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for these employees were undesirable.
One file room we
visited did not have enough chairs for all of the clerks.
Some offices were dirty, crowded, noisy, drafty, and
The employees generally believe that personnel rules
and regulations are used against them, but that there are
loopholes for the favored few.
These rules cover the whole
gamut of procedures, such as:
time-in-grade and promotions,
training, leave and employee evaluations.
It should also be pointed out that minorities and wonen
find themselves in dead-ended jobs not out of choice but
because of the necessity to work and because these are the
only jobs available.
Discriminatory practices that pre
vail in the world of work have relegated them to their
or unjustified, must be accepted as a reality for them.
The climate that presently exists in the Department
makes equal employment opportunity exceedingly difficult
to achieve. The lack of sensitivity to the plight of the
nonprofessionals must be overcome so that an atmosphere
will exist that is conducive to the development and ad
vancement of these employees. Top management and admin
istrative personnel must bridge the credibility gap by
showing real commitment to a policy by which all employees
are given the opportunity to advance as far as their
abilities will take them.
Upward Mobility Recommendations
The specific recommendations described here are
geared to a positive action approach to upward mobility.
Because minorities and women are concentrated in the lower
grades and have had fewer opportunities for growth and
advancement, an intensive effort must be made to upgrade
Goals. must be established where by the effectiveness
of the programs to be implemented can be measured and the
means for accomplishing these goals can be determined.
The following recommendations are designed to achieve
There should be 300 trainees in upward mobility
programs over the two year period FY 1972-733/.
should be distributed throughout the Department on the
basis of the size of the nonprofessional workforce of each
An application for the upward mobility programs
(See Appendix B-2) should be used to identify the nonpro
fessional employees with the desire and potential for
This application should consist of
a questionnaire designed to (1) elicit from the applicant
any training or skills he may possess that are not being
fully utilized in his present position and (2) inquire of
This figure was arrived at as the result of reviewing the upgrading programs at DHEW and HUD and examining the past performance in this area in DOL. The goal of 300, which represents less than 5 percent per year of the clerical workforce, appears to be a reasonable objective.
The programs designed by each A&O should be open to all employees throughout the Department.
The Directors of Personnel should convene panels of
5/ qualifications rating examiners to review the applications
and personnel records and also to interview each appli
The applicants would then be notified and selected
in the usual manner and the chosen candidates would then
enter the training programs.
A career development plan must be established
for each trainee to prepare him for work at a higher level.
This plan would be based on the needs, potential and
career objective of the trainee.
It would consist of (a)
on-the-job training, (b) college and technical training
and (c) a training agreement. The training agreement
makes it possible to substitute intensive accelerated
training for a portion of the normal qualifications
quirements and thus is an effective tool for upward
The Directors of Personnel must assign a trained
counselor to assist and guide the trainee throughout the
See DLS Appendix A, FPM 335, T.S. No. 90, January 1971, p. 34.
6/ The area of consideration should be limited to the applicants for upward mobility.
In addition, the counselor together with the
supervisor and trainee should participate in mapping out
Consideration should be given to establishing work
study programs such as the one recently developed in the
Office of Program Review and Analysis in OASA, and those
The sample career system (see Appendix B-3) illus
trates this concept quite graphically.
Further, funds must be allocated to implement the