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 wish to thank all those who participated in it.

It is an observation that personnel, by critical definition, is “that function which creates havoc in one place in an org by trying to solve a personnel mess in another.”

Example: We have just gotten in our Div 6. It has two people. The org has been suffering for lack of Div 6 actions. Now we’ve finally got two people there and they are being trained up. Meanwhile there is a shortage of staff in CF. Personnel “solves” the CF problem by transferring those in Div 6 to CF in Div 2. There goes any progress on Div 6.

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

By solving one problem, another is created.

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.

Also there is the fact that it takes a while to train someone on a post and get the post in order. So rapid transfers defeat any post training or competence.

We call this action “musical chairs.” That is a game in which people rapidly change positions.

To improve admin and stats of orgs.

So these transfers defeat not only the org on the third dynamic but also the individual on the first dynamic.

An earlier action similar to this went on. Then whenever Tech got an auditor trained up, Personnel would transfer the auditor to an admin post.

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

As the auditor was tech trained and not OEC trained, you began to find auditors in charge but they didn’t have any admin training, thus shattering, by ignorance, the org form and defeating the org’s production.

I’ve just seen a case where a staff member went on full-time training Class VI (very expensive) and was made HCO ES on his return. But had never had an OEC.

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

Using the Tech Divs as a “personnel pool” and taking tech people for admin posts thus defeats twice — defeats the org as a producing activity and defeats its form by not training people in admin (OEC) when they are going to be used in admin.

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.

These personnel errors (or crimes) cause every staff member to suffer in terms of lowered income, lowered pay, lowered facilities, lower success. I doubt there is any org where these errors (or crimes) are not current at this writing.

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

To give the HCO ES candidate full-time training on the OEC or FEBC would make sense. Not Class VI! If you reverse it, you’ll see what I mean: we give a new staff member an OEC only and put him onto auditing. Of course that would be disastrous. It’s just as disastrous the other way around — taking an auditor who is a Class VI but not an OEC grad and making him the HCO Area Sec!

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.

There is an optimum executive who is both an experienced, trained administrator (OEC and time on org posts) and an auditor. But an org would have to be in high production with lots of auditors before that could happen.

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.

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

These errors are of long duration. They happen over and over. And they do more to destroy an org than any other action.

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.

A. Making a hole in one place to remedy a hole in another

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

B. Training a person for tech but not admin and putting him in admin

C. Using the Tech Divs as personnel pools from which to man other divs

D. Rapid shifts of post

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.

E. Leaving areas in an org unmanned.

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

The reason why these things are done all come under the heading of failures to recruit and properly train.

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.

Org expansion often gets pinned by false economy in personnel. “If we hired anyone else, we would get less pay.” This completely overlooks the fact that if the org doesn’t hire more people it will go broke. An org has to be of a certain size to be solvent; it has certain basic expenses such as rent which makes it cost just so much to run. Yet personnel can be so poorly thought out that the org is kept at starvation level.

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

I heard one not long ago which takes a prize, “But we don’t need an Advance Registrar. We can’t afford one anyway. You see we have pcs booked in advance for ten weeks already as we don’t have enough auditors, so why should we have any further promotion?” An idiot smile went with this of course. Backlog became “advance registration.”

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

Orgs in various ways fix their income and prevent its increase. First and foremost of these is personnel.

In every org where I have acted as Executive Director, I have had a personnel procurement problem. In each case the problem was internally created. First I would get, “Well, units are low . . .” or “Nobody ever applies.” I would take it from there. I finally became very clever at these impasses. “What,” I would ask the Receptionist, “do you tell people who come looking for a job?” Cunning. “Oh them!” I would get, “I tell them we aren’t hiring of course.” I would set up a line from a specially appointed personnel person to me only and would shortly have enough people. I have run an org from eight people to sixty-three in thirty days and its GI from £50 to £3,000 in sixty days. Just by doing the usual. It created awful problems of course, like auditing rooms, classrooms, hand grooving people onto posts — it was busy. The favorite graveyard calm, so adored there before that, got shattered to hell!

I concluded many times then and conclude now that it is a characteristic of an org to refuse new personnel and to keep them off. In approaching this problem in an org, I am afraid experience has taught me to begin with that assumption and handle it from that viewpoint.

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

So I normally set up a line that can’t be stopped and get people on post. Then I force in training on posts. And I personally inspect and talk to every section every day about what they need and how it’s going and keep up their section production.

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.

LRH Comms tell me they cant get execs to inspect their areas daily. And personnel shortages show that others do not blow the lines open on recruiting and even prevent handling.

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

So here is one area where I do some things in managing a production org that not many others do:

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

1. Force recruitment

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

2. Train on post

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

3. Daily inspection and comm with everyone in the place in his post area

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

4. Concentrate on section and individual production

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.

5. Let people finish the job they are on.

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

The result of all this has uniformly been sky-high stats, sky-high pay, huge reserves and excellent tech produced.

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

So these are the magic solutions.

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

I do NOT empty out tech to fill admin. I do NOT encourage transfers. I do NOT create problems in one area by transferring to another. I will NOT accept that no one applies for jobs. And I don’t wreck one project by grabbing people off it to start another. I FIND NEW PEOPLE.

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

Behind every “impossibility” lies some great big WHY which if not found keeps things messed up. One area that “couldn’t get any auditors” had expelled 60% of the field from the church! Another area had dismissed 50% of staff every time the income dropped. Another area cut the staffs pay very low and then made it go lower each time the gross income fell. Another “never could find the right people.”

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

Sometimes internal squabbles are given a much higher importance than the org itself.

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

Some areas use “social acceptability” instead of stats to handle personnel.

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.

Whatever the reason an org isn’t getting on, it is internal. It isn’t some other org or some senior management body. It’s right inside that org. Further, it has to do with personnel mishandling.

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.

Any org at any time has not given as much quantity of service as the public demanded. If you continued to expand at the rate of demand, giving very high quality of service mind you, the org would expand to hundreds or even thousands of staff members.

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.

Somewhere, when that doesn’t happen, personnel mishandling has cut off the expansion.

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.

So when we look this over, we find that quality of delivered product determines how much it will be in demand and that the only thing which will limit an expansion to meet that demand is personnel procurement, training and stability on post, getting the staff to produce and holding the form of the org and making it go.

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.

When personnel commits the errors (or crimes) mentioned here and when management fails to do the 1 to 5 listed above that I do in an org, there will be a halt.

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.

True, an org is complex. True, quality is hard to maintain. True, one has to work. But unless personnel procurement and handling is IN, all else will fail. So that’s the weak spot.

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.

An undermanned division will empty.

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

An undermanned org will pay badly and go down.

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.

• Program Code: STPGM No. 2

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