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been neither central au thority to set standards, nor ade

quate coordination and communication between personnel

involved in EEO activity throughout the Department.


time EEO experts have very low status and there are too

few of them to carry out even their minimal responsibili


The two major aspects of EEO, affirmative action

and complaints, have been separated organizationally even

though complaints often arise as a result of a lack of

affirmative action.

Despite these negative findings, the Department of

Labor is in a better position to achieve Equal Employment

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on the status of minorities and women, and the

analytical capability for continuing statistical eval

uations of EEO in the Department.


Minimum numerical goals with constraints must be

established semi-annually by each A&O and are to be

reviewed by the EEO Director.


There must be corrective action if these goals

are not met.


A series of self-analysis forms (Form A) should

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programs over the two year period, FY '72-73.

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Employees doing professional work are to
be placed in career ladders.


The definition of professionals and nonpro-
fessionals in the DOL personnel system is
to be revised.


In addition to the professional-nonprofessional classification, a paraprofessional category is to be established.


The upward mobility policy should be communicated

to all employees through a videotape of the Secretary,

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direction of a full-time expert EEO Director.


staff should have experts in statistics, complaints

and counseling, recruitment,

upward mobility, special

programs, and personnel regulations.


The head of each A&O should have a full-time

expert EEO Coordinator on his immediate staff.


Regional Administrator should have a part-time Deputy

EEO Coordinator on his immediate staff.

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There should be a full-time expert EEO Officer in

each region who reports to the EEO Director.


DOL EEO programs and policy should be re-evalu

ated at least every five years by employees detailed

from outside of EEO and Personnel to work full-time

on the evaluation.


The Office of Personnel should have coordination

responsibility for departmental EEO programs but not

under a special EEO unit.

There must be a new Secretary's Order on EEO to

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8%, and women



These percentage goals are to apply to each pro

fessional grade level in each A&o, both in the National

Office and the Field.


A salary constraint is to be imposed to limit the

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of numerical goals by each A&O, set guidelines for a

reasonable series of timetables, and review progress

toward the achievement of these goals semi-annually.

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