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2.

Recruitment Considerations

Two major constraints in recruiting for ASPER are

1) the smallness of the office which limits the number

of available new slots, and 2) the lack of entry-level

professional positions, GS 5 - 9. Since the expansion

in 1969, ASPER has recruited only five professionals

and now has a total of twenty-five.

Six professionals

have left the organization in the past year but three

of them retired, and no present employee is due to re

tire in the near future.

In addition, very few people

have left ASPER over the years to work elsewhere.

The office, however, is not limited in its recruit

ment effort by the need for any specific background.

Present employees represent a diversity of backgrounds,

which include law, teaching and economics.

The type of

work done in ASPER requires the ability to write, to be

creative and to work without supervision, but does not

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statement, Standard Form 171, and 4) a personal inter

view by at least one staff member.

3.

Summary of Interviews

The Task Force encountered a wide range of reactions

to ASPER'S EEO Action Plan and to the subject of minority

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original Action Plan, submitted in February of 1971, and

not much happier with the revised plan of April, 1971.

The revised plan reserves "either one or two positions

for minority persons" out of a total of seven,

but does

not specify whether these reserved positions are profes

sional or nonprofessional. This distinction is important

because five of ASPER's nine secretaries were minorities

as of July 7, 1971, so that reserving a nonprofessional

position for a minority would be unnecessary for EEO pur

poses.

Others regarded the new plan as a step in the right

direction and felt that ASPER would begin to hire minor

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made to fill a position in the office of Evaluation with

a minority before the end of fiscal year 1971. The am

biguity with regards to filling this professional posi

tion is symptomatic of the entire plan (see Appendix D-1).

2/ .

"We are prepared to reserve one professional position to be filled by a minority employee before the end of this fiscal year". FY 71 EEO Action Plan for ASPER, p.22.

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informed of openings--the plan says that "an effort

will be made to advise" all employees but does not

provide that they will be definitely so advised;

C.

does not point out whether the "one or two" positions

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"with greater frequency," but not on a regular

basis.

The plan does, however, specify that the two summer

hires, one summer aide and one junior professional, are

to be minorities.

Mos t ASPER employees believe that the present situ

ation was caused by a lack of affirmative action, not

by any conscious discriminatory action.

Those responsi

ble for staffing the new office in 1969 were concerned

with finding the most qualified people possible in the

shortest period of time. They discovered that the easiest

way to accomplish this goal was to recruit from among

their professional acquaintances. Those recruiting were

white, and the result of this approach was that all those

hired were white.

This informal, passive approach to

recruitment has become self-perpetuating, and several

people summarized the recruitment effort as being "a sin

of omission, rather than commission."

The clerical interviews focused on the availability

of upgrading and promotional opportunities.

There is at

present a clerical shortage in ASPER with the ratio being

about one secretary for every three professionals.

Some

of the secretaries felt that this factor combined with the

nature of the work lessened the amount of opportunity

for training during working hours. They were made to

feel obligated to remain in the office in case their

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