Much of the time that was available to do the corre lation analysis was used in setting up the problem and obtaining successful computer runs. The analysis accomplished to date has not begun to exhaust the possibilities. The problem documentation, the computer output to date, the data itself (ready for any further computer runs), and the regression routine are all available to interested researchers. Employment in the Federal Government is based on a career system that is designed to provide advancement opportunities commensurate with one's ability and desire for more challenging and rewarding work. Because this system has not worked satisfactorily in the past, especially for minorities and women, a new approach is necessary to enable those employees who have become stagnated at the lower levels to move into positions of higher pay and responsibility. The upward mobility approach pro vides a means for upgrading those employees through bridge positions and training programs that will prepare them for higher level work. This study presents a comprehensive analysis of the status of upward mobility in the Department of Labor for the 3500 nonprofessionals in Grades 1-7 over the five year period, 1966-70. 1. A. Examining Upward Mobility in the DOL Upgrading programs The criteria used to examine the upgrading programs were based on the guidelines promulgated by the Civil These guidelines consist of the es Service Commission. tablishment of career systems that provide for: a. b. C. The identification of employees with both the A training and educational system to prepare The creation of avenues of movement from lower to higher level career ladders. During the past five years there have been three upgrading programs in the Department: the Maximum Utilization of Skills and Training Program (MUST) in the Employment Standards Administration and the Career Opportunity Programs (COP) in both the Manpower Administration and the Bureau of Labor Statistics. Each of these programs provided for a training period of one year and was de signed to reach those nonprofessionals in Grades 4-7. The training consisted of on-the-job training in addition to college and Civil Service Commission courses financed by the Department. The MUST Program in ESA was established in 1968 and was designed to upgrade clerical employees to such technician positions as Wage & Hour Assistant and Statistical Assistant. Upon successful completion of the training period the participant was guaranteed that he would retain his current position. Since the technician positions do not have career ladders, further advancement would be based on material modification of the job. Out of a target population of 600 clericals in ESA, 14 have so far participated in the program and two have progressed to professional career ladders. The Career Opportunity Program in the Manpower Administration was designed to upgrade clericals to professional positions through professional trainee slots. Some of the target positions for the program were Manpower Development Specialists, Occupational Analyst and Contract Assistant. Each of these positions has a career ladder, and upon successfully completing the program, the participants are guaranteed advancement through the career |