To:

• LRH Comm

From: RON

Subject: STAFF TRAINING PGM NO. 2=====

Reference: LRH ED 27 INT 20 Sept. 1969 LRH Comm Staff Pgm No. 1

The LRH ED 27 INT “LRH Comm Staff Pgm No. 1” is discontinued.

By and large this was a very successful program. In all those orgs where it was applied — especially those where No. 1 Pgms were checked out on all staff and followed — a considerable gain was achieved. We made LOTS of HDCs. HDGs and OECs.

I have always followed a doctrine of hiring or recruiting in excess.

I wish to thank all those who participated in it.

There is a heavy turnover in personnel. There are many stresses in human society.

You lose people from all ranks, particularly toward the top. Early on, for instance, I never could keep a secretary. Because she’d been my secretary, she could get a big-pay job (one of them $10,000 a year) from a bigwig. Or some young man had to marry her (and divorce her when she was no longer so glamorously placed). Anyway she was trained and had become an executive secretary. The only one I know of who didn’t go UP had a commie husband making sure she went down.

Anyone on the HDC, HDG or OEC currently should complete his existing course. This ED does not “pull people off courses they are on.”

So the higher they go

THIS ED RESTORES THE TIME-HONORED STAFF STATUS ADMIN STUDIES — STAFF STATUS 0, STAFF STATUS I, STAFF STATUS II, STAFF STATUS III — FOR USE ON OLD OR NEW STAFF.

A. The more altitude they have that has market value, and

B. The more stress that hits them and blows them apart.

To improve admin and stats of orgs.

This is true of auditors. You’ll lose three times as many Class VIIIs as you lose Class Vis. You’ll lose three times as many Class Vis as you do Class IVs. Etc. And you’ll lose more auditors than you will admin people.

Therefore you have to be very careful indeed who you send for full-time, expensive technical training. You have to ask these questions:

To revive Staff Status 0, I, II, III on administratively untrained or new staff in your org.

A. Is the candidate a uniformly good HDC auditor?

B. Is the candidate scheduled for a technical post?

1. LRH Comm or HCO ES to accept this program and get it in.

C. Is the candidate a fast study by record?

2. Qual Sec or OES to activate Dept 13 Div V, HCO PL 8 August 1970, “Reorg of the Correction Div” so that staff can get training and processing.

D. Is the candidate uninvolved with anti-Scientology or non-Scientology connections such as wife or family?

3. HCO Area Sec to bring up-to-date or begin staff personnel records, Dept 1, and open them to new Dept 13 information.

E. Is the candidate out of personal debt?

4. Staff Training Officer to take post in Dept 13 as per HCO PL 8 Aug. 1970 “Reorganization of the Correction Division” as a double or single-hatted function depending on staff size.

F. Does the candidate have a good record of keeping his promises?

5. Dissem Div to dig up and make available to HCO Dept 1 and Dept 13 adequate copies of HCO PL 4 January 1966, Issue V, “Personnel Staff Status” and to redistribute copies of it to all staff members.

G. Is the candidate willing to sign a new contract and note?

6. HCO to hand out HCO PL 4 Jan. 1966 to all new applicants.

H. Have the candidate’s stats been high on post or especially in auditing?

7. Dissem Div to exhume all old study packs of Staff Status I, II, and III and hand them over to Dept 13. If no packs available, Dissem Div is to make them up from checksheets.

I. Does the candidate stay with the org and not go into franchise?

• Staff Status 0 — HCO PL 4 Jan. 1966 Issue V Staff Status I — SEC ED 196 INT (1966)

If the answer to all these is emphatically yes there is a chance that the org will benefit. If any of these are no, or if any are even maybe, then don’t do it. Find somebody who will be able to get a YES on every one. They are more numerous than you suppose.

This is also true for highly specialized admin training. The same list except for B (and is scheduled for an admin post and is a candidate for higher org admin training) applies rigorously.

Failing to establish these things first and getting it all understood, you can find yourself with all such funds expended and no highly trained personnel either.

8. Division III Disb is to work out any pay scales and adjustments or bonuses to suit staff status, OEC completion and tech class, get them okayed by EC and distributed.

The percentage of loss or incompetence discovered is hard to establish but is remarkably high. In the decade from 1960-1970, personnel turnover was quite heavy even in orgs that were booming.

1. Dept 13 is to draw up a staff list and establish status of each staff member.

During that time staff staff auditing was at a minimum. The orgs were jittery under psychiatric inspired attacks. Dianetic tech was not in use until mid-1969. From 1966 to 1970 Scientology tech was quickie and the Grade and Class Chart not followed. Pay, after I ceased to be Executive Director, was low. Therefore you can make a list of things that have to be in hand to reduce heavy turnover.

2. OEC grads are credited with all three staff status classifications unless Dept 13 on examination decides in individual cases to require checkouts before awarding.

1. Audit staffs well and train them for Staff Status.

3. Dept 13 is to program each executive and staff member.

2. Keep PRO area control in, in areas and in the org.

• a. Administratively posted personnel, executives and staff, attain and use the knowledge and know-how contained in staff status materials and eventually OEC.

3. Use Dianetics heavily and teach it well.

4. Keep all Scientology tech materials in action with tapes and all materials and books in full use, well used, well taught.

5. Keep personal and sectional, departmental and divisional stats high.

4. Dept 13 to coax and two-way comm staff up through their program.

6. Keep the org recruited up.

5. HCO Dept 1 to make the staff status of each staff member and any tech class visible on the main org org board after his name.

7. Keep personnel programed.

6. Dept 13 to keep HCO informed of staff status, case completions and technical advances of each staff member.

8. Hold the form of the org.

7. HCO Dept 1 to keep org board statuses in PT.

9. Deliver an excellent, flubless product.

8. HCO Dept 1 to keep staff personnel files in PT.

10. Work for volume of training and processing as the org’s product.

9. Certs and Awards Dept 15 to issue certs based on staff study achievements.

As recruitment was also neglected and as contracts expired without being filled, we can add

10. HCO Dept 1 to RECRUIT (see HCO PLs Personnel Series 1970).

11. Overrecruit always.

11. HCO Dept 1 to follow Staff Status HCO PL 4 Jan. 1966, Issue V, in hiring and in staff status and to ADVISE DEPT 13 CONTINUALLY ON NEW PERSONS.

If you have an idea you will need twenty people in the next six months, you had better take on at least forty and you will have your twenty. And double is a low figure.

12. Dept 13 to follow through to program new personnel for staff status.

13. Div III Disb to follow through with pay changes or bonuses based on status achieved.

A firm hires a girl to write their letters. After 60 days they find she doesn’t do her job. So they get rid of her and hire another. And in 90 days find she can’t do her job. So they fire her and hire another.... That’s 150 days of no correspondence. It’s enough to ruin any firm. It’s costly.

14. WARNING — When this program re temporary staff (HCO PL 4 Jan. 1966, Issue V) was first put in, the temporary status was let drag on; undesirable new hirings that could not achieve staff status were left on post and not routed off staff. Also they were often left in temporary status by neglect. The ETHICS OFFICER and HCO ES must see that

• a. Newly hired people are not left to accumulate as temporary

A firm hires three girls feeling they need one.

At the end of 150 days they have one girl.

15. Dept 13 is to program any person sent off staff to improve his employability for the future.

But they had 150 days of correspondence. And a profit.

16. THE CHAPLAIN or Pub Div personnel are to inform and handle any person routed off staff using the data from Dept 13.

The economical answer in terms of saved profit is keep up the production. Don’t fixate on personnel. Always do multiple personnel procurement.

THE LINE IS HCO DEPT 1 WRITES DISMISSAL OF TEMPORARY OR OTHERS, PASSES IT TO DEPT 13 FOR PROGRAM, PASSES IT TO CHAPLAIN OR PUB DIV FOR INFORMING THE PERSON.

In actual practice when you do this, you seldom fire anyone. They blow off or they were actually needed.

17. THE CHAPLAIN (or PUB DIV PERSON) is to see that HCO PL 4 Jan. 1966, Issue V, is not violated in dismissals as violations upset both staff and field.

If people are let go, you don’t just brush your hands of it. You in an organization can let them continue being programed while they hold an outside job, fix them up, get them trained and hire them later.

18. The ETHICS OFFICER handles all BLOWS, gets them back or dismisses according to his own and Dept 13 data and HCO PL 4 Jan. 1966, Issue V.

Modern society is very loose footed. The state pays them not to work (apparently only). The society is suppressively oriented. The push and pull of personal relationships is poor.

19. EXECUTIVES CONSISTENTLY NOT ON POST are turned in to the nearest Guardian’s Office by the ETHICS OFFICER or, failing that, the LRH Comm.

You are edged in upon a society of dying cultural values, encroaching drugs, threatened annihilation.

20. HCO Dept 3, Inspections and Reports, which handles stats, advises HCO ES, OES, HCO Dept 1 and Dept 13 of all EXTREME CONDITIONS of personnel, meaning very high upsurges and low falls, so that personnel and staff training actions can occur.

No one out there feels very safe.

21. Dept 13 dates all beginnings and ends of all checksheets and keeps track of Staff Status overdue completions and advises HCO ES and Personnel of all overdue completions.

This insecurity leaks into the org and people get pushed around or push people around.

22. Dept 13 posts or releases to the org all completions of all staff completions as to Staff Status and other studies and case completions.

Real or fancied wrongs occur.

23. When this program is fully and honestly in, the LRH Comm (or HCO ES) will advise Flag via LRH Comm WW.

People are rather timid really.

THE ULTIMATE RESPONSIBILITY FOR ACHIEVING STAFF TRAINING PGM NO. 2 LIES WITH THE LRH COMM OF THE ORG OR THE HCO ES WHERE THERE IS NO LRH COMM.

And the more the society buys the idea it’s a world of tooth and claw, the more it becomes so.

• Program Code: STPGM No. 2

All this reflects into the picture of personnel.

You have to really work to keep orgs manned and trained up.

You do this by

A. Running a very good org

[Note: This issue is part of the Personnel Series as stated in Personnel Series 4, paragraph 7, page 289.]

B. Delivering an excellent product

C. Keeping a steady inflow of new personnel

D. Training and processing well those you have.

If the 1 to 11 are in, in the org, then EXPANSION occurs and, losing hardly anyone, you have to scramble to keep up.

As the INCOME OF THE ORG DEPENDS WHOLLY ON ITS GDSes (Gross Divisional Statistics) and as these are wholly under the control of the org, then it’s obvious that the only finance trouble or pay trouble an org can have is by undermanning, undertraining and underproducing.

No great international GI slump has ever occurred unless there has been a long GDS slump. So it’s obvious that an undermanned org is asking for a cave-in.Much of this has been learned in recent years.

At this writing there is little or no recruitment by HCOs and training of staffs could be better.

But the lessons we learn, we learn and apply.

And so it is with personnel.