A SOLID INVESTMENT:

MAKING FULL USE OF THE NATIONS HUMAN CAPITAL

Recommendations of the Federal Glass Ceiling Commission
Washington, D.C. November 1995

A SOLID INVESTMENT:
THE VISION

MAKING FULL USE OF THE NATIONS HUMAN CAPITAL

OF THE GLASS CEILING COMMISSION A national corporate leadership fully aware that shifting demographics and economic restructuring make diversity at management and decisionmaking levels a prerequisite for the long-term success of the United States in domestic and global marketplaces.

THE MISSION
OF THE GLASS CEILING COMMISSION There is established a Glass Ceiling Commission to conduct a study and prepare recommendations concerning (1) eliminating artificial barriers to the advancement of women and minorities; and (2) increasing the opportunities and development experiences of women and minorities to foster advancement of women and minorities to management and decisionmaking positions in business. Public Law 102-166November 21, 1991 Civil Rights Act of 1991 Section 203

A SOLID INVESTMENT:

MAKING FULL USE OF THE NATIONS HUMAN CAPITAL

Recommendations of the Federal Glass Ceiling Commission
Washington, D.C. November 1995

THE COMMISSIONERS

The Honorable Robert B. Reich, Chair

Secretary of Labor

Ms. Jean Ledwith King

Attorney-at-Law Ann Arbor, Michigan

Ms. M. Anne Szostak

Senior Vice President Fleet Financial Group

Mrs. Patricia V. Asip

National Manager of Multi-Cultural Affairs J.C. Penney Company

Ms. Judith L. Lichtman

President Womens Legal Defense Fund

Mr. Henry Tang

Managing Director Jeffries and Company

Mr. Alphonso Brown

Principal Brown Consulting Groups

The Honorable Nita M. Lowey

U.S. House of Representatives New York 18th District

Mrs. Carol Cox Wait

President and Chief Executive Officer Committee for a Responsible Federal Budget

Mrs. Joanne M. Collins

Assistant Vice President United Missouri Bank of Kansas City

The Honorable Patty Murray

United States Senate State of Washington

Ms. Judith B. Wierciak

Director of Special Programs & Administration Anheuser-Busch Companies, Inc.

Mrs. Maria Contreras-Sweet

Vice President of Public Affairs Seven-Up Royal Crown Bottling Company Hispanics Organized for Political Equality

Dr. Lynne OShea

President and Chief Operating Officer Shalit Place, L.L.C

Ms. Rene A. Redwood

Executive Director Designated Federal Official

Mr. Earl G. Graves

President and Chief Executive Officer Black Enterprise Magazine

Mrs. Marilyn B. Pauly

President BANK IV Kansas

The Honorable John T. Jenkins

Mayor City of Lewiston, Maine

Mrs. Delia M. Reyes

President Reyes Consulting Corporation

Ms. Beverly A. King

President King & Wright Consulting Inc.

The Honorable Olympia J. Snowe

United States Senate State of Maine

TABLE OF CONTENTS

Message from the Chair Acknowledgements Introduction Summary of Recommendations Introduction to the Business Recommendations Introduction to the Government Recommendations Societal Initiatives Next Steps Resources

Page 4 Page 7 Page 9 Page 13 Page 17 Page 31 Page 45 Page 55 Page 57

MESSAGE FROM THE CHAIR

is a concept that cherished yet unbreachable minorities and women to the upper rungs of the The glass ceilingbarrierofthat keepsbetrays Americas mostfrom risingprinciples. It is the unseen, corporate ladder, regardless their qualifications or achievements. The American Dream is about opportunities for all. This country has drawn tens of millions of immigrants with the promise that all citizens could succeed if they worked hard and played by the rules. Yet, the glass ceiling denies millions of Americans opportunities for economic and personal advancement. Over the past 30 years, we have made great progress in bringing down barriers that prevented large numbers of citizens from fully participating in our society. Yet, the existence of the glass ceiling tells us that there is still work to be done. A phrase coined to describe the difficulties women have in rising to the upper echelons of business, the glass ceiling is now understood to be an obstacle to minorities as well. The Glass Ceiling Commission was established in 1991 to study these barriers and issue recommendations for eliminating these hindrances to the advancement of women and minorities to management and decisionmaking positions. These recommendations, which follow last springs fact-finding report Good for Business: Making Full Use of the Nations Human Capital complete the Commissions valuable work. The glass ceiling is not only an egregious denial of social justice that affects two-thirds of the population, but a serious economic problem that takes a huge financial toll on American business. Equity demands that we destroy the glass ceiling. Smart business demands it as well. The glass ceiling is intertwined with a broader set of problems afflicting Americas economy and wellbeing. During the last 15 years, virtually all of this nations economic growth went to the wealthiest fifth of American households. The United States is now the most stratified major society in the indus-

trial world, as incomes have fallen for the poor and stagnated for the middle class. For 30 years after World War II, America grew together although minorities and women did not get their fair share of the growing pie. Since 1979, America has been growing apart. Whats gone wrong? The economy has undergone profound changes: Markets have become globalized. The creation and distribution of information have supplanted the production of goods. The composition of the workforce has radically changed. And education has become a fault line dividing winners from losers. But it is not the only fault line. Discrimination the glass ceiling, in particular remains another deep line of demarcation between those who prosper and those left behind. I repeat: It is not only a matter of fair play, but an economic imperative that the glass ceiling be shattered. It matters to the bottom line for businesses and to the future economic stability of Americas families. Independent research has shown that companies that go the extra mile in hiring and promoting minorities and women are more profitable. A study of the Standard and Poors 500 by Covenant Investment Management found that businesses committed to promoting minority and women workers had an average annualized return on investment of 18.3 percent over a five-year period, compared with only 7.9 percent for those with the most shatter-proof glass ceilings. In addition, many business leaders see the demographic handwriting on the wall: Minorities and women make up a growing percentage of the workforce and consumer market. Thus, managerial talent must be drawn from an increasingly diverse pool. Many corporate leaders also realize that if companies treat their workers well, morale and productivity improve. Whats more, they know that consumers and communities also respond favorably to businesses with good employment practices. In this increasingly diverse marketplace, companies must be prepared to do business with customers, competitors and partners who are also increasingly diverse. As these recommendations suggest, if Americas businesses fully utilized the nations human capital, they would be making a solid investment. They would be doing good, and doing good for themselves.

Sadly, for millions of Americans as well as for our $7 trillion economy Americas vast human resources are not being fully utilized because of glass-ceiling barriers. While minorities and women have made strides in the last 30 years, and employers increasingly recognize the value of workforce diversity, the executive suite is still overwhelmingly a white mans world. Over half of all Masters degrees are now awarded to women, yet 95 percent of senior-level managers of the top Fortune 1000 industrial and 500 service companies are men. Of them, 97 percent are white. African Americans, Hispanics, Asian and Pacific Islander Americans and American Indians also remain woefully under-represented in the upper echelons of American business. The Commissions recommendations emphasize that government must lead by example, followed by strong commitment and leadership from corporate America. Yet, action by government and business are not enough. For real change to occur, bias and discrimination must be banished from the boardrooms and executive suites of corporate America. These recommendations build upon strategies that companies and government are already using to end discrimination. The recommendations must be seen as a beginning, not the end. We as a nation, and in particular corporate leaders, must continue to strive to overcome the barriers that keep minorities and women from advancing. We also must encourage the development of business organizations that reflect our population. The Commissions work clearly shows that breaking the glass ceiling opens avenues to the American Dream, and gives all Americans the opportunity to benefit from and contribute to economic growth. Economic gains must, and can, be shared by all. Its recommendations also help point the way for Americas growing anxious class to once again become a larger and more confident middle class. When glass ceilings are forever shattered, we will have succeeded in using our greatest asset the insights and talents of all our working people to their fullest potential. The permanent destruction of the glass ceiling will be a profound legacy we must leave for future generations.
6

ACKNOWLEDGEMENTS

reaking glass ceiling barriers in corporate America will not result from any single act or event. Rather, it will be the culmination of a process involving people and organizations from all segments of our society.

Margaret Rimson, deputy director Lisa Osborne Ross, and the Commissions executive director, Ren A. Redwood. Special thanks go to Stephen Gaskill, the writer of the report. Also to Siobhan Nicolau and Georgianna McGuire for reviewing the manuscript and to Carol Gaudin for her technical advice.

Special thanks to those individuals who, beyond their regular duties, greatly facilitated the work of the Commission. Katharine Abraham Annie Blackwell Gale Black Gary Buff Diane Crothers Kathy Curran Diane Davis Tommie Duncan Sheila Dustin Ronald Edwards Jocelyn Frye Patricia Hidalgo Hank Hoover Mark Hunker Angela Jackson Diana Johnston Paul Kaplan Cathrael Kazin Angelique Larson Anne Lewis Michael McElroy Cynthia Metzler Miriam Miller Joachim Neckere Holly Nelson Rita Pando Karin Pedrick Thomas Plewes Hermelinda Pompa Ruth Samardick Yvonne Sims Charles Smith Stephanie Swirsky Vincent Trivelli Brenda Vaughn Aaron Ward Betty Williams Seth Zinman

A Solid Investment: Making Full Use of the Nations Human Capital is also the culmination of a process, and the Glass Ceiling Commission wishes to thank everyone who contributed ideas and information over the past four years. The involvement of many people from business, government, academia, and the non-profit sector helped the Commission focus its thinking and formulate its recommendations. Many individuals gave generously to the creation and production of this recommendations report. The Commission acknowledges the dedicated work of the Commission staff at the Department of Labor: communications director Gordon Berg, executive assistant Loretta Davis, research coordinator Howard S. Hankerson, automation clerk

INTRODUCTION

itle II of the Civil Rights Act of 1991 created the 21-member, bipartisan Federal Glass Ceiling Commission. The Commissions mandate is to study the barriers to the advancement of minorities and women within corporate hierarchies (the problem known as the glass ceiling), to issue a report on its findings and conclusions, and to make recommendations on ways to dismantle the glass ceiling. The Commission undertook an extensive research and information gathering effort, including public hearings, surveys of chief executive officers, and interviews with focus groups. This work culminated with the spring 1995 release of the Commissions report, Good For Business: Making Full Use of the Nations Human Capital. The Commission now completes its work, with the release of its recommendations in A Solid Investment: Making Full Use of the Nations Human Capital. The glass ceiling is a reality in corporate America. Glass ceiling barriers continue to deny untold numbers of qualified people the opportunity to compete for and hold executive level positions in the private sector. The relationship

between glass ceilings, equal opportunity and affirmative action is complex, as the findings contained in Good for Business demonstrate. Minorities and women are still consistently underrepresented and under utilized at the highest levels of corporate America. For example, 97 percent of the senior managers of Fortune 1000 Industrial and Fortune 500 companies are white, and 95 to 97 percent are male; in the Fortune 2000 industrial and service companies, only 5 percent of senior managers are women, and almost all of them are white; African American men with professional degrees earn 21 percent less than their white counterparts holding the same degrees in the same job categories. But women and African Americans are not the only ones kept down by the glass ceiling. Only 0.4 percent of managers are Hispanic, although Hispanics make up eight percent of Americas workforce. Asian and Pacific Islander Americans earn less than whites in comparable positions and receive fewer promotions, despite more formal education than other groups. Generally, the lack of educational opportunity drastically reduces the available pool of Amercian Indian candidates and CEOs rarely consider them for management jobs. These numbers are put in

Readers should review Good for Business, the Commissions fact finding report, to understand the data supporting these recommendations

context by the fact that in our society, two-thirds of the population and 57 percent of workers are women, minorities or both. Corporate leaders increasingly are cognizant of both the existence of the glass ceiling and the value of workforce diversity at the management and decisionmaking levels. What motivates companies that have begun to take steps to break glass ceiling barriers? The bottom line. Business leaders see the changes taking place in the demographics of national consumer markets and the labor force, and the rapid globalization of the marketplace. They know that these conditions affect the ability of their companies to survive and prosper and that the existence of the glass ceiling keeps them from adapting to these conditions efficiently and effectively. The glass ceiling can affect the bottom line in other ways, too. Companies that make full use of diverse human resources at home will be better prepared for the challenges involved in managing even more diverse workforces in the emerging global economy. Companies with strong records for developing and advancing minorities and women will find it easier to recruit members of those groups. Companies whose cultures are hospitable to minorities and women will find it easier to retain those employees, or incur additional recruitment and training costs due to turnover. Increasing the number of

minorities and women in areas such as product development, marketing and advertising allows companies to maximize their ability to tap into many segments of the consumer market. Overall, a poor diversity track record can make companies vulnerable to activist consumer groups. To compete successfully at home and abroad, businesses must make full use of the resources embodied in our people all of our people. Individuals of all races and both genders are entering our workforce in increasing numbers. By the year 2000, two-thirds of new labor force entrants will be minorities and women, yet the glass ceiling prevents qualified people of diverse backgrounds from achieving top management positions. Over the past 30 years government and business have taken steps to provide access for minorities and women to all levels of employment. These efforts must continue, but business must take the initiative to go beyond what it has achieved to date. Successful companies will be those that seize the opportunity presented by increased diversity, to create a world in which inclusion is elicited and not coerced, and work to increase both the diversity of their workforces and the opportunities available to all members of their workforce.

10

THE RECOMMENDATIONS True to its mandate, the Commission offers its recommendations as a strategy for shattering the glass ceiling once and for all. The glass ceiling is, in the first instance, a business issue, and we must look for solutions in the world of business. The recommendations begin with steps businesses can take to dismantle barriers within their corporate structures. Business does not operate in a vacuum. It reflects the attitudes and conditions of society as a whole, and other segments of society must also contribute to ending the glass ceiling. The recommendations turn, then, to ways in which government can most effectively play a part in delivering for its customers the citizens by breaking glass ceiling barriers. Finally, the report discusses societal initiatives to enlist schools, the media, community organizations and other institutions in helping to bring down the glass ceiling. But the recommendations offered by the Commission can only be the beginning. There must be an open and continuing dialogue on how to move this issue to the forefront, with business leading, not following. Business to business communications peer-to-peer CEO sessions, roundtables and industry forums must play a central role in the process to break the glass ceiling.

The Commission believes that every member of our society should have the opportunity to strive for positions of responsibility and leadership, regardless of their gender, race or ethnic background. The concept of upward mobility needs to be kept alive in our culture; it is vital to our nations future. These recommendations are submitted in the belief that they will help to shatter the glass ceiling in American business and in so doing enable business to fully utilize our most precious resource our people.

11

14

SUMMARY OF RECOMMENDATIONS
BUSINESS Demonstrate CEO commitment Eliminating the glass ceiling requires that the CEO communicate visible and continuing commitment to workforce diversity throughout the organization. The Commission recommends that all CEOs and boards of directors set companywide policies that actively promote diversity programs and policies that remove artificial barriers at every level.

Include diversity in all strategic business plans and hold line managers accountable for progress

Businesses customarily establish short- and long-term objectives and measure progress in key business areas. The Commission recommends that all corporations include in their strategic business plans efforts to achieve diversity both at the senior management level and throughout the workforce. Additionally, performance appraisals, compensation incentives and other evaluation measures must reflect a line managers ability to set a high standard and demonstrate progress toward breaking the glass ceiling.

Use affirmative action as a tool

Affirmative action is the deliberate undertaking of positive steps to design and implement employment procedures that ensure the employment system provides equal opportunity to all. The Commission recommends that corporate America use affirmative action as a tool ensuring that all qualified individuals have equal access and opportunity to compete based on ability and merit.

Select, promote and retain qualified individuals

Traditional prerequisites and qualifications for senior management and board of director positions focus too narrowly on conventional sources and experiences. The Commission recommends that organizations expand their vision and seek candidates from non-customary sources, backgrounds and experiences, and that the executive recruiting industry work with businesses to explore ways to expand the universe of qualified candidates.

13

Prepare minorities and women for senior positions

Too often, minorities and women find themselves channeled into staff positions that provide little access and visibility to corporate decisionmakers, and removed from strategic business decisions. The Commission recommends that organizations expand access to core areas of the business and to various developmental experiences, and establish formal mentoring programs that provide career guidance and support to prepare minorities and women for senior positions.

Educate the corporate ranks

Organizations cannot make members of society blind to differences in color, culture or gender, but they can demand and enforce merit-based practice and behavior internally. The Commission recommends that companies provide formal training at regular intervals on company time to sensitize and familiarize all employees about the strengths and challenges of gender, racial, ethnic and cultural differences.

Initiate work/life and family-friendly policies

Work/life and family-friendly policies, although they benefit all employees, are an important step in an organizations commitment to hiring, retaining and promoting both men and women. The Commission recommends that organizations adopt policies that recognize and accommodate the balance between work and family responsibilities that impact the lifelong career paths of all employees.

Adopt high performance workplace practices

There is a positive relationship between corporate financial performance, productivity and the use of high performance workplace practices. The Commission recommends that all companies adopt high performance workplace practices, which fall under the categories of skills and information; participation, organization and partnership; and compensation, security and work environment.

14

GOVERNMENT

Lead by example

Government at all levels must be a leader in the quest to make equal opportunity a reality for minorities and women. The Commission recommends that all government agencies, as employers, increase their efforts to eliminate internal glass ceilings by examining their practices for promoting qualified minorities and women to senior management and decisionmaking positions.

Strengthen enforcement of anti-discrimination laws

Workplace discrimination presents a significant glass ceiling barrier for minorities and women. The Commission recommends that Federal enforcement agencies increase their efforts to enforce existing laws by expanding efforts to end systemic discrimination and challenging multiple discrimination. The Commission also recommends evaluating effectiveness and efficiency and strengthening interagency coordination as a way of furthering the effort. Additionally, updating anti-discrimination regulations, strengthening and expanding corporate management reviews and improving the complaint processing system play major roles in ending discrimination. Finally, the Commission recommends making sure that enforcement agencies have adequate resources to enforce anti-discrimination laws.

Improve data collection

Accurate data on minorities and women can show where progress is or is not being made in breaking glass ceiling barriers. The Commission recommends that relevant government agencies revise the collection of data by refining existing data categories and improving the specificity of data collected. All government agencies that collect data must break it out by race and gender, and avoid double counting of minority women, in order to develop a clear picture of where minorities and women are in the workforce.

Increase disclosure of diversity data

Public disclosure of diversity data specifically, data on the most senior positions is an effective incentive to develop and maintain innovative, effective programs to break glass ceiling barriers. The Commission recommends that both the public and private sectors work toward increased public disclosure of diversity data.

15

Business Recommendations

INTRODUCTION TO THE BUSINESS RECOMMENDATIONS

Breaking the glass ceiling is an economic priority that this nation can no longer afford to ignore. It is an economic imperative driven by recent dramatic shifts in three areas that are fundamental to business success: (1) changes in the demographics of the labor force; (2) changes in the demographics of national consumer markets; and (3) the rapid globalization of the marketplace. To compete successfully in this new environment, our nation needs the talents of all qualified individuals regardless of race, gender or ethnicity at the highest levels of corporate America. The goal is to develop a true merit system that allows individuals to rise to the top based on their own skills and talents, and to compensate achievers for a job well done. The Commission believes that government and business are societal institutions uniquely able to impact workplace behavior and attitudes toward minorities and women. Businesses must develop and implement programs to break the glass ceiling, and must make such efforts an intrinsic part of corporate planning and management. Whether by dedicating budgetary and other

resources to new diversity programs, highlighting existing practices to encourage the business community to act or developing creative new approaches, business has the capacity to draft strategies that address the shortage of minorities and women in boardrooms and senior management. For instance, corporations must exercise responsibility in their selection of sponsorships of events in the community, the type of advertising they run, and the programming and outlets in which that advertising is placed. In Good For Business, the Commission identified seven elements of comprehensive, systemic business practices to breaking the glass ceiling including leadership and career development; rotation/nontraditional employment; mentoring; accountability programs; succession planning; workforce diversity initiatives; and family friendly programs. Taken together, these elements comprise a corporate best practices agenda, that must become standard practice. Key to the success of these efforts is the active support of corporate leadership, whose commitment will change the corporate culture. Fully utilizing the resources of minorities and women is essential to long-term corporate profitability.

18

DEMONSTRATE CEO COMMITMENT The Los Angeles Times Shelby Coffey III, Editor and Recommendation Eliminating the glass ceiling requires that the CEO communicate visible and continuing commitment to workforce diversity throughout the organization. The Commission recommends that all CEOs and boards of directors set companywide policies that actively promote diversity programs and policies that remove artificial barriers at every level. Breaking glass ceiling barriers must start where the ceiling is at the top. By changing the way an organization deals with the issue of diversity, CEOs can successfully position their companies to confront the dramatic changes occurring both in domestic and international markets as well as in the workforce. Improving workforce diversity at the top and throughout the company is a longterm process affecting all employees. The CEO must raise the issue of diversity, keep it visible and viable, and drive it through every level of the company. A CEO with the vision and commitment to stay the course will ensure that the organization will draw its future leaders from the largest talent pool available. All materials flowing from the corporation must reflect that diversity is a core value of the organization statements in annual reports, correspondence from the CEO, employee handbooks, recruiting brochures, newsletters and video messages for all employees. Updates on the companys diversity initiative can be provided at stockholder meetings. As a consequence, external audiences customers, stockholders, suppliers, and the community at large will come to understand that diversity is the corporate philosophy and employment objective of the company. Executive Vice President of The Los Angeles Times, was awarded the 1995 Ida B. Wells Award for exemplary courage in guiding the Los Angeles Times while it was downsizing to increase hiring diversity in one of the nations most dynamic markets; for doubling the percentage of minority professionals and tripling minority line editors and executives to 18.7 percent in six years; and for bold leadership, using aggressive internal guidelines to amass the nations largest number of minority professionals in supervisory positions at a single newspaper. .

19

INCLUDE DIVERSITY IN ALL STRATEGIC BUSINESS PLANS AND HOLD LINE MANAGERS ACCOUNTABLE FOR PROGRESS

Recommendation Businesses customarily establish short- and long-term objectives and measure progress in key business areas. The Commission recommends that all corporations include in their strategic business plans efforts to achieve diversity both at the senior management level and throughout the workforce. Additionally, performance appraisals, compensation incentives and other evaluation measures must reflect a line managers ability to set a high standard and demonstrate progress toward breaking the glass ceiling. The drive to break the glass ceiling must be positioned and measured with the same level of support as other business practices that lead to longterm corporate profitability. It is important to note, however, that there is no one formula for

measuring diversity success. Careful and constant monitoring as with profits, capital investment, productivity, market share and quality allows a corporation to know whats working and whats not. Non-performing processes can be altered, and successful practices can be expanded. The role of the manager is also critical. Line managers need to know that there are consequences for failing to honor diversity commitments and opportunity just as there are rewards for success. Linking pay, promotion and bonuses to accomplishments of diversity objectives as with other business goals sends a clear message throughout the organization that inclusiveness is being assessed and will be rewarded. Recommendation

This chart was developed in October 1995 by IBMs Global Diversity Council. The Council has identified five global issues to be addressed by each IBM geographic region, in addition to other specific regional issues. The five global issues are cultural awareness/acceptance; multilingualism; diversity of the management team; women; and workplace flexibility/balance
20

GLOBAL WORKFORCE DIVERSITY CHALLENGES

CULTURAL AWARENESS/ACCEPTAN CE MULTI-LINGUALISM DIVERSITY OF OUR MANAGEMENT TEAM WOMEN WORKPLACE FLEXIBILITY/BALANCE
UNITED STATES EXECUTIVE TASK FORCES DEPENDENT CARE DOMESTIC PARTNERS GLASS CEILING/WALLS -WOMEN OF COLOR SOCIAL ISSUES -AFFIRMATIVE ACTION DEBATE -AGING -EDUCATION -GROUP DEFINITIONS -IMMIGRATION -REDISTRICTING -WORK EXPORTATION LATIN AMERICA CULTURAL CONSERVATISM HEALTH/EDUCATION ACCESS INCOME DISPARITY CANADA AFFINITY FOCUS GROUPS CREDENTIALISM IBM REPRESENTATION -PERSON WITH DISABILITIES -ABORIGINAL PEOPLE INFORMAL NETWORK PROGRAM UTILIZATION EUROPE/MIDDLE EAST AFRICA AGING -ELDER CARE -WORKFORCE SOUTH AFRICA EXTERNAL -MODEL FOR AFRICA -ECONOMIC GROWTH -INTERNAL STABILITY -INTERNATIONAL CONFIDENCE INTERNAL -EMPLOYMENT, TRAINING, & DEVELOPMENT ASIA/PACIFIC AGING DISABILITY SOCIAL CONSERVATISM
21

USE AFFIRMATIVE ACTION AS A TOOL tribute effectively to a corporation and, consequently, the nations economic stability. The definition of affirmative action embodies efforts to increase the supply of qualified individuals of all ethnic groups and both genders. Having access to widely different ethnic, racial, and social backgrounds accelerates the quest for corporate excellence. One of our nations greatest assets is our diversity it is our strength. As commerce becomes more global and competitive, it is imperative that businesses engage the full potential of our labor force, which is increasingly composed of women and minorities from diverse backgrounds and cultures. Recommendation

Affirmative action is the deliberate undertaking of positive steps to design and implement employment procedures that ensure the employment system provides equal opportunity to all. The Commission recommends that corporate America use affirmative action as a tool ensuring that all qualified individuals have equal access and opportunity to compete based on ability and merit. Affirmative action, properly implemented, does not mean imposing quotas, allowing preferential treatment or employing or promoting unqualified people. It means opening the system and casting a wide net to recruit, train and promote opportunities for advancement for people who can con-

22

Excerpt from Reaffirmation of Affirmative Action at GM, a statement by John F. Smith, Jr., Chief Executive Officer and President, General Motors: When it comes to affirmative action, we will continue to press the envelope, but at the same time we will be moving to a broader concept that is, managing diversity. As a global company, we want to fully benefit from a diverse workforce. Our commitment to diversity extends beyond the door of our company. It includes our dealerships, our suppliers, and the many communities we operate in. In our industry, as in this nation, our diversity is our strength. This diversity is more than merely part of our national heritage; it is part of our national pride. Having people of widely different ethnic, racial and social backgrounds in our corporation has not slowed our pursuit of excellence it has accelerated it. We will continue to do everything possible to bring minority group members and women into General Motors and the mainstream economy. We cannot, must not, waste this talent.

SELECT, PROMOTE AND RETAIN QUALIFIED INDIVIDUALS CEOs frequently assert that they do not know where to look for potential women or minority executives. An abundance of experienced and potential executive talent lies in places many corporations seldom consider, both inside and outside the corporation, including nonprofits, minority and womens advocacy organizations, womens colleges, colleges and universities with historical ties to particular ethnic groups, and the military. The Commission recognizes that executive search firms are on the frontline in assisting in the recruitment of highly visible senior slots and board of director positions. Corporations should demand that executive search firms provide diversity profiles of the search firm itself as well as the candidates it represents. The Commission believes the executive search industry has a three-fold responsibility: (1) to recommend to its clients a diverse array of candidates for specific positions, even when not specifically requested to do so; (2) to expand its outreach to identify minorities and women; and, (3) to examine its own hiring practices and workforce composition to ensure diversity. Recommendation

Traditional prerequisites and qualifications for senior management and board of director positions focus too narrowly on conventional sources and experiences. The Commission recommends that organizations expand their vision and seek candidates from non-customary sources, backgrounds and experiences, and that the executive recruiting industry work with businesses to explore ways to expand the universe of qualified candidates. Most organizations still prefer to find senior executives from within their own ranks, perpetuating the old school network in which a limited range of job titles and experiences artificially restricts the candidate pool. Corporate America has not yet demonstrated the flexibility required to expand the traditional recruiting network, nor has it appeared comfortable with people holding unusual or innovative job experiences. Business needs to assess more accurately and broadly the actual skills and characteristics people must possess to do specific jobs, including talents, knowledge and abilities.

The Association of Executive Search Consultants The Association of Executive Search Consultants (AESC) represents 123 executive search consulting firms worldwide. It estabilshes professional and ethical standards for its members and provides infromation to the media and public on the field of executive search. AESCs Mission and Professional Practice Guidelines include the provision that AESC members affirm without reservation the principles of equal opportunity in employment. As a matter of policy and practice, member organizations of the AESC do not and will not discriminate against qualified candidates for any unlawful reason, including race, religion, gender, national origin, age or disability. AESC members encourage and anticipate that their clients will also comply with non-discrimination policies and practices. In 1993, the AESC Annual Conferences theme was Professionalism in the age of Diversity. Discussions at that conference led to the creation in 1993 of AESCs Diversity Task Force. It considered such issues as how client diversity initiatives affect executive search(a vast majority of AESC member firms have conducted searches geared to developing diversity candidates in the last 12 months) and internal diversity intiatives of AESC member firms (benchmarking in 1993 shows that AESC member firms have strong initiatives in place to continue to diversify their professional staff.) AESC, as part of its present program activities, is providing information and guidance materials designed to advance diversity goals.

Hispanic Association of Colleges and Universities (HACU) The Hispanic Association of Colleges and Universities (HACU) is a national association of Hispanic-Serving Institutions (HSIs) specifically nonprofit, accredited colleges and universities where Hispanics constitute a minimum of 25 percent of the total enrollment at either the undergraduate or graduate level. The mission of HACU is three-fold: -to promote the development of member colleges and universities; -to improve access to and thequality of post-secondary educational opportunities for Hispanic students;and -to meet the needs of business, industry, and government through the development and sharingof resources, information,and expertise.

23

PREPARE MINORITIES AND WOMEN FOR SENIOR POSITIONS

Interestingly, the first mentor appears to have been a woman. In ancient Greek mythology, the goddess Athene (also known as Minerva) advised and guided the young Telemachus in Homers classic The Odyssey. Disguised as Mentor, a man, Athene skillfully set Telemachus on his course for discovering the fate of his father. Athene, Zeus favorite child, was the protector of civilized life, and was the first to tame horses for human use. Organizations must identify and place all high potential employees, including minorities and women, into leadership and career development programs to foster and build the skills managers need to lead a company in a changing competitive climate. Since the career path to senior management may take many years, these programs must be linked to the organizations immediate and long-range business objectives and goals. Characteristics of successful programs that prime the pipeline to the executive suite include: Too often, minorities and women find themselves channeled into staff positions that provide little access and visibility to corporate decisionmakers, and removed from strategic business decisions. The Commission recommends that organizations expand access to core areas of the business and to various developmental experiences, and establish formal mentoring programs that provide career guidance and support to prepare minorities and women for senior positions.

rotational and non-traditional job assign ments that broaden the base of a candi dates experience and visibility; specific career path programs that identify objective performance, skill, and knowledge criteria for advancement; employee-sponsored networks and affinity groups; access to specialized training, seminars and workshops; and formal succession planning.

Another key method of executive development is a formal mentoring program that provides guidance to future executives within the corporate structure. Smart corporations also must accelerate their efforts to build expertise and empower people lacking role models and advisors throughout the community by making senior executives available to young adults who will be future business leaders.

Recommendation

24

EDUCATE THE CORPORATE RANKS

Organizations cannot make members of society blind to differences in color, culture, or gender, but they can demand and enforce merit-based practice and behavior internally. The Commission recommends that companies provide formal training at regular intervals on company time to sensitize and familiarize all employees about the strengths and challenges of gender, racial, ethnic, and cultural differences. Employees who understand and respect gender, racial and ethnic differences will work together more cooperatively and be more committed to the success of the company. Educating the corporate ranks means creating a workplace environment that is welcoming and open to all employees regardless of age, race, gender and thought, and respects and values each individual for his or her unique skills, talents and abilities. Diversity training that addresses stereotypes and preconceptions, issues of sexual and racial harassment, cultural differences and styles of

communication is critical to breaking glass ceiling barriers. Diversity training comes in many forms and must include employees from all levels and sections of an organization brought together for open, honest, and non-confrontational sharing and feedback. By allowing people to understand their conscious and unconscious notions about gender and race, diversity training debunks myths about the suitability of minorities and women for executive careers, which is an important step in breaking the glass ceiling. There is no one right method of training for diversity awareness. Organizations must tailor their programs according to the composition of the workforce and the particular strategic goals and objectives of the company. Senior corporate leaders should monitor and receive regular feedback to ensure that training objectives are integrated with business objectives and that individuals change their workplace behavior accordingly. Recommendation

Workforce diversity is a priority at Xerox and adds value to our business. Diversity of our workforce requires an openness by all employees in respect to age, race, gender and thought. The Xerox corporate culture must be continually reshaped so that Xerox and Xerox employees alike obtain the full benefits of a workplace in which diversity is cultivated, nurtured and rewarded. Paul Allaire,Chairman and CEO Xerox Corporation First winner of the PerkinsDole National Award for Diversity and Excellence in AmericanExecutiveManagement

25

INITIATE WORK/LIFE AND FAMILY-FRIENDLY POLICIES

Work/life and family-friendly policies, although they benefit all employees, are an important step in an organizations commitment to hiring, retaining and promoting both men and women. The Commission recommends that organizations adopt policies that recognize and accommodate the balance between work and family responsibilities that impact the lifelong career paths of all employees. Family- friendly policies improve productivity and reduce costs by relieving workers of non-job related worries, and allow them to focus on business objectives. A survey conducted by the Conference Board about the value of work/life programs found that nearly 80 percent of the

respondents thought that the introduction of such programs helped all employees pursue career advancement. Corporations that make available flexible work arrangements, elder and child care, family leave benefits, support groups, relocation assistance and other initiatives report significant reductions in absenteeism, tardiness and turnover. These policies demonstrate that the company values the individual, and realizes that activities outside of the office help a worker keep his or her perspective. Work/life policies provide a broader support network for working men and women, affording them greater opportunities to advance their careers. Recommendation

26

ADOPT HIGH PERFORMANCE WORKPLACE PRACTICES

There is a positive relationship between corporate financial performance, productivity and the use of high performance workplace practices. The Commission recommends that all companies adopt high performance practices, which fall under the categories of skills and information; participation, organization and partnership; and compensation, security and work environment. High performance workplace practices enhance opportunities for workers at all levels within organizations to participate in the decisionmaking process and share information about the workings of that organization. These practices can break down barriers and organizational hierarchies within a corporation, providing greater opportunities for minorities and women who may have previously been denied access to such chances. The US Department of Labors Road to High

Performance Workplaces: A Guide to Better Jobs and Better Business Results reports that while some corporations may excel at one specialized area of policy, outstanding firms are likely to excel across a wide range of management practices. In correlating the results of Fortune Magazines annual survey on corporate reputations, a 1994 Gordon Group, Inc. survey found that companies highly regarded for their employee practices are also highly regarded with respect to their other critical practices, including the quality of management, the quality of products and the ability to innovate. The study further concluded that companies with well-respected employee practices scored highest on critical measures of long-term corporate performance, including the utilization of capital and total returns to investors. Companies that invest in their workers see a positive impact on their skills and talents.

27

Workplace Practices Checklist

I. Skills and Information
Training and Continuous Learning Are there programs to support continuous learning (job rotation and cross-function team training, for instance)? Are training expenditures balanced among the companys entire work force? Information Sharing Do all workers receive information on operating results, financial goals, and organizational performance? How? Are there multiple mechanisms by which internal communication occurs so that information flows up, down, and across the organization? Employee Participation Are workers actively involved in continuously improving their work process and redefining their jobs? Are they actively involved in problem solving, selecting new technology, modifying the product or service provided, and meeting with customers? Organizational Structure Are most workers organized into work teams with substantial autonomy? Are there cross-functional teams and other mechanisms to share innovative ideas across organizational boundaries?

II.Participation,Organization,and Partnership

28

III. Compensation, Security, and Work Environment

Compensation Linked to Performance and Skills Does the incentive system incorporate new ways of rewarding workers? Is executive pay tied to corporate (or business unit) performance? Employment Security Are there comprehensive employment planning strategies and policies to minimize or avoid laying off workers? If layoffs have occurred in recent years, does the organization actively help laid-off workers to find new jobs? How? Supportive Work Environment Does the company attract and retain a talented work force? What is the annual turnover rate? Why do people leave? Are family-supportive policies, such as flexible work schedules, child care, and/or elder care, in place? Does the organization actively hire, train, retain, and promote a diverse work force?

IV. Putting It All Together

Does the company fully integrate its human resource policies and workplace practices with other essential business strategies? Are quality and continuous improvement efforts meshed with training, work organization, employee involvement, and alternative compensation programs?

29

Government Recommendations

INTRODUCTION TO THE GOVERNMENT RECOMMENDATIONS

The concept of equal opportunity is woven into the fabric of our society. Our government embraces this concept and supports programs and policies that attempt to make it a reality for all people. Laws, legal decisions, and executive orders have given the government an active role in making equal employment opportunity a reality for qualified minorities and women. Beginning in 1941, strides have been made in eliminating employment barriers for minorities and women, when President Franklin D. Roosevelt signed the first executive order forbidding race discrimination by Federal contractors. Starting in 1963, following passage of an important civil rights law designed to attack continuing discrimination, the government assumed a more active role in monitoring and enforcing anti-discrimination laws. For example, another executive order, signed by President Lyndon Johnson in 1968, prohibited sex discrimination by Federal contractors. There is no stronger endorsement for an idea than adopting it. Government is a major player in the drive to break the glass ceiling, and therefore must lead by example. The Commission

recommends that government -- at all levels -take the lead in efforts to provide equal opportunity to all. While barriers that block the access of minorities and women to managerial and executive positions cannot be eliminated solely by government action, there is an appropriate role for the public sector. In Good For Business, the Commission identified three areas where government action is crucial to breaking glass ceiling barriers. The following summarizes what those needs are and the Commission's recommendations to meet them:
q

Vigorous and consistent law enforcement

32

The Commission recommends that Federal enforcement agencies increase their efforts to enforce existing anti-discrimination laws. These laws include the Equal Pay Act, Title VII of the Civil Rights Act of 1964, Executive Order 11246 (which prohibits discrimination in hiring or employment opportunities on the basis of race, color, religion, sex and national origin), the Age Discrimination in Employment Act, the Pregnancy Discrimination Act, the Americans

with Disabilities Act and the Civil Rights Act of 1991. In addition, the Family and Medical Leave Act, while not directly dealing with discrimination, creates a family-friendly and flexible work environment. The Commission approves seeking strong remedies, including affirmative action. Accordingly, strong enforcement agency coordination is necessary if efforts to improve enforcement and effectiveness are to be successful. Further, multiple discrimination must be challenged head-on, corporate management reviews that help identify where workers are in the organizational pipeline must be strengthened, and the complaint processing system must be streamlined. Each of these initiatives helps break the glass ceiling.
q

Federal government collect information for different reasons; however, consistent data collection throughout the government would permit wider and more accurate interagency and industry comparisons. In addition, consistent collection methods would also provide for easier interpretation and use of the data by academics, researchers, and the public.
q

Reporting and dissemination of information relevant to glass ceiling issues.

Collection and disaggregation of employment-related data

Increasing the number of minorities and women in the corporate hierarchical pipeline is the outcome of breaking the glass ceiling. In order to track progress, information on where minorities and women are must be collected and reported. Information on the status of minorities and women in the workplace can be disseminated through technical assistance processes already in place. For example, the Office of Federal Contract Compliance Programs (OFCCP) has a strong program of compliance assistance to help contractors understand their contractual obligations for equal employment opportunities and affirma-

The Commission supports the concept of government-wide consistency in collection methods, definitions and categories, and encourages all agencies wherever possible to make data available not only by race and ethnicity but also within each category by gender. Agencies within the

33

tive action. OFCCP provides technical assistance and guidance to contractors on how to establish an affirmative action program. Staff from the district and regional offices hold workshops and seminars, joint training programs with industry liaison groups and one-on-one consultations for contractors. In addition, the Equal Employment Opportunity Commission (EEOC) provides educational and outreach activities for individuals who have historically been victims of job bias through its Technical Training Institute.

34

LEAD BY EXAMPLE

Percent Distribution of Federal Workers by Gender FY 1990 vs FY 1994

Recommendation Government at all levels must be a leader in the quest to make equal opportunity a reality for minorities and women. The Commission recommends that all government agencies, as employers, increase their efforts to eliminate internal glass ceilings by examining their practices for promoting qualified minorities and women to senior management and decisionmaking positions. In its report, "Civil Service 2000," the Office of Personnel Management (OPM) recognized the need to continue emphasizing hiring, training and promoting minorities and women. While the percentages of minorities and women have been

increasing in grades 13 to 15 and in the Senior Executive Service, the Commission believes that government agencies can further improve this record. Government agencies should design recruitment, training, mentoring, and job development plans to help qualified minorities and women enter and climb the career ladders that lead to managerial and decisionmaking positions. Government agencies should share information, technical assistance, and training programs which can facilitate the development of talented minorities and women. In its role as an employer, government should lead by example. To that end, the Commission urges government agencies to carefully consider and implement where appropriate the Commission's recommendations.

GS and Related Grades 1-12

Men 60 50 40 30 20 10 0 1990 1994
56.5%

Women
56%

43.5%

44%

GS and Related Grades 13-15

Men 90 80 70 60 50 40 30 20 10 0 1990 1994
18.7% 23.4% 81.3% 76.6%

Women

Percent Distribution of Workforce

1990 GS and Related Grades 1-12 GS and Related Grades 13-15 Senior Pay Levels* 1994 GS and Related Grades 1-12 GS and Related Grades 13-15 Senior Pay Levels* Total 83.0 16.4 0.6 Total 79.4 19.7 0.9 Men 72.3 26.7 1.1 Men 68.8 29.7 1.5 Women 93.7 6.1 0.1 Women 90.3 9.4 0.3

Senior Pay Levels*

Men 90 80 70 60 50 40
88.9% 82.8%

Women

Source: Office of Personnel Management's Central Personnel Data File, Executive Branch Only. Notes: GS and Related (GSR) pay plans include the General Schedule (GS) pay plans similar to GS, Foreign Service pay plans, and demonstration project pay plans. *Senior Pay Levels include the SES and employees in other pay systems paid above the salary for a GS-15 Step 10.

30
17.2%

20 10 0 1990

11.1%

35
1994

STRENGTHEN ENFORCEMENT OF ANTI-DISCRIMINATION LAWS

Recommendation Workplace discrimination presents a significant glass ceiling barrier for minorities and women. The Commission recommends that Federal enforcement agencies increase their efforts to enforce existing laws by expanding efforts to end systemic discrimination and challenging multiple discrimination. The Commission also recommends evaluating effectiveness and efficiency and strengthening interagency coordination as a way of furthering the effort. Additionally, updating anti-discrimination regulations, strengthening and expanding corporate management reviews and improving the complaint processing system play major roles in ending discrimination. Finally, the Commission recommends making sure that enforcement agencies have adequate resources to enforce anti-discrimination laws. The Commission's fact finding report makes clear that programs designed to expand equal employment opportunity, like affirmative action, work best when combined with real and vigorous enforcement. Strong enforcement efforts give employers an incentive to develop effective programs -- like special outreach programs, mentoring and training programs, goals and timetables,

and other affirmative action programs -- that attack glass ceiling barriers by expanding employment opportunities for qualified minorities and women. Better interagency coordination will enable agencies to improve enforcement effectiveness and seek strong remedies, including affirmative action. Improving the enforcement of anti-discrimination laws is central to breaking the glass ceiling. The Commission recommends the following actions be taken: Expand efforts to end systemic discrimination The paucity of minorities and women in managerial ranks serves as a compelling reminder of continued systemic and "pattern and practice" discrimination. Systemic discrimination is practiced against an entire class; pattern and practice discrimination is the regular, routine or standard practice of discrimination by an employer against a particular group. The Commission recommends the continuation of efforts to end systemic discrimination through a variety of means, including bringing pattern and practice and class action cases and expanding systemic investigation of Federal contractors.

36

Challenge multiple discrimination Discrimination affects different cultural groups differently. Research indicates and statistical data show that minority women face multiple burdens of race and gender discrimination in trying to break through glass ceiling barriers. The Commission recommends government agencies recognize this phenomenon and develop enforcement, outreach and public education policies to target specific discriminatory employment practices that affect minority women. Evaluate effectiveness and efficiency To effectively enforce anti-discrimination laws, government anti-discrimination agencies must regularly evaluate and improve their existing program and policy systems. The Commission recommends that each agency review all programs and policies (both internally and with regulated groups), seek ways to improve operations and Their effectiveness, and conduct regularly-scheduled meetings to review the process and the outcomes. Viewed as a working partnership between the regulators and those regulated, these consultations should improve fairness and effectiveness for affected parties, bolster public understanding and confidence, and assure that appropriated funds are spent in a cost-effective manner.

Strengthen interagency coordination Strong interagency coordination -- among the Department of Justice, the Department of Labor and the Equal Employment Opportunity Commission (EEOC) -- promotes efficient and effective enforcement of anti-discrimination laws. While these agencies have some coordination of strategies in place, it is important to improve information sharing and ensure the best application of resources. The Commission recommends that Federal enforcement agencies responsible for enforcing anti-discrimination laws continue to explore new ways to coordinate. Update anti-discrimination regulations Over the last 15 years, key legal and legislative developments -- such as the Americans with Disabilities Act, the Civil Rights Act of 1991, the Pregnancy Discrimination Act and the Family and Medical Leave Act -- have impacted heavily upon minorities and women. The regulations and interpretations that agencies use to enforce anti-discrimination laws and executive orders must reflect current legal opinion and laws. The Commission recommends revision of regulations and compliance manuals to reflect changes in the workplace, and in society, and the law.

37

Strengthen and expand corporate management reviews Corporate management reviews or compliance reviews ensure that Federal contractors are meeting the letter and the spirit of the equal employment opportunity and affirmative action requirements governing entities doing business with the Federal government. The Commission recommends corporate management reviews include practices which often hinder the advancement of minorities and women into executive positions, such as: (1) how ratings of managerial potential are carried out, and their effects on minorities and women; (2) the extent and type of training provided to those conducting performance evaluations; (3) the race, ethnic origin, and gender composition of management committees involved in assessing future managers; (4) the impact of workplace practices that result in unequal opportunities, such as whether workers who need parental leave are tracked into dead-end positions, or whether contractors implement meaningful family-friendly policies that actually facilitate working parents' opportunities; and (5) how corporate mergers or downsizing actions have affected minorities and women both at the executive level and in the pipeline.

Improve the complaint processing system Justice delayed is justice denied. The Commission recommends (1) continuing efforts to improve the investigation and complaint resolution process through the voluntary use of alternative dispute resolution, wherever appropriate, which often provides faster, less expensive, less contentious and more productive results in eliminating workplace discrimination, and (2) continuing efforts to reduce the accumulated backlog of cases now pending before the Equal Employment Opportunity Commission. Ensure anti-discrimination agencies have adequate resources Effective and vigorous enforcement of anti-discrimination and equal employment opportunity laws is critical to the advancement of minorities and women in the workplace. To make equal employment opportunity and affirmative action a reality, however, government anti-discrimination enforcement agencies must have the funding and the tools necessary for the job. As the Commission's earlier report, Good For Business, makes clear, efforts by the business community to expand equal employment opportunity work best when complemented by swift and vigorous enforcement. The Commission recommends that Congress provide anti-discrimination agencies with the funding and staffing necessary to enable them to accomplish their mandated missions.

38

Equal Employment Opportunity Commission

FY1971 Number of Charges Received 28,609 72,274 79,868 120,361 59,426 116,765 124,479 149,231 FY1973 FY1980 FY1983 FY1990 FY1991 FY1992 FY1993

Number of Investigations Closed 7,321 16,256 84,812 32,796 67,415 112,115 118,157 118,042

Full Time Equivalents*

3,777

3,084

2,853

2,796

2,791

2,831

Operating Budget

$16,185,000 $32,000,000 $124,313,000 $146,286,000 $184,926,000 $201,930,000 $211,271,000 $222,000,000

Budget adjusted for Inflation** $56,600,000 $97,900,000 $218,100,000 $212,300,000 $204,564,000 $214,236,000 $217,580,000 $222,000,000

*Data on Full-Time Equivalents for fiscal years 1971 and 1973. **All Figures are in 1993 dollars, deflated using the CPI-UXI. Source: EEOC Annual Reports 1970-1993

39

IMPROVE DATA COLLECTION

Recommendation Accurate data on women and minorities can show where progress is or is not being made in breaking glass ceiling barriers. The Commission recommends that relevant government agencies revise the collection of data by refining existing data categories and improving the specificity of data collected. All government agencies that collect data must break it out by race and gender, and avoid double counting of minority women, in order to develop a clear picture of where minorities and women are in the workforce. Specifically: Standard Occupational Classification Manual The Standard Occupational Classification Manual provides a mechanism for cross-referencing and aggregating occupation-related data collected by social and economic statistical reporting programs. Its intent is to maximize the usefulness of statistics on the labor force, employment, income, and other occupational data. Revisions must con-

tinue to the Standard Occupational Classification Manual to ensure that it is sufficiently detailed to differentiate between managers who have dissimilar tasks and responsibilities. Expansion of Job Classification Categories The Employer Information EEO-1 form is a required submission for all employers with (a) 100 or more employees or (b) 50 or more employees for firms holding Federal contracts worth $50,000 or more. The categories currently do not separate senior managers with corporate decisionmaking authority from managers who may be responsible for small business units or only a few employees. Expanding job classification categories would better enable Federal enforcement agencies and employers to evaluate the racial, ethnic and gender composition of occupations, especially at the managerial level. The Commission recommends that the relevant government agencies take whatever steps are necessary, including regulatory changes, to accomplish this.

40

Current Population Survey The Current Population Survey (CPS) is the most important source of information on the labor force, employment and unemployment in the US. In existence for 53 years, the CPS yields perhaps the most eagerly awaited economic statistic -- the monthly unemployment rate -- and a host of other key data related to trends in employment. Exploration of ways to improve the specificity of occupational data from the CPS must continue. Occupational Employment Statistics Survey The Occupational Employment Statistics (OES) survey is a periodic mail survey of nonfarm establishments that collects occupational employment data on workers by industry. The OES program surveys approximately 725,000 establishments in 400 detailed industries. Modification of the OES to include demographic data should be considered.

Recommendation

41

INCREASE DISCLOSURE OF DIVERSITY DATA

Public disclosure of diversity data -- specifically, data on the most senior positions -- is an effective incentive to develop and maintain innovative, effective programs to break glass ceiling barriers. The Commission recommends that both the public and private sectors work toward increased public disclosure of diversity data. Public disclosure of how well companies are expanding opportunities for minorities and women is an effective incentive for other companies to develop diversity programs. Public disclosure campaigns, such as the mandated disclosure of bank community lending data, demonstrate the power of this tool. Disclosure of diversity data motivates organizations to begin a process of positive social change through their corporate employment policies; with this data, the public can make informed choices about doing business with, investing in or working for an organization. The Commission recommends that all members of the corporate community increase their voluntary disclosure of race, ethnic and gender composition of their workforces, particularly at the senior management level. The issue of disclosure prompted much discussion among the Commission. Commissioners heard

and received volumes of testimony on this topic. Some Commisisoners felt that mandated disclosure is a necessity. They argued that individuals, shareholders and stockholders, as well as the general public, have a right to know the composition of the corporate workforce for publicly-traded corporations and Federal contractors. Other Commissioners, however, felt that any presure to disclose diversity data is too much. Issues of privacy and corporate trade secrets were the major focus of opposition to disclosure. The Commission recognizes that in the short-term there must be a greater conversation on this topic and that agreement must be reached among the private and public sectors as to the most beneficial way to proceed. Accordingly, the Commission urges the Federal government and its agencies to look for ways to increase public access to diversity data. For example, the government should encourage companies to voluntarily release general EEO-1 information, such as workforce by occupation categories, as well as statistics specific to the glass ceiling problem, such as data on race, ethnicity and gender of the highest paid employees. The government should also explore the possibility of mandating public release of EEO-1 forms for Federal con-

42

tractors and publicly-traded corporations. Another area for government review is the modification of the 10-K reporting form. This annual report, already a public document, is filed by companies with the Securities and Exchange Commission (SEC). It gives an overview of a company's business during the previous fiscal year, and usually includes the monetary and equity compensation of corporate officers. Including the race, ethnicity and gender of these officials would help track progress in breaking glass ceiling barriers.

43

Societal Initiatives

SOCIETAL INITIATIVES

Glass ceilings in the business world are not an isolated feature of corporate architecture; rather, they are held in place by the attitudes of society at large. The Commission recognizes that attitudinal changes cannot be dictated, mandated or legislated. However, the Commission's fact finding report, Good for Business: Making Full Use of the Nation's Human Capital, identified two types of societal barriers that engender and reinforce a glass ceiling for minorities and women. These are:
q

THE DIFFERENCE BARRIER: STEREOTYPE, PREJUDICE AND BIAS Stereotypes generally result from wide publicity given the negative actions of a few members within a particular group, or from fantasies created by the entertainment industry to fulfill a plot line. The bottom line is, however, that stereotypes can be absorbed and become the beliefs upon which we act. These misconceptions about groups of people become embedded in our minds and prompt us to think differently about each other. Attitudinal change brings behavioral change, and so accordingly, the Commission has identified the following initiatives that can help to overcome the Difference Barrier: Recognize the Role of the Media

The Difference Barrier: Essentially, prejudice, or prejudging that someone is different and therefore less able to do the job. The major differences that lead to discomfort are cultural, gender-based and color-based differences.

46

The Supply Barrier: The lack of qualified, capable minorities and women, due to lack of education, for instance. The supply barrier doesn't just keep qualified applicants from walking through the door to the executive suite, it keeps them from even entering the building.
q

The media do not reflect America so much as shape America. The media play a critical role in developing and eliminating stereotypes and biases that affect the way minorities and women are viewed in society at large and in the workplace. The Commission recommends that (1) media organizations examine closely their diversity

demographics at all levels; (2) the media regularly review their coverage for accurate diversity portrayal and possible distortions; and (3) and an award be established and presented annually to the media organization that consistently puts forth an accurate and positive reflection of women and minority groups in their programming or coverage. Efforts to diversify television and newspaper newsrooms with minorities and women has yielded limited progress, according to several recent surveys by the American Society of Newspaper Editors, the Radio and Television News Directors Foundation and Vernon Stone at the Missouri School of Journalism. Progress toward promoting minorities and women into decisionmaking positions was even less evident. The Commission recommends the industry realize the urgency of getting women and minorities into decisionmaking positions, especially in television, and notes that the lack of minority and women ownership in media outlets has a longterm negative impact on news reporting. To bring the public balanced news and entertainment, the media need to provide better workforce diversity and sensitize all employees to cultural, ethnic and gender strengths which can improve the quality of the media's product and significantly reduce stereotyping.

Further, broadcast ownership is a public trust. The media must examine the types of news stories they cover, the language they use to describe them, and the portrayal of characters on entertainment programming to discern evidence of bias and stereotyping. Such self-examination must result in a determined effort to establish a reasonable balance in reporting and entertainment programming. Color, gender, and cultural differences can be positively portrayed and the power of stereotyping can be substantially diminished in the greater society. Though many organizations have created and regularly present awards for media excellence, few have focused on how minorities and women are presented in the content of news and entertainment programming, especially in relation to their employability at the highest levels of the American workforce. An award presented annually to the media organization that consistently presents an accurate and positive reflection of women and minority groups in its programming could be based on the following questions posed by News Watch**: "Is news coverage distorted by stereotypes, bias, bad reporting and ignorance? How might these flaws of journalism skew what readers, listeners and viewers of news think about their fellow citizens? In what way does this have an impact on the day-to-day activities and decisions that make

Radio News Work Force

White Men 64%

Minority Women 6% Minority Men 5%

White Women 25%

Source: Vernon Stone, Missouri School of Journalism

TV News Work Force

White Men 54%

Minority Women 10%

Minority Men 8%

White Women 28%

Source: Vernon Stone, Missouri School of Journalism

47

public life and impact public policy?" The award could be presented by any number of entities -- a Presidential commission, other branches of government, a coalition of industry organizations, or a public-private partnership, for instance. **"News Watch: A Critical Look at Coverage of People of Color" is a national news media monitoring campaign and critique of US journalistic

practices. News Watch is a project of the Center for Integration and Improvement of Journalism at San Francisco State University in cooperation with the nation's four largest professional organizations representing journalists of color: Asian American Journalists Association, National Association of Black Journalists, National Association of Hispanic Journalists and Native American Journalists Association.

Ida B. Wells Award Distinguished journalist, fearless reporter and wife of one of America's earliest black publishers, Ida B. Wells also was the editor and proprietor of the Memphis Free Speech and Headlight. She told her male co-founders she would not help launch the newspaper unless she was "made equal to them." In the 19th century, she won acclaim on two continents for her fearless crusade against lynchings. She championed an integrated society and urged black Americans to seek their rightful share of jobs in the new industrial society. The Wells Award is awarded by the National Association of Black Journalists and the National Conference of Editorial Writers. Its purpose is to give tangible and highly visible recognition to the individual who has provided exemplary leadership in opening doors of employment for minorities in American journalism. According to Professor Samuel L. Adams, the award curator at the William Allen White School of Journalism at the University of Kansas, "those who have received the award strive to improve their performance" which has a tremendously positive effect on their individual organizations, the industry and the public at large. The Wells Award: q focuses on career leadership relating to equal employment opportunity in journalism; q contributes to cultural awareness in America; q raises standards of management sensitivity for print and broadcast journalism leaders; q helps worthy minority journalism students through college with scholarship q furthers the conviction of Ida. B. Wells, whose career illuminated both discrimination and employment opportunity in American journalism.
48

Educate for Cultural Awareness Business leaders identify perceptions based on cultural differences as significant barriers impeding the advancement of minorities and women in corporate structures. Overcoming glass ceiling barriers necessitates that individuals change their behavior and attitudes toward people who are different in gender, race, color, and ethnicity. Increasing understanding and respect for diverse cultures through the educational process can help eliminate stereotypical thinking and action and facilitate merit-based practice and behavior within the corporate structure. It is important to remember that stereotypes are not created out of thin air; they often develop, consciously and unconsciously, during our earliest years. By educating students about the different values, cultures, history, styles of communicating, dress, food, family customs, and other group norms, schools can better prepare future executives to function comfortably and collaboratively with peers and subordinates from diverse ethnic and racial groups. Therefore, the Commission recommends that cultural awareness education become part of every school's curriculum so that children can experience, understand and value the strengths that diversity can create.

THE SUPPLY BARRIER: OPPORTUNITY AND ACHIEVEMENT According to Good for Business: Before one can even look up at the glass ceiling, one must get through the front door and into the building. The fact is large numbers of minorities and women of all races and ethnicities are nowhere near the front door to Corporate America....Some groups within the African American, American Indian, Asian and Pacific Islander American and Hispanic American communities are disproportionately represented among the working poor. Segments of all these groups are overrepresented in low-wage occupations, in part-time and seasonal jobs, in the informal and secondary economies, and they suffer high unemployment. Mobility is almost nonexistent, and if there is a lack of financial resources, the prospects of educational attainment are further hindered. The Supply Barrier is the social force which prevents minorities and women from receiving the recognition or training they need to achieve the next level of professional development. Education and exposure to other kinds of life experiences are the keys to shattering the supply barrier. The Commission identified several edu-

"We must recognize the whole gamut of human potentialities, and so weave a less arbitrary social fabric, one in which each diverse human gift will find a fitting place." -Margaret Mead, anthropologist

49

cation-centered initiatives which will help break this very real, very visible impediment. Counsel for Careers in Business Minorities and women continue to be channeled into traditional academic and occupational tracks, often without exposure to the courses and skills which businesses consider vital to potential executive candidates. The Commission recommends that schools acquaint students -- starting in elementary school and continuing through high school -- with a wide array of diverse career opportunities and identify the specific skills, course work and post secondary education they will need to qualify for careers in business. Simple activities can achieve grand

results -- for instance, businesses can work with school guidance counselors to provide information about how to prepare for successful professional careers, or executives can visit schools and provide career counseling seminars describing their own experiences in the business world. These types of school/business partnerships help bridge the gap between the world of work and the world of education by making academic learning more relevant to practical business needs and making the future success of students in the corporate world more likely. Employment opportunities often are limited by the educational choices that minorities and women make early in their academic training, and counseling that highlights the need for making the right choices is an important first step.

50

Recognize All Potential Individuals identified as high scholastic achievers receive steady support and encouragement to pursue educational and professional paths leading to the executive suite. The education system and society must also look beyond test scores and grades and seek out individuals who may exhibit non-traditional, but valuable, skills, interests and abilities. By expanding traditional concepts of core competencies and academic suc-

cess, we can ensure that achievers whose talents are less obvious will develop intellectually, academically, and professionally, thus allowing business to benefit from their diverse skills and talent. The Commission recommends that scholarships, educational enrichment opportunities, and corporate internships be made available to those whose promise may not be reflected in grades or test scores, but who display leadership, teamwork, and strong analytical, communication and interpersonal skills.

Steven Jobs and Stephen Wozniak, Apple Computers Co-Founders Steven Jobs' high-school electronics teacher recalled that the Apple Computer Corporation co-founder was something of a loner and always had a different way of looking at things. After classes, Jobs attended lectures at the Hewlett-Packard electronics firm in Palo Alto where he was eventually hired as a summer employee. There he met Stephen Wozniak, a recent dropout from the University of California at Berkeley. Upon graduation from highschool, Jobs attended one semester of Reed College, then dropped out and hung around campus for a year taking classes in philosophy and immersing himself in counterculture. After several months working, he saved enough money to travel to India in search of spiritual enlightenment. A short time later, Jobs and Wozniak designed the Apple I computer in Jobs' bedroom and built the prototype in the Jobs garage. They started their new company with $1,300 raised from selling personal possessions. Jobs came up with the name of the new company in memory of a happy summer he had spent as an apple orchard worker in Oregon.
51

"The language of international trade is not English. The language of international trade is the language of the customer...you can't begin to understand what people demand if you can't talk to them in their own terms. Their terms means, of course, their own language." -Leonard Lauder, President, Estee Lauder

Acquire Second Language Proficiency Language is a key competitive tool, and the international scope of today's business world makes communicating across national and cultural boundaries essential to corporate competitiveness. Multilingualism is necessary if we are to sell more goods and services here and abroad. English is one of the primary languages of international commerce, and any executive dealing

with customers, contractors and suppliers in other countries must excel in reading, writing, speaking and understanding English. Nevertheless, many executives have found success by speaking the language of their customers -- which means developing their capacity to communicate in two or more languages. The Commission recommends that students develop a proficiency in a second language before graduating from high school.

Reason for Studying Language: 1991 vs. 1994

Among students taking any language: reasons for studying
U.S.% '91 '94 Jobrelated (net)..........................................................74 required for work/bus. travel/ relocation .......................71 could help at work..................................................18 Pesonal reasons (net)..................................................49 leisure travel ..........................................................11 degree/education .................................................... 5 83 79 25 46 12 6

52

*students may cite multiple reasons

Berlitz International, which runs foreign language study programs, has seen its US business increase 19 percent over the five year period 1989 to 1994. As illustrated in the chart above, the percentage of Berlitz students in the US who cite "job-related reasons" as their motivation for learning a new language -- including both "required for work/relocation" and "could help in present job or getting a new job" has increased from 74 percent to 83 percent over the period 1991 to 1994. Nearly three-quarters of the Fortune 500 companies are or have been clients of Berlitz.

Take A Child To Work Day Many young people, especially girls and members of minority groups, have difficulty defining their career goals because of limited exposure to the business world. Children who have limited exposure to the adult world of work and little sense of the range of professional possibilities open to them have their road to career advancement blocked early in life. And, often, children

who need the most guidance are the ones without the parental structure to provide it. Establishing "Take A Child To Work Day" would allow American business to provide leadership and commitment to generations of youngsters searching for role models. Building on the success of the Ms. Foundation's "Take Our Daughters To Work (sm) Day," a national "Take A Child To Work Day" will help open up professional vistas for all children.

Take Our Daughters To Work (sm) -- Program Description Take Our Daughters To Work (sm), the public education program of the Ms. Foundation for Women, was launched in 1993 in response to disturbing research findings on the adolescent development of girls. Studies by Harvard University researchers, the American Association of University Women (AAUW) and the Minnesota Women's Fund indicate that during adolescence girls often receive less attention in school and in youth-serving programs, suffer from lower expectations than do their boy counterparts, and tend to like or dislike themselves based on aspects of their physical appearance. Those are the problems. Fortunately, the Ms. Foundation for Women has the solution -- to prevent these problems from happening by helping girls to strengthen their resiliency. Research has shown that by intervening with girls before these problems take root, we can help girls to grow up with confidence, in good health, and ready to fulfill their dreams. Copyright 1994 Ms. Foundation for Women
53

NEXT STEPS
The Glass Ceiling Commission was tasked with understanding barriers that prevent qualified minorities and women from reaching senior management and decisionmaking positions and with identifying opportunities for advancement. Among other things, the March 1995 release of Good For Business raised public awareness of the negative effects of exclusion on American business and the nation's economy. This recommendations report offers tangible guidelines and solutions on how these barriers can be overcome and eliminated. However, the work cannot stop here. This report represents completion of the Commission's legislative mandate, but the effort for us individually or for all of us as a nation must continue. In fact, this is just the beginning of work that still needs to be done to ensure that the glass ceiling in America is forever shattered, thereby achieving the full promise of our society by making its bounty available to all. Champions for Change The mark of any sound strategic plan is its implementation. To ensure that the goals of the Glass Ceiling Commission stay alive, the Commissioners call on a confluence of constituencies --business, minority, civil rights, women -- to take responsibility for:
q q

implementing the recommendations; influencing others to implement the recommendations; and, monitoring the progress and measuring the impact of the recommendations.

Industry Comparison Research Key to the Commission's effort to make recommendations for effective change is an analysis of current corporate strategies for success. To complete this review, the Commission believes that additional study is needed in the area of comparative research of business and industries in which women and minorities are and are not promoted to management and decisionmaking positions. Longitudinal Analysis The work of the Commission must be complemented with a five-to-ten year longitudinal study to determine definitively the sequence of activities that would be most effective in dismantling glass ceilings and promoting minorities and women. Such a study could focus on both the elements of

55

selected organizations' infrastructure that may affect the glass ceiling and the career progress of a number of high-potential individuals within the management ranks of the selected organizations, including white and minority women and men. The results of this major research would add significant dimension to the work already commissioned and reviewed for this and the fact finding report. Econometric Models To Assess the Cost of Discrimination Discrimination is costly. Additional research to quantify the cost of maintaining glass ceiling barriers to individuals, corporations and society at large should be conducted and econometric models developed. Public Education Campaign A recent Washington Post/Kaiser Family Foundation/Harvard University survey on how information and misinformation shapes the way people think found what the Post called, "a distorted image of minorities" and "a 'glass ceiling' of misperception." This lack of understanding and stereotyping leads the Commissioners to call for a national public education campaign designed to dismantle misperceptions, stereotypes and biases and to

create better understanding and appreciation of our diversity as a people. Role of Technology in Breaking Barriers Communication and information sharing are key components of breaking glass ceiling barriers in business. E-mail, the World Wide Web, live chats on the Web, video conferencing and document sharing are only a few examples of the many technologies which allow access to time-efficient and inexpensive methods of exchanging information. State and Local Glass Ceiling Commissions Like the Federal government, the local government must also lead by example. The Commission believes that state and local governments should examine what they are doing regarding removing or breaking the glass ceiling and what they do differently that makes some governments more successful than others.

56

Asian & Pacific Islander Center for Census

RESOURCES

Information and Services SanFrancisco, CA American Association of University Women, Washington, DC Asian American Journalists Association, San Francisco, CA Association of Executive Search Consultants, New York, NY American Societyr Editors, Reston,VA American Society Training & Development, Alexandria, VA AT&T, New York, NY Baltimore Gas and Electric, Baltimore, MD Berlitz International, Princeton, NJ

Stella M. "Barriers to Work Place Advancement Experienced by African-Americans." Massachusetts Institute of Technology and University of North Carolina at Charlotte Business and Professional Womens Foundation, Washington, DC Braddock, David and Bachelder, Lynn"The Glass Ceiling and Persons with Disabilities." University of Illinois at Chicago Burbridge, Lynn C. "The Glass Ceiling In Different Sectors of the Economy: Differences Between Government, Non-Profit, and For-Profit Organizations." Wellesley College Center for Research on Women, Wellesley, MA. California Business Roundtable, San Francisco, CA Catalyst, Inc. "Successful Initiatives for Breaking the Glass Ceiling." New York, NY

Bell, Ella Louise J. Edmondson & Nkomo,

Center for Integration and Improvement of

57

Journalism. San Francisco State University, San Francisco, CA The Conference Board, New York, NY Cox, Jr, Taylor and Smolinski, Carol. "Managing Diversity and Glass Ceiling Initiatives as National Economic Imperatives." University of Michigan at Ann Arbor Equal Employment Opportunity Commission, Washington, DC Federal Communications Commission, Washington, DC General Motors Corporation, Detroit MI Gordon Group, Inc., Waban, MA Greenlining Coalition, Los Angeles, CA Hamlin and Associates, Marblehead, MA. "The Impact of Corporate Restructuring and Downsizing on the Managerial Careers of Minorities and Women: Lessons learned from Nine Companies."

Berheide-White, Catherine. "Barriers to Workplace Advancement Experienced by Women in Low-Paying Occupations." University of Albany, State University of New York Henderson III, Lucius S. "Report on Six Focus Groups with Asian, Black and Hispanic Executives in Three Cities on Issues related to the Glass Ceiling in Corporate America." RIVA Market Research, Bethesda, MD Hispanic Association of Colleges and Universities, Washington, DC Hispanic Association on Corporate Responsibility, Washington, DC Interfaith Center on Corporate Responsibility. New York, NY. International Business Machines, Armonk, NY James, Keith; Wolf, Willie; Lovato, Chris; Byers, Steve. "Barriers to Workplace Advancement Experienced by Native Americans." Colorado State University, Wolf Enterprises, Denver Indian Health and Family Services, and the University of Colorado at Boulder

58

Harlan, Sharon L. &

Lawyers Committee for Civil Rights Under

Law, Washington, DC Lee, Yvonne. Lee Consulting, San Francisco, CA Leonard, Jonathan and Haas, Walter "Use of Enforcement Techniques in Eliminating Glass Ceiling Barriers." University of California at Berkeley Los Angeles Times, Los Angeles, CA Mauricio Gaston Institute for Latino Community Development and Public Policy. "Barriers to Workplace Advancement Experienced by Latinos." University of Massachusetts at Boston Metropolitan Washington Council of Governments. Washington, DC., Minnesota Women's Fund, Minneapolis, MN Missouri School of Journalism, University of Missouri at Columbia. Ms. Foundation, "Take Our Daughters to Work Day," New York, NY

Diversity in America." New Leaders Institute, Del Mar, CA National Association for the Advancement of Colored People, Legal Defense Fund, Washington DC National Association of Black Journalists, Washington, DC National Association of Hispanic Journalists, Washington, DC National Association of State Universities and Land Grant Colleges, Washington, DC National Conference of Editorial Writers, Rockville, MD National Council of La Raza, Washington, DC National Federation of Press Women, Inc. National Foundation of Women Business Owners, Washington, DC National Urban Coalition, Washington, DC Native American Journalists Association, Hayward, WI New York Women's Agenda, New York, NY Nicolau, Siobhan and McGuire, Georgianna.

Morrison, Ann. "Guidelines on Leadership

59

"In Their Own Words: CEOs Views of Diversity at the Top." Hispanic Policy Development Project, New York, NY and Washington, DC Office of Personnel Management, Washington, DC Organization Resources Counselors, Inc., New York, NY Plays for Living, New York, NY Pachon, Harry and Falcon, Dennis. "Summary of Research and Analysis on the Impact of the Glass Ceiling on Hispanics in Select Private-forProfit Industries." The Tomas Rivera Center, Claremont, CA Radio - Television News Directors Association, Washington, DC

Heidi; and Spalter-Roth, Roberta M. "The Impact of the Glass Ceiling and Structural Change on Minorities and Women." Institute For Women's Policy Research, Washington, DC Thomas, Roosevelt; Porterfield, Jeff; Hutcheson, John; and Pierannunzi, Carol. "Impact of Recruitment, Selection, and Compensation Policies and Practices on the Glass Ceiling." The American Institute for Managing Diversity, Atlanta, GA Thomaskovic-Devy, Donald. "Race, Ethnic, and Gender Earnings Inequality: The Sources and Consequences Employment Segregation." North Carolina State University, Raleigh, NC The Thurgood Marshall Scholarship Foundation, New York, NY United States Department of Labor, Washington, DC United States Trust, Boston, MA. Wernick, Ellen. "Preparedness, Career Advancement and the Glass Ceiling." Glass Ceiling Commission, Washington, DC

Securities and Exchange Commission, Washington, DC Schwartz, Debra B. "An Examination of the Family-Friendly Policies on the Glass Ceiling." Families and Work Institute, New York, NY Shaw, Lois B.; Champlin, Dell P.; Hartmann,
60

William Allen White School of Journalism.

University of Kansas at Lawrence Williams, Linda. "The Impact of the Glass Ceiling on African American Men and Women." Congressional Black Caucus Foundation. Institute for Policy Research and Education, Washington, DC Woody, Bette and Weiss, Carol. "Barriers to Work Place Advancement Experienced by White Women." William Monroe Trotter Institute, University of Massachusetts at Boston. Women in Technology International, Sherman Oaks, CA Women's Legal Defense Fund, Washington, DC Woo, Deborah. "The Glass Ceiling and Asian Americans." Institute for the Study of Social Change, University of California at Berkeley Xerox Corporation, Stamford, CT

61

Material contained in this publication is in the public domain and may be reproduced, fully or partially, without permission of the Federal Government. Source credit is requested but not required. Permission is required only to reproduce any copyrighted material contained herein. This material will be made available to sensory impaired individuals upon request. Voice Phone: 202 218-6652 TDD* Phone: 1-800-326-2577 * Telecommunication Device for the Deaf Copies of the report are available from the following sources: Printed copies from the U.S. Government Printing Office and its regional bookstores. Telephone: (202) 512-1800 Microfiche copies are available from the National Technical Information Service, 5285 Port Royal Road, Springfield, VA 22161. Telephone: (703) 487-4650 Thanks to a partnership with Cornell University, electronic copies are available from the Internet via the World Wide Web server and GOPHER. Access code for WWW is http://www.ilr.cornell.edu.Access code for GOPHER is 128.253.61.155

For sale by the U.S. Government Printing Office Superintendent of Documents, Mail Stop: SSOP, Washington, DC 20402-9328 ISBN 0-16-045547-2