Final Report on the Status of Minorities and Women in the Department of Labor

a manager on a given level by his immediate supervisor,

and the withdrawn authority would then rest on this next

higher level.

Finally, a system of forms must be initiated for use within the Department. The proposed forms are modeled on Form A, which was developed by the Office of Federal Contract Compliance for use in the federal program requiring equitable representation and distribution of minorities 33/

and women in the workforces of federal contractors.

Unlike OFCC's Form A, however, the system of forms for the Labor Department would consist of five forms, corresponding to the five levels of management responsibility

identified above.

34/

In other words, an appropriate DOL

Form A would be completed by the top management of the Department, by the heads of all A&O's, by all bureau chiefs, by all subunit heads, and by all first-line supervisors.

33/For a copy of the OFCC Form A, refer to Appendix F-9

34/It should be noted that OFCC's reporting require

ments for industry are directed to establishment and/or corporate headquarters. In order to complete Form A, however, these headquarter offices would have to see that internal information systems provided the requested information. The system of five forms proposed for the Department addresses this additional need.

Every manager and supervisor in the Department has respon

sibility for an appropriate portion of the overall EEO

program, and every manager and supervisor will complete an appropriate Form A regarding his EEO responsibilities.

This system of forms for the Department is important

in several respects.

First, as does the OFCC form, these

forms outline a point by point guide for self-analysis which (1) identifies the EEO concerns the manager needs to evaluate, (2) establishes measures and standards upon which to base evaluations, and (3) suggests actions to be initiated to resolve any deficiencies. The forms utilize the detailed self-analysis in that, secondly, they comprise a series of planning documents for establishing numerical goals and planning other EEO activities. Third, the forms represent a rather definitive guide to the particular responsibilities for EEO to be fulfilled on each of the management levels. By specifically identifying the EEO concerns that managers on each level should address, the forms clarify much of the interplay amongst the management levels. Finally, the DOL Form A's would greatly aid the monitoring and evaluation of EEO programs Lepartment-wide

and in the various divisions.

They provide an information

base that is both easily accessible and in a standard format, thus facilitating managers' own record-keeping, comparisons over time, management review, and the overall flow of EEO information up and down the organization and

across it.

Regarding use of the forms, all managers and supervisors should complete the appropriate form every six months. This allows for regular review with follow-up corrective actions that are on the heels of any problems. Also, two copies of every completed form should be maintained, one by the manager or supervisor and one by his immediate superior.

A draft for each of the five forms is included in the

appendices (see Appendices F-10 to F-19). The design philosophy behind these forms was that they should be as simple as possible without compromising any of their aboveFurther, a special attempt was made

discussed purposes.

to keep the first-line supervisors' form simple in that (1) they will undoubtedly be completing the form them

selves without staff support and (2) their particular

involvement in the program is crucial and probably the hardest to enlist. Forms representing higher management levels get increasingly more complicated, but (1) these managers are both carrying out their designated responsibilities as EEO program manager for their entire organization and, at the same time, reviewing the EEO initia

tives of lower-level managers 35; (2) as they have broader

EEO responsibilities, staff support is both necessary and expected; and (3) much of the information requested on their forms is obtained merely by collating data from the forms submitted to them. A detailed outline of the DOL

Form A for first-line supervisors appears on the following

page.

Statistical Capability for EEO Office

In addition to the types of information that will be provided by the Form A system just discussed, the Office of the EEO Director will need its own statistical capability. To manage an effective EEO program, thorough information concerning the employment situation of the under

35/Hence, the Form A's for higher-level managers must

provide two sets of guidelines, one for analyzing the organization as a whole and one for reviewing the programs of lower-level managers (as reported in their Form A's).

Outline of Form A for First-line Supervisors

Introduction: purpose, use, utilization criteria, and responsibility