activity throughout the Department. People have a ten dency to be defensive about EEO. This does not help to solve the problems that arise in trying to implement an Individuals working in this field effective program. should be encouraged to share both their problems and their successes in order to help and be helped by other people who have met similar situations. d. The organization should provide more status to full-time occupation with EEO. The heads of A&O's and the Secretary of Labor are held accountable for EEO in their organizations. They need experienced EEO ex perts who have enough status to be able to influence the managers and supervisors who must implement the pro grams. e. The organization must allow for the appropriate EEO consideration of the nearly 5,000 employees in the a. The EEO Director should be full-time and placed along with a full staff in one of the following positions: iii. evaluating the EEO programs of the A&O's; iv. providing communication and co-ordination between A&O personnel involved in EEO; V. speaking for the Department of Labor in internal EEO matters. The Office of the EEO Director a. All Departmental EEO planning and evaluation, complaints and counseling should be unified into one staff under the Director of EEO. b. The professional staff should cover (with one or more persons) the following functions: (see c. An effort should be made to represent all races, ethnic backgrounds, and sexes in the staf fing of this office in order that all points of view will be available in the interaction of the staff and to avoid the necessity of having a "specialist" for each racial-sexual group. d. All the individuals hired for this office (or any EEO function anywhere in the Department) should: i. have some EEO experience or background. 3. 4. ii. iii. have an awareness of the problems of all take part in EEO workshops at least once a year. EEO in the A&O's a. There should be a full-time EEO Co-ordinator on the staff of each A&O who would: i. report directly to the head or his deputy. that unit or sub-unit will be responsible for EEO programs and goals for all the employees beneath him. EEO in the Field a. There should be a full-time EEO Officer in each region (attached to the Regional Director) who will: i. ii. report to the EEO Director in the N.O. and complaints system in his region and supervise the full-time recruiter. 5. b. iii. iv. v. receive formal complaints from his region. provide communi cation in EEO matters for each A&O represented in his region. provide on-the-spot evaluation of EEO pro grams in his region. Every A&O should designate someone on the staff of each Regional Administrator as Deputy EEO Co ordinator who would: i. ii. be part-time in that capacity. report to the EEO Co-ordinator in the N.0. iii. work closely with the Regional EEO Officer. Office of Personnel OP should coordinate affirmative action programs, particularly recruitment but it should operate from regular OP units rather than a special EEO unit. Great care should be taken to define EEO responsibilities to There should be an evaluation of the status of EEO in DOL every five years by a full-time group of DOL employees which is totally outside both EEO and Personnel. |