in the usual manner and the chosen candidates would then

enter the training programs.

3.

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 requirements and thus is an effective tool for upward mobility.

The Directors of Personnel must assign a trained counselor to assist and guide the trainee throughout the

5/se

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.

program. In addition, the counselor together with the

supervisor and trainee should participate in mapping out

the plan.

Consideration should be given to establishing workstudy programs such as the one recently developed in the Office of Program Review and Analysis in OASA, and those

in DHEW and HUD.

4. Job restructuring and occupational analysis are required to facilitate easier entry of lower grade employees into professional positions.

Through these processes, the trainee slots would be established by the supervisors with the cooperation of the personnel offices. The positions thus created would serve as bridge positions to higher level career ladders. They would consist of technician, paraprofessional and professional trainee categories. These positions must include career ladders and provide for progressively responsible

work.

The sample career system (see Appendix B-3) illustrates this concept quite graphically.

Further, funds must be allocated to implement the

programs so that a significant number of employees can

participate.

Finally, an upward mobility specialist should be

assigned to the staff of the EEO Director to provide

guidelines to the A&O's and to review and evaluate their

programs.

5.

The Department should conduct an examination of the professionals stagnated at the lower grades to determine if they were professionals not being promoted through career ladders or if they were nonprofessionals who were

incorrectly classified.

The following steps should be taken to correctly

classify DOL personnel:

a.

b.

C.

Placing the employees doing professional work in career ladders so that they may advance at the same rate that all professionals advance. Revising the definition of professionals and nonprofessionals in the DOL personnel system

so that the classification would correspond

more closely to the job performed, and

More comprehensively, we suggest establishing a

6.

paraprofessional category along with the profes

sional-nonprofessional classifications.

The communication of EEO policy should be

accomplished in three stages:

a. a video tape of the Secretary stating the EEO policy of the Department should be shown to

b.

C.

an audience of all the employees of each A&O. following the tape, an administrative official of the A&O should inform the employees of the types of upgrading programs that will be im

plemented.

the policy and programs should be communicated by means of flyers to all employees distributed on a desk-by-desk basis. This flyer would

include the application for upward mobility.

A target date must be determined so that all of the A&O's will be ready with their programs at the same time.

The EEO Director should have responsibility for

coordinating these activities.