EXHIBIT B.-Statement showing some recent wage board increases in the pay of wage board employees-Continued EXHIBIT C.-Table converting hourly increases to annual increases Hours in a week__ Weeks in a year. 2, 080 Hours in a year----- 1⁄2 cent per hour equals $10.40 per year. EXHIBIT D.-Table showing distribution of full-time employees in the Notes: Federal income and social security taxes are computed for a married couple with two children. No allowance is made for other taxes - state, local, or federal. Average deductions used in computing taxes in each bracket are based on data reported by taxpayers to the Internal Revenue Service. Loss from depreciation of the dollar is based on the change in the Consumer Price Index of the Bureau of Labor Statistics. Sources: Treasury Department; Bureau of Labor Statistics; The Conference Board ADDITIONAL COPIES Quantities of this chart are available to Associates of the Board on the following basis: 10-24 copies, 8¢ each 25-99 copies, 64 each 100 or more, 54 each Further discounts, depending upon quantities desired, will be quoted on request. Mr. OWEN. I appreciate this opportunity of appearing before you. The CHAIRMAN. Thank you very much. (Article submitted by Mr. Owen entitled "Help Wanted in Washington," follows:) [From the Saturday Evening Post, June 2, 1962] HELP WANTED IN WASHINGTON The Kennedy administration's talent hunt has turned up one solid find: Too few top minds want to work for their country. (By Don Oberdorfer) One day in March, 1961 a studious Pentagon economist named Alain Enthoven began the search for 10 highly skilled persons to make cost-effectivenes studies for Secretary of Defense Robert S. McNamara. The new boss at the Pentagon needed these studies as a guide when making decisions about money, men, and weapons to protect the United States. Such decisions affect billions of dollars in defense funds, the future bloom or blight of major corporations, and the jobs of many thousands of men and women-as well as the security of every citizen. Today a disheartened Enthoven is still looking for his experts. Dozens of qualified prospects have turned down his offers for all-too-familiar reasons: "I've got a good job now in private life with better salary and good promotion chances. I'm working at my own speed, insulated from pressure groups, deadlines and Government redtape." Ironically most of the men who wouldn't help do McNamara's studies owe their private positions to Defense contracts. As this is written, Enthoven has been able to recruit only five of the qualified men he needs. Meanwhile he is doing the best he can to complete the most essential McNamara studies. He has buttressed his staff with a $50-a-day special consultant (who will make more this way than Enthoven could pay him as a regular Government employee). The skeleton staff puts in many hours of unpaid overtime. Enthoven's own New Year's resolution was to work only 66 hours a week, but he isn't keeping it. A PROBLEM FOR THE PRESIDENT Enthoven's understrength staff is hardly a drop in a Federal Government ocean of 2,445,588 civilian employees, but his plight is worth considering. Starting with President Kennedy himself, many Government officials are having difficulty getting and keeping highly skilled people. Important public tasks have been hampered because key jobs had to be filled on a stopgap basis, or not at all. This situation deserves careful examination, because the health and the prosperity, even the life of every citizen, depend in large part on the Government's skill in meeting national challenges. If the Government cannot do its best because it does not have enough top-quality workers, the results can be appalling: bumbling bureaucracy, costly mistakes. Most of the 470,000 people hired last year by Uncle Sam were, of course, routinely picked from rosters of civil service applicants. But Federal officials found themselves beating the bushes for highly skilled individuals to fill some of the most important jobs. President Kennedy has complained to friends that getting good men is among his own toughest problems. The man who helps with this burden is Ralph A. Dungan, 39, a 5-year veteran of the Kennedy entourage and now the most exalted headhunter in the Government. In a recent 3-month period Dungan was looking for several new ambassadors, four members of regulatory agencies, and high-level staff members for the State Department, Air Force, Navy, Commerce Department, Agency for International Development, Federal Aviation Agency, and the American delegation to the United Nations. On recent recruiting missions, Dungan and other White House insiders met such rebuffs as these: "My wife and I like living better where we are." "My firm can't spare me." "I'm just too selfish to work for the Government." "The offer isn't attractive enough." Several businessmen turned down bids for fear they might lose their preferred places in the management hierarchy of their companies. A foundation executive was reluctant to give up his wide-ranging freedom of action. |