ATTACHMENT A Print
INTRODUCTION:

During the study of the last two chapters Until the present time
that you have done of the employees, you could have concluded that
the agents work independently without supervision from their
superiors. That is no so. The procedures to locate, interview,
recruit, test, train, and use and dismiss the employees requires a
large amount of planning and coordination. With the number of
persons involved in such activities, the tactfulness of many
operations and due to security problems that agents and their
employees have to confront, the agents must strictly observe the
necessary administrative requirements. In some cases an agent
thinks that he is excessively restricted by the different
administrative requirements, but it must be understood that the
strict application of such requirements is essential to prevent
duplication of efforts, to increase security of operations and to
assure a general program of more effective and efficient employees.
The agents must accept that it is to their best interests that they
must cooperate completely with the administrators and to send them
quickly and precisely all the requested data, in return they would
receive a quicker response to their requests. The majority of
employee control functions area devised to provide the agent with
support and guidance. A good Employee Control Section could
usually advise the agent in regards to the amount of money that he
must offer to a potential employee, warn him if he is developing a
definite behavioral pattern in the interviews with his employees,
provide him information based on the reports of other agents when
they are applicable to his needs, besides many other services.

In this attachment we will discuses the fundamentals on which a
good control program of employees must be based as well as the
different reports necessary to provide the government with an
efficient program of employees.

DEVELOPMENT:

A. EMPLOYEE CONTROL PRINCIPLES:

1. Coordination of Employee Recruitment Program.

a. We have talked many times of the large number of persons-
objectives that government employees interview during an
insurrection situation. The government tries to cover almost each
one of the aspects. of its society. This program has as its
objective the continuation of this effort. The new persons-
objectives added to the difficulties that exist to interview
previously designated persons make the maintenance of a continuous

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recruitment program imperative in order to carry on a satisfactory
cover. The administrative coordination and control are necessary
to prevent an employee from working for two or more agents without
their knowledge. The danger here in that the government agents of
higher echelons on receiving these reports, not noticing that these
reports were written, prepared, by the same individual, they would
consider then as confirmation reports.

b. It is essential, therefores, that the government establish
by necessity a centralized control system of employees to prevent
that two or more agents interview the sane individual. Such system
must prevent the agents from interviewing any individual without
notifying the headquarters Employee Control Section of their
intentions in order to receive the corresponding authorization.

2. Preparation and Maintenance of Basic History Information
about all current, potential and prior employees. Later on we will
discuss the content of this archives

3. Compilation and Maintenance of Employee History:

This is the most important record of the employee maintained by the
government. We shall discuss the content of the Employee History
at this time.

4. Initiation and maintenance of Administrative Records related
with the recruitment and development of employees:

This includes all correspondence between intelligence agents
and other government echelons related to employee recruitment and
development authorizations. Such requests would start a search in
the upper level archives to determine if the information available
at such levels is favorable or unfavorable with respect to
potential employee or present employee.

5. Maintenance of Employee Evaluation and Production Records:

This generally includes monthly records that carry the title. (
subject) of the report, file number and date. All agent reports
state the information presented to government by the employee. The
Evaluation Record refers to period reliability evaluation of an
employee. The intelligence agent must evaluate periodically the
reliability of his employee and also, at first, the intelligence
reports he presents. I know that I indicated earlier that all
intelligence reports are evaluated by the production section and
that is true. However, remember that the intelligence agent knows
his employee much better than any other person. All other persons
form a concept of this employee only through his written work. No
other government official knows personally this individual =ore
than the agent with whom

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establishes contact. Through the personal interviews, the agent
could detect any problem the employee may had in gathering
information or personal problems that may have recently emerged
which could hinder the employee's effectiveness. He knows how
reliable and punctual his employee is, as well as his attitude
towards his work and his character in general. Consequently, the
agent is in a better position to evaluate his employea than the
personnel of the production section that bases its evaluation on
the presented reports only. Now in regards to reports, the
intelligence agent is usually qualified to make an initial
evaluation since he is required to make a person-objective analysis
at the beginning of his operation and must familiarize himself
completely with the person objective. This will allow the agent to
judge properly the true value of a report.

The production section personnel usually has more knowledge
about the activities in general, mainly because it has available
other resources which the agent does not have at his level of
operations. In a way that in the intelligence reports evaluation
the duplication effort is really convenient, especially when the
echelons, the lower and upper, use different perspectives. In
effect, this results in a system of balanced checking.

5. Maintenance of the Person-objective Record File. This allows
the authorities responsible to know the extend of person-objective
coverage. These files serve as guides for the recruitment of more
employees or the elimination of some in order to avoid unnecessary
expense of resources.

6. Maintenance of Comparative Expense Records of an Employee in
relation to number of reports he submits:

a. The maintenance of such records is not so difficult as is
the task of analyzing objectively and thoroughly the results. if an
employee delivers ten (10) reports a month to a prior agent and now
he only submits two (2) reports to his present agent, What would
this situation indicate? The initial reaction usually is that the
employee is not working as hard for the agent that he has at
present than he did for the previous agent. Possibly his new agent
does not interview him as often as his predecessor did. Perhaps
the two reports are always more extensive and are full of valuable
details, while the ten (10) reports submitted before contained a
minimum of information.

b. This type of record is a valuable resource of the general
evaluation authority of the government employees program. However,
there is danger it may become an end to itself. In other words,
this type of record encourages the establishment of arbitrary
standards. For example, the responsible authority could establish
arbitrary . cost/ production standards such as: the employees who
submit 50 reports would receive such a payment;

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those who submit from 50 to 100 reports would receive so much, ate.
This way of thinking is not correct and must be avoided.

In all our discussions about employees we have Stressed that
each employee is different, with inherently different problems and
each one must be evaluated individually and not under a system or
arbitrary numbers. The value of these production-cost relationship
records is that they can be used as an efficiency indication of the
employee. When the number of reports in relation to cost is low,
an investigation must be then initiated to determine the cause.
This investigation should include a discussion between the employee
control and the agent of this particular employee. A low number of
reports in relation to cost is very few cases could be the only
cause to get rid of an employee. The quality and other factors
could be more important.

7. EMPLOYEE RECORDS:

a. The use of necessary records in the control of employees will
be discussed in this section. These records must be compiled at
some level by someone if the desired control of employees has to be
used by the government.

b. Once the agent has developed a lead, he must immediately send
the name of this individual to employees control section for
investigation of the name. All information necessary up to that
point is the basis history information. The agent is required to
submit a justification or statement of intention of use of this
individual. The agent must not interview this individual unless he
has received a reply of the name investigation and corresponding
approval to continue with the recruitment process>

c. For the protection of employees a very limited access must be
made in employee records and these records must be maintained in a
restricted area separate from all other government records. Only
those records who have an absolute need to know must have access to
these records. The agents must not know the identities of the
employees of other agents, unless it is for a specific reason. The
insurgents knowing the identity of government employees, not only
they would cause serious barn to government efforts, but also the
life of the employees would be in danger. Another security
practice is to assign the employees a code number which he has to
use in any necessary correspondence pertaining to employee. The
assignment of code numbers must be centralized to prevent that two
employees have the same code number or that an employee may have
two code numbers.

d. Supposing that the agent receives approval to continue with
his recruitment, he continues evaluating the individual until he is
certain that he has all the desired qualities and that he wishes to
be recruited. The agent is then required to present a interview
plan, this must contain information pertinent to:

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1) Where the interview will take place.
2) Names of the persons who will be present.
3) When the interview will take place.
4) How the agent will attempt to approach the individual.
5. What assignments wishes the agent to make.

e. If the individual accepts the offer to work than the agent
must obtain all the information he can about the history of the
individual.

f. The history information of the employees is usually found in
at least two different records.

1) The employee registration card.
2) Employee history.

g. REGISTRATION CARD: it is used as an instant reference file
about prior and present government employees. Includes information
related with the employee and is used when immediate and concise
information of the same is desired. The size of the card itself
usually is small, it requires that the information is brief. The
information included in this card is normally provided to Employee
Control Section by the agent. The following information must
appear in the card:

1) Personal Data:

Real name, identity name, code number and a photograph.

2) Biography:

Must include only prominent aspects of the employee's life.

3) Political and Military History:

Every political position that he may have had, either by
appointment or by election, whether for or in opposition to the
government. His military history shall contain information about
his military service, how long he served, in what service branch he
was, such as infantry, artillery, etc., rank he achieved and under
what circumstances he was discharged from the service.

4) Habits, hobbies and characteristics:

Usually when an agent is selected to deal with a particular
employee, one of the considerations is that the agent must be
compatible with the employee. Some times this compatibility is
established and maintained through a mutual interest of some type,
in a way that the pertinent information to hobbies or

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characteristics is very important when the agent has to be
replaced.
5) Date and circumstances of first contact:

6) Frequency, places and methods of contact to include the
arrangements to meet in emergency cases.

It is not possible to know when the agent or any other person
could have an emergency, so that it is convenient to include this
data in the card.

7) Identity of all other lower employees involved.

8) Covert persons-objectives and relationship of the employee
with the same.

In some cases the employee has direct access to a person-
objective and could have indirect access to others. It is
necessary to know the relationship of the employee with the person-
objective in order to be able to evaluate better the information.

9) Type, amount and method of remuneration (payment): It is
necessary to have this information available in the even an
emergency arises and another person, who is not the regular agent,
may have to talk with the employee.

When we speak of the type of remuneration we refer to money or
material goods, etc. The amount is self-explanatory. The
remuneration method must include the compensation form, that is to
say, if the person receives a regular salary or if on the contrary
this money is kept in an account until the person completes his
services. If he is paid directly, How often is he paid? The
remuneration of employees is very important, especially for those
employees whose only motivation is the money or material profit,
and effort must be made to make certain that all payments are made
on time.

10) Employee's current evaluation.

11) Real name of his agent and-substitute.

The use of the substitute agent is a practice which is still
doubtful. Some persons allege that the use of substitutes is of
value because it helps in that the change from one agent to another
takes place without complications. In addition, in emergency
situations, the employee will not have to be interviewed by an
agent that he has never seen. Other persons insist that the
advantages of using a substitute are not sufficient to compensate
the security disadvantages inherent in the use of a substitute.
They allege that more government agents would be exposed if the
employee gets in a jam.

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h. EMPLOYEE HISTORY:

Since the Employee Record Card would allow only a brief and
instant identification, the detailed information related to
employee could be found in the Employee History. The History of
the Employee is the employees most important and complete record
maintained by the government. In this record is included all
information available about the employee. This record is used by
the employees Control Section any time it wishes to obtain detailed
information about the employee. It is also of great usefulness in
the orientation of the agent selected to assume control of a group
of employees. The agent could inform himself quickly from the
Employee History above all those who are under his control. It is
not sufficient that the agent review the History one time only, he
must review it occasionally because in some cases information
received from other sources is added.

This record is established by the Employee Control Section
before the recruitment of the employee and must contain the
following:
1) Personal history including fingerprints and a photograph
of the person.

2) History information: This must include the original and
subsequent investigations conducted about the employee.

3) His identity (if applicable): Security precautions taken
by the employee to avoid setbacks. Security precautions which the
agent must take on interviewing the employee.

4) Areas covered by the employee ( and his employees), his
position ( and that of the employees below him) in relation to
person-objective, methods used to obtain information of the person-
objective and abilities of the employee.

5) Identity of ALL employees under the employee and history
of the same.

6) Frequency of meetings, location of the meeting places,"-
and contact methods between the employee and ALL employees under
him.

7) Employee's Production and Evaluation Records.

8) Payment record of the employee and employees under him.

9) All special reports and official correspondence about the
employee and employees under him.

10) A copy of all reports on operational interviews.

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i. REPORT ABOUT OPERATIONAL INTERVIEW:

1) This is a detailed summary of all information related to
a meeting between an agent and an employee. This report must be
prepared by the agent after each meeting with the employee. It is
a way to ascertain the use of effective securitv precautions and
the operational techniques. this report must not include any
information about the gathering requirements.

2) This report is usuall y prepared in a narrative form.
Must not use a prepared form in order to avoid a routine pattern
and in order to force the agent to include specific observations.
The following must be included in the report, but not necessarily
in the order indicated:

a) The names or code designations of the persons present
at the meeting.

b) The exact date and time, and the location of the
meeting place.

c) Transportation used by the agent to go and return from
the meeting place. If a government vehicle was used indicate the
vehicle's license number.

d) Must list in detail the security precautions taken by
the agent to and from the meeting location.

e) Must list the payments he made.

f) Must state the source of the information if it was not
the employee.

g) New assignments given to employee during the meeting to
obtain information must be recorded with the inclusion of the
approximate surveillance dates.

h) Should include the history information related to past,
current and future activities of the employee disclosed at the
meeting. The more knowledge you have about the employee's
activities, the better you will be able to control him and obtain'-
. maximum utilization of him.

i) The last point must include any comments which the
agent believes that may be pertinent in regards to the meeting with
his employee. The type of comment that has to be included in this
paragraph should be a reference to security failure, an indication
that the meeting was under surveillance or an opinion about the
behavior or conduct of the employee during the meeting.

j) The report on Operational Interview is of particular
interest to supervisory personnel responsible of

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ascertaining that the security and operational techniques were duly
used by the intelligence agent since the collection requirements
are assigned and satisfied within adequate amount of time. This
report allows the supervisory personnel to follow the course of
operations of the intelligence agents and their employees.

J. PERSON-OBJECTIVE RECORD CARD.

Another record maintained by the Employee Control Section which
does not have direct relationship with the employees, is the
Person-objective Record Card. The Employee Control Section
maintains all person-objective files. This aspect we shall examine
briefly:

1) Name or code symbol of the person-objective.

2) Precise location of the person-objective, whether it is the
street address and number or square coordinate.

3) The basis for the designation of the personobjective is
usually the objective and most recent date of the person-objective
list.

4) The code symbol of the employee or employees who carry out
the cover of the person-objective.

5) The name of the agent assigned to person-objective.

6) Appraisal of the coverage percentage of the person-objective
and-date.

10. It is considered that these are the basic records of the
employee which must be compiled and maintained in good order in
order to establish the necessary control of employees in order to
have an effective and efficient program of government employees in
general. These must be considered as the minimum amount of records
that have to be maintained.

11. Although it is the responsibility of the Employee Control
Section to compile these records, the majority of the information
contained in the records is provided by intelligence agents usually
in response to a requirement of the Employee Control Section.
Perhaps it should be emphasized at this point that the Employee
Control Section is responsible for the establishment of
administrative procedures related to employees and necessarily must
impose certain requirements on the intelligence agent. However,
the Employee Control Section will usually not have any operational
control or command authority over the agent.

B. FEES.

1. We spoke previously of records related to production and

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costs of employees and in another occasion we briefly discussed the
payment or compensation of some kind. Perhaps, this may be a good
time to discuss with some detail the fees of employees.

2. The majority, not all, of the employees who work for the
government would receive remuneration for their services. A danger
is the possibility that the payments made to employees may cause
the employees to be compromised. The decision of the amount which
the employee will receive is usually coordinated in a conference
between the agent and the Employee Control Section.

3. The following factors are considered in determining the
amount of money which an employee is going to receive:

a. Type of employment:
The type of employment or mission of the employee will determine
the amount of compensation that h a will receive. For example, the
introducing employee with usually receive a greater payment that
the employee who routinely collects information of general nature
during his normal activities, because the information collected by
the former is much more difficult to obtain.

b. Economy of the Operations Area:

The economy of a particular area where the agent works would
serve as a guide for the compensation which the employee will
receive.

The security of the employee demands that the employee may not
have in his possession more money than he could explain as its
apparent source.

c. Information Quality:

The quality of the information provided by the employee will
affect his payment. It is logical to assume that the person who
provides the most important information-to receive more than the
person who supplies lower quality information.

d. The amount of information must merit a lesser criterion
only in the determination of the employee compensation.

e. Timely presentation of information, risk and effort: These
three factors must receive considerable attention. Often, with
certain type of information, there is only a small amount of time
with which to determine the difference whether this is inte
Iligence or history, and this is particularly important in the
guerrilla environment. obviously, the risk involved and the
employee effort in obtaining the information will influence in the
amount paid to employee.

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4. The employs* wages shall be determined by his motivations
and the economic situation in the area. Usually the compensation
in mad& in money of the locality. However, the delivery of the
money to employee involves a security risk especially in-the case
of large so= of money. A large number of agents have given to this
a sound solution withholding a portion of the employees payment and
depositing it in an account until the employee has fulfilled his
obligation. This prevents the employee from being compromised
through indiscreet use of his money.

5. It can be paid to employees in consumer"articles such as
food, cigarettes, coffee, tea, etc. In some cases these articles
are difficult to obtain and possession by the employee of this
articles in large amounts that are scarce in the locality could
cause problems.


6. Payments at regular intervals are common. Usually the
employees are paid monthly. This reduces the administrative effort
and can dedicate more time to activities. Generally, the payment
at regular intervals is more satisfactory to employee.

He knows the amount of money that he will receive and could plan
his budget. However, if an employee is slow and does not present
all the required information because he knows that he will receive
the same monthly payment regardless of what he submits, then his
compensation could be reduced or eliminated. In having performed
in an outstanding manner in a particular case, the employee must be
given a bonus. The bonus must not be given very often since that
way they could lose their psychological value.

7. Payments to employee based on the number of reports submitted
have advantages and disadvantages. in spite of some obvious
disadvantages, some agents prefer this method of payment since it
is thought that this will induce the employee to a greater effort.

SUMMARY:

In this attachment we have discussed the Employee Control
Section of the government and we have determined that the employee
recruitment coordination, the maintenance of records for all
employees and persons-objectives constitute the principal
function'-... of this section. This section advises the
responsible officials about cover of persons-objectives, use and
deployment of employees and maintains up to date statistics which
show individual the productivity of employees and the percentage of
cover of personobjective.

The majority of employees will receive a compensation in
accordance with their efforts, risks taken, their social conditions
and, of course, according to valuer of the submitted information.
We stress the fact that the deferred payment, or the establishment
of a savings account is often a convenient method of payment for
the employee.

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