Arms Control and Disarmament Agency:
Stronger Actions Needed to Improve Personnel Management
NSIAD-90-259: Published: Sep 12, 1990. Publicly Released: Oct 12, 1990.
Pursuant to a congressional request, GAO reviewed certain U.S. Arms Control and Disarmament Agency (ACDA) personnel policies and practices, focusing on whether ACDA effectively addressed personnel problems the Department of State's Office of Inspector General and the Office of Personnel Management (OPM) identified in 1989.
GAO found that ACDA did not: (1) conduct a comprehensive review of personnel positions, structure, and staffing, as State's Inspector General recommended; (2) reassess or revalidate the numbers and grades of its employees; (3) establish formal training or upward mobility programs for its career employees; or (4) implement its affirmative action plan or upgrade its goals. GAO also found that, although ACDA: (1) made some progress in hiring women, it made no progress in meeting minority hiring goals; and (2) sought OPM assistance regarding its staffing structure, it did not implement OPM recommendations to develop a new structure and career path for its clerical and technical staff.
- Review Pending
- Closed - implemented
- Closed - not implemented
Recommendation for Executive Action
Recommendation: The Director, ACDA, should develop a personnel management action to establish a career development program for clerical and technical staff, develop and implement formal training requirements for all ACDA staff, and implement more proactive upward mobility and affirmative action programs. The plan should identify specific completion dates for each personnel area, and periodic reports on progress in achieving action should be provided to appropriate congressional oversight committees and to the Senate Committee on Governmental Affairs and the House Committee on Post Office and Civil Service.
Agency Affected: United States Arms Control and Disarmament Agency
Status: Closed - Implemented
Comments: The agency has taken a number of actions to address personnel concerns, such as a career development plan for clerical and technical staff, development and implementation of a formal training requirement, a more proactive approach to upward mobility, and development of a formal affirmative action program.