organization. Research
supports the notion that people exposed to realistic job previews later report
higher satisfaction and show lower turnover than those who receive glowing,
but often misleading, information about their companies. 10 Moreover, having
9
John P. Wanous et al., “The Effects of Met Expectations on Newcomer Attitudes and Behavior:
A Review and Meta-analysis.”
10
Bruce M. Meglino et al., “Effects of Ralistic Job Previews: A Comparison Using an Enhancement
and a Reduction Preview.”
100