SERVICE T 0 IviINORITY GROUPS INSTRUCTOR'S GUIDE United States Department of Labor UNITED STATES ETTLOYuLNT SERVICE Standards and Methods Division Washington, D. C. August 19/46 1111tAIY UWIVF 'V W ‘SIIINCTM SLAtIIL Employment Office Training Program Unit Thirty-three (A-B) Introduction - 1 Purpose of Instructor's Discussion Outline Materials provided in tie Instructor's Discussion Outline are designed to acquaint Employment Service personnel with the responsibility of the public employment service to provide equal service to all segments of the populdtion. nkhods present6d for insuring equitable service to all groups by the Employment Service and promoting community and employer acceptance of work applicants on the basis of qualification without limitations based on the applicant's race, creed, color, national origin, or citizenship, are based on the Employment Service Manual - Part II. Section 8000, items 8100 to 8199. A workbook, (part B) for use of personnel receiving the training is provided for use during the training session. At a later date information for'super-visory personnel and personnel responsible for minority groups programs will be provided, It is not the purpose of these materials to attempt anything beyond the provision of tested concepts and methods resulting from actual operating experience of public employment offices in providing service to members of minority groups. The material has been tested with groups of local office personnel performing all of the employment office functions in Wilmington, Del., St. Louis, Mo., and Detroit, Mich. It has also been reviewed by specialists in'inten-group relations of the staffs of national organizations working in the area of problems affecting minority groups. Advance Preparation WANNOIMMIN.S.1....rer Before the training session is underway, the trainees should have an opportunity to read the policy statement contained in Field Instruction 879 (page 28 in the workbook). The instructor should secure (from labor market analyst) figures showing the number of minority group members in the local population. Estimates should be provided on applicant traffic showing the number of applicants who are members of minority groups. The minority groups with the most serious placement problems should be noted. General Plan for Presenting Training raterial To achieve the purpose of this training program, it is necessary that all personnel engaged in employment service functions havinR7 a relationship with service to applicants be trained. The size of the group receiving training may vary at the discretion of the instructor. However, not more than fifteen persons should be in the group. Care should be taken by the instructor to encourage constructive discussion as distinguishe'd from random expressions based on personal views. This may be accomplished by following closely the material presented and the instructor's experience through use of the material. Trials have shown that the training can be completed in five hours. There nay be small variations from this figure occasioned by the amount of local material introduced and discussed. Introduction - 2 Use of Case Material Cases used to show the application of concepts and methods presented in the training material are drawn from real situations. Trainees should be encouraged to provide cases from their own experience, and the cases should be furnished and used primarily to stimulate contributions from the grout). Answers to cases and questions need not be given verbatim, but should be in substantial accord with answers provided. The instructor may wish to have the group copy composite answers into their workbooks for future reference. Space has been provided for this purpose. Cases refer to members of several different minority groups. The cases may be more meaningful to the group if substitution of the minority groups in the community is made for the groups mentioned in the cases, should there be a difference. Training on Policy of the United Statea Employment Servibe for Service to Minority Groups - Field Instruction No. 879 It is the stated policy and responsibility of the USES, as a public agency, to provide non-discriminatory services, and to promote equitable employment opportunities for all workers in the population. To discuss: What our policy is for service to minority groupc Why we have it. What each staff member in the Employment Service does to insure carrying out this responsibility. To familiarize group with the material contained. (Point out that participation nay be easier if group follows discussion outline.) Before we get under way, let's define what we mean by "minority groups" and "discrimination." The United States is a nation made up Of minority groups. AS with many terms, "minority groups" does not mean the same thing to all people in all sections of the country: In the framework of USES policy, a group, regardless of numerical size, is a minority group when its members are denied or limited in job opportunities as a .resuTE—OT local hiring practices or the practices of a given employer for the following non-occupationai reasons -771.7ce, creed, color, and national origin. . I. Introduction A. Policy of USES Bi Purpose of This Training C. (Note) Examine Work Book D. Definition 1. Who are "Minority Groups"? a. Three Main Minority Groups, • f - ( 1 ) Rheial Color Groups (2) Religious or IThese include Negroes, Mexicans, Chinese, Japanese, American Indians. Religibus groups which are considered "minorities" vary in different parts of the country. However, religious groups which are sometimes limited in em,-pIoyment-opportunities because of their religious beliefs include Jews, Catholics, Seventh-day Adventists, Jehovah's Witnesses, etc. (3) National Origin National groups whose employment opportunities are sometimes limited because of their national origin include new migrants of Polish, German, Irish, Italian, and Slavic stock. b. 1ffinorities in the General Population 2- primary concern are Negroes Jews Indians Chinese Japanese Filipino Catholics Spanish ) Americans) Mexicans French Canadians Others Introduce local data as follows: 12,865,518 4,770,647 333,969 77,50/4 126,91J7 145,563 23,000,000 INA INA INA 7,0014,LOL Population estimates of the groups that are oi; Note: Request trainees to indicate minority groups in the local labor force. If necescary, supplement the discussion with the material prepared by the Labor Market Analyst. Any employer or his representtive who sets hiring specifications which exclude, or refuses to hire an occupationally qualified worker because of race, creed, color, national origin, or citizenship - is practicing discrimination. Emphasize 1. Set. specifications 2. Refuses to hire 2. What is "Discrimination"? a. By an Employer? /77/AsK//// (1) What are Some Other Discriminatory Specifications Specifications which are less advantageous to one group of workers than to another in the same job classification because of race, color, creed, national origin, or citizenshippsuch as: Lower, wages Fewer opportunities for advancement Unpleasant working conditions Develop bonus List . "Specific examples/ for some group 1. Italians on second shift only Negroes in plant No. 3 only 'MeXicans'do not share in group L. PhysiCal examinations required of applicants and not others. - 3 - b. By Vocational Vocational Training agencies which set up referral Training specifications in any form which prevent qualified Agencips? persons from participating in training because of' their race,' color, creed, national origin, or citizenship 'discriminate, only exception is in instances where State laws require separate vocational training classes for white and colored persons and the .vocational training agency has provided and is 'utilizing equal facilities for both groups, c. By the Public , Employees. of the; public employment service discrirr Employment mate when they fail to properly register, classi. Service? and/or refer occupationally qualified applicants because of their race, color, creed, national origin, or citizenship. NiAsIt/77/ What are some of the results of employment discrimination? (Record answers on blackboard) Direct results of employment discrimination KBOARD/ 'Wastes skills Destroys competition Costs employer, •. CoSts-commhitk- Costs person discriminated against Costs Nation • E. Some of the Results of Employment Dis- BLA crimination .0 • • si -a• • 1. Tastes Skills Events that tax the Nation's human resources reveal the tremendous waste which is a direct result of the denial of opportunities to practice acquired skills and develop new skills. Example: During the war many people acquired new skills. Of this newly skilled.group, some had elected to become a part of the labor sulT13, in, response to an emergency. Others were part of:a vast reservoir whose abilities were constantly .being rejected in the labor market. These abilities, since translated into were wasted in the past; further rejection could be one of the costliest items of reconversion. 2. Competition for economic advantage is a nor/pal part of our economy. Factors that arbitrarily serve to bar an individual or group from equal competitive opportunity hamper the operation of our economic system. • Example: Performance of a worker or self-employed person is regulated by incentives. One primary incentive is wider opportunities earned through improved performance. When an indivia, ual knows at the outset that regardless of his', performance his opportunities will remain-narr:F. incentive is damaged or destroyed and he becolrel a brake on the economic system. 2. Destroys Competition - - 3. By arbitrarily 'limiting selection from available qualified workers to a chosen group(s), an employer may deny himself the opportunity of securing, the host qualified workers. This only results in increased cost of training,breakage, spoilage, turnover, etc. Unit costs may be raised by low production, Disci-iminatory hiring practices have resulted in reduction in sales volume of products or merchandise as a result of boycotts, etc., conducted by the group(s) discriminated against and sympathizers. 14. Direct and indirect cost to the community of artificially created unemployment and underemployment occur in several areas. Public assistance--work relief, direct relief, group welfare projects--require taxes. Poor health resulting from inadequate income may result in epidemics..-spread of infection--touching large segments of the community. Idleness and unsatisfied needs weaken moral standards--thus crime increases with resultant direct and TriTa7ect cost to community. Inter-group tensions are heightened by individual and group frustrations - this may result in loss of lives and property destruction. Tenants and owners when unemployed or under-employed cannot maintain real estate in good repair, hence values deteriO7M771-dustrial growth of the community is slowed by decreased purchasing power, strife within the community, etc. 5. Enforced low standards of living, as a result of unemployment or under-employment created by discriminatory hiring practices frustrate the individual who has ability and/or preparation qualifying him for profitable employment. Frustration may result in low morale, deterioni-tion of acquired skills. Cost may also be reflected in the destruction of usual incentives for acquiring skills. 6. Hiring specifications or practices which excludE occupationally aualified workers from employmeni for reasons based on race, color, creed, or national origin, enforce unemployment or underemployment. The Nation as a whole loses through lower national product and income. Costs Employer L. Costs to Community 5. Costs Person Discriminated Against 6. Costs Nation 14. In the. "Employment Act Origoilgress declared that it is th'e "continuing policy and, responsibility, of the 'Federal Government.. to coordinate and utilize all its plans, functions, and resources for the purpose of creating and maintaining . . conditions under which there will be afforded useful employment opportunities, including self employment, for those able, willing, and seeking to work, and to promote maximum employment production, purchasing power." Full employment means opportunities for employment of all persons legally eligible for and seeking employment. Under-utilization of either actual or potential skills is a barrier to full employment. 1. Responsible for equitable service to all groups in the populatioriTTFIST-Ei poliCies of the Federal Government which have to do with employment. 2. Obligated to the individual worker to refer .him to a job which best utilizes his highest actual or potential skill. 3. Obligated to the individual employer to fill his orders by referring workers who are best qualified to perform the job he wishes to fill. To achieve the objectives outlined above, the USE5' adopted the following policy on January 25, 1946. 1. To provide non-discriminatory-service and to promote equitable opportunities for all workert in the population. 2. To make a definite and continuous effort to persuade all-employers with whom it eAablishea relationships to eliminate non-performance factors from their hiring specifications. 3. To accept all orders containing discriminatory specifications and make- an earnest attempt to remove discriminatory specifications, when those specifications affect the employment opportunities of available workers. To make referrals on the basis of occupational qualifications without regard to discriminator specifications. II- Policy of the USES ?it Let's Look at the NaioilaI, Policy of.the united ,State,, A. -National Policy of the United States— 1. Full Employment for All Purposes 2. Under-utilization B. Responsibility of TJS 1. Scope of Responsibility 2. Responsibility . to Applicants 3. Responsibility to Employers C. Policy of PSES for Service to Minority Groups - 6- :Workbook contains faller explanation which may be read later - highlights are covered here. Policy for service to minority groups hadits origin in the Wagner-lieyser Act establishing the USES. Among other provisions, the act stipulates "It shall be the province and duty of the Bureau to promote and develop a national systerri•of-employ-ment offices for men, women, and juniors who are legally qualified to engage in gainful occupations." This includes all applicants. June 25, 19/41, Executive Order 8802 "Reaffirming Policy of full participation in the defense program by all persons regardless of race, creed, color, or national origin and directing certain action in furtherance of said policy," was issued. On May 27, 19/43, an Executive Order "Further Amending Executive Order 8802 . ." was issued establishing a new Committee on Fair Employment Practice and assigning certain responsibilities to. Federal agencies in furtherance of the government's non-discriminatory policy. An agreement was signed by the Chairman of the new committee on Fair Employment Practice and the War Manpower Commission whereby the responsibilities of the USES in Dartherance of the policy were clearly defined. Lifting of wartime labor market controls and the shift froni war employment after VJ Day reduced the coverage of the President's Non-discriminatior. Order 8802, a.s amended by 9346. USES res"ponsibil. ities under the order became less of a consideration in the solution of problems of employment discrimination. A policy for postwar operation of the USES in reference to employment discriminatior was established in January of 19i46. One product of the present policy is the opportun. ity for a worker to try and sell his skills, in keeping with the American tradition. The empIayetl in making his selection, elects to hire whom he pleases; but.oualified workers whom he may have said he would not hire can decide whether or not they wish the opportunity of "selling themselves.' D. Development of Policy 1. Wagner-Peyser 2. Wartime Policy 3. Second Executive Order L. After VJ Day E. Tesult of Present - Policy _Before taking up specific local office functions,-look at some of the barriers which tend to -keep members:of .minority groups out of jobs. BLACT.50ARD//// As these points are brought up, list on blackboard. List should • Idok like this: A. Tendency to generalize B aidespr ead Mis info rmat i on 1. Occupations 2. Health problems 3. Aptitudes L. Physical capacities 5. Work habits It is'much easier to generalize about groups than to pay attention to the particular characteristics of each individual . . Examples - "Redheads have hot tempers.'" 'Fat people are jolly." "Government employees are loafers." "Negroes are dirty." Clearly, this is sloppy. thinking, for no two people are exactly alike--even within the same family, let alone the thousands or millions of members in the groups we: are concerned with here. Erroneous generalizations are more apt to be believed when they concern groups with which we have little face-to-face experience. Gan prali za ti ons about minor ity groups often characterize them as poor workers or unfaithful employees. Such generalizations as constitute a barrier to the employment of minority group workers are really pitfalls for those who believe them. The error of these generalizations must be understood by employment service personnel *ho share in the USES responsibility for equal service to all groups. III. Barriers to-FAmploymnt 1\dor:ers .f rom • TdTnority Groups A. Tendency to • Generalize I. Generalizations Often Pitfalls //// DISCUSS //// Based on the tendency to generalize there is much misinformation, concerning worker ability and capacity iof minority group members. Let's look at some popular misconceptiops for two. purposes: 1. See if we have this misinformation; and if so, correct it in our own minds. 2. Be able to recognize misinformation, which a person controlling work opportunities may have and be prepared to correct it. B. Widespread Vis-info rmation 1. Occupations 'Some people think that certain minority groups iare inherently limited in actual capacity to specific occupations. For example: Chinese laundrymen; Irish policemen; Negro cooks; Jewish tailors. Cartoons, comic strips, and popular songs often contribute to this misconception, Actually, minority group members can perform as successfully in as many occupations as non- minority group members. Concentration of minority groups in some selected occupations is often a result of employer discrimiration in other occupations--not a lack of capacity. Susceptibility to disease attributed to a specific minority group may in reality be not a group characteristic but the result of low income, hence poor environment, diet, medical care, etc. Some people think that workers from a particular minority group are more susceptible to industrial diseases than are other individuals. There is no proof of susceptibility of any national or racial group to industrial diseases to a greater degree than other groups. Manufacturing processes; exposure to dust, fumes, acids, and similar hazards are equally dangerous for all workers. Inconsistency of this "susceptibility" misconception is demonstrated by preference being given in one place to workers who are excluded for this reason in another. There is a widespread belief that certain groups have a high mechanical aptitude as a group. Example: Germans On the other hand, Latin Europeans, Mexicans, Indians, and Negroes are often regarded as groups having low or no mechanical aptitude. 2. Health Problems a. Industrial Diseases 3. Aptitude (Mechan- ical) Discuss Others - 9 - L. Physical Capacities (Temper- , ture Tolei-ance) Discuss Others 5. Work Habits 6. Work Habits Are Individual Traits lOur wartime experi,(Fqre provided ‘ntimeroils,..instances wher,e ,inombers of 4.-,he groups sêrved 'as machinists, tool makers, die makers, tool designers, and as leadmen and foremen in tool shops. Their success which is well authenticated served to disprove, the notion that mechanical aptitude varies by races or national groups. Ability to stand heat or cold has been given as a reasor fo—r sel€77ting w.orkers" from a particular groupcfor some kinds of work. Example: . Negroes are supposed to be able to -6-t7ETI-7ot, dirtywork better than other groups. Our wartime experience with Negroes building the Alc4m. Highway under conditions of extreme cold in Alaska, and 'White soldiers working and fighting in -the tropics disproves relationships of race to ability to stand temperature extremes. .' . , ote: Exhaustive test by the Army to find methods by which individual temperature tolerance could be determined led to the conclusion that the best 'indication of temperature tolerance was just to ask a person what his preference was. Large numbers of Negroes performing hot, dirty work seem logically the result of limited oppor- - tunity for more desirable employment. Lazy, careless, undependable, slovenly, and other terms have been 'accepted in some cases as descriptive of the work habits of various minority groups. In some communities, Italians are regarded as a lazy group of people who prefer some form of' . public assistance ,to s: employment, yet rare :found performing the hardest work in the community Quite often.,J., is :found that the group whose opportunity. ).'s mos.t restricted in a community is also said to-have the least desirable work habits. Are all the people that i.Q11 know vigorous, ambitious, hard driving, sincere workers? Of course not. Such characteristics are' individdal traits. Likewise lethargic, slothful, dilatory traits are individual traits, and are found in some members of every group. There are lazy Negroes and there are lazy whites and there are energetic Mexicans. These: things we must keep carefully in mind. 10 IV. Selective Placement 'Our Selective Placement approach for the handi-lcapped has tat07775 to regard each applicant as an individual and to evaluate carefully his abilities and capacities when making aITc-ement. -----7- 1. We evaluate a physically handicapped individual's skills, capacities, and abilities and place him on the basis of what he has. 2. We have learned not to think in terms of "all people who have lost one arm make good watchmen;" "all blind people should make brooms or run Government counters." Experience has taught us that one-armed people can perform a wide variety of jobs and that their placement depends upon the total pattern of skills, knowledge and ability, education and training, physical capabilities, work history, and interests. 1. Apply Individ- rNe should apply the same "individualized" approach ualized Approach in giving service to minorities. to T\l_norities We should select and refer an individual minority group member after an evaluation of his skills and 'abilities and place him on the job that uses these labilities. Summary 1. Avoid Generalizing Avoid generalizing-, from one experience. It must be emphasized in summary that we should never generalize about groups of applicants in such thinking as: "All Negroes are" or "No Jewish person can" or "All Mexicans are" 2. Evaluate Each Individual's Capacity 1 hour, 15 minutes to here Rather, we must evaluate the capacity and skill of each individual applicant and place him on this basis. We must not be too much influenced by a limited experience we have had with Italians, Negroes, Catholics, or blondes. Don't attribute one person's traits to all other people who look like him (or her). RTJsTr7777 We have developed some background which will help us andorstand why some workers may not be- hired on the basis of their ability and qualifications° We know the USES policy requiring that applicants be referred on the basis of their qualifications. At this point we will relate what we have discussed to functions performed in the operation of a USES office. Vr. Reception The manner and skill with litich the receptionist performs his or her duties often sets the tone for the applicant's impre9sion of the entire office. lit recep-,laaists 'provide full and complete services to Ell ///7 ASK t/d A. Importance of Reception 'applicants. B. In Mat Ways i.ht a Possible answers IR-entionist 1. Not routing applicants to proper occupational or industrial division. • Dibccimination? •••••••••••• Example: Sending all Negroes to domestic or unskilled division without questioning to determine proper occupation. 2. Address minority group members by different form than allowed with other applicants. 3. Provide service out of turn - take minority people last C. Summary 14. Not provide full and courteous service to minority groups. 1 1 (Tone of voice, manner, full explanation, etc. 5. Seat tinority group members in back of room. !Receptionists should therefore be alert to see Ithat they - 12 11, 04%lersttl.bn all applicants to determine proper occupatiom,1 group and route them correctly. 12. Address all applicants by the same form. 3. Take care of people in turn. 4. Provide full and courteous service to all applicants. 5. Arrange seating in comparable fashion for all. lin other words, provide the same reception servicc, Ito minority group applicants which is provided fol. 1%11 applicants. - 13 . VI:-ApplIcatiOn Taking ilil ASK /ill In What. -;ays ioht an Application Iritervi ,,Arer Show Liscriminat,..icn? B. Summary Possible answera: ! 2 . ile .B3nfailUre to obtain full information concerning occupation and abilities 2. By 'talking down to' or showing a feeling of resentment which prevents complete exchange of information in the interview: By failure to classify properly a. Not give as many additional classifications t. are warranted.' b. Classifying according to available opportunities rather than skills and abilities. L1., Recording irrelevant or disparaTing comments on application card. Application-taking interviewers should apply to minority croup applicants the same principlcs and techniques of interviewing which they apply to ail'applicants. They must: 1. Obtain and record complete information 2. Assio;n proper classifications 3. Provide necessary information VII. Order Taking A. flow to Recognize a Discriminatory Order 114 ha;ve discussed discriminatory specifications in the abstract,-let's stop and see if;' we would, know such a.. _spec.ifi.cation if we saw one. •. • I. Often Stated • 2. Often Veiled C. What to do When an Order id-Placed Containing Discriminatory specifications? 1. Sp.cial Condition ,.. The person placing the order may make a definite 1 , ,statement. such as: "don't send us any Jews" .".1!11,take only whites, of course". so you don't send me any foreiqners" ' "I require a birth certificate for all my employees" Some specifications are veiled and require a knowledge of other factors concerning an employer hiring practices before their discriminatory effects are discernible. Examples are: second-,generation Americans, someone our customers won't 'object to, I prefer a Scandinavian type. that the inclusion of such specifications in an order is a practice acceptable to and encouraged iby the public employment service. '- 'Tne person taking the order records the employer's ispecifications, including those which are dis-lcriminatory. Before completing the conversation with the employer, the order taker will infope, him that workers referred to him will be selected on the basis of occupational qualifications. No further reference to the discriminatory specification is required except under one condition. Nhen the order taker is the interviewer responsible for the employer's account and knows that members of the group discriminated against by the employer's specifications are available and qualified for referral on the order, an effort should be made to secure removal of the discriminatory specifications. Steps in this process will be explained later. (VIII - How to persuade employer to remove, specifications.) P. Lea,ding Questions to be Avoider , ) • . lIt is never necessary to ask an employer if he prefers gentiles, Protestants, native born, or !whites. Such questions suggest to the employer //// ASK //P D. Who Contacts Fmriloyer in the Interest of Removing Discriminatory Specifications? Degindent upon the circumstances concerning a particular order, what staff member might visit or telephone an employer to persuade him to remove discriminatory specifications? 15 /// ANSWER /II Interviewer handling account Office manager Veterans Employment Representative Employment Counselor 1. Determining factors i Skill in handling this type of problem and items 1, 2, 3, and 5 in Section VIII below apply here Save -rOup refer to; Case No. 1. •- Order Taking p. 5 in Workbook An interviewer in the Tiltonville office was completin,-2 an order for a bookkeeper when the employer, the manager of a local advertising firm, said, "and I don't hire any Jews.n Shculd the interviewer attexrpt to persuade him to eliminate the specification? /7/ AV SIAER /// ( get from group ) Not at •this time. The employer should be told that selection will be made from available bookkeepers and the applicant(s) meeting his occupational qualifications will be referred to him. 111 ASK What reply would you make if the employer asks how soon you can send ollle one out to him? /11 AN SVvER ( get from group) Explaih usual time factors involved in making a referral and assiire him that every effort will be made to give him prompt service. (There is no reason to delay servicing an order because it contains diScriminatory specifications, If workers are sent • that thc employer has specified against, there may be a delay in hirin?., but that is the decision of the employer.) VIII. Now to Persuade Employer to Re' ove Discriminatory Specifications A. Decide on Telephone or Visit -16- Now.we:will discuss ways of persuading employer to remove specifications. It is first.necessary to decide whether the attempt to persuade the employer will be made by a telephone call or by a personal visit. B. -Factors Involved /77TAsK //// .V.4hat factors are involved in making this decision? Possible answers: • •. 1. How long it will ,be before it is possible to make a visit. orkload of available staff members. 2., Relationship existing between office and employer. Is he an "old" customer -- one 'they would have had previous dealing and good relationships with? 3. Importance of employer in comnuniiy employment. 4. Availability of staff to make'visit. 5. Difficulty anticipated in persuading. 6. Distance - location. 1. Recommended Once the decision is made as to who is going to Sequence of contact the employer,, a course of action has to Steps be determined. The steps outlined here apply to either a telephone or visit contact. / CNBLIXKBOARD (underlined words) //// 1. Explain to employer why you are contacting him. 2. Examine with him his reasons for specifyi4g agairst workers from a particular m-oup(s). 3. Using techniques and resources provided by the employment service, try to overcome the employer's objections, (records of qualified applicants excluded by the employer's specifications - labor marloat data, etc.) livhen warranted, secure outside assistance. NOTE- a full explanation' of thisstep will be provided later. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 17 — VOTE TO ITSTRIJCTOR The following cases are arranged to show various methods the have proven .successful in actual situations handled by local offices. It 'is important to explain that the method selected to use in a given.case should' be-chosen with a careful regard for the factors peculiar to the ease. Some a combination of methods is required-to meet a given situation. Trainees should 'be encouraged tc suggest Lethods from their—own experience. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Case 2. Jim to persuade employers to remove discriminatcry specifications - p.5 in Workbook.: (Read aloud, or have one ofcroup read.) A firm manufacturing metal traimming placed orders with the Villside office for a SIIVAE SPINLLE DRILL.-PRESS OPERATOR and a RECEPTIONIST II. The person placin the order said. that the company distributed its product through floor coVering.companies in se'Veral cities but handled local retail sales at the factory. For this reason the receptionist would have to be a white gentile girl, since it was not good business to put a Jewish or Nero girl in aposi-, tion where she contacted the buying public. White machine operators were preferred. The order was taken by an interviewer not responsible for the employer's account The company was an important 'employerin the community. When the files were checked, it was found that a Nep:ro drill press operator met every requirement in the order except the specification referring to race. ,Several 27irls were called in for interview on the Receptionist job and 'it was found that of those whose cards had been selected for call-ins, two were Jewish. Mat steps should be taken by the interviewer responsible for the employer 's account- at this point? /1,7121t underlined items on blackboard/ 1. Call employer The interviewer calls the employer and outlines the occupational qualifies, 'tions of the applicants available for referral, makinT note that 'some of, the applicants do not conform to the specifications of creed and race, hence the call. 2. Learns employers reasons for specifications Interviewer seeks to learn if the employer's rejection cf certain croups is based on a. attitude of employees or unicn b. unfavorable experience -.work habits, competence, health, ete.) 1. inhis own use of minority croup employees 2. experience of another employer(s) c. lack of precedent in coilmunity, industry, or firm d. tradition -.-established company policy e. customer reaction - actual or merely anticipated f. personal attitudes 18- Sales approach usin employment service aids a. .point out significant qualifications of,.applieants specified against. b. review labor market information (if approaching strine-ency, show advantage of drawing froM total available supply. If new plant, .. show number and skills of minority group workers. Indicate numbers currently employed in similar activities). c. cite successful experience of other employers (if possible in the same or related industry and occupations). d. point out advantage of removing specifications - company will be • able to increase opportlinity to selectwell-qualified workers. e. our policy and reasons for it. As a public, tax-supnorted.agency, it is our policy to give impartial service to all employers and all applicants, thereby offering each employer the best available selection pf workers. The decision to accept referral is the applicant's - the decision to hire is the employer's. Consequently we are asking that all applicants referred be given consideration on the basis of their occupational qualifications. Note to instructor Under 3, sales approach, traineE.s may su:gest methods not outlined here: •The group should be asked to evaluate sugestions made so that the best mEthods will be identified. These methocs should be referred to when applicable in the succeeding cases. * * * * * *•* * * * * * * * * * * * * * * * * * * * * * * * * * * * *.*.* * * Case 3. Use of outside assistance-p. 6 in 'vorkhook A firm manufacturing men's work clothing and uniforms placed order with the Brunchville office for production worke rs in several departments including several: single-needle power sewing machine operators. The manager explained that he could not hire heroes because he was sure that they could not keep up with his production standards since they did not have sufficient finger dexterity. In this case the interviewer deci6ed that a demonstration would be more effective than discussion. Cooperation of another a.::ployer in the garment trades was secured and a plant visit was arranTed for employer A. Employer B, used Ne'roes in the occupations under question and was willing to show employer. A. production records at the end of the plant tour. As a result of this experience, employer A. withdrew the discriminatory specifications from his order. / Question / What other resources outside the employment service might be used to sell the employer on relaxing his discriminatory speciiications? /-777inEwer / I. Arrange for employer to visit training school and observe trainees who are members of group(s) discriminated against. 2. Arrange conferences with recognized experts in (medicine,:produrtion, publfc relbtions) a position to gie employer positive irrfo.rtation regarding invalidity of objections. Ncte to instructor • :Cases fbtirhraUgh'seVen may be used to illustrate thb-more :common objeCtions offemployers't6 various 'minority groups. Answers are drawn From infoi4mation provided in connection with cases two and three as it applies to the specific situations presented. Read the cases and questi.o.ns4 arid ha*,,' the- /-611p supply the tinswers. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Case 4, Balanced shop - p. 6 in livorkbook In explaining. thy he hEis placed an order specifying non Catholic workers;' an employer states, "I try to keep.a balanced shop here with half my workers Catholic and the other half Protestants., 1, now have,a:majority-of:CatholicS and want to fill my present vacancy with a Protestant in order to help retain the balance. 1i hat would you tell this employer? 'tie do not record religion of applicants on application cards. Vie. are prepared to send him any available applicant meeting the occupational qualification he specifies for the opening he has. In unusual cases where religion may actually be an occupational factor, we would make an. effort to secure a. properly qualified person. dase.5, Inability to stand cold - p. 7 in VVorkbook The 'iestside Refrierator Company, operators of a' cold storage plant, places..an order with the .office for two hand truckers. The employment manager said, can't use Ne'roes for this job because they can't stand the cold. I hired one once for this same kind of work and he didn't work out. He cauTht a bad cold and quit after a week. •• That points would you make in trying to get this employer to remove his discriminatory specifications? .f. A1‘. S vi,ER /il 1. Point out that physical endurance of temperature extremes is an individual rather than racial characteristic. 2 Cite example of Negro troops working on Alcan Highway. 3. If known, give examples'of other employer.s using Negroes in similar work. L. Tactfully point out the limited experiences on which the conclupion was based. 5. Others from List. 6. Point out that 90,/,, of employees in "freeze departments" in meat packing are Ne-roes. - 20 - Case 6, Religious specification - p. 7 in aorkbook The Acme Super Market places an order for a Meat Cutter. The mana-4.er who calls the 6ffice to place the order states that he can't'hire a Seventh Day Adventist, because they can't work on Saturday, and Saturday is his busiest day at the meot counter. . Is such a specification discriminatory (give rason why or why not)? If so, what 'would you do? /// Ah SVVER 117 This is not a discriminatory specification, since attendance at .work on -Saturday is .a job requirement. Case 7, Threatened cancellation p. 8 in Workbook . In the course of a telephone conversation with an employer in which the manager of the employment office is trying to get him to remove discriminatory specificap tions, the employer threatens to cancel the order unless we will send him the kings of workers he wants. lithat would you, as manager, say to him? /7/ Ai,SER /// IA19 have every desire to service the employer and appreciate his use of our service. Vie would like to have an oppertunity to go carefully into the matter with him. In the last analysis we wou10 indicae that we must abide by our policy of referring workers on the basis of their qualification without regard to their race, creed, color, or national origin. Section VIII continued C. Promotional Program In support of action that may be taken to influence irdividual employers to hire on the basis of occupational qualifications, a continuous program promoting community-wide acceptance of I the principle is necessary. Trade associations, Chambers of Commerce, etc., have been encollraasred in some communities to develop policy statements for the organization 1 encouraging members to hire without discrimination Institutes, forums, and clinics have been held 1 covering such subjects as 1. EmplOyer Groups a. DiscussiOn Groups How minority groups can be integrated in work forces Cost of discrimination in employment Full use of local labor supply 21 - E.S. Public Relations .EMployment Service representatives appearing :before these groups should be alert to opportunities to present the need for hiring standards based on occupational qualification. 2. Tpewspapers Eight run stories describing minority people with unusual work records. Stress accomplishments, not fact that person is member of a minority group. Examples: "3,000 hours of work,, never absent" "top production record" "receives safety, production, etc., award" pictures help On Employment Service programs, interview leading business men and other community leaders on successful use of minority Froup workers. In profxrams where workers-participate, include workers from rrinority groups. Have been encouraged to sample membership opinion regarding use of sales people who are members of minority groups. Results have been furnished employers. (This has also been done with Women's clubs, etc.) 3. Radio 4. Consumer Organizations 5. Cooperation With Other Agencies in Conzunity Note to instructor Urban Leaues„ Jewish Community Councils, Yayor's Committees, and other community aFencies often b,ve active programs directed tcward the elimination.of discrimination in employment. The organizations in the community served by the local office should,receive the cooperation of the office in planning programs, providing speakers, furnishing labor market information, and in other ways consistent, with agency community relations programs. Get gr6up thinking on adoi.tional promotional ideas. Discuss agencies in the community interested in similar prop:rams. •r -23- c. Find out if workers object and why they object. d. Present reasons why workers should not object. (May take more than one meeting.) e. Get key people to take back information to others in plant. 2. Leaflets 2. Might have leaflets distributed in plant. Prepared possibly by civic groups and slanted toward specific situation. Case 9, Discriminatory lay-offs - p. 9 in Workbook A Mexican worker rho has been employed in the local ordnance plant for one-and-a half-years comes to the local office and complains that he has been laid off in violation of seniority rules in the union contract. He wants the employment office to intercede for him, since he feels that discrimination was shown in his lay-.off. What action would you take? /77 ANSlivER I/I Explain that his problem was one for his union. Case 10, Assistance to employer - p. 9 in Vvorkbook An employer has placed an order with the local office in which he explains that he will hire only white. The Employer Relations Representative who handles his account goes out to his office and discusses with him the advantages of eliminatinl this discriminatory specification. The employer finally agrees to hire either Negroes or white workers but said, "I'll need some help in integrating them into my work force." lhat kind of help is the employment office prepared to give on this problem? Who, in the local office, has the responsibility for providing this assistance? II/ AgSVIR /1/ Plans for the integration of minority group workers in work forces are available in some local offices - may be secured from headquarters on request. Employer Relations Representative, handling account, is responsible for providing assistal4ce. May secure aid from supervisor, manager local, State, regional, or headquarters staff responsible for Minority Groups Program. - 214 Summary We have agreed, then, upon several devices lor techniques to help persuade an employer to remove discriminatory specifications. These I are: These techniques are not mere theory, but have all been used by local employment offices and persuaded employers to remove discriminatory specificati ons There is no one answer to this problem. We have discussed here several techniques and devices. Each interviewer and local office .will, however, continue to try new techniques. Through exchange of experience it is hoped that we can improve our ability to persuade employers to remove discriminatory specifications. 1.• Bsie'd on Experience Note: Read list from•blackboard • 2. Constantly Improved Techniques - 25 - Remember our policy is to select without regard to discriminatory specifications. (Emphasize selective placement approach - page 10.) Same principles of selection-for minority groups as for all applicants - select person who best meets the employer's job requirements, disregarding discriminatory specifications. Much of the success of carrying out our... program for services to minority groups is dependent unon the.selection of workers •to fill orders. Persons making selection must select workers on basis of qualifications and ignore discriminatory specifications. X. Selection A. Same Principle as 1. Importance of J.ob of Selection • .• . ' •.• • • • • • • • • 0 I • • • • • • • • I 01, •• 0 • • • • • 0. • • • S • • • • • • • Note to Instructor Cases 11 and la present 'some of the problems which arise in making selections - be sure that all the points provided in the answers are thoroughly discussed. Case 11 - Greater Requirements - p. 10 in Workbook Frilly-Frocks Inc., were sold.on the use of the Employment )ervice for staffing all of their stores in B. City. Their first order was for a Stock Girl, women's apparel 9-5901. The order specified "'hhite." Several Negro girls with recent experience meeting all the occupational requirements of the job were available and brought to the attention of the company. They said they would hire a Negro girl for this job if she could type 45 words per minute and help prepare statements in her free time. /// ASK/// That would you as an interviewer do if this was your account? Would not comply unless same requirement is made of all applicants. Some interviewers feel that an employer who discriminates in his hiring may accept workers usually discriminated against, if the worker referred is a "bargain" providing him a great deal more in qualifications and performance than would be usually available for the job and wages offered. In making such a referral the interviewer is automatically down grading the applicant and denying another employer the pozsible services of a worker actually meeting the employer's needs. Ultimely such a referral, if resulting in a placement, would be unsatisfactory to one or all of the parties concerned. - 26 Case 12 - Balanced Referral. - p. 10 in Workbook The Ajax Highway Engineering,Company placed an order with the Norris City office for ten Concrete Screeders 9-32.31. A check of the files showed that there .were many. white and ,Negro laboi'ers qualified for referral. /// AS K //7 Should the interviewer making referrals try to send out a certain percentage or "balance" of Negro and white workers? /// AN SW R /11 There is sometimes a tendency to fix proportions of applicants from minority groups who may be referred on an order. Referrals based on qualifications for a job avoid the proportion consideration. In this case, many offices start alphabetically through the file, select the first .1n applicants who meet 'the qualifications, place a marker in the file, and start selection for the next order from the marker. In cases where minority groups are served in a separate division, the order should be run simultaneously through both files. We shoul6 not hit "z" in one file before starting on "a" in the other. - 27 - All workers should be given as complete inform tion as possible regarding jobs to which they are being referred. This includes information on discriminatory specifications where they exist and the applicant is identified with the group discriminated against. XI. Referral A. Inform Applicants /7/ ASK /// Should Interviewers Attempt to Influence Applicant to Accept Referral? Opinions vary. In the last analysis the decision rests with the applicant. We give him the facts, he makes the decision. /// ASK /// C. Assumption of Existence of Problems _ Referral is offered when in the judgment of the interviewer the applicant is qualified to perform the job. Policy of the USES is to refer workers to jobs for which they qualify without discrimina- tion. There is no basis for an assumption that every applicant who is a member of a minority group is an employment problem. Consequently there is no reason that all members of minority groups should be exhaustively interviewed with specific reference to the subject of employment discrimination and how they, as individuals, may best overcome it. Patronizing, over-sympathetic, antagonistic, uninterested, or other unprofessional attitudes on the part of the interviewer create problems. In instances where the applicant is sensitive, immature, or emotionally unstable - in need of counseling - the interviewer may easily perform a disservice by attempting to discuss any phase of the question of employment discrimination as it relates to the applicant, employer, or USES. B. What Facts Should the Interviewer Give an Applicant Discriminated Against by Specifications on ail. Order? There are cases where on request from the applicant or at the discretion of the interviewer, facts in addition to those usually furnished any applicant may be provided. (Others may be suggested by group. / List kiditional Facts / Experience of other applicants referred under similar conditions. D. Applicant Reaction E. Facts in Addition to B Above 28 -' Summary of the efforts the ES would make to secure consideration of the applicant by thenal01.4!pr..' Stress. No applicant is -guaraiteed-ajob as a result of a referral. Along with ES efforts to secure consideration of workers on the basis of qualifications, appli- cant has a responsibility in his own behalf. Point out community resources which may assist the applicant in securing consideration for employment. Acquaint applicant with information of other persons from the same group performing work similar to that to which he is being referred. Suggest correction of any noticeable characteristics of dress, speech, manner, etc., which would operate against any applicant. Give complete information on all aspects of the job, including advantage it will offer the applicant. Particularly important as "refusal to hire" because of race, creed, or color, is, in the eyes of the USES, "discrimination." This an-ones in cases where the order does not cmAteln uiscriminatory specifications but there is re,ason to believe that the employer's hiring practices are discriminatory. F. Urge Applicant to Let UP Know ;he R(-,:ult of usrntervw With triEmp1oyer • • . . . . . . . . . 0 • • • * • • • • I • • • • • • • • • • • • • a • • • • • Note to Instructor Case 13-- Advice to Applicant p. 11 in Workbook A 'Chinese applicant called in for referral to a job where the employer has said that he will not ire "Orientals" says to the interN5.ewer, "I don't know whether to go out and apply *for this job or not; what do you think I sh..)uld do?" Itihat advice would you, as an interviewer, give him? 17/ ANSWER 1/7 No advice. The decision to accept or reject referral rests with the applicant. Our role is to supply _information which will provide the applicant with facts needed for his decision. •• • Important. In,no way, by inferehoe or otherwise, should we attempt to encourage the applicant not to accept the referral. - 29 - S Case 14 - Call-in - p. 11 in Wor',Jbook A local office received an order from the Bartman Company for a Bookkeeper in which the employer stated that he would not hire Negroes. After unsuccessful attempts to get the employer to remove this discriminatory specification, the interviewer searches the files and calls in two appliceats who best meet the employer's specifications. One of them is Edgar Brolua, a Negro. In the course of discussing the job, the interviewer informs Yr. Brown that the Bartman Company has said that they will not hire Negroes. Mr. Brown is extrmely irritated, and replies, "Well, why did you call me in here to tell me-about the job if the employer won't hire me? It's been a waste of tine for me and is getting me anywhere." If you were the interviewer in this case, what reply would you make to Mr. Brown? /777ATsv,IER /1/2 We called Mr. Brown in because his applicEtion card showed he had a background qualifying him for the opening. Our policy is to refer qualified people without regard to employer specifications of race, creed, color, or national origin. While the discriminatory specification indicates a possible lack of consideration of Mr. Brown by the employer, it is not proof that he will not get the job. Cite irstance's where applicants have been hired under similar conditions. Case 15 - Repeated Referral - p. 11 in Workbook In the above case, if Mr. Brown had accepted referral to the job, gone out to the plant and come back to the office to report that he had not been hired, should you then make a particular effort to send him on a job where you are sure that he will be accepted? ihhy, or why not? /// ANSWER /7/ We do not guarantee employment as a result of referral to any applicant. We will contipue to refer Mr. Brown to jobs for which he qualifies. He may elect to accept referral only on orders containing no discriminatory specifications. • 0 0 • & • 0 • • • • • • • • • • 0 • • • • • 0 • • • , • • • • • 0 • • • Summary 1. Follow Policy Selection and referral interviewer must be particularly careful to select and refer on the basis of qualifications, without regard to discriminatory specifications. 2. Inform Applicants In referring an applicant to a job where the employer has specified that he will not hire a member of the applicant's group, be sure to inform the applicant of this fact. Avoid influencing his decision. - 3 0 - As with all activitiesof_he lOcal,office, our responsibility in 'providing Employment Counseling is to insure members.of minority groups receiVe:thesame•service as do other applicants. 4prop0.ate:placement,i of an individual either by. immediate•ieferral:. to a job or a long-range' plan- for .qualifiCation is the objective of employment counseling. The counselor who sees in each applicant a challenge to his professional skill and ability will: Regard minority group applicants as. individuals as well as other apiolicants. Act on established facts avoid being trappe by misconceptions. X11. Other Activities A. Counseling and Selectiveilacement . 1, Professional Attitude Add to list from group discussion 2. Exchange of Information 3. Community Hiring Patterns 4. Cooperation with Other Agencies B. Special Service to Veterans Since the counseling process consists of. an . exchange of information between-the applicant and the counselor, factors operating against a free-exchange prevent full service to the applicant. Applicants may sense in the counselor disapproval, dislike, patronage, antagohism, or some other undesirable attitude.. Reluctance to talk freely with the counselor is the result. In working toward a placement, the conscientious employment counselor will be guided by what 'the applicant has to offer rather than by community hiring patterns which seek to deny the applicant employment, (Relate to VIII-Haw to .Persuade " Employers :to Remove Liscr,i:minatory Specifications. Activities plainned in cooperation with other agencies should include agency's specializing inserving minority groUps. (List in 'Cork-book - develop' local liSt) In the establishment of Advisory Committees, minority interests should be represented. Legislation establishing USES responsibility for service to veterans (Servicemen's Readjustment Act Title IV-4Yagnerd.,Peyser) includes all veterans. - 31 •• 1 Veterans status entitles an applicant to: 1. Service performed solely for veterans. 1 2. Preferential attention for services given all applicants'. These services are accorded to veterans without regard to their race, 1 I. creed, color; or national origin. 1. Objectives j Prime objectives of service to veterans are: (a) effective job counseling and placement 1 - service (b) information on services and benefits: (0) stimulation of employer interest in employment, working conditions, and advancement of veterans. These require that techniques for meeting problems affecting minority group applicants be underscored and applied to service to veterans who are members of minority groups. Consideration of problems affecting veterans from minority groups should beogn1.7.ed as an integral part of all pror:-:%,1x1 cpc,rated or Planned for service to velA3rans. We have made brief mention earlier concerning the recording' of information but now let us look in summary fashion at what we record. Record - discriminatory specifications. What are some specific entries? Enter discriminatory specificetions under "miscellaneous requirement" on face of order form. On back of order form under "action summary," record action taken to remove discriminatory specifications. Use continuation sheet, if necessary. On the back of the application card in the space for "Remarks" in the referral record, note date applicant was refused for discriminatory reasons. 2. Program C. Recording Information 1. Order Form Inhere to Record 2. Application Card (Employment Record) 32 Discriminatory orders are reported under tho heading "flacement Service" of the kanager's Report of Local Office Activities, - (USES 2C9A). Local offices situated in labor market areas for which headquarters requires a Labor Market Developments Pport (USES 234) xill,all provide infarmation on dismin&tOry orders. On 2C9A, other offices will pro;Tide the infor-maticn.J.,f required to, do so by their State office. For statistical purposes a discriminatory order is efined am follows: an employer order con-tai,Ting hiring specifications rtJi3Lina, to race, religion, national origins or cit±zerishp on which the local office has made one or more referrals. D. Reports , Discriminatory Orders -33- Summary . • I. Responsibility for W ,V - been - conc er 41(1 with the responsibility ..• • Service Of:the Lmpioytont Cr ice, as a public agency, for providing eq.1%1 51- ice to every work appli-cant.and enlpioyer. Oust as a wirer has #..11.6r more effort to 'swim a,mile'crossurrent does to swim the , same distance in sti 11 he Employment Service .has to. exert more ef' i_4- come appli- cants and some,employers than c,!- - give the same measure of service. I. To Minority Group., Persons covered in our definition (,f. ndnority groups face barriers to employment in jobs where they contribute most to society and to themselves as individuals. This requires the Employ-ent Service, in' the public interest, to do all within its. power to, . secure employment opportunities for members of minority groups as well as others on the basis of occupational qualifications. As reflected in performance of local office functions, the Employment Service must weigh each action to see if in: Appiicants . a. Receptiori-%' Minority group applicants are 1. routed to proper point in office 2. addressed by the same form used with others 3. taken care of in proper turn L. given full and courteous service 5. seated as are all other applicants These things are good office practices at the point where first impressions of the office are gained. • b.. Applipat:i on In harmony with established application procedures, interviewers when serving minority group, applicants should-:: 1. obtain and record all information necessary for proper clasbification and referral 2 assign all classifications warranted by the applicants' qualificatibns 3. • conduct the interview in a manner that will encourage complete interchange of information Equal asure 3L Any less than the foregoing lessens the appliCants' opportunity for proper placement, is discrimination on the part of the agency. Everyone in the office who takes employer order should indicate, to, employers placing discriminatory orders 'that workers referred will be select on the basis of occupational qualifications. It not expected that the order taker4ilf ao -any further into this subject at the time of order taking. Specifications which are discriminAtory will be noted on the order form and brought to the attention of the interviewer responsible fot the employers account. Persons making selections have a grave responsibility to applicants who are members of minority groups. Selections must be made on the basis of occupational qualification without any considers tion of the applicant's race, creed, color, national origin, or citizenship. Selection on basis of race, color, etc., is a discriminatory act on the part of the person making the selecti and is contrary to USES policy. Referrals of applicants discriminated against employer specifications are to be made after a pre-;referral interview. All facts pertaining tc the job should be given to the applicant,includj discriminatory. specifications and action 'taken to remove them. The decision to accept referra] is the applicants'. Pacts given to tfte applicant should include reference to his qualifications for the cien'iffg, experience of other applicant referred under Similar ,conditions, and such other related infor tion as will give the applicant a good picture c the situation. In no event does the interviewer advise the applicant as to his decision. In addition to working with indiVidilal employers .on the removal of discriminatory specifications .praCtices, the USES in line with its efforts to secure good employment practices in the communit must' conduct progrms to promote acceptance of workers on the basis of their occupational qualifications. Promotion sholileb., positive and utilize the best methods and media available to the office,including the press, radio, community organizations, advisory groilps, and employer visits. c. Order Taking d. Selection e. Referral (1) Factual Picture (2) 'Selling.' . Employers 35 Efforts to influence enployer., to r rove discrim inatory specifications on orders -(501,ne all "sales" techniques available to the ihtk,-viewer or person dealing with the employer. 4S,t.ILI arguments should be factual, pertinent, uri tactful. Should incorporate the qualificat!cq of the applicant(s) discriminated against, 10-market information, refutation of generalizatiln with facts and the advantage to the employer. Assistance should be given the employer in devising methods for overcoming the objection cf employeessor customers to tb employment of members of minority groups. Each function performed in the local office should be performed in accord with the USES objective of equal service to all applicants and should follow the pattern set in discussion of reception, application, etc. (3) Individual Orders f. Other Local Office