American Indians (Appendix C-14) and Women (Appendix

C-15

C-17) also indicate a significant recruitment source. Further, data on availability can be obtained from

other government agencies and community organizations

An examination of the recruitment efforts of the

major Administrations and Offices revealed either no definite minority or female recruitment programs or else small-scale programs. Yet, the data on percent distribution of professionals by grade, race and sex for each A&O indicates definite recruitment needs at all professional grades, since no A&O meets the minimum goals for blacks, nonblack minorities, and women at all grades.

The availability studies also show that there are qualified minorities and women available for DOL jobs. DOL needs to re-establish its EEO credibility es

pecially with regards to recruitment.

It can only do

this with a real commitment to establish effective re

cruitment programs.

B. Recruitment Recommendations

To establish effective recruitment programs for min

orities and women there must be a centralization of all

recruitment efforts (creation of a Central Recruitment

Office in the Office of Personnel); a cadre of full

time recruiters; full and adequate usage of the Manpower 4/

Planning System- by each A&O; full usage of positive

recruitment; reinstitution and expansion of the Vacancy

5

Clearance System ; and specific goals and guidelines

for recruitment.

See Appendix C-19 for a breakdown of recruitment functions.

4/Manpower Planning System was developed by the

Central Personnel Services to provide a comprehensive Recruitment Plan in FY 1968 for Wage and Labor Standards Administration.

Manpower Planning System uses turnover studies, retirement index studies,* and anticipated expansion as sources for anticipating vacancies in an upcoming fiscal year. The number of anticipated vacancies for which minorities and women would be recruited will be determined by the numerical goals and timetables established for each Administration. The following is an example of a Manpower Planning System Plan of Action:

*

Retirement index is maintained by the Division of Personnel Planning & Review, OASA.

(4/cont'd.)

1. Central Recruitment Office

Office of Personnel will establish a Central Re

cruitment Office with adequate professional and suppor

tive staff. This office will receive and review the

Manpower Planning reports and current lists of vacancies from each A&O. Central Recruitment Office's major responsibility will be to manage and/or coordinate the clerical, technical, and professional recruitment pro

2.

Central EEO Office

Recruitment staff of the EEO Office will provide

guidelines and goals for recruiting.

This office with

the Central Recruitment Office will also evaluate the

various A&O recruitment programs and monitor the progress of these programs. The recruitment staff will also serve as a major reference source on recruitment.

There will be a cadre of ten tull-time recruiters

in the National Office who will recruit both for the

Department and for their A&O's. ASPER, O/SECY, OASA

and ILAB will maintain only one full-time recruiter.

BLS, SOL, and LMSA will each maintain one full-time

recruiter.

ESA, OSHA, and MA will each maintain two

full-time recruiters.

These recruiters will be attached

to the EEO Coordinator of their A&O, except for the

O/SECY, ILAB, ASPER, OASA recruiter who will be attached

to the EEO Coordinator for OASA.

Each region will have one full-time recruiter, who

The professionals to be recruited for the vacancies can be found by either in-house promotions or new hires depending on the Administration's status in reaching its goal.

The recruitment objective, i.e., the number of jobs to be filled, is the best target figure available.

(4/cont'd.)