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B-1 Division

CFY 1972 brought many changes to the Los Angeles Division. The most significant of these changes are:

1. A new name—B-1 Division;
2. Creation of a new division-Aircraft Products Operations.
3. A greater amount of hiring than previously projected.
4. Addition of females to the Affirmative Action Program.

5. New system of reporting minority hiring facts. Due to this state of transition, a clear comparison of projected goals to present actuals may not be totally compatible.

During fiscal year 1972, the B-1 Division has progressed steadily toward its minority hiring goals. The current status reflects a near attainment of its goal of 19.8 percent total minority population. However, there are other factors which should be considered in viewing this total figure. The items which shall be considered in clearly viewing this 19.8 percent figure are:

1. Total employees hired versus projected employee hiring.
2. Job categories in which minorities were placed.
3. The ethnic makeup within these job categories.

A comparison of the total B-1 Division's projected hiring schedule versus its current actual workforce shows that the division has hired more employees than projected in the following categories: higher managerial levels, administrative and professional positions, and the lower levels within the hourly (union) and weekly positions.

In the Officials and Managers positions, the projected hiring total was exceeded overall, with minority hiring within the three levels of this category closely following the overall trend. However, the total projected minority goal was not attained, with the Black population showing the greatest deficiency. The successful attainment of goals, for the other three ethnic groups, may have received a boost by the division's overall hiring increase in those categories, It appears that projected hiring for CFY 1972 was calculated on the low side.

Hiring of professional employees at the B-1 Division also surpassed the projected CFY 1972 figure. Actual headcount figures for each of the four ethnic groups were surpassed in terms of projected CFY 1972 numbers; however, in terms of percentage figures, the division did not quite meet the projected percentage of 13.0 percent (12.6 percent actual). The surpassing of the numbers count and the inability to attain the percentage figure may be attributed to the original goal, or the conservativeness of the projected hiring figure for CFY 1972. The most identifiable deficiency in the professional ranks is that minorities are located most heavily in the lower levels of the professional categories (that is, MTS I-III, Administrative salary grade 4 and below, and Technical Professional salary grade 4) in a disproportionate relationship with nonminorities.

This imbalance in placement of minorities in the professional ranks may be attributed the relative newness of the Affirmative Action Plan* in conjunction with the current recruiting and hiring requirements. The B-1 Division shall make a concerted effort to upgrade and promote these minorities, via its Upward Mobility Program in order to balance out this disproportionate relationship, while also maintaining the current recruiting and hiring mode.

The lower-level positions within the weekly and hourly (union-UAW) ranks represents the division's greatest area of deficiency. Hiring for these categories also surpassed the projected total employment estimate, but failed to approach the headcount or percentage goals for any of the four ethnic groups.

The inability to recruit minority females possessing the necessary skills to qualify for positions as stenographers or clerk-typists has resulted in the single greatest obstacle in employing minorities in the lower weekly classifications, Recalls and transfers accounted primarily, for the remaining deficiencies.

Due to the United Auto Workers' (UAW) Seniority Clause, the B-1 Division is required to follow contractual agreements in the entry of new hires to the bargaining unit job classifications. The company is exercising every effort to place minorities into those classifications, under the UAW's contract, as these jobs become available for new hires.


Total employment in Business Management as of October 6, 1972 was 955 employees, of which 156 or 16.3 percent are minorities. This is in comparison to a minority goal of 15.3 percent. The greatest deficiency is in the management level where again most positions are held by nonminority employees with extensive experience, training, or background in their particular area of specialty. Financial Planning is the area where greatest underutilization of minorities occurs with only 3.0 percent of the total employees being minority. A complete analysis of the departments which make up the Business Management Functional Division follows: Personnel Management

Total hiring within all job categories of this function met or surpassed all the projected CFY 1972 figures, with the General Technician (hourly labor grade 12–17) category being the only exception.

Minority hiring figures fell short in a few areas, including the total depart. ment's percentage, with the Black population exhibiting the greatest deficiency ; however, (the Spanish surname, Oriental, and American Indian ethnic groups showed strong increases overall). Should a deficiency exist, it would be in the unsuccessful movement of two Blacks into the Officials and Managers category, as projected. Industrial Security

This function, which has a relatively small workforce requiring employees with especially unique experience and background, has been unable to successfully attain any of its projected minority hiring goals. With the exception of the lower hourly classification (labor grade 1-11), this functional division had a lower overall headcount figure than originally projected, with the minority headcount figures following the general trend; however, the lower overall figures did cause the minority percentage goals to fall below their projected figures, in all classifications, as aforementioned. Hiring into this function is restricted by the United Industrial Police and Fireman of America (UIP&FA) Union Agreement. Financial Planning

Being a very small, select group of individuals, this department projected an acquisition goal of two minorities (one Black, one Oriental) into its profes. sional category. It was only successfully able to acquire one Black, for an overall goal of 4.3 percent (10.0 percent goal). Due to the definite expertise and experience required in this department, the selection and movement of minorities into these job categories has proved very difficult, which accounted for the low minority representation within this function. Accounting

During CFY 1972, the Accounting function experienced very little activity in total employee hiring. The department was able to closely reach its total projected headcount figure by surpassing its projected hiring figure in the weekly (labor grade 1-7) classification. This classification was also the furthest from its projected minority goals. The greatest deficiency within the minority pepulation is especially apparent in the total Black group; the ATP classification being the only successful classification able to meet its goal, which had originally projected a zero acquisition goal. This single employee offset the failure of the functional division to acquire its single projected Spanish-surnamed employee into the ATP clasification.

Due to the functional division's low hiring rate, the Officials and Managers category shall receive special attention in CFY 1973, since there is no mnority representation, with no minority goals having been projected for CFY 1972. Contracts Management

All minority goals were met or surpassed in all job categories within this function. The minorities employed within this function are well positioned throughout the job categories. Continued efforts will be made during FY 1973 to meet the new goals. Management Systems

The Management Systems function, expecting a large buildup of personnel in CFY 1972, suffered a heavy reduction in its workforce. Even though this function experienced a large reduction in personnel, it was able to successfully reach and surpass its minority goals. The one area that requires improvements is in the Spanish-surnamed population. None of the goals for this ethnic group were attained, including the low 3.0 percent overall goal. For CFY 1973, this area will receive specific attention in order to bring equitable representation to this ethnic group in all job categories.

Division Programs Plans and Controls

Even though this function is made up of a small number of employees, it was successfully able to meet all its projected minority goals, with a final percentage of 19.0 percent (10.5 percent goal). B-1 Program Plans and Controls

The minority goals for this functional division were attained on an overall basis, but were deficient in the Black and Spanish-surnamed populaton for all job categories. Attainment of the overall goals was particularly due to the hiring of Orientals and American Indians into this functional division, as these two ethnic groups had original goals of zero, and represented a total percentage increase of 4.2 percent. The Officials and Managers categories have no minority representation and will receive special attention in CFY 1973, as will all levels in the Professional classification.


The Operations Division comprises five functional organizations: Facilities and Industrial Engineering, Manufacturing, Operations Planning and Control, Material, and Quality and Reliability Assurance. Total employment, as of October 6, 1972 was approximately 5,774. The number of minorities in Operations as of October 6 totaled 1,321 or 23 percent of the total employees. This is within 1 percent of the minority employment goal of 24 percent.

The principal areas of deficiency occur in the upper and middle levels of management and the higher professional grades. This is primarily attributable to the fact that most of the positions in these categories are held by nonminority employees with extensive experience, training, or background in their particular area of specialty. Manufacturing

As expected, the manufacturing function experienced an increase in its manpower. The growth was larger than expected in all categories, with the only exception being the higher level categories in the hourly (labor grade 12-17), weekly (labor grade 8–14) classifications, and the Leadman category. Minority deficiencies generally parallelled the hiring lag in these three categories with the Black headcount showing the largest percentage deficiency. Hiring in the professional ranks was the most disappointing area of employment. This situation will be rectified in the future with additional training and promotions via the Upward Mobility Program. Quality and Reliability Assurance

Total hiring for this functional division far surpassed the projected goal of 390. Even though this surpassed the projected overall headcount figure, the total minority goals were not realized, with the Black population showing the greatest deficiency. The Black deficiency is especially evident in the ATP, Advanced Clerical and lower hourly (labor grade 1-11) categories.

Job categories which appear to need specific attention are the Professional and General Clerical categories. Goals for the Professional were met exactly ; however, in view of the number of minorities involved (19 out of 122), an increase in the goals may be in order. There were not minority goals established for the General Clerical category, with the exception of one Spanish surname; consequently, there were no minorities hired into this classification during CFY 1972. Jaterial

Although the Material function met or surpassed many of its goals, the higher level positions in all job categories have failed to attain the relatively low projected minority goals. This fact is especially evident in the Negro population. The Officials and Managers category, the higher level weekly classifications (labor grade 8-14), and the cumulative ethnic totals, all indicate that movement and hiring of minorities into these areas will be the specific areas of concentration for CFY 1973. Facilities and Industrial Engineering

The Facilities and Industrial Engineering function, having done less total hiring than originally projected and unsuccessful in attaining three of its total ethnic goals, has been quite successful in the placement of Blacks. This is especially evident in the Officials and Managers category.

The particular areas of deficiency appear to be in the Spanish-surnamed population, with the specific areas being in the Officials and Managers, and Professional categories. The lower level hourly classification (labor grade 1-11) fell short of projected goals in the Spanish, Oriental, and American Indian populations. Operations Plans and Controls

This function shall receive close attention in CFY 1973, as it failed to attain any of its minority goals on an overall basis or on a job category basis. Many of its specific headcount goals were reached, but the percentages fell short due to the overall hiring projection being surpassed.

This circumstance is most apparent in the Officials and Managers category and the weekly (labor grade 8-14) category. The unsuccessful attainment of goals in the Officials and Managers and the ATP categories is especially of concern since it represents a total of 11 responsible positions which went unfilled while total projected employment in these specific classifications was surpassed.


Of the 4,365 employees in Research and Engineering as of October 6, 1972, 675 or 15.5 percent were minority employees. This compares to a goal of 13.7 percent. The upper and middle levels of management and the higher professional categories reflect the principal areas of deficiency, again due to the extensive experience, training, and background of the personnel holding these positions.

Goals by specific department were not projected because of specialized training required by each department and the lack of data which indicates the numbers of available minority professional personnel for specific technical disciplines.

The Research and Engineering Division, however, has very actively pursued its Affirmative Action goal throughout FY 1972.


This functional division, being a relatively small group and decreasing in total headcount from a year ago, has seen very little minority hiring or promo tions. The functional division projected a decrease of 39 individuals during CFY 1972, with a final minority percentage of 12.0 percent and an addition of one Black in the Professional category. The failure of this functional division to attain its minority and female goals and to hire a Black into its professional ranks can be attributed to its small size and the specific knowledge required in this area. Within the organization implemented for fiscal 1973, this function was incorporated into the Aircraft Products Operations. A separate analysis of the APO is also included in this section.


Starting the calendar fiscal year with a total employment of 30, this function planned to attain its minority headcount goals by adding two Spanish, and one Oriental in the professional, clerical, and ATP classifications, respectively. It successfully attained this minority projection and, with the additional hiring of a Black into its professional ranks, the total minority goal was raised to 16.0 percent (11.5 percent goal). With seven females distributed in the ATP and clerical classifications (28.0 percent), the plans for CFY 1973 will be to promote or hire females into the professional areas in order to have this minority group equitably utilized.


This is a new function, created during CFY 1972, and as such there are no goals available to use in assessing this function's performance in the hiring and promotion of minorities during its time of existence. An evaluation of this function reveals that, with the exclusion of females in the Office and Clerical category, minorities are not represented in any category, with females being employed onlr in the clerical area. This situation shall be worked on, as reflected in the CFY 1973 goals.

EXECUTIVE OFFICES Goals for Executive Offices were not established for CFY 1972 due to the especially unique requirements for this group and the relative lack of openings which occur. With the exclusion of secretarial and clerical females, which make up a total of 50 percent of the workforce, the lack of minorities for executive management positions is indicative of the shortage of qualified minority personnel at this time.



During CFY 1972, the B-1 Division experienced certain organizational changes, as indicated in the introduction to this section. Three significant changes that require mention are:

i. The formation of Aircraft Products Operations, with a projected headcount of 104 total employees at this time.

2. The Program Management Functional Division whose current workforce is composed primarily of B-1 Division employees serving double duty, under the matrix management system.

3. The Test and Evaluation Functional Division. These three organizations, having been newly created during CFY 1972, have no CFY 1972 goals; consequently, a deficiency analysis based on past performance cannot be completed at this time. Headcount and goal projections are available for CFY 1973 and are located in the Goals section of this report. These projections will provide the direction to adjust any deficiencies in the different job categories by the end of CFY 1973. At this time the test and evaluation goals have been incorporated into the R&E division goals.


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