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

ORGANIZATIONAL CULTURE
employees. 21 The job preview allows candidates to make an informed decision
to continue with the recruitment process or to withdraw from it if they feel the
job is not appropriate. Realistic previews also lower unrealistically high
expectations. A particularly good example of such an effort can be found on
the CIA’s Office of General Counsel Web site. This Web site includes a section
titled “Misconceptions about working for the CIA,” which tries to dispel
prejudices and biases about employment at the CIA by addressing them in a
straightforward manner. 22 In addition, the authors explain the benefits of having
work experiences with the CIA for future employment endeavors in other
areas.
Interview screenings of applicants should be reviewed and improved where
needed. Hiring interviews are not very effective predictors of job performance;
even so, there are ways to improve their reliability and validity.
Numerous cognitive measurement instruments are available that help predict a
match between an individual’s knowledge, skills, and abilities and specific
behavioral, cognitive, and psychomotor tasks. 23 In addition, the use of structured
interviewing - posing the same questions to all applicants - is more
effective than unstructured interviewing. Structured interviews allow for consistent
comparisons among applicants. 24 Organizations should also consider
using panel interviews. Differences among individual interviewers may result
in inaccurate judgment of an applicant, but the overall decision of a team of
evaluators may improve reliability. 25
The use of situational exercises should be included in the recruitment process.
These exercises usually consist of approximations of specific aspects of
a job. They can be used to evaluate candidates’ job abilities and to provide
candidates with simulated work tasks. The former can facilitate organizational
evaluations of candidates’ performance on a job-related task; the latter may
help candidates to decide whether the job would be a good match. 26
A desirable additional step would be the creation and expansion of academic
degree programs with a focus on intelligence and intelligence analysis.
Further, an enhanced effort to improve public awareness and understanding of
the Intelligence Community through greater community outreach, internships,
21
Glenn M. McEvoy and Wayne F. Cascio, “Strategies for Reducing Employee Turnover: A
Meta-analysis.”
22
See Central Intelligence Agency, Office of General Counsel Web site.
23
The Buros Institute of Mental Measurements tracks and reports the statistical validity and reliability
of thousands of measurement instruments.
24
Richard D. Arvey and James E. Campion, “The Employment Interview: A Summary of Recent
Research.”
25
P. L. Roth and James E. Campion, “An Analysis of the Predictive Power of the Panel Interview
and Pre-Employment Tests.”
26
Wayne F. Cascio, Applied Psychology in Human Resource Management.
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