Text

SECY-78-545: Sex Discrimination in NRC
	ML23158A229
Person / Time
Issue date:	10/19/1978
From:	; NRC/SECY
To:	;
References
	Download: ML23158A229 (108)
	v • d • e

October 19, 1978 For:

From:

Subject:

Purpose:

Background:

CONTACT:

J:-.llEO 57 A TES SECY-78-545 NUCLEAR REGULATORY COMMISSiON INFORMATION REPORT The Commissioners The Federal Women 1 s Program Advisory Committee SEX DISCRIMINATION IN NRC To inform the Commission of the Federal Women's Program Advisory Committee concern of trends of sex discrimination in NRC.

Late in the fall of 1977, acting upcn informal reports of various degrees of dissatisfaction among women employees, the Feeral Women 1 s Program Advisory Committee (Committee) undertook.

a survey to develop a basis to (1) identify problem areas of concern to NRC women, and (2) recommend its use in management decisions. The results of this survey were published in March 1978 (Enclosure 1).

In a memorandum to Daniel J. Donoghue, Director, Office of Administration, dated March 21, 1978 (Enclosure 2),

Ruth J. Anderson, Manager of the Federal Women 1 s Program, pointed out that statistical data received from the Division of Operations and Personnel showed a disproportionate number of women who were audited during the period January 1977 to March 1978.

On the basis of this memorandum, the CJmmittee requested and received a meeting with Lee V. Gossick, Executive Director of Operations, on March 29, 1978.

At this meeting, the Committee brought to the E00 1 s atention the fact that women employees were treated differently than men employees in NRC 1 s auditing process.

Requests were made at this meeting and on severa subsequent occasions for additional statistical data from Operations and Personnel on their auditing procedures.

In view of the lack of respo,se to tnese requests, the Committee felt it imperative to initiate a series cf meetings with the major office directors of NRC.

At a Committee meeting held on April 19, 1978, a format was established to conduct these interviews.

The basis for the lunch-hour sessions was a list of questions solicited from *,1omen employees of each office dealing with women's concerns in this agency.

Questions were received with optional anonymity.

The questions were forwarded to each office director one week prior to the interview.

The Committee recorded each office director's reponses to the questions and submitted a draft for concr'."ence.

As a final step, the Committee requested the office directors to mak the questions and answers available to all employees, both women and men, in their offices.

Alicia R. Ong (Chairperson, FWPAC) 492-7805 I

The Commissioners*

2 Althouqh we have not completed our meetings with all of the office directors, the Committee feels that our current input should be considered in the proposal for reviewing allegations reqarding discrimination now being conducted by OPE, OGC and EEO at the request of the Commission.

To date, five meetings with the following Office Directors have been held:

Robert B. Minogue, May 31, 1978 Daniel J. Donoghue, :uly 5, 1978 Harold R. Denton, August 7, 1978 Clifford V. Smith, September 11, 1978 Howard K. Shapar, October 5, 1978 As a result of these eetings, the Committee has identified trends of sex discrimination.

Identifid Trends of Sex Discrimination The majority of women's concerns, as stated in the questions receied, fell into several major catgories:

1.

Training Opportunities 2.

Upward Mobility 3.

Conversion of Temporary Positions to Permanent Positions 4.

Implementation of the President's Memorandum to Increase Part-Time Positions 5.

Negative Attitudes Toward Women (Professionals and Nonprofessionals) 6.

Travel Opportunities 7.

Support for the Federal Womer1 1 s Program 8.

Rec;iting/Hiring Practices 9.

Promotional Practices (Preselection and Cronyism) 10.

Sexual Harassment on the Job 11.

Age Discrimination 12.

Inefficient Management

The Commissioners 3

Representative Examples From Meetings With Office Directors The following examples are cited as representative of the most pressing concerns confronting the women of this agency.

[For a more comprehensive view of these question and answer sessions, please refer to Enclosures 3-7.]

Example 1 QUESTION addressed to C. V. Smith:

Why is there always enough financial support for professional training (including travel and per diem expenses to other areas in the U.S.) but financial support for secretarial staff (administrative) training is limited or exhausted? Shouldn't the budget allow for adminis trative training as well as professional training?

ANSWER:

Yes, I agree there is a problem.

This is one of the thngs I have been pushing for.

Most of the training money is handled in Pete Goldman's office.

I have a problem with that because I think each office ought to have its own training budget, and the office director then could proportion it for nonprofessional and professional people. The office director could then carve out so much for each group, but NRC doesn't operate that way.

Example 2 QUESTION addressed to C. V. Smith:

What measures has Dr. Smith taken to improve the representation of women in NMSS management?

ANSWER:

The only thing I think that can be done. On every job that has come up on a senior level, I have tried to make sure that there was a woman on the list.

I would dare say over 95%

of the positions in tne senior 1eve1 management since I have been hP.re did not have women on the list.

We had a young lady from Reactors, NRR, to apply for a job an AO had; he had two people; she was terrific, but he picked the man. I did not insist that he hire her, but perhaps I should have.

Example 3 QUESTION addressed to D. J. Donoghue:

Just what is the procedure for converting a temporary slot to a permanent one? Who decides which positions should be considered for conversion? Shouldn't such factors as job performance be taken into account regardless o*f the personal status of the employee? One woman employee

The Commissioners 4

hired two years ago was recently told by her boss that permanency was years away and that, should a permanent slot become available, he would have to make the choice between her, a 11virgin11 (his exact words) and n _employee with a family.

ANSWER:

Hiring is based on the best qualified person rather than who has a family to support.

Ceilings are allotted from the Commission to EDO to office directors, who in turn fil the permanent and temporary slots.

Example 4 QUESTION addressed to H. R. Denton:

In view of the agency's commitment to upward mobility and affirmative action for women and minorities, why can't intern or administrative positions be created for women employees within the agency, and why can't on-the-job training be implemented to increase the advancement opportunities for NRC w0men?

ANSWER:

I am for job enrichment.

It's hard to convince managers to devote many slots to such positions, however.

They would rather hire more experienced professionals rather than para professionals.

Every time we create a slot that is a training position, it puts more work on the other professionals in the branch.

Example 5 QUESTION addressed to R. B. Minogue:

Why does a professional woman with equivalent education and experience often have more difficulty rising to a responsible position than a man?

ANSWER:

I feel a frequent reason is a lack of assertiveness of her ability.

She is often in situations where she is outnumbered by men (as I ar11 outnumbered now).

women: s image of themselves can be a detriment because of the stereotype some women have come to accept of themselves.

This lack of assertiveness tends to compound some of the prejudices which unfortunately are still encountered.

Example 6 QUESTION addressed to D. J. Donoghue:

Is there any way that the Federal Women's Program Manager can be given some clerical support on a steady basis? I realize that permanent positions are virtually nonexistent and temporaries are being phased out,

The Commissioners Summary and Recommendations:

5 but shouldn't Ruth at least be able to count on somebody for simple clerical duties like answering the phone, typing, etc.?

ANSWER:

We have told Ruth that she may borrow Pat's or my secretary and we ave requested the Commission to provide for assistance to the l=WP in any increase in EEO positions. Ruth does a tremendous job with the assistance of you individuals and we don't deny that she needs help.

As a result of our interviews and research into these problems, the Committee feels there are several specific areas that are emerging that the Commission should examine.

1.

Training Training authority should be decentralized with both budget.

and approval vested in each office.

This idea was suggested by several office directors, and the Committee concurs.

2.

EEO Assessment We recommend using the paper "How to Conduct an EEO Assessment" (Enclosure 8) developed by the U.S. Civil Service Commission, Office of Federal Equal Employment Opportunity, in St. Louis Region. Such statistical charts could be used by our agency to accurately reflect all of our work force disciplines.

3.

Affirmative Action Goals When setting affirmative action goals, attention should be paid to hiring women professionals and nonprofessionals at all levels, instead of falling into the practice of assignin a fic,umber of women to be hired without reference t0 the above ategories.

In testimony presented before the April 18th hearing of the Subcommittee on Nuclear Regulation of the Committee on Environment and Public Works (Enclosure 9), both Ms. Betty Vetter, Director of the Scientific Manpower Commission, and Ms. Andrea Diane Graham, Director of the Federal Equal Employment Opportunity, U.S. Civil Service Commission, stated that use of these criteria is important and the only true reflector of commitment to EEO.

The Commissioners

4.

6 Preselection/11Cronyism11 Cronyism was discussed by most office directors as a way of life here at NRC and elsewhere.

Why not emphasize hiring from outside NRC for all technical/professional positions to allow for more qualified women candidates? In addition, the establisnment of a selection panel outside of the hiring organization would minimize the effects of preselec tion and cronyism.

5.

Goals for Placing Women in Executive Level Positions

6.

7.

8.

NRC has about 15 Executive Level positions--none of them occupied by women.

President Carter has strongly urged the placement of women in high-level positions.

In order to show commitment to this end, NRC should consider placing

women at these levels.

Request for Commission's Direct Written Support of Committee Meetings We wish to state that this presentation is totally a volunteer effort. Official meetings of the Committee are frowned upon by managers, which causes a reluctance on the part of NRC women employees to join or to meet with the Committee.

Because of lack of support, the Committee feels compelled to meet only on lunch hours. We suggest the Commission issue a directive giving support to the Committee meetings during official business hours. The lack of priority NRC has placed upon the Federal Women's Program reflects adversely upon all women of the agency and perpetuates the "second-class" stereotype of women in the work force.

Management Support of the Federal Women's Program Consideration should be given to making management support of the Federal Women's Program a factor in the appraisal and promotion of NRC managers at all levels.

Direct Access to the Commission bv the Federal omen's Program Manager The Federal Women's Program Manager should have the same reporting line as the EEO Office so that there are no layers or roadblocks which impair the Federal Women's Program Manager from reaching the Commission.

The Commissioners 7

9.

Staff Assistance for the Federal Women's Program Manager Staff assistance should be assigned to the Federal Women's Program Manager so that work related to the Federai Women's Program and its Committee is moved ahead on a timely and professional basis, as any other official businesJ of the U.S. Nuclear Regulatory Commission.

Enclosures:

We thank the Commission for allowing us this time to prPsent the concerns of the women of NRC.

1.

Survey Report - 3/1/73 2.

R.Anderson Memo re: Audits - 3/21/78 3.

Questions & Answers - Minogue 4.

Ouestions & Answers - Donoghue 5.

Questions & Answers - Denton 6.

Questions & Answers - Smith 7.

Questions Only - Shapar 8.

How to Conduct an EEO Assessment 9.

Testimony by Vetter & Graham

ENCLOSURE 1

MEMORANDUM FOR:

FROM:

SUBJECT:

UNITED ST ATES NUCr.EAR REGULATORY COMMISSION VlfASHINGTON, ll. C. 20955 March 1, 1978 Ruth Anderson Federal Women's Program Coordinator Patricia A. Woolley, Chairperson Federal Women's Program Advisory Committee SURVEY REPORT As you know, late in the Fall the NRC Federal Women's Program Advisory Comnittee, acting on infonnal reports of various degrees of dissatis-faction among women employees, prepared a questionnaire designed to elicit job attitudes and expressions of work-related problems from the women, and distributed it to all women employees. The Committee undertook the survey to develop a basis upon which management decisions can be made concerning the special problems of NRC women employees.

The results of that survey and some Corrmittee from it are described in the attached report.

appropriate actions will be taken, and stands to ensure positive results.

We will be happy b.. iefings as required.

recommendations derived The ColTITiittee hooes that ready to assist in any way to participate in any

)

I

/J /

, fa/'u~~ -/. c.J--.-c--f.t::~

Attachment:

Survey Report Patricia A. Woolley, Chairi,erson Federal Women's Program Advisory Committee

REPORT ON FEDERAL WOMEN'S PROGRAM SURVEY ON THE EMPLOYMENT OF WOMEN AT THE NRC FEBRUARY 1978

REPORT ON SURVEY ON ATTITUDES AND JOB-RELATED PROBLEMS OF WOMEN EMPLOYEES OF THE U. S. NUCLEAR REGULATORY COMMISSION

Background

During the late Fall of 1977, discussions regarding NRC employment statistics, together with numerous informal complaints by NRC women,.

prompted the Federal Women's Program Advisory Committee (FWPAC) to undertake a survey of NRC women employees to ascertain their attitudes toward the agency and their job-related problems.

Purpose The survey was designed to provide NRC management with information to use in addressing three major problem areas perceived by women employees which the Cor.unittee believes are vital where women at the NRC are concerned.

These are:

1.

Statistics on percent~ges of NRC women at mid-, senior and super-grade levels, although slightly improved in the three years of existence, remain much lower than the Federal government average.

2.

Although class-action discrimination suits by women who have been denied opportunities are now conman at many government agencies, they have been forestalled at the NRC.

However, this should not be interpretted to mean that NRC women are satisfied with the status quo.

This situation is due largely to strong, persuasiv~ actions in individual cases by the FWP Coordinator and members of the FWP Advisory Conmittee, which

have caused supervisors concerned to remedy adverse situations or to offer al:ernative job opportunities for women employees.

3.

A collateral objective was to identify for the FWP Coordinator specific iss~es and p ~blems concerning NRC women employees.

SUMMARY

OF THE DATA As of January 31, 1977, 220 responses were received out of the 730 mailed out. This represents a response rate of 30%.

The majority of the respondents felt that there is no top-level interest in a true program of equal employment opportunity for women at the NRC.

Specific areas of concern that received the most responses were:

Recruitment outside the agency (usually for male applicants) to the detriment of qualified women at the NRC.

Unawareness of types of training existing in Training Division.

Other staff performing comparable work are higher graded (equal pay for equal work).

Negative attitudes toward women (i.e., not recognizing women have ambition and career goals).

Supervisors' failure to corrmunicate infonnation and/or material needed for adequate job performance.

Women do not participate at a fair ratio in long-term training.

The five most significant areas that women want to see the FWP address (in order of priority):

1.

Training available and criteria for approval.

2.

Active Management concern.

3.

Career Counseling.

4.

Vacancy Announcements and internal recruiting.

5.

Upward Mobility.

An interesting statistic derived was that 59 respondents or nearly ~7%

have considered and/or began the process of filing an official grievance or EEO c~mpl~int.

METHODOLOGY On December 31, 1977 a three-page opinion survey was distributed to each female staff member currently on board with the NRC.

The purpose was to obtain their views regarding equal employment and advancement opportunities.

{See enclosure.) This survey Has distributed to each female staff member via the official NRC muil system.

Each opinion survey was addressed to a particular female staff member; however, these labels were removable if the recipient desired to keep her anonymity.

(In fact, the vast majo~ity were returned anonymously.)

Recipients were to check appropriate boxes indicating their opinions on employment of women at the NRC.

There was ample space on the form for written colTITlents and a significant number of women volunteered adciitional information.

The questions covered on the survey were a compilation of issues that have been discussed by the FWP Advisory Corranittee (11 female staff members and a male advisor from OELD).

The survey was approved by OELD and Mr. Donoghue, Director 1 Office of Administration.

Mr. Lee V. Gossick, Executive Director for Operations, was not an official part of the concurrence proc, ss; however, he too, was aware of the effort being undertaken.

Other methods of obtaining informati on on the concerns of the women employees at NRC were considered.

The method followed was chosen bearing in mind some of the pitfalls of a dispersed staff. A method which was subsequently rejected would have been to survey the entire NRC staff.

Since the females compromise such a small number of the total number, the responses of women might have been diluted by the whole.

Another method that was rejected was a random sample.

This was rejected for the same reason noted previously.

An arbitrary cutoff date of January 30, 1978 was enforced on receipt of responses to the survey. This report details those rP.sponses received by that date.

RECOMMENDATIONS

1.

Training A.

Office of Management Development and Training Staff should work closely with the FWP Coordinator in the formulation of the Executive Development Program and training.

Deadline - End of FY 78.

B.

Director, O&P should recorm1end that a formal training plan for NRC women employees be a part of the annual appraisal process so that first-line supervisors and employees meet to discu~s this issue. Although NRC 625A Part C provides a vehicle for this, it does not appear comprehensive enough.

Deadline - End of FY 78.

C.

EDO should direct each Office Director to emphasize to their particular management ~taffs that training budget and allotment of time is as high a priority in their workload as any other competing program and that it is essential to the good of the agency that each employee have a comprehensive development plan.

Deadline - By April budget submission date.

D.

Director, Office of Management Development and Training Staff should continue his efforts to see that information on training available receives the widest dissemination possible.

Specific guidelines on criteria for training approval should also be disseminated to staff.

FWP

Coordinator should also disseminate this information through the newsletter. Deadline - By April budget submission date.

E.

FWP Coordinator and Management Development and Training Staff work with the contractors currently performin~ career counseling in the agency on specific recommended programs of training to meet both the needs of the agency and the individual employees.

Deadline - By April budget submission date.

2.

Active Management Concern A.

EDO/Col11llission should again direct each Office Director to emphasize to their particular management staffs that affirmative action is as high a priority in their workload as any other competing program and that it is essential to the good of the agency.

Deadline - llTltlediately.

B.

Director, O&P should again recolTITlend that affirmative action be an area of interest in the apprai ~al process of the management staff. Deadline - By April 1978.

C.

EDO, Director, O&P and the Management and Development Staff should ensure that each first-line supervisor in the agency has received awareness training, particularly in regards to specific areas of concern to women.

Deadline - By end of FY 78.

D.

Executive Director should make it a point to personally meet with those managers who have been or become the subject of alleged criticism in the areas of affirmative action to ensure that such managers are reminded of their responsibilities.

Deadline - Inmediately.

E.

Managers should meet on a regular basis with FWP Coordinator to discuss the aims and concerns of the FWP.

Deadline -

Continual.

3.

Career Counseling A.

Office of Management Development and Training and the FWP Coordinator should work to see that this program is expanded as much as possible and that an appropriate budget is provided each FY.

This program should be expanded to the Regional Offices as well as headquarters.

Deadline - By April 1978.

B.

EDO/ColTlllission should direct each Office Director to emphasize to their particular management staff that training/career counseling for NRC women is as high a priority in their workload as any other competing program and that it is essential to the good of the agency.

Deadline - By April 1978.

C.

Office of Management Development and Training Staff should have a program to ensure that each first-line supervisor in the agency is capable of directing an employee to an appropriate person for career counseling.

Deadline - By September 1978.

D.

FWP Coordina~or should continue to sponsor seminars related to career development in all NRC buildings and Regional Offices.

Deadline - By April 1978.

E.

Director, ADM should work to have the library and Management Development Training budgets and space increased to allow for a convenient repository of information on careers available to the NRC staff.

If feasible, additional space should be made.

ACTUAL RESULTS OF THE DECEMBER 31, 1977 SURVEY OF STAFF OPINION

1.

Do you personally feel that there is a true equal employment opportunity for women at the NRC?

Yes - 25 No - 115 On Occasion - 80

2.

Do you feel that the problems of women in the agency have been recognized by management?

More in the past year~ - 66 Less in the past year? - 32 Not at all? - 54

3.

Please check which specific areas should be looked into if true equal employment opportunities are to exist for women.

Opportunity for Promotion:

Recruitment outside the agency to the detriment of women Women being required to be "more qualified" than males Age discrimination working against women Not even being interviewed Personal/extraneous not job related questions in interview Prior experience not considered Training:

Answer 88 61 68 52 82 66 Supervisor opposed 33 Training plan not worked up because supervisor never has time 79 Not aware of what training exists 116 Job requires college or other type of training which can only be obtained on own time 76 Job Auditing:

Other staff performing comparable work are higher graded 121 11--..J

_._ L-It--*--

-* * -1~..c:".:-...111

.£.-

..J_ **- *-**

m::t:u I.U Ut:

111ur*t: yua I I i I t:U I.U uu WUr-1\\

Lack of specific training working against you 65 Sexual:

Not recoqnizing women have ambition as well as men 129 Not being offered opportunity for travel or training with male staff 87 Promotion opportunity only going to the "young and pretty" 68 Attitudes toward women in general 131 Sexual harassment and/or advances on the job 34 Miscellaneous:

Supervisor opposition to participation in FWP activities Supervisor opposition to participation in Upward Mobility (DARE) or other activi ties Supe~visor refusing to conmuni cate infonnati on and/or material needed for adequate job perfonnance Supervisor refusing to conrnunicate criteria for appraising performance Supervisor requires women on the staff to do "chores 11 coffee, etc.

Supervisor requiring personal information when leave requested

/\\n~wer 26 16 62 45 66 40

4.

Please give us your personal opinion of whether or not women participate at a fair rat io in the following programs:

Yes No Intern Program 78 92 Coop Program 89 5*1 Flexitime 133 39 Overtime 140 28 Availability for permanent employment 76 82 Participation on Various Task Forces 52 97 Travel 33 153 Training (short-term) 87 102 Training (long-term) 19 166

5.

Please identify the following specific items that you would like to receive the focus of the FWP Corrmittee's attention:

V~c~nr.v Annnuncement Svstem

---**-,,1 Performance Appraisal System Awards System Outs*ide Recruitment Awareness Traininq Career Counseling-Training (short-term, long-term)

Upward Mobi 1i ty Intern/Coop Program Active Management Concern Other Answer 108 72 93 54 68 109 146 105 57 122 18

6.

Have you considered filing an official grievance or EEO complaint because of your employment experiences at the NRC?

Yes - 59 No - 160 I have considered a Class Action Complaint.

I have discussed it formally with my supervisor.

I have discussed it with the Office of EEO.

I have discussed it with the Federal Women's Program Coordinator.

I have discussed it with an EEO counselor.

7.

If you are a "Minority", would you be willing to assist the newly established Task Force on minority women with their input to the comnittee?

Yes - 25 No - 10 Answer 8

8 12 9

17 Would you be able to attend the brown bag sessions now being planned by the Task Force?

Yes - 30 No - 19

Federal Women's Program SUJVey on the NRC Staff Opinion on the Employment of Women at the NRC Ruth J. Anderson Coordinator Federal Women's Program As you are aware, the Federal Women's Program Advisory Committee for FY 1978 has been ap-pointed. In order to ensure that the Committee is addressing those issues of the most vital concern to the staff, we would be pleased to have you provide us with your responses to the following and return this questionnaire to Pat Wooley, Vice Olairperson of the FWP Advisory Committee, 12105 MNBB.

Results of this survey will be made known as soon as possible. It is also our hope to give the Commission a briefing on the results in the near-term. Please keep your responses as succinct as possible and bear in mind that we are attempting to identify trends and do not necessarily need specific names and examples.

1. Do you personally feel that there is a true equal employment opportunity for women at the N RC?

Yes No D On Occasion 2.Do you feel that the problems of women in the agency have been recognized by management?

Subject:

Ruth J. Anderson, Manager Federal Women 1s Program O&P AUDITING PROCESS Mr. Robert Ryan, Director of the Office of State Programs, requested a me2ting with me today to discuss the O&P auditing of an employee on his staff, Shirley Welch.

Ryan indicated that he was deeply concerned about the unfavorable O&P auditing decision which u1timately rejecteci the promotion he had requested for Shirley Welch.

He stated also that he was disturbed with the fact that NRC circulates from time to time memoranda from President Carter and Chairman Hendrie which directs that creative and aggressive means be taken to elevate women within the Federal government; yet when management tries to adhere to these directives, they are"thrown roadblocks by O&P.

11 Ryan *inquired if I were examining the O&P auditing process for possible disparate numbers of audits that were female.

I explained to him that I had requested statistical data and had only recently received the "O&P Statistical Data of Audits Performed (Jan. 1977 to present)," which I made available to him.

(See attached O&P memorandum an*d data)

Ryan and I discussed in detail the O&P auditing statistics and agreed that the figures did indeed appear to be disproportionate insofar as NRC women employees are concerned.

For your information, the O&P Statistical Chart on Audits indicate the following AUDITS NRC EMPLOYMENT POPULATION COMPRISES:

Total Audits Peformed:

63 40 (63.5%) were women employee~,

(expect 17)

Z3 (36.5%) were men employees, (expect 46) 28~ women employees 72% men employees NOTE:

In the selection of persons to be audited, *.::.__

,,,,,uld expect in a nevtral selection that 17 would be female and 46 would be male.

.. ACTION TAKEN AS A RESULT OF AUDITS:

Men Audited:

10 (43.5%)received promotions 4 {17.4%) were denird prr,motions Women Audited:

13 (32.5~) received prumotions 12 (30%) were denied promotion NOTE:

In a neutrally applied auditing process, even if the selection was discriminatory, we would have expected to see 18 promotions approved for women and 7 disa roved for women (on the basis of the same corresponding percentage for men.

AUDITS BY GRADES:

Grades Total Number Number Males Number Feciales GS 6/7 10 2 (expect 1) 8 (expect 9)

GS 8/9 15 2 (expect 5) 13 (expect 10)

GS 10/11 13 3 (expect 7~

10 (expect 6)

GS 12/13 14 6 (expectl2 8 (expect 2)

GS 14/15 11 l O ( expect 11 )

l (expect O) i, NOTE:* In the GS 12/13 and GS 14/15 levels, the O&P figures listed above did not add up correctly and I took the liberty of correcting them. Again, in each instance, I have shown what might be expected were the auditing selection neutral.

I refer you to the attached memorandum from the Director of O&P to me, dated January 31, 1978, in which he advises that O&P "does not currently maintain specific records as to the number of job audits perfonned by its employee."

And that O&P was "unable to readily provide such statistics as requested."

I would like to point out that the failure of O&P to keep vital statistical dati on the auditing process of this agency has allowed for this kind of dis-criminatory practice to go undetected and uncorrected.

Unfortunately, since the statistics go back to only 1977, we have no way of knowing how long a period this has been occurring.

When women employees are treated differently than men employees, a serious question is raised as to whether or not women as a class are discriminated against in the classification process.

~t:Z,,,~

Ruth J. Anderson Manager Attachments cc: L. Gossick Federal Women's Program

ENCLOSURE 3

UNITED STATES r~UCLEAR REGULATORY COMMISSION WASHINGTON, 0. C. 20555 June 7, 1978 MEMORANDUM TO Robert Minogue, Director From

Subject:

Office of Standards Development Ruth J. Anderson, Manager Federal Women's Program Questionrfrom Women Employees of Standards Development Attached is a copy of the questions which the NRC F edera 1 Women's Program Advisory Committee received from women employees in Standards Development, and which you were kind enough to discuss and answer at the Committee meeting on May 24.

I would *appreciate it very much if you would make these questions and your answers available to all employees of Standards Development.

Thank you again for your cooperation.

cc:

Lee Gossick Dan Donoghue FWP Advisory Committee 1! d. (l/u..-.c--

~th J. Anderson Manager Federal Women's Program

Questions presented to Robert Minogue, Director of Standards Development, by the HRC FWP Advisory Conrni ttee, from \\*1orren in Standards Deve 1 opment.

Q.

How do you as a pers0n regard the work of secretar{es who work at a high level and relieve both technical and administrative staff of time consuming procedural work?

Minogue:

Secretaries are grossly underpaid in terms of their real value in an organization.

A good secretary is as important as a top professional man; her job has many of the elements of a management functi on--coordi nati ng work to meet deadlines, etc. It is impossible for a technical branch to function effectively without a good secretary.

Q.

Do you let the secretaries know your feelings concerning their positions in the Office of Standards Development?

1 **

,1 ~ngue:

Hot really.

Q.

r:hy does a professional woman with equivalent education and experience often have more difficulty rising to a responsible position than a man?

Minogue:

I feel a frequent reason is a lack of assertiveness of her abi 1 i ty.

She is often in situations \\*,*here she is outnu:r.bered by men (as I am outnurr~ered now).

\\*!omen's image of themse 1 ves can be a det rim:nt because of the stereotype some womeil have co:-::-e to acce;,t of thernse 1 ves.

This lack of assertiveness tends to co=?ound some of th~

prejudices which unfortunately are still encountered.

Q.

\\-:~at attributes do you find lacking in 1*:omen \\*:hen you.are selecting a senior-level administrator?

~omen have a11 the abi)ities to do the job. I'm not co:-:scious of anv attributes 1ackin~.

l~:,v1eve:, I have found that some 1*:omen* can't accept that the bsin:ss *..'~rk is im~ersona1--som:times tough--?nd that they are t~ere to do a jo~ not win a popularity contest.

Minogue:

I have a feeling that distribution of training information is poor.

Pete Goldman of the Training Br~"lch is trying to identify in a more organized way what t 1aining programs are available, so they will know h'hat is available.

Ruth

I am trying to have identification of training needs included as an element in the SD Performance Appraisals where i t would be revier1ed systematically with employees so that \\*:hen the form was reviewed by management it would be seen and discussed.

I di dn I t get a procedure out in time so training was not fully incorporated in the Performance Appraisals this time, but next year should be better.

In addition, I believe a good PerformancE Apprai sa 1 should be a "two-way" street, whereby employees should have the opportunity to evaluate the supervisor as well, in a dialogue situation.

I feel that training is very important.

One should look for people with potential and expand that potential through training; otherwise, you have locked the person into a position.

Some people have interpreted training procedures to mean that it is only related to present posi ti ons.

Among other personnel matters, I have discussed the matter of training with Dr. Hendrie and he is responsive to the concept that the agency should back up a program of generic identification of career paths and goals (such as secretaries moving into administrative assistant positions). This would identify the agency's needs in a,-:ay that training would not necessarily have to be keyed to their present job.

Anderson: I believe the iraining Branch is developing a memorandum regarding training and that the CSC is coming out wi th a rep1.1rt which should clarify some training state~nts that appear in the CSC 11 Ctreer Counsel ing for Ho:r.-en in the Federa 1 Government, 11 a handbook.

~inosue: Apparently the CSC is not accepting i ts own handbook.

Oimstead: Pre-selection is illegal; but care~r paths ~ay be identified.

,~erscn: Perhaps pertinent training bulletins, etc. could ~e placed

""h \\1 I

h* L'b on 1. *,e *,or.:-:n s.::neJi,n

1. e

, rary.

!s th:re anything new on the status of :art-timers?

.. important to women at a11 levels, including professional.

The NRC has made a formal request to 0!*~B that the Office of Standards Development be permitted on an experimental basis to count part-timers on a pooled basis against authorized positions.

This greater flexibility should provide good opportunities for irr.prove~~nts in the hiring of women.

Q.

Are you doing anything specific to encourage promotion of qualified women a 1 ready empl eyed in SD?

Minogue:

About a year ago Ruth spoke at a PAR briefing encouraging Office Di rectors to restructure positions to accorrrnodate more \\f1omen in an up1*1ard mobility effort within the agency.

I feel this was a very good suggestion to come to grips with the problem of providing better employment opportunities for women in an agency with such a heavy technical emphasis.

I did try to restructure bits of several jobs to build a position which could provide promotion opportunity for a female employee.

It has not worked.

Part of the problem I think is that when oositicns are audited, there is a tendency to interpret' words describing the position differently depending on whether the incumbent is male or female.

Olmstead: Outside aud*i tors are reaudi ting some of the NRC employees now.

Minogue:

This position is one of those being reaudited.

Another position requiring much the same ieve 1 of ski 11 ( and now filled by a male) is also being audited.

I av,ait with great interest the results of this audit.

I frankly am not too optimistic about restructurino of jobs. The effect of some of the efforts taken to reduc~ average grade level is to make.it very difficult to promote* bri5ht, intel1ige:-it people coming up.

ihi s is an unfortunate situation, and if no answer can be found the stagnation of advancement of people who should be being g*roomed as managers of the future wi 11 really hurt the agency.

Ol11~tead: ihe 5~ cap caused the higher grad:s to cree; up, and unfortunately the women took some of the br~~t of keeping down the grade creep.

i*~ino;:.ie: *1 1 i.i on the women's side.

Q.

Circulating a list of job openings would be time saving and useful.

A possible job title would be noticed sooner and then a person could look for further details on the vacancy announcerr~nt board.

Minogue:

Yes, it is a good suggestion and I will look into it.

Q.

Phone system for branches ** a change is necessary for efficiency.

~~en a secretary covers 22 buttons for 32 men, it is hard to do rush 1 etters as well.

Minogue: It is a l_egitimate problem, and we are checking into it.

Q.

MBOs (Budget): There are always a number of corrections on the same sheet.

Tape machines would really help the secretary (usually at these times CRESS is oven-1orked, too).

Minogue:

I have asked my secretary to meet with the secretaries in SD to solicit their views as to what kind of equipment can alleviate some of these problems. Since they understand the problems well, I expect some good recor..:nendations from this effort.

Q.

Can any of the above areas be improved?

Minogue:

As I said, we are looking into these three areas and I expect we can realize improvements.

ENCLOSURE 4

UNITED STATU NUCLEAR REGULATORY COMMISSION WASHINGTON, 0. C. 20l5M September 8, 1978 MEMORANDUM FOR:

All ADM Personnel FROM:

Daniel J. Donoghue, Director Office of Administration

SUBJECT:

QUESTIONS RECEIVED FROM WOMEN EMPLOYEES IN THE OFFICE OF ADMINISTRATION Attached are questions and my answers that were discussed with the Federal Women's Program Co11111ittee on July 5, 1978.

These questions were solicited by the Co11111ittee from women employees in the Office of Administration.

~e~ntht,J;:r Office of Administration Atta,:hrr.ent:

As stated

Questions from ADM Women for Mr. Donoghue as Presented to the NRC Women's Committee These questions deal with TEMPORARY STATUS EMPLOYEES:

Many women in ADM (for instance over one-half in CRESS) have inquired why, at the time they were hired, permanent status was assured them within 6 months.

After 3 and 4 years with the

~;ency, they are still temporary and any hopes they have of being converted appear dim.

Why is this situation allowed to continue when newspaper ads for NRC still mention openings for temporary positions with possibility of conversion in~ few months?

Mr. Donoghue

- When AEC was split (NRC and ERDA), the Office of Management and Budget (0MB) was trying to determine whi ch positions 2

would go with each agency.

NRC had a bare minimum of contracting and support personnel and they were dependent to some extent on the 0MB side. Both NRC and ERDA needed people.

The decision was made to give NRC the positions where it was clear the job supported regulation.

(Some positions were split duties so that it was hard to make a clear determination.)

The 0MB recognized that NRC needed more support to carry on their responsibilities so a budget was submitted for full-time permanent people.

The budget was severely cut going through 0MB and Congress, and NRC did not get enough people to support its activities.

0MB gave NRC 215 temporary positions, which included part-time positions and consultants. Subsequently, 0MB raised the temporary ceiling to 300 people, which is the current ceiling.

NRC has to accommodate temporary people, consultants, and other part-time people within this number.

160 are practically full-time employees.

Health insurance is a real problem for temporary employees, and they are not getting their retirement taken out.

I can't see any way to convert temporary people as there are constraints on employment ceilings. There is no immediate solution, and NRC will continue to have temporaries at the current levels. It is true that the newspaper ads up until January did mention possible conversion within a few months.

We have stopped ~~~s since it is mis-leading.

I don't want to say there aren't conversions since in CY 1977 there were 70, and this year 13.

- What is the average time*that an employee stays in temporary status before becoming permanent?

Donoahue

- One can't really determine.

It's a random thing, a function of where you are and what kind of a job you are in.

ll - ADM seems to have more temporaries than any other office.

What is the percentage of temporaries employed and their median GS level?

Mr. Donoghue - ADM does have more temporaries because of the situation earlier described.

The average grade is 4.6 and outside ADM it is 4.4.

ll

- Just what is the procedure for converting a temporary slot to a permanent onei.' Who decides which positions should be considered for conversion? Shouldn't such factors such as job perfonnance be taken into account regardless of the personal status of the employee?

One woman employee hired 2 years ago was recently told by her boss that permanency was years away and that should a permanent slot become available he would have to make the choice between her, a "virgin" (his exact words) and an employee with a family.

Mr. Donoahue -

Hiring is based on the best qualified person rather than who has a family to support. Ceilings are allotted from the Corrmission to EDO to Office Directors, who in turn fill the permanent and temporary slots.

ll When can we expect more conversions to take place?

Mr. Donoghue

- Whenever NRC gets a larger ceiling, which comes from 0MB.

il Mr. Donoghue

.u

- What can be done about getting some kind of group health coverage for the temporaries? It seems discriminatory to deny health benefits with 2, 3, or more years experience merely because they are temporary.

- We have gone back on a permanent basis to the Civil Service Conmission (CSC) to provide a waiver to enable us to pay health benefits for temporary employees, and they said they could not do that.

In our case, even though NRC is using temporaries on a con-tinuing basis, we received no favorable response out of CSC.

It doesn't look like they will change their reply.

The liability of government cannot let them make an exception.

Personnel is, however consulting with insurance carries to attempt to get coverage.

- Why is management allowed to take a pennanent slot from a branch such as CRESS in which the permanent/temporary slots situation has become critical? For example, in November 1977, CRESS had 16 permanent employees and 19 temporary, a total of 35.

One permanent slot v,as taken so there are only 15 left.

CRESS is now dovm to 29 people because 5 people left for permanent positions else\\vhere and recruitment of typists is virtually impossible 1vhen no benefits such as hospitalization can be offered.

Mr. Donoghue - Office Division Directors make the decision on permanent slots.

Slots are moved to meet high priority activities at different times.

Hiring typists depends on the job market.

ll

- ~~Y aren't some permanent slots given to ADM from the various offices that are getting the "free" service?

Mr. Donoghue - ADM has received positions from certain offices when services are totally for that office. Occasionally, if one can show that the work is dedicated to a particular office, they will allocate a slot or consider it. But that doesn't happen very often.

0 9 As a dedicated employee of the NRC, I wish to inform you of my Mr. Donoghue 10 position in CRESS.

I am a word processor and transcriber, and I think that my job sl1oul d go as high as a GS-6.

At the present time, I am a GS-5 s~ep 4, and will not receive an in-grade due to the position of my step.

I think the job should be reevaluated, because of its technical and mechanical difficulties.

Also, I think that a health unit and credit union would be helpful in the Silver Spring area.

At least there should be a lounge available in case someone needs to li e down for a few minute.

Since I am a handicapped employee, I would be extremely interested in further training and consultation with trained persons in Personnel to advise about different employment opportunities and training geared for handicapped employees.

I am quite pleased with my work, but I would like to hear from you if there is something more fulfilling available, instead of the words, "There is no more that we can do for you.

11

_ Some people do feel they are deadended.

Jobs are not graded on performance of individuals.

Some people give out 100% all the time, and you still can't find a bridge to promote them.

It is stulifying for both the individual and the supervisor.

Promotion depends on the responsibilities of the job.

In CRESS, a Grade 5 was the journeyman level, now it is a Grade 6, which is equivalent to a Branch Chief's secretary. Regarding handicapped employees, there is a special program for th,1m.

Susan Karnes is the person in PERS that handicapped people should talk to. They should also talk to the training people. Th~r~

is an opportunity to hire tutors for these peopla.

The training policy was sent to all employees and should be referred to in these areas.

- ~:e would like to know why is it the personnel of C~ESS can't work OVERTIME when they have used SICK or ANNUAL LEAVE (unless the leave has been previously approved and scheduled) when ~eo~le from other offices can come in and wcrk overti~e and no :ne k~cws ~het~er o~

~ot they used any leave er not during :ha: wee~ Jr Jay period.

I think that if we can't work OVERTIME unless we use scheduled SICK or ANNUAL LEAVE then people from other offices should not be allowed to work OVERTIME in CRESS if they hav: used leave during that period.

Also we cannot control the professionals who bring rush work (testimony, budget, etc.) in at 4:30 p.m. and want it the next morning or bring it in on Friday evening and want the work on Monday m;:,rning.

If we are willing to give our weekends to facilitate the heavy and rush workload, why can't we have a few hours during the week when we need it?._.

Mr. Donoghue - There is no Personnel policy which states that you cannot take scheduled leave and work overtime during the same pay period.

This is a situation which is the responsibility of the super-visor for granting of annual leave and directing the performance of ove~time.

There have been situations where significant amounts of overtime were being worked and at the same time significant amounts of annual leave were being taken. This would appear to be the situation where the workload was such tiiclt leave should not be taken during that period.

With regard to the Health Units in NRC buildings other than the Phillips Building, we have been working on and are hopeful of getting a shared health unit with NOAA at the Nicholson Lane site. These negotiations are ongoing and we hope to get results shortly.

We are continuing to work with the Public H~alth Service to get an additional Health Unit at the Will ~te building.

The Credit Union is not under the control of the a ncy and any requests for additional Credit Union locations she. _ d be taken up directly with the Credit Union.

Hopefully, if NRC gets consolidated, both of these problems will be solved.

- We think that every three (3) months the CRESS Units should have a general staff meeting with all CRESS personnel and Mr. Besaw so that we can express our opinions directly on different subject matters concerning us.

Mr. Donoghue - Mr. Besaw is agreeable.

b. - Hhy is it professionals can get educational training while non-professionals can get only job-related training.

There is no future behind a typewriter.

We need the financial help because of the low pay bracket we are in.

Mr. Donoghue

- Training was described in the Bulletin that was recently distributed.

.Q...ll.

a. - There should be a Health Unit and Credit Union in all buildings at least two (2) days a week.

b. - The mail notification of seminars are two to three days late, and there should be more seminars and other activities scheduled in other buildings.

Mr. Donoghue - I discussed the Health Unit problem which I a;ree is a concErn.

We

\\*:ill try to hold seminars and activities i c:her buildings. but it de0ends en the availabilitv af buildino soace. and we are li~iterl -

Q..Jl Mr. Donoghue 9...1i - I think that the CRESS Unit should not be based on production, but the quality of the work.

! think that it is unfair to change the p?.ge count from 30 to 45 in order to get a Grade 6.

Where in the past it was easier for a person to get a Grade 6.

I think it is unfair for a Grade 5 to have to do the same work as a Grade 6.

I think supervisors should show more concern in helping people get their grades.

- I would agree that production alone should not be the basis. If pages have to be retyped, it shouldn't mean anything.

It is a combination of page numbers and quality, and supervisors should have the concern,fortheir people for promotion.

- I am a Grade 6/4, and as I understand it, this is my last step increase for the next two years.

I do not feel that I am getting paid my worth.

Because of the problem with the grade level going as high as a Grade 6 for word processing operators, I feel that this causes a slack in t he performance of the operator.

In my case, this is true.

Is there any way that sometime in the near future that we could have Grade 7 word processing operators?

Mr. Donoghue - Grade 6 is the highest level in CRESS.

DOE has a word processing center, and ~ome of their jobs are Grade 7, and 1-ve a re 1 ooki ng into the matter.

NRC will do no less for their people.

.Q_j_

Mr. Donocihue ll i~r. Donoghue These questions dea 1 with the DIVISION OF SECURITY:

- Why does Security have only one professional woman out of a totaf 18 professionals?

Three women turned down job offers but Security has been attempting to get women professionals. Security jobs usually pertain to a police type background, which many women do not have.

However, with the increased interest in criminology, we can expect more women to enter this field in the very near future.

Why hasn't a woman/clerical received a permanent position since the summer of 1975?

- The Division Director decides how he will allocat~ these positions.

Our involvement in security has grown tremendously.

t,,!e are in-volved with classified contractor facilit ies, safeguards i nvolvement on int ernational issues, nonproliferation, and SecJri ty has been understaffed.

It is a question of better uti lizati on cf ~eop le to get the job done.

We could not have predicted the extent of NRC involvement in these activities, which has resulted in a need to use the few available slots mostly for professional positions.

- When 3 women/clericals went to EEO to find out 1-.,hy they couldn't be made permanent, the EEO official approached Mr. Brady, and Mr. Brady said, "I could replace my clerica1 1*lith anyone on the street" and "I'm saving IT\\Y permanent slots for my professionals."

Why did EEO them tell those 3 ladies they didn't have a case?

Since when do Directors "own" permanent slots? Is this l oyalty to employees?

Mr. Donoghue - Mr. Brady and the EEO both deny that this took place.

It gets back to allocating slots.

We do have the responsibility of allocating them.

Q_i_

- *In the Division of Security, there are S secretari es--Mr. Brady's secretary is permanent, even though when she came on board there were 5 other clericals awaiting permanent slots, but as soon as Mr. Brady's secretary came on board she was irrmediately made permanent.

Three of t he ot~;er secretarial positions were at one time permanent, but when t~,e lady who held the permanent position terminated, the permanent slot was immediately taken away and given to a male/professional.

Is this fair?

Is this the way the govern-ment shou1 d be run?

Mr. Donoghue

- This deals with permanent and temporary employees, and how they are allocated. which is the Division Director's responsibility.

ll EMPLOYEE EVALUATIONS

~~ do you feel about the performance evaluations being used by the 1;,11ployee to evaluate his or her supervisor.

Can it be two-way instead of one-sided?

Mr. Donoghue

- There are no plans to mandate this.

In a number of cases a nuiT.ber of supervisors feel this is useful.

It has proven beneficial when this has been done, and I would encourage it for those who want to do it, but not as a mandated requirement.

UPWARD MOBILITY ll

a. - \\~hy does a woman with mor-e education encounter more difficulty rising to a responsible position than a man?

Mr. Donoghue

- This is not neces sarily t rue.

See the St atistica l Profile.

b. -

How can women over 40 without a degree btJt wi:h pc~ential ad vance in the agency (other than DARE)?

Ther~ seems t? ke a_trend t o.

select those with degrees over those w, t, ex:er1ence ror many Jobs that do not require a degree.

Mr. Donoghue - In most cases, unless there is a specific requirement, there aren't that many jobs for which a college degree is a pre-requisite.

We do require degrees for scientific and engineering positions in this agency.

C. - Is it possible to have more than DARE as an upward mobility program especially in ADM where the bulk of women employees are situated?

Mr. Donoghue - We are looking at this; EEO has asked for a brid9~ program, which will give a more flexible view for trainin~, and it can be more easily handled.

The Corrmission is also looking at this program.

d. - Can a supervisor hold a promotion back merely because an employee does not want to go to school?

Mr. Donoghue - My answer is no, but I would not make this statement categori-cally without knowing more details about the specific situation.

Q.2 PERMANENT PART-TIME PROGRAM

a. - What will be NRC's stance in making available more slots so that more permanent part-time employees can be accorrmodated in keeping with President Carter's recent directive?

Mr. Donoghue - We have to have OMB's approval for use of part-time employees, and there is a pilot program in SO.

Some five agencies are experimenting with the feasibility of having part-timers (two people to count for one position). The administration is pushing it, and CSC and 0MB are encouraged to go ahead with it.

b. - What can be done about making those who are on board as part-time temporaries permanent part-timers?

r. Donoghue - NRC will see what effect it has on permanent and temporary ceilings, and we are looking into this further.

TRAINING

a. - How can training be made more responsive to the needs of women?

We feel that most women currently employed as clericals and secretaries have potential in other areas and with the right kinds of training could rise to higher positions.

Shouldn't training be aware of this and see that the women are informed about the availability of such programs? Most often supervisors veto such requests from their employees because they are not job-related. Shouldn't it be the responsibility of training to step in and explain to the supervisors just how "job-relatedness" can be interpreted more positively in these situations?

Mr. Donoghue - It is a two-way street--what people can do and what the agency can do.

Training sends around catalogs, and there are training coordinators in every office as to what is available.

If it isn't working, then training should be made aware of this. Supervisors should make ever,Ybody aware of training policy.

We are now working on a training pamph 1 e.t which wi 11 be useful to everyone.

b. - What is the possibility of making available to clerical/secretaries (preferably in the buildings they are situated) certain mini courses which in effect woulcl be an orientation--i.e., offer a rough overview of the agency, how the various offices function and interrelate?

Mr. Donoghue - We are negotiating with Montgomery College to put this on.

It would be required training for all new employees within the first few days they come on board.

c. - Why are women discouraged from requesting training and travel for career development? There seems to be a managerial attitude that is repressite and makes women hesitant to ask (knowing they will be turned down) e.g., "Oh, they wouldn't let me do that*I've been told it's not important for me" etc.

Women are also told that there is no money available for them, but there is always available funding for "professionals" which is synonymous with 11men 11 in 97% of the cases.

Mr. Donoghue It is not intended that it should be limited to men only, and it is important that women not be discriminated against, and they ought to given training and travel op?ortunities.

il

- What can women do about sexual harrassment on the job?

Mr. Donoghue - It will simply not be condoned.

Under no conditions should a wonan be subjected to this. The supervisor should be informed.

If it is serious enough, I should be infonned, and the Office of Inspector and Auditor should be informed.

Women should not have to put up with this where it is really harrassment and not a misinterpretation.

Alicia Ong Some people can be told 11no 11 very easily, but if there are threats of reprisal, it is a different situation.

- Is the burden of proof on.. the woman?

Mr. Donoghue - If it involves a woman's supervisor then the ~arrassement should be reported to the supervisor above him.

It is usually a pattern for such men.

You should report any such instances.

llQ

a. - The hiring practices at NRC seem highly ques~ionable ~~d not_within the confines of the Federal Government's :ner1t ;,romot,on pol -; cy.

\\*:ith Chairman Hendrie instructing the agency to promote the merit promotion program, how can the Personnel Off~:e, Cffice of Administration, get by the way it does?

Is it necessary for one to go to the courts in order to be heard?

For the past few years I have applied for numerous vacancies (for which I qualified based on my past work experience and education) and have yet to be selected for an interview.

I wrote to a PMA in the Personnel Office inquiring about this and was not extended the courtesy of a reply.

The Personnel Office is a horrible sham.

Mr. Donoghue - A courtesy of a reply should have been extended.

However, Personnel deals with many people and it is easy to criticize them.

b. - It is interesting to note in the statistical profile that the largest percentage of NRC employees GS-13/15 (51.3~) is limited to the elite-white males.

Personnel people are human, and they do make mistakes. Personnel Mr. Donoghue - can*t always go along with promotions as they have certain standards to meet.

Pat Norry 9....11 I never got involved with Personnel before I took this job.

One doesn*t hear the whole story until you are sitting on that side of the fence.

By and large they do a good job.

PMAs would rather give out good news.

I feel the merit system is working well in this agency.

In the government merit system, as a whole, 50%

of nJn-management thought it wasn I t working, and 60% of management thought it was working.

If you do have a problem with Personnel, call them and discuss the matter.

If a PMA is not responsive, then go to their supervisor.

In most cas s, they w11l resolve it. Pat Norry and I will be glad to talk to you.

- Some requirements should be put on people who interview employees for job openings, so that all qualified employees are interviewed, and we are looking into this.

- How can managers be educated in the importance of being honest wi~h thei r employees? "Fork-tonguedness" seems to be a common r:ialadv 1n_

the agency; e.g., when an employee asks to be allowed to take a sem1no1 whose job-relatedness can not be questioned, she is turned down.because the office is understaffed and she can't be s~ared from her duties.

However, when the same employee asks when more help might _be exp~cted, because the group is seri9usly oveNorked and understaffe~,.she ~s told that the group is pver~taffed and could lose the positions it has.

". Oonoahue - This is a Catch 22 situation. It is a*matter for ea.ch individual supervisor to deal with. Personnel is putting on seminars which we hope will teach management how to deal with employees, and that everybody is an individual and needs to be treated a3 sur.h.

I believe this person could have been told this very easily.

.Q_l2 Mr. Donoghue _

9--11 Mr. Donoghue 1Lli Mr. Donoghue g_Ji - ~:hy must the FWP Advisory Corrmittee meet during lunch hours?

Since this group performs a similar function as the Affirmative Action Advisory Conmittee (whose members are allowed time off from their jobs to conduct the business of the committee), don 't the lunch hour meetings represent a largely "conciliatory" gesture on the part of the committee? It is our understanding that the agency is conrnitted to the Federal Women's Program.

Isn't it about time that committment takes on more concrete forms.

Even the representatives of the Employees Recreation Association hold their meetings during business hours.

- There is no restriction on meeting at lunch hours.

Ruth feels it is a time when they can get together.

If it is decided that the Committee wishes to meet otherwise, it is your right to do so.

It is not management's decision to meetonly on lunch *hours.

- Is there any way that the Federal Women's Program Manager can be given some clerical support on a steady basis?

I realize that permanent positions are virtually non-existent and temporaries are being phased out, but shouldn't Ruth at least be able to count on somebody for simple clerical duties like answering the phone, typing, etc.?

_ We have told Ruth that she may borrow Pat's or my secretary and we have requested the Corrmission to provide for assistance to the FWP in any increase in EEO positions.

Ruth does a tremendous job with the assistance of you individuals and we don't deny that she needs help.

- I feel very strongly that the Women's Program should be part of ~he overall EEO effort.

The current split between these offices causes many problems and hurts, rather than helps the EEO program.

- ihe Women's Program is a part of the EEO effort and Ruth has her input into the EEO plan which is t he requirement of the CSC, but the fundamental responsibility is with the EEO office.

The Commission is considering where the EEO should be located, reporting to L. V. Gos:{ck or to the Chairman.

It is an issue under study.

- How can you supervise both the Division of Organizati on and Personnel and the Women's Program? Isn't it apparent that women in ADMIN at lP.ast find dissatisfaction with many personnel practices?

Doesn ' t this present conflicting-interest s as far as you are concerned, especially in situations where the Fl~P Manager h~s : ried to monitor O&P practices; e.g.* in the case of the recent Personnei audi ts?

Shouldn't the FWP Manager be directly responsible to the EDO just like the Director of the Office of EEO?

Mr. Donoghue - I don't find it necessarily inconsistent to supervise both.

They are both working for the same objectives. There is a tension and there.should be a nat ural tension.

Ruth is working for women to get what they are focusing on, and Personnel has their responsibilitie:

and they need policy guidance from the EEO officials.

I am not aware of any Personnel practices at odds with the kcmen's Program.

EEO has to be governed by the EEO Act and there shouldn't be any inherent ~ifficulties.

In some agencies, EEO and Personnel are in one group.

As their supervisor, I can reconcile their differences.

Alicia Ong

- My impression from the recent EEO program presentation, befo~

the Chairman, was that the Women's Program was not touched on much.

ENCLOSURE 5

UNITED STATES NUCLEAR REGULATORY COMMISSION WASHINGTON, D. C. 20AS October 12, 1978 MEMORANDUM FOR Harold R. Denton, Director Office of Nuclear Reactor Regulation FROM:

Ruth J. Anderson. Manager Federal.Women's Program

SUBJECT:

Questions from Women Employees of Office of Nuclear Reactor Regulation Attached is a copy of the questions which the NRC Federal Women's Program Advisory Committee received from women employees in NRR, and which you were kind enough to discuss and answer at the Committee meeting on August 7.

I would appreciate it very much if you would make these questions and your answers available to all employees, both men and women, of the Office of Nuclear Reactor Regulation.

Thank you again for your cooperation.

cc:

Lee V. Gossick Dan Donoghue FWP Advisory Committee Manager Federal Women's Program

AUGUST 7, 1978.

RESPONSES BY HAROLD R. DENTON, DIRECTOR, OflRR

. TO QUESTIONS PRESENTED TO THE FUP ADVISORY COl-i!1ITTEE FROM NRR WOMEN EMPLOYEES

1.

Some supervisors discriminate against women because of age and appear-ance when consi dering them for a job.

If you think this is not true, how many older women have been promoted in this agency in the past three months?

Harold Denton:

It -may be that some managers have seen older women as less desirable employees because of stereotype assumptions about f1exibility, enthusiasm and motivation.

This certainly is not my vie\\" but such a vfow could in fact create self-fulfilling prophecies to the extent that individuals perceive such attitudes in their supervisors. With respect to the specific question, a review of NRR records show that no older women have been promoted in the last three months.

Leslie Casev:

Do you have any suggestions for combating age discrimi-nation?

Denton:

Two things. First, I will attempt t o sensitive NRR to the potential for age stereotyping.

Second, I am considering an audit of all personnel actions to determine if patterns of non-representative selections and promotions are occurring.

To keep older employee's skills current, both they and supervisors need to have candid dis-cussions of performance evaluation and retraining needs.

Ruth Anderson:

Would it help if more people were interviewed?

Denton:

I think all A candidates should be interviewed.

2.

Pre-selection seems t o be rampant in NRR jobs and job descriptions are fitted to a part icular candidate.

Since you are a new director, can we look to you to stop this abuse?

Denton:

I don't think pre-selection is rampant.

However, there are often individuals who are outstanding candidates for particular positions and their selection, if they apply, is no surprise.

Bill Olmstead:

That is what concerns this Committee; it is the old cronies and buddy system.

If the criteria is that I know r:1ore about this individual than the other applicants, it is hard to improve the representativeness of the minorities.

Denton:

An evaluation of an individual's likely performance is complex and involves personal judgements subject to uncertainty and bias.

To the extent an in-house individual is well known and well qualified, it reduces uncertainty for the selecting official.

Anderson:

There is a stipulation that we choose from within our own organization before going outside.

In a recent meeting with the Justice Department Task Force on Sex Discriminatior., they questioned this stipulation.

They pointed out that this stipulation may be discriminatory -as there aren't enough women ~vithin rmc \\*:ho can fill _

the technical pos ~tions and high level positions.

It is perpetuating a system of white males in high level positions.

Denton:

Women aren't present in the work force in large numbers at the senior level and it is easier to bring them in as interns.

Anderson:

There are NRC offices where you do not have to have an engineering background and we have applications of women and minorities for these positions.

Denton:

In regard to interns, it is my'understanding that women and minorities have been well represented in the program.

Anderson:

I understand it is the Director who establishes the goals which are set for 'IJOmen and minorities.

\\~here do you get 25~; goal, or \\*Jhatever?

Denton:

Historically, the Office has considered (1) the increase in permanent ceiling, and (2) the attrition rate for NRR personnel, which is approximately 6~.

Other factors were also given weight, including the availability of women and minorities in the particular job market, and our recruitment success at getting such applications into the system.

Anderson:

I see what co~es in and goes out, and we get a number of applications.

Are your managers really looking at these applications in an affinnative action way?

\\/ho says whether or not they give it a second look?

It is difficult to stop pre-selection unless you give it a different focus.

Denton:

I haven*t decided yet - retrospective or pros~ective.

I expect to ask Del Bunch to have all selections go through his office to see what determinations were made regarding minorities or women.

It is up to the first line manager, and with good reasons, to have the responsibility.

Anderson:

Unless it perpetuates the buddy system.

Denton:

I don 1 t think the current situation is as bad as you imply.

It is a common tactic for a.manager to request an extra slot for a minority or a woman.

In the June-July period, we selected 2 females for professional positions, for which 3 females made the "finals" in the selection process.

Anderson:

Women are not moving up as rapidly as nales and managers need to watch women interns to see that they receive the same training and opportunities that male interns receive.

Office Directors have to be conscious and aware of inequities.

When women report matters of inequities to me, Office Directors must make sure that these women do not receive harassment because of it.

Denton~

I need more statistics and factual information on these matters before concluding inequities are widespread.

Where they are thought to

exist, employees should not hesitate to pursue with higher NRR manage-ment levels, including me.

Olmstead:

The F\\-!P Committee and Ruth have asked for statistical analysis to determine where areas can be identified.

tie have run i nto resistance.

Denton:

It should be easy to get on an objective basis.

Tabulate the number of candidates, selections, etc., and note the relative results.

Olmstead:

How many women should be in a job?

Women are not widely available in technical jobs.

Engineers - I will concede.

In environ-mental, that is not the case.

We hire a lot of people in these areas and the pressure should be placed on hiring more wo~en in the environ-rnemtal area.

Denton:

I think DSE has attempted just that but it is not expected to be~ growth area in FY 79.

Anderson:

The latest ~ational Science Foundation survey shows that women have moved from 18% of students enrolled i n graduate science pr{)grams in 1972 to 27% today.

That is a signi ficant jump.

l-Je should be looking more carefully to putting them into the intern programs.

Women are coming out of technical college at a more rapid rate than minorities, and maybe it is because minorities haven't had the benefit of better public schooling in the past.

Betty Vetter of Manpower Statistics seems to think this is the reason.

Women are graduating in more significant numbers, and we have to recognize it.

Denton:

Most all DSE branches have at least one woman and are increasing for the reason you cite.

Anderson:

You asked me about examples.

A top woman engineer applied for a Grade 16.

40 applicants applied for the j ob; all were rnale except for her.

She \\-1as very well-qualified for the job.

She was rated #2.

I believe if our affirmative action program was working, she would have receiverl the job, particularly in view of our statistics.

However, another white male received the job. This proves that we are able to come up with qualified women but they are not hired or advanced.

Denton:

I don't think you should read too much into any single action.

I would be interested in looking at overall statistics. All other things being equal, I think the staff tends to select women and r.iinorities.

Olmstead:

My point is: Are women moving up as fast as they should?

Of those hired since 1975, less than 20% are women.

Denton:

If there is discrimination we need to attack i t on an overall basis and I will monitor wi th the NRR supervisor.

Why not let Ruth work on improving the balance of available cand~dates?

How do we go about instituting this?

Ol mstead: Tucker and Ruth have already suggested it.

~ent on:

I will continue to work on the selecting officials and

~onitor how one group rates against another.

Ol~stead:

How can you be sure that your hiring official is being objective?

Denton:

Look at their track record.

Before this meeting I asked Del Bunch about the trends in flRR.

Del tells r.ie we have hired 5 women since June:

1 Nuclear Engineer - Grade 11, 1 Applied ~echanical Grade 14, 2 Secretaries - Grades 5 and 6, and 1 Clerical - Grade 3.

Estel le Berdeguez:

Here the positions permanent or temporary?

Denton:

Permanent.

Olmstead:

It doesn't say anything about recruiting.

Denton:

We rely on Personnel.

Anderson:

Regarding the goals that are set for women and minorities, there is no stipulation which says some of these women should be professionals.

If your goal is to hire 5 women, and you hire 4 GS-4 clericals, then you have met your goal; however, you have not moved more women into higher level or policy-making positions.

The goals as set now are meaningless without breaking the minorities and women into professional and non-professional groups and by grades.

3.

In view of the agency's commitment to upward mobility and affirmative action for women and minorities, why can't intern or administrative positions be created for women employees within the agency, and why can't on-the-job training be implemented to increase the advancement opportunities for NRC women?

Anderson:

Regarding intern jobs within the agency, why can't we place our own people into intern positi ons?

Denton:

I am for job enrichment.

Its ha rd to con vi nee managers to devote many slots to such positions, however.

They would rather hire more exoeri enced profess i ona 1 s rather than para-profess i 0!1c. ls.

Every time we create a slot that is a training nositioni it puts more work on the other professionals in the branch.

4.

In l ight of the knowledge and experience of our own women emplcj ~t s.

why can't we set up training within the agency and/or outside tr~ining to advance secretaries so they can compete and qualify for such positions as l i censing assistants, personnel manasement specialists j computer analysts, procurement specialists, para-professionals and v~rious assistant posi t ions, etc? Fur~her, we are not Made aware on a routine, timely basis of courses that are offered to NRC enployees.

Centon:

We are participating in the DARE program.

hnderson:

I understand that the DARE program is not gettir.g enough slots.

Centon:

NRR is not growing.

We are reluctant to take on anyone junior since it takes the slot of someone who mi51t be able to fill a senior slot.

~erdeguez: Wh~~ about Hispanics?

Denton:

I 'rn not sure what our hispanic representation is.

Oriental minorities are probably better represented in the engineering professi on.

The engineering field was, for a long time, a \\othite male field.

!*:e should do a better job, as an agency, of finding and recruiti ng women and minority candidates to be considered.

Anderson:

Jould you write a memo to O&P that you would like to see more ~omen and minority candida tes?

You have the clout as an Office Di rect or.

Vivian Geor~e:

Can secretaries get training other than what pertains to tneir particular job? Training v,hich will qualify them for a better position.

There is j ust so mucr typing, shorthand, etc. that one can take.

Denton:

I \\*JOul d be in favor, but I understand that y v;.1 cannot take training v1hich 1*1i ll qualify you for another job.

Anderson:

Unless you, as management, can see that a woman can fill anuther slot in 2 or 3 years, and you can identify it; then training can be g~ven as uoward ~ability.

5.

What fs the criteria for receiving awards?

It appears that too many awards are being arbitrarily presented without thoughtful consideration to all candidates.

Denton:

I have inquired about awards. as: went to NRR professionals and 15~ to secretarial in the last 2 years.

It is based on the criteria in the book.

Is there any concern on it?

Olmstead:

Their concern is in the quality of :;,e a\\-Jard given.

Males e, ther get more mcney or a higher category than the women.

It is difficult to analyze because there are so many different categories to make awards.

lie Hant to look particularly at the type of awards g*iven.

Denton:

It seems to always appear that the other group is receiving more.

I would like to see awards given for some sort of perfornance on a specific work job rather than the end-of -the-year awards.

6.

As you know, Licensing Assistant (LA) positions in t~RR have been singled out for auditi~g by O&P.

These positions were formerly held by men at Grades GS-12 through 15; and in 1972, these posi ~ions were opened to women and simultaneously downgraded to GS-11/12 level.

Jhen men occupied these jobs they did not do half the amount of work that the women do in these jobs today.

During May 1978, Personnel hired Damans, an outside audi t ing firm to audit all of these positions.

The LAs were not given adequate advance notice in order to prepare for the interviews; the auditors apparently uere given copies cf out-of-date job descriptions; and the audit reports (memos from the Director of the Office of Administration) do not reflect cor.1ments made by the LAs and their superv~sors during the audit interviel':s.

Furthermore, the auditors did not seem to understand the LA role in the organization.

As might be expected, the audits resulted in unfavorable cl ~ss i fi cation recor.mendati O11s.

It should be noted that al l LA positions are held by women.

At the time

~hese positions \\*Jere created, they were filled by both sexes.

Since that time, the positions have been constantly audited and downgraded.

We are concerned that there mav be discriminatior on the basis of sex; in fact, one of the LAs has a pend *ng class action suit and one of t~e complaints regards the larger percentage of auditing of 1J?.C *.-1or.1en e::;ployees'

~csitions.

\\*Jhy has this situation been allo.,.,ed to happen at r;RR?

Centon*:

I put a \\'toman employee in for a promotion and the position was audited and reaudited.

CSC has appointed an examiner to look into the class complaint she has filed regarding this audit situation.

1-~y basis for requesting a pror.:otion for the LA was equity.

I thought all LA functions were about the same.

The net result was all LA positions have been rated at a lower grade than present incumbents.

I have discussed this with the EDO and Personnel.

Anderson:

At present the class action is at the CSC.

The agency has sent down its brief.

Denton:

The LAs feel like they were singled out as a group.

I understand Personnel intends to audit eventually a11 positions in Grades 1 through 15.

Olmstead:

We must remember that experience is the essential element

n f i 11 i ng jobs.

7.

l~hy aren't the secretaries apprised of necessary training courses offered by ~RC, such as training regarding travel and principal correspondence?

Denton:

I didn't kno\\-1 there was a problem.

I will be sure that information on training gets down.

There are r-RR employees now going to NIH.

8.

It has been suggested that secretaries in NRR be issued an IBM self-correcting typewriter, which is said to be superior to others.

a..

Denton:

I will ask Jay Wallace.

There are probably ru~es regarding fair competition among suppliers.

~Jhy is it \\*then a secretary gets peeved, it is considered unprofessional, yet a staff member can be downright rude and arrogant \\*then he (and \\*1e say he because most of r~RC management are men) \\'1ants something done "immediately."

Y(=lt his colleagues do not consider him "unprofessional."

Does tins r:-;2~n th-:st management still feels that secretaries should be s:..c:iervient?

Do,1't they realize that this kind of treatr!'lent of secretaries 1-,ent out 1*1ith the dark ages and ilRC management should know better and correct this kind of situation?

~enton:

I don't tre3t wo~en any differently than men.

~o~en should ta1 k to their supervisor or their suoervisor's suoervisor about thes~

~atters where there are such problems.

lC.

l!hy i~ it when a woman wishes to meet with upper management, everyone has to know why she wants to meet with upper management and what for, whereas a man has no problem?

Denton:

There shouldn't be any difference and is not in my office.

11.

Do administrative and clerical employees have recourse to a grievance committee such as the Position Evaluation Review Committee (PERC)?

? ? ? ?

12.

Statement:

I hope Harold Denton chooses to meet personally with women of his section of NRC.

Denton:

I plan to meet with the women in NRR.

One item that might interest some was the CSE secretarial training session.

I and the senior secretaries met for a day at Airlie House and office problems were candidly discussed and resolved.

In concluding, if you know of things going wrong affecting women e~ployees, please bring them to my attention.

ENCLOSURE 6

QUESTIONS FROM NMSS WOMEN EMPLOYEES FOR OR. CLIFFORD SMITH, AS PRESENTED TO THE NRC WOMEN'S COMMITTEE TRAINING

1.

Why is there al ways enough financ i al support for profess ional training (including travel and per diem expenses to other areas in the U.S.) but financial support for secretarial staff (adminis-trative) training is limited or exhausted? Shouldn 't the budget allow for administrative training as well as professional tra ining?

C. Smith:

Yes, I agree there is a problem.

This is one of th things I have been pushing for.

Most of the training money is handled in Pete Goldman's office.

I have a problem with that because I think each office ought to have its own train ing budget, and the Office Director then could proportion it for nonprofess ional and professional people.

The Office Director could then carve out so much for each group, but NRC doesn't operate that way.

2.

NMSS seems to give preferential treatment to males in the approval of professional training courses.

When a female professional or paraprofessional requests approval to attend a professional tra ining course, she has to justify her reasons for taking the course and has to exert strong pressure to 9et approval through the male man-agement chain.

Yet, when a male requests the same course, it is approved with no questions asked.

Why is this situation allowed to exist in NMSS?

C. Smith:

I had to go to Gossick to get $80.00 approved for a secretary to take a course. Office Directors need more autnority to act on their own.

NMSS does not give preferential treatment to males.

I have 82 males and 28 females.

Women professioanls are 15\\ yet they receive over 24\\ of all technical training.

The record doesn't reflect it. I haven't received any complaints from women professionals that they are not receiving training.

3.

In order to advance to higher positions or change career fields, a person must have training or education. But, in order to have financial support for training, courses must be job-related.

As a secretat"Y >> how can you get into another career field if you're only pennitted to take secretarial courses? Instead of hiring from outside, why not train secretarial staff to handle some of the work, giving secretaries the opportunity to change career fields.

C. Smith:

I agree with this.

I favor training in this agency.

When I was a Regional Director in EPA, we had 400 people in the office.

We had a training budget and we allowed secretaries to work for associate degrees.

When they completed those 2 years, it was a boom to morale, and we stopped having a turnover in personnel; in addition, we certainly had better secretaries.

R. Anderson:

They say here, it can't be done.

c. Smith:

I agree with No. 3, and it is not something I have any prerogative over as an Office Director. Training is cen-tralized in this agency of about 2,000 people.

4.

What are NMSS plans on the creation of more upward mobility slots for women?

C. Smith:

NMSS really didn't have any; now we have 3.

We have a ceiling problem in Safeguards so we can't do anything there.

I don't know how we stack up to other offices.

In Fuel Cycle, we are able to train in those slots.

They were good questions.

SECRETARIES

1.

It is unfair that secretary's grades are based on their supervisor's title, and not on their quantity, quality, and knowledge of the job.

What can be done to correct this problem?

C. Smith:

That problem is pretty universal in government.

I don't believe there is much that can be done.

It is the government structure. It is also true in private industry. The salary is related to the responsibilities of the boss.

In academia, it runs the same.

I don't know what one can do to correct that problem.

2.

Why are female professionals and paraprofessionals expected to do clerical work such as typing and answering telephones? How-ever. males are never expected (or asked) to perform the same duties.

C. Smith:

I don't expect female professionals or paraprofessionals to answer telephones.

No one has co~lained to me.

I have to know of an incidence of it. It is absol~tely wrong.

Those individuals should stop doing it!

3.

Many of the job descriptions for licensing assistants list typi ng ability as a criterion for the job. These positions are almost always filled with females.

If the job descriptions do not state that typing is a requirement. the staff is searching for a male to fill that slot. Does NMSS plan to evaluate the job descriptions so that they will be more fair to female applicantss?

C. Smith:

I don't understand how typing could be a criteria for licensing assistants.

We have three:

Reed, Fowler, Shafer.

Those job descriptions did not have typing as a criteria of the job.

I don't know of examples where we have done that.

2nd part:

Yes, we ought to check the job descriptions to see that we are not discriminating between males and females.

4.

Have you ever let NMSS secretaries know your feelings regarding their positions and the importance of them in their positions in NMSS?

C. Smith:

Yes, I have.

In two general meetings I have held with the organization, I have met with the entire staff and I have tried to make it clear how we view them and how important they are to the staff. Subordinate supervisors should do this also.

5.

When was the last time (if ever) that NMSS had a meeting for NMSS personnel to establish the importance of utilizing the support staffs (i.e., clerk typists. secretaries. clerks, etc.) and do you know the difference between a secretary and a clerk typist?

Are you utilizing the potential and best qualities of each of these series of jobs for NMSS' progress in NRC?

Or do you and others just assume that a secretary is a clerk typist and that is all? Too many secretaries and support staff are underesti-mated and underutilized!

C. Smith:

Their talents are underutilized; t hey are probably right. It is a reflection on the supervisor they have.

We have problems there too -- failure to recognize that there is a difference between a secretary and a clerk typist.

6.

Will NMSS have an "Air Your Feelings" Meeting for secretaries for Safeguards, Fuel Cycle and most importantly, the staffs in Program Support in the Office of the Director, NMSS.

I personally don't think that Dr. Smith is aware of the friction that is in that office.

C. Smith:

I hadn't thought about it really. I hadn't thought about secretaries meeting to vent their gripes.

I didn't think we had that kind of a problem.

I have always met with profes-sionals and secretaries. What office are they talking about?

If there is friction in my irrmediate program support office there are 6 women in that office and as far as I know they are getting along.

7.

Professionals and managers are ill-mannered toward secretaries.

They can be very nasty when reminded of due dates on action items.

They are very inconsiderate in waiting until the last minute to give secretaries action items to type.

Then they constantly harass the secretary as to when the job will be finished.

C. Smith:

That is probably right. This goes on across the agency.

It should not go on!

I don't know how you can insist on people being human beings and having compassion.

We have talked about these things many times in staff meetings.

8.

The major problem with being a secretary and a woman (and most secretaries are women) is that we are not infonned on happenings in the office. Perhaps it is not intentional, but many super-visors and other staff members feel it is not necessary to keep the secretary informed.

C. Smith:

I have stressed it many times to all of the supervisors that it is important to let everyone know what is going on regard-ing the work of their particular area.

I have held two meetings in which all employees were invited.

P. Rock:

How often?

C. Smith:

In this last year we got 300 people together.

I went over every program.

We had secretaries and student COOPs and told them what the problems are:

budget; Congressional program, etc. lasting 1-1/2 hours.

Periodically we gather all employees for 1-1/2 hours, even the mail room.

9.

It is felt that many times secretaries (and possibly professional women) are chosen for promotions on the basis of their sex appeal instead of their capability.

C. Smith:

Absolutely it; I know it. Other know how to stop it.

the silhouette.

true.

How can I prevent it? Age - you kn w than saying you hi re 11the" secretary, I 1 t I know one man who says he hires according to MANAGEMENT

1.

Why does NMSS ask for more professional positions in budget when it's quite obvious to all that we are overstaffed now?

Comments have been heard from many people, including professional and man-agement, that they do not have enough work and that they are bored.

(Don't bother asking the professionals about this; they are not about to speak up for fear of losing their job.)

C. Smith:

There is no question that we have people not pulling their weight.

There are some, if I was not in the government structure, I would fire, today.

You have 3 choices: you can try to reorganize to get them out of the way; ignore them, or deny them within grade raises which we have done, and we get hell each time.

We can take adverse actions and document it.

We may be overstaffed in the sense that everyone isn't carrying their weight.

R. Anderson:

What about the new government reorganization?

C. Smith:

I am concerned about that because every 4 years it will be political, and anyone who doesn't look right might go.

It might be difficult to recruit senior level people.

C. Peabody:

What about industry?

C. Smith:

It depends on whether or not there is a union involved in the industry.

In the industry I was in, a man who had 15 ears service got a pink slip. At GE, for example, the employee may be a member of the union, then you have a bigger problem.

I was thinking of supervisors. TherQ is no problem getting rid of supervisors in industry. Yes, firing lower level personnel in industry can be tough.

2.

Why is NMSS staff morale so low? If any anonymous survey is taken, you will find:

a.

Not enough work to keep employees busy (even in grades GS-12 through GS yes, including A/Os and Branch Chiefs).

b.

Personality conflicts, favoritism, employees (professional promoted not necessarily for quality, quantity, or knowledge of job, but the ubuddy system" (who knows who, who worked with whom in the past). This is not just speaking of secre-tarial staff but profe$sionals as well. This is not heresay; it has been seen in action. For example:

one employee was authorized to go across country to attend a meeting, which possibly could have been taken care of in one day, but he was authorized a week of travel ing (he took some annual leave).

Another employee in the same outfit was not authorized to attend a professional meeting and possibly present a paper for NRC.

He was told he could go~ if he paid all his expenses and took annual leave.

c Poor management.

NRC hires according to one ' s technical background, but does anyone check on managerial ability or perfonnance?

(Another anonymous survey of employees rating supervisors as to thei r managerial abilities is suggested.

You will probably find very poor managers throughout NMSS.)

C. Smith:

I didn't think it was.

I hear morale is low here and there.

We have talked about it in staff meetings.

The morale is low in NRC; everyone seems to be against us. Regulating nuclear power is a no win situation. Congress, the press, environmental groups -- all of that affects people.

R. Anderson:

When we were rec:*uiting i n Atlanta, there were comments that our image was bad.

C. Smith:

I have had people tell me that they don't want to work here and be known as a pro-nuke.

(a) I don't know about that.

(b) I know we have a buddy system in this agency.

I am not always aware of it.

We speak to it, but I am not able to do anything if I don't know the extent of it. It depends on management below me.

We had a slot opending for a Section Chief. There is a young lady there very competent.

She came to NRC from the Secret Service, and when the oppor-tunity came, she applied and got picked.

Immediately, I had a lot of complaints from the men but on paper she is very qualified.

Regarding cronyism, I call it the buddy system, and it has not changed since I came here.

I too, look at who I had that I knew were good workers. s. Meyers is going to DOE; I know he will be interested i~ good NRC people.

It goes on in government in general.

(c) It can be said about NRC in general -- highly qualified people, but poor managerial skills. It is not unique to NRC.

NASA is one of the best managed agencies in the government, but they have an excepted service. Above a 15 you serve at the pleasure of the boss.

You perfonn or else.

R. Anderson:

What about the new plan?

C. Smith:

Ability, is stressed in the President's new management plan.

In the Anny and Navy a person can be moved around where they can best perfonn.

They are tracked.

Under our system, it is difficult. They have a tendency to look for technical compe-tency first rather than good management.

It is a problem.

And it impacts on women; you can't hire them because of these hiring practices. It gets back to Affirmative Action.

If you have some goal, then you hire that individual. Direction has to flow from the top.

3.

What measures has Dr. Smith taken to improve the representation of women in NMSS management?

c. Smith:

The only thing I think that can be done.

On every job that has come up on a senior level, I have tried to make sure that there was a woman on the list. I would dare say over 951 of the positions in the senior level management since I have been here d;d not have women on the 1;st.

We had a young lady from Reactors, NRR, to apply for a job an AD had; he had two people; she was terr;f;c, but he picked the man.

I d;d not ;nsist that he h;re her, but perhaps I should have.

4.

What is your opinion about career development programs for women?

What specific steps would you be willing to initiate, e.g., midmanagement, intern-type positions, management training, etc., and particularly, initiate positive programs for the advancement of underutilized women?

C. Smith:

I could talk for an hour about what I think about the NRC intern plan.

I don't know what it is supposed to be.

In industry and other agencies, you put people ;nto tra;n;ng programs and after a year, management and the intern get to-gether to see where they fit. The other day I met with ;nterns at their insistence, and they opened my eyes in tenns of what they think about it.

We should have career programs for every-one.

5.

Wh,it wi 11 be the foll ow-up to the course provided at Xerox 1 ast year?

C. Smith:

We put on two courses at Xerox at Leesburg.

Men and women from the course said it was favorable.

We had a second course September 9-11.

We made a selection and it went well.

It was like a retreat.

We had speakers and it was like a man-agement program.

We haven't talked about it recently.

6.

Why does NMSS waste so much money on contracting from the out-side when supposedly they hire the best professional/technical people they can fir.~?

C. Smith:

I hope we don't waste money.

I hope they are wrong.

We do a lot of contracting work.

We have to, for it is true throughout the Goverriment - you have two choices and it is cheaper to contract.

In waste management Sl4 million is contracted on the outside. If I were to try and do this work in-house, I would need more people and 0MB will not give me the authority to hire more staff.

7.

L;v;ng proof of poor management is when a government office has to go outs; de and contract someone to come in and tell them why staff morale is so low, especially when they were told pr;or to the contracting (and ;twas quite evident to all) that the prob-lem was poor management.

C. sm;th:

We had a situation ;n our offi ce in which I had Suggesti-on Boxes ;n my office and on 3 flo, rs. Employees coul d wr;te down uggestions.

We got a note that in one Branch things were re~1 bad.

We called everyone together, and said we heard there was a problem.

Some peopl e called but they were so nervous they said they would only talk from their homes. With PERS help we asked for a contractor to question everyone in that office.

Management was infonned but you can't just fire someone willy-nilly. That report told us a lot.

We were trying to help the situation and we did.

8.

Why isn't NMSS management gi ven courses in NRC policies sue~ i 5 annual leave, sick leave, overtime pay, etc.?

Ir.correct rules are being consistently quoted from management.

c. Smith:

Incorrect rul es?

I don't know what they ar~ talki ng about..

I need some examples there.

In our individua~ Program SuppQrt Group, they don't know of instances; they would like to ~now.

No one has ever come back and said you don't know what you are tal king about.

P. Woolley:

PERS is setting up seminars for two days; some in Safeguards have attended those meetings.

We need to expand it more.

P. Rock:

I think they mean incorrect policies; referring to someone being an hour late or leaving an hour early, saying they are professional and have put in the extra time.

When the professional says it, they can get away with it but secretaries have to c~nfonn.

c. Smith:

The only thing the secretary can do is send a note incognito to the boss' boss.

I remember someone teiling the secretary that she took a long lunch hour, and the secretary said she was entitled to the same hours as her boss.

Olmstead:

I think what happens is the distinction between professionals who ar~ not paid overtime, and who argue that they should be paid.

It is never recognized, unless by thei r supervisor. There is a lot of problem with it. If the pro-fessional ;sin t~e office over the weekend, then they expect to take hours off. Nonprofessionals get paid overtime.

I don't believe it isn't right to say they should abide by the same hours.

. I I P. Rock:

We are not talking about professionals -~"king overtime.

C. Smith:

It is how people deal with one another.

I will never be able to get back all the hours I have worked.

9.

Why does the male management of NMSS feel it is their right to receive a detailed explanation from the female staff when they have been absent for medical reasons, yet the male staff do not have to give any expla~ation for their absences other than they were sick?

C. Smith:

I don't know what they mean.

P. Rock:

Sometimes th~ supervisor will ask what is wrong with the secretary, if she has called in sick; the boss never explains, however, when he ts i 11, but he will ask the secretary what is wrong with her.

C. Smith:

My secretary just calls in and sometimes leaves the message with another person that she is ill.

10.

What are NMSS's criteria for presenting awards? It appears that these awards are often given for the wrong reasons.

C. Smith:

I would need more infonnation. Awards have been given for the right reasons.

They are 0&P criteria awards.

We would need examples.

11.

Why is NMSS male management sc, nt*gati ve toward parti ci pati on of the female staff in the FWP?

At a meeting with the Federal Women's Program Committee Mr. Donoghue stated that the FWP was pennitted to meet during regular working hours, yet the male management wi 7 1 not :ii ve penni ss ion for attendance at these meetings.

What can be done tr., correct this situation?

C. Smith:

I di -~n' t know they were.

Evidently women employees feel they are.

I don't know of any specifics where management didn't give pennission.

I wo~ld like to know some.

Leslie Casey had some problems with funds for the recruitment trip to Atlanta, but we handled it.

R. Anderson:

Some women have told me that their supervisors didn't like them to attend career programs or be absent from the office.

C. Smith:

It's male chauvinism.

R. An~erson:

Women employees will have to have more courage and speak out about this matter.

C. Smith:

I haven't seen anything like these questions in my suggestion boxes.

Beyond that, I don 1t know what I can do.

P. Rock:

Have you encouraged training for your secretaries?

Have any come to you for this type of training for your secretaries? Have any come to you for this type of training and did it go through?

C. Smith:

I don't know of any I have turned down.

The others who got *no*, just didn't fight it. They can put it in one of the NMSS suggestion boxes.

12.

A "Catch-22* attitude is prevalent in your office and is fre-quently applied to young female professionals. The attitude is that since they have little experience they should be denied proJects with responsibility ( or taken off projects where respon-sibility has developed). This in turn denies them experience for career development.

What can you do to change this manage-ment attitude toward utilization of your female professional staff?

C. Smith:

I don't understand that.

We have women interns and we have given them projects beyond their ability and maturity and I have not pulled them off of these projects.

Not because they are women and fre¢h out of school, but I insist that their supervisors be right on top of what they are doir.9.

I need specific examples.

13.

Two areas of c~~r,ern for both men and women are:

a. First aid facil;~ *;es for emergencies, and

b. Cardio-Pulmonary _Resucitation (CPR).

C. Smith:

Some time a~J, -e submitted that to O&P and I under-stand that they are still working on it.

We have 6 people who have already completed the course and since we had a lot of heart attacks in NMSS, one ~f the secretaries said we need to know who is trained in the building so that we can have their names on each floor.

C. Smith:

to have an handle any doubt that GENERAL DISCUSSION Unless I know that sex discrimination is goi ng on (I have example), there ought not to be a difference in how we situation.

No one has said anything to me but I don't discrimination is going on.

I can only preach against it.

Olmstead:

I would like to get your reactions which ties into No. 12.

You had a fema le professional and you were concerned about her abilities ana her work at a Grade 15 level.

The pattern I perceive is that the boss is checking on the secretary and he is interested i n her welfare.

In the other case, you want the supervisor to take an interest to make sure that good work habits evol ve, but it could be perceived that HI have been given a Grade 15 project and the boss is checking on me, but not checking on the other individuals in the office.N That is what I see here more, and appreciate your saying you don't perceive a problem.

C. Smith:

If you don ' t know the problem, you have to talk about it in a philosophical way.

I have been in management long enough to say there are certain things we need to discuss.

We talk about it, but how supervisors followup, I don't know.

Ac tually, when I read these questions, I was disappointed.

wanted more specifics.

P. Rock:

We had other directors who said they didn't want specifics; they would deal only in a general way.

R. Anderson:

We are sorry that you are going to l eave.

day for tne agency.

Good luck in your new venture.

C. Smith:

The opportunity came sooner than I P.xpected.

tis a sad

ENCLOSURE 7

UNmDSTATIS NUCLEAR REGULATORY COMMISSION WASHINGTON, D. C. 20III Septsnber 29, 1978 M!MORANDUM FOR Howard Shapar, Executive Lega1 Director From:

SUBJECT:

Ruth J. Anderson, Manager Federal Women's Program October 5, 1978 Meeting with FWP Advisory Corrm1ttee The FWP Advisory Conmittee has asked me to send you the attached questions which wi11 be the basis of the Com:nittee's forthcoming meettng with you on Thursday, October 5, in Room 6507 MNBS, at 12: 10 P.M.

I wish to thank you for your cooperation and support of the NRC Fed_era1 Women's Program.

Attachment cc:

Daniel J. Donoghue FWP Adyisory Conrnittee Ruth J. Anderson Manager Federal Women's Prog~am

QUESTIONS FROM OELD WOMEN EMPLOYEES FOR HOWARD K. SHAPAR, ELD, PS PRE-SENTED TO THE NRC WOMEN'S COMMITTEE HIRING PRACTICES

1.

(a)

Is it possible to either create more paralegal positions or hire trained paralegals to fill one or two slots allocated to oao?

{b)

Have you looked into the possibility of openi_ng up more paralegal positions within ELD, thus affording support staff the opportunity to advance within the ranks and make a more positive contribution to ELD's mission.

2.

Is there any possibility of implementing part t ime positions to fill a full time slot - i.e., two part time women to fi ll a full time position - one working in the morning and one in the afternoon?

This would greatly assist employees in scheduling children's doctor's and dentist's appointments?

3.

Why are there no women in management or supervisory positions in OELD?

What efforts are being made to recruit qualified women or train women to fill these positions?

4.

Do you think as a legal matter the igency should be doing ffllre to recruit women at higher grades? What about from a policy standpoint?

5.

Do you accept the view or interpretation of Title IV of the Energy Reor;anization Act that is reflected in 119.32?

Is there a legal basis for ignoring that provision?

6.

What efforts are being made to recruit male secretaries?

i.

Why wasn't more effort made to find a qualified woman for recent new managerial positions (i.e. Asst. Chief Hearing Counsel, Maynard's Deputy?

How about such efforts in the future?

S.

Do we really need more attorneys to fill cur limited personnel slots?

Do you feel that the work lead demands bringing on board more attorneys?

Could the slots be utilized more effectively in the advancement and upgrading of personnel now on board?

1.

2. TRAINING What is ELD's position regarding training of staf~ members?

Are not attorneys encouraged to attend meetings, seminars, etc., regardless of the cost?

Why isn't training more equitably approved of and available for particip~tion by support staff?

hy do members of the support staff (i.e. women) so rarely go out in t rain *ng/continuing education program?

Why is there no encouragement from the Front Office for this type of opportunity?

t*orneys cou d use more training or other sensitization ways to improve secretar*a job satisfaction - e.g. recognition that secretaries can ands ould se* priorities, understand more about the nature of the legal work, etc.

4.

What,

f any, is the possibility of some financial assistance to an em oyee who wishes to pursue law school?

SUPPORT STAFF Are you aware that a the support staff?

practice in ED.

definitive line exists between the attorneys and tis a subliminal but we11 reco;nized caste system What have you done or propose to do about this prob1 em?

Support staff members (i. e. women) are expected to address each lawyer by nis/ her last name unless soecif*ca11y asked to do othen-,ise b_y that lawyer.

On the other hand, the legal staff automaticall y addresses the support staff by first name, thereby not extending to them the courtesy of having a choice in the matter.

Why this inequality?

Are you aware that while answering phone inquiries from other offices a hostile and often abusive attitude is sometimes expressed toward the ELD support staff? I understand that at times people are frustrated because they can't reach the attorney they wish to speak to or find the package they are *iooking for, but I don' t think it is necessary that they take their anger out on the support staff. Extending corrmon courtesy as an example is not effective.

Do you have any plans or suggestions to help alleviate this problem?

ENCLOSURE 8

MEMORANDUM FOR:

THRU:

FROM:

SUBJECT:

UNITID ITATU NUCLEAR REGULA TORY COMMISSION WASHINGTON. 0. C. 20111

~l~/f7?

Lee V. Gossick, Executive Director for Operations c~~tricia G. Norry, Acting Director tTVOffice of Administration Ruth J. Anderson, Manager Federa 1 Women* s Program EEO ASSESSMENT Per our meeting several weeks ago and per our discussion of yesterday, I wish to offer the following suggestions and recolffllendations which may be helpful to you in enhancing our EEO efforts at this agency.

1. I do not believe there has been any real in-depth analysis or assessment on paper on where we stand regarding the NRC workforce from an EEO standpoint. I have attached a paper entitled "How to Conduct an EEO Assessment," which was developed by the Civil Service Corrrnission, Office of Federal Equal Opportunity in the St. Louis Region (this is where the large CSC training compound is located}. This paper is excellent and clearly tells step-by-step how to conduct an EEO assess-ment within an agency.

As you know, in order to take a hard look at where an agency stands EEO-wise.thorough statistical analyses, such as the ones suggested in the CSC paper, must be developed and up-dated at least on a semi-annual basis. These ~tatistics should be designed for NRC so that they accurately reflect all of our workforce disciplines, such as engineering, environmental-life sciences, as well as the legal fields.

We have tended to concentrate on the engineers as being the life-blood of NRC, which in fact is not altogether the case.

NRC's workforce is comprised of large numbers of environmental/life sciences employees.

A significant number of the technical employees in NRR are in environmental disciplines, where available women and minorities are in significantly greater numbers.

For instance, in the life and physical disciplines of science, worn£:-, comprise 15.6S; minorities 8.7S.

RES uses significant numbers of chemists, where women comprise an impressive 13.7S of the national workforce and minorities comprise 10.S:.

Even more impressive are the biological sciences, where women comprise 36.4% of the workforce and minorities, 12.7%.

Women economists are 17.9%; minorities 4.7i.

In the 1egal field, women comprise 9.5% and minorities 3.2%.

The above statistics should be reflected in our EEO portfolio, rather than concentrat-ing on the poor showing in the engineering field. ihe source for these statistics was the recently released Bureau of Labor Statistics report entitled "Employment and Unemployment Trends during 1977."

(See attached copy from this booklet)

Lee V. Gossick, Executive Direct~r for Operations 2

2.

Enclosed is an article taken from the August issue of the Federal Times.

Please note the last paragraph of the article which states:

"An Energy Department affirmative action plan, approved by Deputy Energy Secretary John F. O'Leary June 19, points out that women are 'drastically underrepresented in upper-level professional positions.'

To correct this disparity the plan says that at least '25 oercent of all new hires at the GS-9 level and above' should be female.

As I infonned you, I have ordered several topies of OOE's Affirmative Action Plan so that we may examine it closely. I will make a copy available to you as soon as extra copies are printed.

3. The method that is presently used for setting goals in the hi ring of women and minorities, in my opinion, does not offer an avenue for affirma-tive action at NRC.

For example, if an office sets a goal for hiring five women, and the office hires five GS-4 clericals, then, they have indeed met their goal. However, this does not signi fy that we are meeting our affirmative action goals by hiring women in lower levels where they are stereotyped and plentiful.

I recorrmend we break out women and minorities in nonprofession~l and professional categories, as well as by grades, in the O&P Staffing Report.

4.

I understand we are having difficulty obtaining slots for the DARE program.

I strongly reconmend that this program be revived and kept active at all costs. This is one of our more prominent avenues for giv-ing meaningful career paths and career lives to women and minorities.

It is my desire to be as helpful as possible to management and I will keep you apprised of other methods and means we can utilize as we move forward to bring about important change at this agency.

~~

Manager Federal Women's Program cc:

Ed Tucker, EEO Dan Donoghue, ADM httachments: l.

2.

3.

CSC "How to Conduct.an EEO Assessment" Dept. of Labor Bur. of Lab. Statistics 1977 Federal Times article

H O W T O C O N D U C T A N E E O A S S E S S M E N T I"_.

L-.=:....

~.*.;

k It :

~-i.

t,:,.

ti'"*.

~ '.-!

~,

r:'*

SUPPLEMENT To FPM LETTER 713-35

-~

~..

ft, * '

!~*

r...

- ~-

~-......

f.* ',*..

.... ~.*::

~ :

OFF ICE OF FEDERAL EcuAL Et~PLOYMENT O?PC~TUN ITY Sr. Lours REGION U.S. CIVIL SE~VIC: CCMMISS!CN

?aqe No.

INTllODOCTION * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

PllT I DATA ~~G.......,...........................

2

?!:..~C~"NEL AC'!'J:ON ANALYSIS..........................

5 8

PART II 10 FAAT I!I

~ST.ABLISB!NG OSJ!:CTIV=:S * * * * * * * * * * * * * * * * * * * * * * * * *

ll

INT:tOOt:CT!ON.

l c:z.:r~:fi:lS-out cu: :esponsibili ties for :eviewi::c; agencies'

!ZC *.;c~.ion ?lans, the most c::-itical and :nest coc::-:on deficiency

-=~ng t!lcse pl&."lS noted have been the lack of

r. i~-c.ec'th ilSS a encv's ~o situat*

1~:-c een ic:.en-; *

nd t.'le:-e has !)ee.n inac.e-

~~~.

wor.. o e statistics.

FPM Let-:er 713-35 st:esses the need !or cqm~rehensive assessments which c:on-side:- all facto:-s of ~e !to situation, and allow fo:- identi-

!:.c:aticn o! prcble.-ns in speci!ic: ter.,:s, which t.~en can be ac:c::essec.. :.n :neas-.:.:-a:,le, results-orientec. ac-:ion ite=is.

..: i acc:u:ate and cc~p=ehensive assessment is t.'le !i:st ste~ in

-=-~e c:evelopment cf o effective EEO A!!i:::iative Ac~cn ?la.."l.

Sue~ an assessment incl'.!Ces the analysis of !ac-:"121 da-:a anc

-:.he idanti!ication of ::iajor ~o p:-oble.'uS.

Once problems !;9

.dentified c le causes of the proble?:lS *ca.."l Se ;c;,e::,tif; ec;.

a.~c =ea istic a

aeve_oped" ~o =esolve t.~e

~he ~U-"'"l)ose of t.~is ~ook!et is to provic:e s-ui~nce i~ con-tuc-:ing-an EEO assessme.~t which is a.."l ele."nent in c:evelcping

.. *.a.

~ l I

an ~-i--=a... :.ve ne:... ion /;' a!'l.

n 1.-"le... o.:._cw:.::c; pa.;es, a::i--:na-

":ive ;=ocedural ste~s are outli~ed ~er the c:evelo~m~~,

co:lec!ion a.,: a::aiysis of work!orce data.

Tc p=ovice assis-:a.,ce rega:c.~ng-how to concuct a oeani~q:ul assess~ent.

To cla:i:y t.~e ki=c o: i~or=:atio~ to be con-tainec. in an assessmer.t.

To suggest releva.,t statis'tical c~arts to accompany action plans

I -*

. "!!OW TO CONDUCT AN !ZO ASS~SM?:N'X"

?ART!: TS!S SECTION IS TO SE PZ.~ORM~D 3~ !ZO -~.ND P~SO~L SP!:CIA!.!STS.

Step _!: Oata Gat.~ering ar:d Presentation A. Oeter.:ii.~e the composition o! the ~c:kforce as a whole and by each ~ajor organizatic~al ele.~ent shcwi~g females, males, :tincrities, ncn-mino:ities, and age g~oup (40-65) by occupation and grade level.

~ork!0rce C0c~0si-ti0u by Orsall!:a-

~'"hi~ --- 13la.ck Spanish Acer:!.can Oriental Age Totals cional Elce:it Speaking I:idian (40-65)

(Directorate, Div:!.-

M

:M F

M -

M F I M -

M F

?-!

F

~

siou. etc.)

I I

I I I

Prof usio::.al, Occl:p.

I I

Series GS-X:CX I

I I

Job T!.:le

.I I

I I

\\i'C-I I

I I

acc.

I I

?ara?rofessicna.l I

I I

I Clerical I

I I

w'G (sk1,, ed)

I I

YG (\\::iskilled)

I I

I l

I I

TO!AI.S I

I I I I

I l

I I

I l

I -

I I

r

~or'ic:!oTce Co:pcs!.-

!lac~ Spanish I Al:er!caJ Orie:,ca~

!cu by Organ:!.:a wnite Age

-:otals

~ional t!e=enc Speaki..1gj Inciia.n (l&0-65)

D~ec:or&te, Di*n.-

M

' ~

1

~ = I M i

M r

M

~ :

ion. etc.

1=ti I

I I I I

I I

r I

I I

2 I

I I I I

I I

3 I

I I

e:c.

I I

2.

S.. Oete-.-:i!:e t.~~ g:-os s :,*-*e:- of s...:pe:viso=s, -:.."len b=ea..< t..~e:: ou~ accoreing to first lev~l, second level, and a=ove second l~vel.

Oetu~~-e ~*

~~-=ibe~s a~d ?e:cen~ages o~ !e::ales, ~ales,

~~c=i~~es, ~c~=iincri~~es, Cld a~e g=o...:p (40-65) w:. t.~i.:l eac:~ supe:-visory level ~c. l::y eac :2jo=

occ~.:.patic~a-.l g:o,:? {ccz::.lii.~e elassf.!icat:.o!'l se=~es acco=cing ~o protessior.al, pa=a-?=c:cssional, ele=ical, WG Leace:, WG S~.:>e..~isor, whic.~ will show ~o~al for ::ajor occupational g:=o~~ a!.tt well as in~ividual c:la~si!lcation ~~~~es;; and t.~ell s*:ac:e level.

Oeter:ni...'"le t."us for t..~e age::cy as a whole a!'lc: for each major or;t*r.izational clement.

s~perv:.sory C::-

rcs:.:ion :y O=g&:1-

.:!.~:!.c~l ~ee::.t

'.. ni:~ 31.c~ S;:,a.:i:.s!l I.~c:.ca: Or:.~:al.--:-- --\\&*

, Touls j Spe.~~~sj be:!&~

(40-6:;I

~

l

~

t I M

~

,:-+o-------~---:;._....;.....;...:.:..,_~

I I

11.t :.evel r \\'.=~*=.:c! ?cc:e::t)

*<! ~evel

&_ TV* 2:d tavel I

I I

I I :

.~.u.s

---:,l__._:___:.,_1 _,:.....

1...:..l___...::_...:..l___...::_...:.l~:_,_!,l_1!,_

1 -.!..I----!

IC Cc:-

I lihitel 3Lac~ >pa=sn ~*=:.cani u=:..e:.ca,,

Age t.otau *

!-U?t!:'V:.S0:j

!?0s!c!cu by O'r6a~-

Speaking !:d!an j l (~0-63) l*--*Jo-z'T -:.-ie::e.. t:

M F!M

~

F M F _ !i

~

--,-* ~ - -

i;=of usic~l I

I I

I t

Ser!es I

I I

I

(!.:.st Each)

I I

GS-xx:t I

I I

I et:c:.

I I

I I I

?araprofess!or.a.l I

I I

I Se:!es I

I I

c:.e:-!cal Ser~es I

I I

3.

C C

ll

. f.

cm=:.ne a pro_e~s1.cna_ c_a.ss:.. :.ca... :.on s e=i es into a cc:::posite and show

~~e r.u:nb ers a~d pe=-

centages of females, males, ::ii.r.ori ties, ~or.-

nir.cri t:.es a.nd ac;e ~cup (40-63) =e?=ese:'!tec 4

wi._.=.!l -.:.s ca:,or oecupa...:.ona_ c;:"O\\."?-

-e=-c==n t.us s~e proct!s s !or t.~e pa:a-p=o::e.ssic:'!a.l a.."1.d cle:ical occupa*.:.:.ons, Wac;e Gr2c:e ( skilled) a=d Wage Grace (ur.skillec: J.

Occu~aci0u A::&ly-

';.,nice 3a~ S.pau:.sh.n:er~c~:i

.Ag~

si.l ?er Tcu!

Spuk,.J:11 Inc!!..u Orie:~I (40-65)

AgCC"f

!f F M r M F

M -

M 0

I I

I

?-:otcsaicc.a.l I

I I

(Ni::=er* a.nd I

I I

I

!'cccc).

I I

?a:a;~c! e.ssion.al I

I I

I Cl&.--e&.l I

I I

I

.,; (s~l ed)

I i

I I

~1; (unskilled )

I I

=cm t.~e above c:ata in A, 3, a.::c: C, -:.,1,.e !ol-Cw":..::.; ::acto=s should be !.!laly%ec:

l. Co?:tposit:.on of t.lie major occi.!pational s-=oups

(:ro!essi ona.l, ~ara-oro:ess:.onal, WG

( skill ed),

etc. ) and s;eci!:.c classificat~cn se=ies.

2. Grace leve_s of employees s~owi=; ~~e ~rea~out among males, fe."?l&-es, rni~orities, ~on-!':'.ir.o=ities, and age s=ccp (40-65).

3. Average g=ac:e :or males, !eI:.ales, :ni.ncrities,

~on-minorities, and age g:-oi:p (~0-65) :o= t..~e agency and eac~ major o:gani:ati or.al eler:ejt.

4. Total nl:mber of males, females, mi:orities, and age group (40-65) employed, anc: where t..~ey are concent=ated according to ccc~patic~, grace level a~d orga~izational ele:e-~t.

5. Gross ~otals of ~ales, :en-~les, !:'l..i~crit=.es,

~on-minorit~es, a~d age g=c~? (40-65) ::o= ~~e

4.

! oc~ls V

r I

I I

I

Analyze pertinent ?e:sc:-.nel ac:t:.or.s !er a c;-::. --ren

?e:ioc o~ t!:1e (?:oba~lv c~e vea: ) ::~:c:-.:.:y a~a=-=s~

t.~e OC:'-'r)atior.al i:1!cr::-.a-:ion l.n Ste;, : a...,c ot.,.e:

e_eva.r.t ca.ta ga~*=ee as !leecec.

l. Ceter:ni:e ~ow many p:cmotions oc:u:=ec -t:.c:!l

=ric;ec the clcical to the pa:a-?:o!usicna_,

the para-pro!essiona_ to t.'le pro!us::.er.al, a..~c t.~e WG u.,skillec to t!l* WG ski--ec.

Than deter.nine the ccmpos:.t:.oz: o~ t.~*** p:omc't.io::s acco:din~ to ma_e, !e:nale, :n:.:or.:.~, no~-?:Li=or:.~,

a..,d ac;-e s-=oup ( 40-6 5 )

N<4r., CCC?&:e t.1.e nu=e:*

of pr=r.oticns wi-:.~~ cl er::.ca2 oc:~ra~cr.a_

s-:-n,~p gei.--:.g t~ ~~ e -,, :er.,a_e!!

!Tti:o=.:. 4:.:..es, :e=-

1.:.~o:i t ies, a.i:c,.,*ie c;=oup c, o-65 ) aga.:.:at t-i.e.:.:

espective repres1L~tation wit.,.:.~ t..~a~ ~ou~.

Per!or.:i this ~recess !or ?=cmoti~r.s !==~ t..'le

?a:a-professior.al t o -:-~e ?=o!essio~al a~c !rem

-:=e WG u:skillec ~o t.~e WG sk~!lec.

?:'0::cc10ns 3ricig~g l;niul :Uac~ Sp&CUh A:e::.ca.r.. Or:.e::.:.al Al*

T:lta.ls Occup c:.0n&l Groups Spuic.iz:; !ndi&n U*0-65)

M r~ r

~ r

~ -

~

I l

I I

l?araprofessicual to I

I I

,?=ofessicn.a.l (~i=.bc I

I I

!a:ci -:>e:-cent)

I I

I

\\

ICle:-!c:al :0 I

I I I I I

I I

I I I

l?ara~ro:essior..a.l I

I I

it.G ( unsk:.ll eci) to I

I l I I I

I I

I

t.;G (skillec)

I I

lrom.s

2. Oete=i:e how ~a.~y competit!ve a:.: nc~-co:::petit~ve

~=o~otior.s occurred wi t:i.i~ t..~e ~ajo= oc:~pa~~o~al

,_.. ~*-.... s * - ~e... c.*e-e..-~.. c -~e cc--cs~.;.~....._

,..._.= * --cs I

I. -***-**-

e

~=c~ot:..c?:s ace::=C:i:i;- t.c r.-.ale, : ~~ale, ::-.:..::or.i ~y,

-c... -... ~-o-~....

2 -e --ou-(Ar.

C

- -* *.._ ** -~'-:, -..,... *:

~~ l='

-.i.:-c.:,.

c::~c*=~ t=.e

~~*= a::c! ;:e:c:e:*r~age o~ ?=o:ctic::s !e: eac::: c;=c~

&qa.:..nst t."!e ::-e;:,rese:n-:at.:..c~ of -:..":at e:=o..:p *--i t."-:.:.!:

eac~ cajcr oc~~r*~:.c~*- c;=o\\li=ing.

?:-o:o t :!.oc.s I Ob!:ol !l.&ti Sp&:!s!l i A::e::! ::a:, O::! e:::a:

.:.c*

I Spuic.!:& '.::ic!!&:i

! ( 0-63)

~

i

. 0 -&-S C-.J!.:~ C=01.:;1)

M r,~ r

~ :

1 ~

V..

I I

P:afa!!a!.M.&l I

I I

(lfuaber and I

I I

I le:cct )

I I

I Para~rcfusie""..a.l.

I I

Clar!.cal I

I I

I t.'"C ( s kil.l. ec! )

I I

~C 1~!":Sk", ~!I><: )

l

\\

I I

I i

I I

3. Dete::.i=le t::e n~e= o! s-.;;:e=-.r:.so=--.: ?==~o~: r.s

==cke:1 o\\:t a.c:c:c=c:..,g to !::.:s-: : e*.1e_, s ec: ~c

-evel, a~d a=ove second _eve~.

, ete=::ii~e ~ e cc:::ipos::.~on (:r.al e ar.c ~e::ia l ~ : e t c. ) : o= tota_

S'l.:.?L-V:.sory p::-cmotions L"':C. : or eac::1 S\\:.?e:v:.s o:-y level and!~"!*= c:c::xpa=e t c re-eva..~t data

~a-:..~e:ed i~ S~ep !.

3. T=ai~=-~g Analysis.

Oeter.ni~e t~e u'.:l""~e= a~d ~at ~re of :.rai n::.~g cou=ses g::.ve..~ by oc::-.;patio=al a=ea a~c by ~ale, ! ~~ale, minorities (~ale a~c :er.-.a_e ), ~or.-

m:...~orit::.es (:na.le and !~ale), and age ~cup (40-65 ).

S upe=viso:y c:.ra~ni~g s~cu_c ~e ar.a_yzec sepa=a~e~y in t.~e sa.~e wanne=.

This i~for.:-:ation shoulc =~ ccm-pa=ec. against relevant ca~a gat.he=ec ~n S~ep ! as ce::inec in;... above.

I I

Training C0u=ses White !la.ck Spanish *.!.=eric:an Orie:tal Age l:'otals c4o-6s) I Cive:i by Occ:\\!pa-Spuki:1g I:ciia.:

M - M M -

~ -

tion

~

;~

F I

I I I I

I I

I

?-::ofessic~l I

I I

I (Uu::be:- ar.d I

I I

?erce:1t )

I I

I j?arap=~!essic::al I

I I

I iCl£r~cal I

I I

I I I

i

':CTl.l.S

'~---------------

6.

c. !:c:er.~~v~ ~wa:cs :-.nalysis.

,eeL-::ii.~* ~ * ~c~al

n::.be: o! awa:cs, t..~e!l ::eL< 4:..~e tct*- o-.:~ ac: o:::i~;-

~o ~rr*

CS!, SSr, Or ~q Speci a_ ~c:.'ti*~--=-=:~..

Oete:-

.:...~e -:..~e==*L~ o~~ c! ":.~es* awa.:cs acce=~~~~ ~o

~a ~ o: occ:-.:;:a~i c~a- ~: c-.;r::s a _s o *~~*:.::; ":..-:e c:..~osi-

.:.c:1 o! ::a_e, !e=.a:e, ~ ::o:i ~ <::.a-* L~c ! -=---*l,

~c~-::i:c:i-:y (::-.a:e a::c !e=&-e }, a:c - ~*

~=0\\;~ c, o-65.

?e:!c:-::i ":.~is sa.~* ?=ecess !c: eac:.~ ::ajc: c=~a...~~=a-t:.c:a: e l ement.

Awa:-cis '!,y OrJ&::.!-

1 *1>1 ca 31.&ck S ~a:!.*h Ame:!c.a:i Oria:~l l A&*

70:a!.s

&Cicc.al tla::c:

I

'..;.!~:y Sta;,

1 :.:1.=u sa S\\;.s:&!.::ed Su;,c:::=

I

? *=! 0:-..a::c

O\\.::sund:.=.a ?a:-

~ c:-::.r: i: *

?..& c!.::1 S:e1:~ Ac~!evce~:

'O'!.:..t. Ai.:A..~S I A---a=d* oy !"-11~0=

I

Occ~;,ac:!.onal

A:u3 I

I

'?:-o: usic:ial QSI SS?

O:!t S.-\\.

?arap=ofessic~a.l I

I I

S;,uk"DI

~

FM M

I I I I

I I

I i

I I

I I I

I I

I I I I I

I I

1.11::.ca tl&ck Sp, n:..:,h Spu.~1

~

M F

I I

I I I I I I

I I

I I:ic!!.&n I

(40~,,

Mr~. :~: ~ -....

I I I

I I

I i

I I

I I I

I I

I I I

I I

A::er::ca:i lOr::e~:al Aie 7ot&l.s

!nci!&: I (40-6~)

~

\\I -

~ - "

I I

t I

jCle:-ical

,---------i-----~------+-~--:-----l..--+-..;_-+---1,.-~,.!____J

~G (sk!lleci) 7.

Ques tior.n&i:e Eave you made a systl!!!latic =eview cf t..~e !EO p=og=an?

!! so, how do you assess t.~e ~o c_;,r.ia~e ~e:e?

Did you look at i~diviCual orsar.~z~~io~al e_ements

&nc: di!!e:ent seos=a?hical locations?

- !! so, did you focus looked at ir.c!ividual different geographic on =a.::ti~~la= orcble:s as vou orqa.'liza~ional ele:ne.'lts a.~d locations?

!! so, which evide.,ce supper-ts these icenti=ied

iroc!ems?

Eow cic: you identi!y t.~em?

Eave you looked at t.~e causes?

Eow can...

\\,,,

\\e,-:.ey... e

2. What is yo~= opi~ion of top rnanage::er.t's cc::::i:.t=ent to E~O?

Of its c:omm'l.!..,ication t."troughout t..~e ac;e.'lcy?

3. Oo you feel there a:e adaq-~ate =esou:ces and pe:sor-'lel assic::,._.eC to !ZO?

Eave EZO staf:s =eceiveC adec:-~a~e t=a~ni~a?

4. Have supe:viso:s and rna.,agers been r:ta.de aware o: t.~ei:

EZO C~ties a~d =espor.sibilities? A:e they eval~a~ec. c~

t~e ;e:for:nance of those d~ties a...~d responsi~ilities?

Steps I,!! a.r.d !!I provice t.~e basic data to be gat:..e=ed to make an EEO assessment.

Once t.~e cata base is established, it shoulc be updat~d on a regular and recur=ing basis.

T=end lines can be eventually develo?ed to shew t.~e ~ove.uent

. t.

b

. 1 t

oceu=i..,g ei~ne: posi ive or nega\\,,,ive; anc ~.us e a~-e o

mo:e acccately pir.point what actions a=e c=ea-::..::g ?Ositi';e move.~ent and what is causi~g t.~e nec;ative mover.en-:.

T~e c=ucial as~ect of a~alvzina t.~e in!:=-:atio~ cat.~ersc :s to

--... v.;~e........ c,..; ** **i-,"'* a""~ **--e.,..i:i

':'":"Q

.....,..o;.,,...... :.s ex~s--*.....,.... "'-c.*

- -1 w.....

N~e:e e~?lC:7.tent :a==ie:s exist, :ut also,

~~e w~y's c=ea~i ~~

-~A,...,..... a-* ~~-**91-~C""S

,,_~,,,e.,_~,.,-=.;..A,..,... Ac:-.;c-

'"'*~*-*

___,....,,..:,,,:~s

\\.,,,...__.., ___ --'-'-----... ~--* --**-...._ '-:.------..

t~a ~rc=a=le ca~ses c: ~~e c~==e~~ ~=.l:ala~ce c= C~s~a=a~e

~==~-=:e~~-

~~e c:~e:~s~o~s :e~~e=eC t...~=c~~~ t...~~s ~==cess s~ou_: ~~=~ =e ~=a~s~a~ec

~~~= ac~~cr.s w~~c~ a=s =~=ec~~: a~

el.:..~=.~a-:;.~; -:.-:e =.e::~eC !~O :==~!e?:s a~: e~~:c::*~.er.": ::a.==:.e:s.

Step IV: Oef~i.flc; the Major ~o Conce,~ns Once t."ie analysis has been 1:2.de and concl l!S ions reached, t.he next step is to specifically define the :na.jor E!:O ccncer:1s f~cing the agency.

A study of the major concerr.s may show that app=opriate action items n~eded to adc:ress the defi~ed conce:-ns should be short-rar.c;e, long-ranc;e or a cc:nbination.

The salient point is to develop realistic and meani.flc;-

ful action items whe:e problems a:e ide:tified.

In summa...ry, the written assess~ent focuses on factual data.

The ~nalysis of t."ie data is presented throuc;h na:rative dis-cussion, and includes only those statist:.cnl cha:ts necessa_-y to support the a.~alysis.

From this analysis, conclusions a:e made rec;ardi~q ~i.e a=eas of concern.

In tu..-n, ~ overall

eview of t.~ese a:eas of concerns res'\\!lt.s in the identifica-tion and definition of t.'°le major E:ZO problel:CS.

NOTE: In wost casGs the assessment can be contai:ed iJl five to ten t~ewritten pac;es, !n addition to statistica1 charts.

F?M Letter 713-35 specifies those charts which are required; other statistical infer.nation may be addeu as det!:ned necessary.

Ecwever, caution should be exercised to insi!:'e t.i.at t."ie lengt.'l of the assessi:uant does not obscu:e t.i.e conclus-ic:lS.

C:*

T

"\\

,

h.

th d

~ ~ *.

,::, :t -

- ep -= Ac:c:p_is.ing e s... eps escr..,._ea in _a:

~ wi __

normall y be accomplished by the ~O sta:: in con-junction with the ?erscr...nel staff in o=de= to produce a co~prehensive as well as r-ea...~ingful assessment.

A~*rv*clve.~ent of :2.nac;ers a.::.d supe._"'"'7'iscrs is critical h.

1:0 ac: iev:..ng resu_.. s,.... ~us... "lei= p~ic:.pa... :aon in the ?roble.~ identi!ic:ation phase is ma.~catory..:.J It is suggested that the ~~O staff along wit-i. ?ersor~~el staff discuss with the rnajcr.Departnent C~ie:s the i.~:or:naticn (as gathered and analyzed i~ ?a:t I) applica.!:>le to their orc;anizational eleme::t.

The

cc~s should center on t..~e whys (cai.:ses} o= t.~e situatio~ in order to develop rnea.~ing:~: action

te.,ns.

lO.

B. In~ut from t."le FWP Coordinator, SSP Coordi.~ator, a.::e

'-~Y ot.'ler EZO g:-oups should be obtained a. t th!s ti:le.

The :,.,-p Coordinator's &:ld SSr Coordinator's input should focus on the total or;ani:ation.

C. This phase prese.~ts the appropriate time to =eview 4:.!le p=evious _years' action items in li;:.t of tlle n.-.st recent ~o usessment to eete=ine whet.~e: to delete, re!ine, or continue those actio: items as well as the development of new itElS.

>. Incorporating relevant labor ma=ket statistics pro-vides a necessary dil:iension in order to define the scope of the E:!:C" concern: a:d allows 4:.-"le agency to a;,propriately allocate its resources and to dete:-

mi.~e where to concentrate its ef!orts.

~ART III: ESTA::!LISHJ:NG OB~CT!'n:S A. If the=e were p.oble?:1s id

=*nt ~roe w

oals and objectives to be a~*

t:.::ia.

e_o=e rea-istic objectives ca:i be

-~.-s*t*a.c**~I~l~s-n~*-ed-=-,---i~*t is necessary to dete_~ne what the agency 's ma..~power needs will be during that sa.."?le period.

B. The ma.r.ager, bowledgea.ble of his/her manpcwer neecs, should rn.a.'te the decision and commi t::e.11t to acccm-plish speci=ic objectives u.e reach ~is/he= estab-

, ' h.

l

~.

~

-is ea. goa

_ac.1. mar.ager an-. supervisor :.s i.:.us awa:e of his/her responsibility to ca=:y out act~Q~

ite:ns to accomplish t.~ose objectives, whil~ ~be EZO Off ice= mcni tor-s t.'le overall pros-ram to assure its ade~~aey a:.d p.os-=ess, a.~d to reconcile a.r.y si~ni!i-ca...~t differences.

ENCLOSURE 9

A r:r1ici1,,11in,t Or;.; :ni;.;rn,:, vf tl:c:

I o

A~.{[IUCJ\\N r\\.".~:onr:l°l<J~ !,ri:~ TlI[

Al>VA :*,Cl:\\11*' T Oi ~*:.!:.:.: :

1776 M.1:.:,;u.. h,,s:.u:;,.\\'r.:1u\\., :.;. -~,.

\\V:uhincron, D.C 2 Hl ~,G I. !

I

. * ~.*

' I t

STJ\\TEi*'.i:UT RY BETTY M.

1/IT-E~

bcrcrc the sueco:*-*iITTEE Ori f:tJCLE.~rt P.C:GLlLA rm1 OF THE CCM-1 ITT EE Otl EHV I RCr' 0

E rlT "N~ Pt,;eLI C \\*iG~KS OF THE UNITED STA-t:S SE:~A E April 18, 197$

M:np:r.-,cr Coxiiss ion, a p:-i *1"tf! r.onprofH c~rp rat~cn fo:-med *.

sc *eut~fic: soc:iP.tfos t:, r,Mvid:! a focus fo r i:irobl~ir.S of m.:np *.vcr across a1T of the sci~ntific di ~ciplin~s.

In recent yl?ar*i the C1J:rni ss ion has had a:, i ncre3s

ng c:nc~ ;-

"" * ~.

p ur-t'Jni ties for wc~n and minoritfos in science.

One -of the! steps.a~es s~...:: _e:J oy : a:

concern \\'fas to bring together in one place a11 of tht! avaiiable dc1ta n the p.:! r:~- i -

pation of women ar.d mincritias* not only in science and en'ji neering, bu.. in the :c:a l professionai workfor-:c. including data on their p:-oportior.s 0f collage en1*ol rr:e:i ts, earnad dC!grees, and util ization in aH employment sectors.

I am the co-au!hor ~-Jith Eleanor Babco of the Sciar.tific Man;::o*,:er (o:!!ni:-s ~on staff of Professional ~-!o:r:en und Minorities - A Mancowcr Da~a Re::;our:e Ser*lic2 *.*:11~c.

1s tha conr;Ji 1 at1on of all t!iat dat kept up-t o-date with re']ul ar sup;:, 1 am:n ts.

am familiar with all the availability statistics on wome~ and mincrities, but ~i ll confine rrrJ brief. remarks to data concerning women on the staff of the Nuclear RC!gulatory Agency.

I am providing for the record 3iini 1 c1r information on mi nnrity employrr,ent

at the NRC.

This agency is r.ow a little more than th~e years old. It ca.me in to be:ir.g long after the first legislative mJ.ndatas required equa1 opportunity in hiri ng and ;,.1y.

!~onr.th~lcss, data on the t:r:c *.atJff indicate that there has been very ~itt1e cpportur.':y for women except in the lO\\"ICSt, least respor.~1J1e levels, and that situaticn is rrot:

improving.

American Anthropnlar,,c::,f Auoci::tion Americ:,n ln~tituro o~ C~cmists

~nc:an A11oc:1:,tion for the,'\\1,,:,11c:cn*"'""' of :ic;icnco Ammc:111 rn:t1tutc af Fhys,i:s

11.eric:n l\\atranocr.ic:al !ioc:iety

,,mui:::,n P~*,chui.1!':':. ":I.lssi,ci;iuon r-,r.criun Chc111i~I socictv Amcru:.,n ~!Jt1~11..::.1 r., ;ar.,::uon AlnaeicJn tnllrtute "' c1a1~1c:,t Scitnc:os Confrrenc;,, r.;o.1tli ol r11r. i,IJt11.:m:1,c,";I ~c ic 11c, Fcde:.,hon of.&mc,,c:,11 ':ocictiu lor F.111crnnenc.,1 t',11il.:**<t

~:omen are ~2% of th.: U.S. populc":tion.

They are 46~ of the labc,r rorcc arid th~y arc 42% of all coll r ge graduate~. Th~y arc only 2fLS1. of the flRC staff as of

-~*-* *. Jl.l, 1977.

Because rmc is c1 heavy empl oyer of engineers, where wurr.en are not \\*tell repn:sented, I subtracted the engineers from their total staff. At the sar.~ ti me, since secretaries are also a m~jor ~taff group th.it is totally ferr"'lc, I subtracte,J

~~at group.

As you can see on Table 1, wo~n are still only 26: of the ren~fnin~

i L~r~.

If hired at t heir availJbility rat~. they should be about 40i.

The second table ex.amines the clllocation of NRC employees in grades 1-8, 9-12, 13-15 and 16-19.

He find that,..,o~n rr.ake up 89.5~ of all r, RC employees i n grJdes 1-8 but on11 half of one percent of those in grades 16-18.

The men are h-aavily clustered in the 13-15 grade groupir.g, but only Jt in those grades are women.

The third table examines the distribution of to tal staf~ of all rr~n and of all WOrm!n in these grade groupings. It sho\\*1s that onl~, 3.3t of all the men at rH~C.ire in grades 1-8, but 70~ of all the women are in these salary grades.

An astonishing 60: of the NRC staff is above grade 12!

Even more astonishing, 82.4: of a11 ~jle employees are at grade 13 and above while among the Nomgn, unly 5.7Z are at GS 13 or above.

Only one tenth of one percent of all NRC ','iC'lmen are in g;*ades 16-18, but a1most 81 of the men are in these grades.

A 1977 amendment to the Energy Reorganization Act of 1974 requires NRC to submit a quarterly report documenting hires and promotions for grades GS 11 and !bove.

In the last quarter of 1977, NRC hired 35 persons at grade GS 11 or above, but 89% of them were men.

During this same quarter, 72 persons were promoted in grades 11 and above, but 921 were men.

Al'llong the six women who were promoted, only one was promoted to GS 15 and none above that level but 16 men were promoted to GS 15 or above.

Only by examining a11 of the personnel data inc1uding field, degree level,

ind years *of experience by -sex could a definitive analysis be made to show ~,hether

'1Jlly comparable men. and women have bee,, hired and promoted at the same rates.

I have ot had access to the data in this detail. Nonetheless. the data that have been made vailable s11ow overwhe1ming evidence of failure to utilize women, including :::inority

~or en in any but the 10\\lfest level jobs.

T/i.[H.E 1 NRC STAFF SUP.TP.ACTIN~ Er!:-Hlr::EPS Mm SECRCT,\\IH F.S June 30, 1977 I

Tota 1 lotal Men

~erccnt 11.en

\\*foi111?n P<?rccnt 'r!o,;;e,;-

~taff I:128 f773i

,1.s 692

,a.s M;nus Engtneers 864 795 99.2 69 a.a Minus Secretari e!

295 0

0.0 295 100.0 Remii n1 ng Staff l.259 941

74. l 328 2sA TABLE 2 Nu~:eER ANO PERCENT OF ALL l~RC EMPLOYE~S IN E/iCH r,Rt,~E GROuP* t;G. av SEX June 30, 1977 Grade Group Total I Men. Percent of

\\.:omen Percent of Total Total All Grc1des 2,428 I 1,736 71.5 692 28.S GS 1-8 541 57 10.5 484 8~.5 GS 9-12 415 247 59.5 168 40.5 GS 13-15 1,288 1.249 97.0 39 3.0 GS 16-18 184 183 99.5 i

0.5 TABLE 3 DISTRIBUTION BY GRADE GROU~ OF ALL NRC STAFF, ALL t-'EN ANO ALL WOMEN June 30, 1977 Grade Group Percent of

Perc~nt of Percert o.f All Staff All Men All Women GS 1-8 22.0 3.3 69.9 GS 9-12 16.9

~

14.2 24.l GS 13-15 52.4 11.9 5.6 GS 16-18 7.5 10.5

0. 1 Note:

In the stat istics a*,ailabie to :ne from whi ch these t.?bles are dei-h!d,

the total nwnbcr of emplcyees *s given, but Che nur.:cer : f ~c~cn :s s :nc ;ec only in percentJ~a *arm.

[ htve c1 le~ 1 at C?d ! he wnt:e,*s for ;,,omen fr~:n : ~es?

d a 1

1 oJ fshll C

T I A * ""O 2!ffltC$ Qf f'C"

MUIORiiIES er: r*:RC STf,FF MP.mber-s of rr:i nori ty groups make up 11

3% of th<! NRC staff as of June 30, 1977.

(H i.t,e ~Cli.al stilff,.j,,:il are black, 0.8:t Hisp~nic, o.o4*~ An:erican Indian and 1.81 vr-i.:1r,al.

{Taliie 4)

These propor*tions are smaller than the proportions of miMrities 1-1ithin t:he population where blacks are 11.s:, Hispanics 5.2~, American Indian5 0.41 and Ori~ntals 1.8Z. Cecause 50% of minority employees at NRC are woimn {compa:--ed to 28% of* all

,..:1lny!'!S who are warren), the inclusicn of both se~es in the minority tables indi:ate~

!ie~vy concentration of mino... ;!i es in the lower grades and sman proportions in the 11p~;er grades.

(Table~ 4 and 7).

However, this effect is due to the presence of \\'/Omen more than to the allocation of minorities. \\/hen men and women are examined separately b:, grade group, we find that although minority,ngn rMl:e L!P ~0% of the men in the lowest grades, t.liat they are also about 8~ of 13-15 level where most ;;:en are coriccnt1 1 ateJ, a!'ld they ~re significantly bi:tter represented at the 16-18 level tl1an are wom-~n.

(Tables ~

and 9).

Examining minority \\*:o~n with all \\*,omen at NRC, we see the same pattern of he~vy concentration in grades 1-8 ar:d no concentration at all above grad~ 13.

(Tables 5 and 9).

The only conclusion possible from the avail abla data. is that minorit:,' men, though present in the NRC staff in less than thei r proportion in the population, do have opportunity to move into the higher grades. Almost three fourths of the minority men employed by NRC are in grades 13 and above (Table 8), indicating Oi)portunities for advancement.

Minority worr.en, on ti,e other hand, although they make ~P half of all minority employment at NRC, show little upward movement.

Four out of every five of them are concentratt.d in grades 1-8.

The proportion ~f minority groups with the background of education and training encompassed in the NRC staff above the GS 8 level is sti11 well belm*, thei r-proportion fn the population, except for the Oriental group.

Without detailed data on the educational level and background of.the NRC \\1orkforce, it is not possible to say whether anct if so how much mfoorities are underrepresented in the NRC staff.

What is obvious from the data available is that either NRC do~s not h~ve its fair share of minority t,omen with at least: il college education, or it has not placed t hem fn lev<?ls of re!;po:isibility that are co1~ensurate \\*lith their education.

'. te = Tha numbers of mi nori ti cs and of \\o1on*en ( mi nority and non-minority) ; n the

110\\"ing tables have been calculated, usinci tile total number (nrovi ded).:ind the

rccntaqc of that total which represented women or r.1emh~rs of minority gr~ups.

-i 1 s procedure may have ; nt,*oduced s 1 ight crr, rs in the actua 1 numbers,:if women J:id f li nod ties.

MINORITIES ON NRC STAFF BY MINORITY GROOP AND GRADE GROOPS Blar:k Hisoa,,ir Dcrind Or1ental Total H1noritfes Grade Percent Percent Percent Percent Percent Grouo Total Ho.

of Total No. of Total No. of Total tlo. of Tota 1 No.

Of Total GS 1-8 541 113 20.9 6

1.1 4

0.7 123 22.7 GS 9-12 415 43 10.4 4

1.0 47 11.3 GS 13-15 1,288 49 3.8 10 0.8 1

0.8 38 3.0 98 7.6 6S 16-18 184 4

2.2 2

1.1 6

3.3 A]) Grades !428 209

8. f:;

20 0.8 1

0.4 44 1.8 274

11. 3 TABLE 5 tn.MBER AND PERCENT OF MEN AT NRC BY GRADE GROUP AND MINORITY GROUP J

Black Hispanic Amerind Orie11ta 1 Tot;1 l }f:!'.£ * L:. : i Grade I

Percent Percent Percent Percent Group Total No. of Total No. of Tota No. of Total No.

of *Total o._,.;*,*.*.-:.1: __

GS 1-8 IGS 9-12

GS 13-15 iGS 16-18 lr.11 Grades Grade Group GS l-8 G5 9-12 t;_

8 jl Grades 5 7 13

22. 8 2

3. 5 2

3. 5 247 17

6. 9 3

1. 2 1,249 46 3.7 10 0.8 183 I 4 2.l l.736 I 80 4.6 15 0.9 1

.08 1

.06 TAdl.E 6 38 2

42 3.0 1.1 2.5 17 h*

95 6

138 1.0 3.3 7.9 NU:',OER ANO PERCENT OF WOMEN AT rmc BY GRAOE GROU(> AND MINORITY GROUP Black Hispanic Amerind Oriental Tcta 1 Ninor1t1es Percent Percent Percent t'erC£:nt rercent Total No. of Total No. of Total Uo.

of Total No. of lotal No.

',,J1 Total 484 100 20.7 4

0.8 2

0.4 106 21.9 168 26 15.5 1

0.6 27

16. 1 39 3

7. lj 3

7.7 1

692 129 18.6 5

o. 7 2

0.3 136 19.7

.1...,Q 1n

]Q77

T.;BLE l PERCENT DISTRIBUTION OF NRC STAFF IN GRADE GROUPS BY MINORITY STATUS Grade Groul! I Total Staff Black

Hispanic Amerind Oriental All Minorities GS l-8 22.3 54.1 30.0 9.1 44.9 GS 9-12 17.1 20.6 20.0 17.2 GS 13-15 53.0 23.4 50,0 100.0 86.4 35.8 GS 16-18 7.6 1.9 4.5 2.2 ITotal *All 100.0 100.0 100.0 100.0 lOJ.0 100.0 Grouos TABLE 8 PERCENT DISTRIBUTION OF MEN OH NRC STAFF IN !:RADE GROUPS BY MINORITY STATUS l~rade Grouo Total Staff Black H1soan1c Amerind

-Oriental All M1norit les GS 1-8 3.3 16.3

13. J 4.8 12.3 GS 9-12 14.2 21.3 20.0 14.5 GS 13-15 71.9 57.5 66.7 100.0 90.5 68.9 GS 16-18 10.6 5.0 4.8 4.4 Total All Groups 100.0 100.0 100.0 100.0 100.0 100.0 TABLE 9 PERCENT DISTRIBUTION OF W()1EN ON NRC STAFF IN GRADE GROUPS BY HINOR!1*~ STATUS Tota 1 Grade Group Staff Black Hi spank Amerind Oriental All Minorities GS 1-!I 69.9 73.5 80.0 100.0 77.9 GS g-12 24.3

19. 1 20.0 19.9 GS 13-15 5.6 2.2 2.2

,G~ 1-18 O.l

. f'~~~~1~1_1 ___

10~~~_........... 10_0_.o_ ~_o._o_I 100,0 _1 __

100.0 __

]

COMPARTSOil,ltTil or1:1-::: l;iJ\\'[!H:l!~ilT /\\GEMCI~S The Civil Servic.;*

i.,..

.. : * * *.* : *er rlc,vc!1!b~r 197G, 1:1in~ri tiec;

\\','Cre 21.3% of all full-time,..... _ ;*-.l,_,*, ilian emplo_ycl.!s and \\*1omen \\v~re 30.1%.

Thest:

proportions compare,,.lith 11.:}*,:,: :,,.;,*, ~:.~-. a"r.! 2si 1*1om-~n at rmc a year later.

Since the NRC staff i'> hci:-1*. i*_..:or... *,li-~ted in the higher grade level s, t he assumption must be made that ~i,f: ;~~L ~,.* -/? i*, !lr-~*dominant1y in the technical, administrative and professicnai (*re**:*.. ****:~*.

'",r--n 'l!t! subtract from the NRC staif the 292 secretaries (all wo~n) and t!1~ '.;; ;:::*::-:::: *.1ho aie listed as general clerical and administrative staff belo\\*/ GS 8, of \\':h!;m Gf.,r~ vJomcn, we see a staff of 1,711 men and 334 women \\'iho may be presumed to be in technical, administrative or professional occu-patfons at ~:Re.

Tha 334 wom~n are only 16.3~ of the 2,045 persons rmairiing after the lower-level c1ericals and secretarias have been subract~d.

Among all federal \\'torkers, w.umen hoid 20% of.jobs in all profas sional cccu-pations; 2Ct in administrati*:e occupations; cind 37~ in techn~cal occupations. Thus, the NRC sta'ff is significantly below the federal averages 1:, the utilization of i,:om~n.

Minorities total 9~~ of professional employm:ant in the federal governm~r:t, 16: of technical employr.:ent and 11: of administrative P.mploymcnt.

The NRC staff is at approximately the same average levels.

Applying the same measure of removing the minorities fn the sccrgtarial staff and in the general clerical and administrative staff below GS 8, the totnl minority population at NRC drops to 126 men and 74 wom~n or a total of 200 mi nority members among the 1,711 employees who are neither secretaries r.or general clerical ar.d administrative staff beiow GS 8. Minorities are 11.7i of this group - a level comparable to the federal average.

The tables below show changes 1n URC staff for women (Table 10) and for minnrfties (Table 11) over the nine month p~riod from Qctober 1, 1976 to June 30, 1977.

For \\*:omen, the slight chang1~ is negative, both in proportion of total employees and proportion of employees in thc top grade group.

More women have been hir!d in all three grade groups belo\\i GS-16, but the hiring of n!en \\'1as *at about the same proportional rate as their previous share of the total jobs.

For minorities, there has been significant improvement at the 13-15 grJd~

l~v~i, with the minority proportion ri~ing 1.Si. This entire change, however, is repre:ented by minority men.

The drop of 1.31 at the 9-12 level is occasioned by the addition of non-minority men with no cllanc;e in the number of minority men or women.

Or11 the surface, the data indicate a s~bstantial and successful effort by NRr. to hire more minority man, and to tire them or to promote others into the GS-13 level and above.

For women, the data indicate no relative change in the staff over these nine months since both new hires and promotions above the GS-9 level are continu~ng the lopsided ratios alrendy.,,cight~d so heavily in favor of m~n.

There are approximately four minority men for every twenty five women in the labor force, and at least that high a ratio among those with at l~ast four years of higher education. The NRC staff, however, has two and a half times as many minority man in grades 13 and above as it has ~omen of all races. The successful effort to find and recruf t we 11 qua 1 i fi cd mi nor1 ty men 1 s conii-nendab 1 e.

The data indicate a significant bias against woim:n.

TABLE 10 - NRC STAFF, BY GRADE GROUP AND SEX OCTOBER 1

1976 JUNE 30. 1977 GRADE TOTAL WOMEN

% ~~OMEN TOTAL l*IOMEN

% HOMEN CHANGE GS 1-8 539 480 89.0 541 4e4 89.5

+o.5 9-12 374 151 40.4 415 168 40.5

+o. l 13-15 1,199 30 2.5 1,288 39 3.0

+o.s.

16-18 186 2

1.1 184 1

0.5

-0.6 TOTAL 2.298 663.

28.8 2.428 692 28.5 I -0.3 TABLE 11 - NRC Sl AFF BY GRADE GROUP ANO MINOR!TY 0CT00~R l. 1976 JUr{E 30. 1977 GRADE TOTAL MINORITIES

% MIN.

TOTAL M!NOR ITIES

% MIN. ! CHAt,GC:

GS 1-8 539 123 22.8 541 123 22.7

-0.1 9-12 374 47 12.6 415 47 11.3

-1.3 13-15 1,199 73 6.1 1,288 98 7.6

+1.5 lG-lH lCG 6

3.2 184 6

3.3

+O.1 TOTAL 2.298 249 10.8 2*.428 274

11. 3

+0.5

STATC*!F.:ff Or 1 A!!DREA DIAm~ Gl{AH.AH DIRECTOR, OFFICE Of n::DE!'..,\\L F.1~t'1\\L ~trLO'r.!C: r OPPORTt!NITY U.S. CIVIL S~RVICE CO~NISSlO~

BEr"Ol!E THE S!.:"BCO:-t-tn*n:i:: m: ~UCI.C.~R REGULATION OF THE CO~l}lITTEE ON ~VIRO:~-tc;T A.'iO PUBLIC WORKS APRIL 18, 1978 Thank you Mr. Chairman.

My name is Andrea D1.ane Crah3m.

I am the Director of the Office of Federal Equal Employoent Opportunity, United States Civil Service Commission.

With me today is Alexander M. Haddon, Chief of the Affirmative Action and Upward Mobility Section of the Office of Federal Equal Employr..ent Opportunity.

We are pleased to appear before you to assist the Cotmtittce in its deliberations.

Title 7 of the Civil Rights Act of 1964, as amended by the Equal Employment Opportunity Act of 1972 (P.L.92-261), confers upon the Civil Service Commission the responsibility for Goverrunent-wide le.ldership of equal employment opportunity ~EEO) prograos conducted by Federal departments and agencies.

Section 717 of the EEO Act assigns to the Civil Service Commission the responsibility for the annual review and approval of r.3tional and regional plans submitted by departments and agencies.

The goal of this function is to maintain an affirmative progrn~

of equal employment opp,rtunity for employees and applicants for emplo:;.::ent.

The development of an affirmative action plan is an important step in ~he achievement of our national goal of equal employment oppor~unity.

The assumption which underlies affir::tativa action planning is the belief :h~t

2 equal employment opportunity, like other nclt:i.ona 1 c0tmnitments wi 11 not come about by chance.

Careful, deliberate planning and execution arc necessary to progress toward most goals. My offi ce is responsible for the development and issuallcc of EEO planning guidelines to Federal departments and agencies an~ for the review of those plans such as Nuclear Regulatory Commizsion which a4'e :::ubmi.tt~d to ~he Civil Service Commission.

Nearly 70'0 plans are reviewed annually nationwide.

Our instructions require that agencies follow a prescribed fotmat in preparing annual EEO plans.

The introduction to the plan must include a statement of the agency's EEO policy with a description of its organization and the resources it has committed to carry out the EEO program.

This is followed by a report of accomplishments of the previous year.

The agency then presents a narrative and statistical assessment of its current condition in each of eight major EEO areas of concern to identify specific probl~~s requiring attention.

The final part of the plan is the report of specific obje~tives and actions the agency plans to take during the plan year to solve identified problems.

In follow-up reviews and evaluations of the operation of agency EEO programs conducted by the Civil Ser*ice Comrnis~ion, the approved plan is a critical document which we use to measure agency progress toward meeting objectives and solving identified problems.

In developing its EEO plan, each agency must carefully analyze it s workforce in terms of the representation o~ ~inoriti~~ ~nd wom~'l--~0t only in gross numbers, but particularly with regard to distribution 1-

3 at mid and upper grade levels in the agency's ~ission-relatcd occup3tions.

Where disparities are evident, we expect the agency to establish objectives or goals which will seek to remedy the imbalance.

be developed and stated within the framework of merit.

As you know, the law requires that all personnel actions be free from discrimination on the basis of race, color, religion, sex or national origin.

!he agency must, therefore, meet its recruitment, promotion, training and other personnel objectives using merit based job related factor~.

While special employment programs such as summer intern, management intern, cooperative hiring, upward mobility, and executive development open additional employment opportunities, each of these is, of course, implemented within merit selection principles.

The Special Emph~sis Program developed by the Civil Service Commission will make available to agencies hiring authorities for use in occupations where there is evidence of adverse impact on minorities and women.

This program, too, will be guided by competitive selection procedures.

We expect each agency management to use whatever combination of these programs may

_appropriately serve its EEO goals.

In support of these efforts, the Civil Service COClmission provides advice and technical assistance to EEO Directors, Directors of Personnel and to agency managers.

Thus far, the Civil Service Coamission has not found it useful to compare one agency's effort with that of another, regardless of appar~~t

4 similarity cf mission.

Several variables - size, oreauizational structure, resources, location, degree of stability - impact greatly, and sometimes in different ways, on EEO program efforts.

Rather, we measure the progress of an agency in speci.fic periods of time.

We analyze an agency's workforce by comparing it with govcrnmentwidc statistics.

We furnish data t y race, sex, and ethnic origin for each occupational series having more than 1000 Federal crnployees.

Each ~gcncy is expected to compare its workforce statistics against these dat~, to identify problem areas, and to establish its EEO objectives accordingly.

I submit for the record a copy of Federal Personnel Hanual Letter 713-40 dated Augµst 17, 1977 which contains detailed instructions for the preparation and submission of EEO plans by Federal departments and agencies.

While Nuclear Regulatory Commission's personnel activities are exempt from civil service requirements, the agency is covered by Public Law 92-261, the EEO Act of 1972.

Our reviews of the NRC's EEO plans for FY 1976, 1977, and 1978 have concluded that, in general, the agency is making a reasonable and good faith effort to c~nply with both the spirit and intent of the law.

We approved the agency's 1977 EEO plan after a number of modifications; NRC's 1978 plan was approved on December 23, 1977.

5 NRC' s problems.11.*e simil.1r to those of other Federal aecncies {.;hose missions call for a substantial number of highly traine1 technicians and scientists.

NRC's workforce assessment revealed the low representation of minorities and women at the mid and upper grade levels.

This is a situ:i.tion which faces nearly every agency in t.:he Federal Government - one which has resulted in a continuing, long range goal of the total government's EEO program, and one in which slow but steady progress has been realized.

In addressing this deficiency, NRC since 1976 has made moves - not a!l of them entirely succes:;ful - to improve the balance of its workforce.

For example NRC has in the past ye~r:

o committed greater resources to the administration of r.hc agency's EEO program; o expanded recruitment and outreach efforts to predominantly Black engineering colleges; o restructured sev<:n positions to permit entry from lower-level jobs; o conducted recruitment trips by the Federal Women's Program Coordinator to engineering schools; o increased the number of minorities at grades above GS-11.

Blacks at the supergrade level increased from 4 to 22; Ori entals at grade 14 increased from 19 to 26; o reduced the number of formal complaints of discrimination filed against the agency from 3 to O.

Based on 1976 gover~~ent~ide data, an agency comparable in size to NRC can expccc to receive 7 formal complaints; o filled 12 out of 22 vacancies throuch che agency's upward nobility program - a ratio o.f l: S.

Governmentwide ratio is 1: 8.

NR~ reports in its A..:...P that, in 1977, of the 21 colleges and universities

6 visited for r~cruitrncnt purposes, nine were focused on recruitment of minorities and women.

Of the 48 minority and women candidates referred for the technical intern probram, 35 expressed no interest; 7 received job offers, (3 declined) and 6 were under active conside~ation at tf.me of the AAP.

Although much remains to be _done, we consider these actions as indic:ttive of NRC's commitment to and steady progress in meeting the agency's EEO objectiv~s.

While NRC's plan in our judgment is a reasonable blueprint for action, its effort to solve its EEO problems and to achieve greater progress can be improved.

We believe that greater attention should be focused on:

o development of managerial and executive training opportunities open to wo;nen; o recruitment and consideration of minorities and womea at all grades, particularly at nid and upper levels; (Although for the past two years, 'NRC has committed itself to this goal, it is not clear to us that this has gone beyond a verbal cormni tmcnt.)

o broader use of cooperative employment programs, particularly at the university level; o further job restructuring to permit greater upward mobility of employees in lower and mid-level positions; o the identification of skills and abilities of employees already in NRC's workforce and the development of a system for matchiP-g those skills with the agency's staffing needs; o increased responsibility of the EEO staff for day-to-day cont~ct with managers and supervisors in furthering the integration of EEO with every a1,;pcct of agency operation; o an improved system of monitoring progress of program objectives and goals.

7 It is important for mtc, like other agencies to assess the effect of see~ingly neutral pulicy decisions on minoriti es and women.

For example it is our understanding that the 1-:?ngth of time individuals can be carried as interns has been halved. It is expected that this will reduce by half the opportunities min~rities *and women will have to enter positions through the intern program.

These represent the major areas where we believe N'R.C can improve its EEO program.

We realize that NRC, and other similar techni~al agencies, facessome unique hurdles in achieving all of its major EEO objectives.

'nlis is particularly true since nearly 60% of its positions among the top 20 occupations are in highly technical and scientific fields, fields in which major emphasis is placed on credentials.

One possible result

~f this focus is that even positions at sub or para-professional levels are sometimes considered strictly from the academic view.

This practice can work toward the exclusion of employees who might otherwise be able to perform well, given training and developoental experiences.

In addition to the problem of credentials, the ageucy faces constant competition from p~ivate industry.

This occurs not only at the point of recruitment but also in the retention of outstanding.and highly qualified professiona:s. It is essencial, therefore, that the agcnc:,*

make the extra effort to reach all sources of candidates and to provide career growth opportunities for its professional staff.

As stated earlier, development of the affirmative action plan is one of the initi.11 st.?ps in the effort co achieve equal c:~ployrr.eiu: opporc*.1:1ic:y.

8 We believe that NRC's EEO plan represent~ a re~sonable effort to identify major problems and to establish obj~ctives and actions to solve those proble.1s.

We believe, however, that NRC's program can be improved and that with manngement's commitment of adequate resources (at least at the current level), steady progress can continue.

This concludes my prepared statement, Mr. Chairman.

We shall be happy to respond to any questions the conunittee may wish to ask.

ML23158A229

Contents

Text

Subject:

Purpose:

Background:

Enclosures:

SUBJECT:

Attachment:

Background

SUMMARY

Subject:

Subject:

SUBJECT:

SUBJECT:

SUBJECT:

SUBJECT:

Navigation menu

ML23158A229

Text

Subject:

Purpose:

Background:

Enclosures:

SUBJECT:

Attachment:

Background

SUMMARY

Subject:

Subject:

SUBJECT:

SUBJECT:

SUBJECT:

SUBJECT:

Navigation menu

Search