Race Bias 36 - "Employment Quotas and Real Estate"
Reprinted below is a scan of a package of information sent by the State of California to every employer who wishes to bid on a state contract.
It sets forth the requirements for establishing an affirmative action plan for the preferential hiring of minorities as a condition of obtaining the contract.
The general concept is that each employer must employ, at each occupational level, a percentage of minorities equal to the availability of minorities within the METROPOLITAN STATISTICAL AREA ("MSA"). In other words, your obligation to employ minorities is a function of which MSA your office or plant happens to be located in.
As the Office of Compliance Programs notice puts it: "Contractors must make every effort to ensure that the underrepresentation of persons in protected groups at all levels of their workforce is not statistically significant when compared to their workforce availability in the same metropolitan statistical area per the 1980 U.S. Census data."
Now suddenly this is getting interesting, and a little lightbulb is going off.
In Yggdrasil's Lesson 7, "Exploitation", we explained the connection between urban decay, white flight and the economic interests of the housing and automobile industries.
Think about it! European Americans are not reproducing themselves. Their population is falling. Thus, there would be no demand for new suburban housing developments from whites without white flight.
Whatever produces white flight (crime, assaultive minorities, welfare dependency, illegal immigration) benefits the housing industry directly, and the automotive industry indirectly.
But let me add an additional fact. Developers build and sell off suburban houses. They earn a one-time profit on these sales. They don't hold these in their investment portfolios.
The real gems are the suburban office towers and shopping malls that the developers build, after they build the housing, to keep for their own investment portfolios.
But as you can see, the developers have a problem. There are singular advantages to locating business in a central core. Having a central downtown allows for efficient mass transit to carry workers there. Communication and sales calls are made much easier by the close proximity of many offices in one place.
While the forces of urban decay drive European-Americans from the central cities with a force and ferocity unparalleled in history, those forces of high crime and urban decay have a much weaker effect on driving businesses from the downtown business districts.
But developers must drive these businesses from the downtown business districts or their suburban office towers would remain empty and worthless.
How to counterbalance the attraction of a downtown office core?
Simple. In the name of civil rights and "integrationism", force the businesses to hire employees from the surrounding slums. They will leave for those suburban office towers in droves.
Enter "affirmative action". You will notice that an employer's obligation to hire minorities is defined by the MSA statistics. The reality is that the Census Bureau defines each city and county as a separate MSA (Metropolitan Statistical Area). All a business has to do to avoid hiring employees representative of Detroit, for example, is move into one of those new office towers in the next county. Since the adjoining MSA is mostly white, the business can keep its mostly white work force.
Thus, it is no surprise that businesses are fleeing to new suburban offices and industrial parks. Affirmative action is to commercial development what urban decay is to suburban housing.
Yggdrasil's lesson 7 chronicles the history of the housing industry in the 50's and early 60s as the natural post-war demand for suburbs dried up in most parts of the country. The civil rights movement and urban decay arrived just in the nick of time to keep the housing industry growing.
One of the most virulent white haters ever to inhabit the U.S. Senate benefitted mightily from this decay.
In the early 60's, parking garages in choice downtown locations typically charged $2 or $2.50 per day. Howard Metzenbaum bought up all the choice parking garages in Cleveland and raised the fees to $10 to $12 per day. He made tens of millions in profit by realizing that the Euro-American middle class was frightened to death of inner city violence and would pay virtually any price to obtain close-in parking.
Metzenbaum knew that as welfare programs drove urban decay, the shape of the demand curve for close-in parking would change dramatically. Demand would become far less elastic. Few whites (aside from Yggdrasil, of course) would be willing to walk to remote parking lots on the wrong side of the tracks. This demand would become particularly acute among the secretarial staffs.
Having made millions from hapless white workers in downtown office towers, Metzenbaum spent a few of those millions getting elected to the Senate where he would relentlessly push legislation to produce more urban decay. Anything to threaten and harass those hated whites!
Metzenbaum is gone from the Senate, and his son-in-law was defeated in the Republican sweep of 1994. But gentler practitioners of the same art remain. Senator Feinstein's husband, Blum, is in the same commercial real estate business, with the same powerful economic motive for marrying an up-and-coming politician.
White flight is unnatural. Without an intense political maintenance effort, the whole scheme would collapse. That is why real estate money supports the liberal integrationist politicians. From those political positions, they adopt welfare programs that subsidize minority family decay and crime, and they mandate employment quotas that will force businesses to follow fleeing whites to nearby MSA's where capable employees can be found. All the time, the Metzenbaums, Feinsteins and Blums of the world are busy developing.
The profits are personalized, while the costs are socialized onto the backs of that great herd of Euro-American sheep.
White hating has indeed been a very profitable business in the United States. It is the foundation upon which many large family fortunes have been built in the latter half of the Twentieth Century.
And so that your archives may be complete, you will find below a copy of the 1987 "DESCRIPTION OF A NONDISCRIMINATION PROGRAM" from the California Department of Fair Employment and Housing.
You will never see this sort of thing in a classroom, either in high school or in college. But as you already know, to find the truth, you must log onto the net and read the postings of
Department of Fair Employment and Housing
Office of Compliance Programs
DESCRIPTION OF A NONDISCRIMINATION PROGRAM
The information contained in this description has been developed for your convenience by the Department of Fair Employment and Housing, Office of Compliance Programs. Its purpose is to assist State contractors in the development, implementation, and/or improvement of their nondiscrimination programs for compliance with California law.
It is the policy of the State of California to promote equal employment opportunity by prohibiting discrimination in employment and requiring nondiscrimination in the performance of contracts funded by the State. This policy has been reinforced and expanded by contract compliance regulations, California Administrative Code, Title 2, Division 4, Chapter 5 (@8101 et seq.). The regulations provide that contractors performing public work or providing goods or services under a State contract shall not discriminate against any protected group employee or applicant for employment on the basis of race, religious creed, color, national origin, ancestry, physical handicap, medical condition* (cancer related), marital status, sex or age (over 40). The nondiscrimination and compliance provisions of the Fair Employment and Housing Act (Section 12990, Government Code) and the Commission's regulations are enforced by the Department of Fair Employment and Housing, Office of Compliance Programs.
II. GENERAL REQUIREMENTS
Government Code Section 12990 prohibits employment discrimination by contractors holding a State contract. Such discrimination is often evidenced by the underrepresentation of minorities and women in the contractor's workforce. Contractors must make every effort to ensure that the underrepresentation of persons in protected groups at all levels of their workforce is not statistically significant when compared to their workforce availability in the same metropolitan statistical area per the 1980 U.S. Census data.
*As defined in Section 12926(F), Government Code 12990.
III. MAJOR REQUIREMENTS
The major requirements imposed by the regulations include but are not limited to the following:
A. Development or reaffirmation of the contractor's equal employment policy in all personnel actions. [Section 8104(a)(1)] The policy statement is usually a one to two page document designed for posting on employee bulletin boards, in the employment office, and for distribution to all recruitment sources, vendors, and others doing business with the contractor. The statement describes the contractor's commitment to equal employment opportunity for all persons, regardless of race, color, ancestry, national origin,- religious creed, sex, physical handicap, medical condition* (cancer related), age (over 40 years), and marital status. It should indicate that all employment practices, including recruitment, hiring, promotions, training, terminations, etc., will be without regard to the protected group bases mentioned above. The statement should establish responsibility for overall accountability with a major company executive as well as identify the individual, at least by job title, who is responsible for the day-to-day operation of the program. The statement should be signed and dated by the company executive mentioned above and updated annually. It is suggested that other company managers/supervisors share in the responsibility for the success of the program and that they be evaluated in the same way as their performance on the achievement of other company goals. It is also suggested the policy statement be included in any employee handbook or other employee orientation program.
B. Formal internal and external dissemination of the contractor's policy [Section 8104(a)(2)]
When the contractor signed the contract with the State there was a Nondiscrimination Clause that read in part, "Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement." This section also applies to agreements with employment referral agencies.
It is suggested that internal and external dissemination of the policy be included and/or described in the company's internal operating directives, i.e., personnel manual. *As defined in Section 12926(F), Government Code 12990. C. Establishment of responsibilities for implementation of the contractor's program (Section 8104(a)(3)]
Depending upon the size and structure of the contractor's company, the responsibility for implementation may be an additional or the sole responsibility of the nondiscrimination program manager.
The program manager should have at least the following responsibilities: Develop policy statements; internal and external communications procedures; assist management in collecting and analyzing employment data; and, identify problem areas and develop programs to alleviate problems. In addition, to implement and monitor internal audit and reporting systems to measure program effectiveness and ensure corrective actions are taken.
Perform liaison activities between organizations advocating the economic and social advancement of protected group members, and keep abreast of EEO developments.
Be involved in and monitor all personnel transactions from recruitment to termination to ensure that all actions are nondiscriminatory. D. Annual identification of any existing practices which have resulted in disproportionately inhibiting the employment, promotion or retention of those protected by the Act. [Section 8104(a)(4)]
1. Analysis of employment selection procedures [Section 8104(a)(4)(A)]
This is primarily an analysis of each step in the process including but not limited to applications for employment, hiring, promotions, transfers, lay-offs, recall, and terminations. The annual analysis of the selection process is to identify those areas or steps in the selection of applicants/employees that disproportionately inhibit the contractor from reaching parity of employee workforce percentages with the local community workforce availability percentages. Once any problem areas in the selection process have been identified, the contractor must design and implement action oriented programs to eliminate the problem areas. See paragraph E, Page 5. In general, the contractor must have a selection process that does not have an adverse effect on any protected group. It must be designed to ensure that all personnel procedures are being applied consistently and uniformly to everyone. 2. Workforce analysis [Section 8104(a)(4)(B)]
Contractors with 50 or more employees in their entire workforce must include a workforce analysis. A workforce analysis is a chart of a contractor's employment pattern. It shows the number of incumbents in each job title, ethnicity and sex of the incumbents and the salary ranges for each job title. The workforce analysis will identify the concentration and/or underutilization of minorities and women, and should be a resource from which such things as upward mobility, and the creation of career ladders and lattices can be developed. The requirements of the regulations pertaining to the workforce analysis are quite explicit. They include: o A list of job titles as they appear in payroll records or the applicable union contract. o A separate listing of job titles must be ranked in wage order by each department or similar organizational unit, from lowest to highest paid thus indicating by job titles upward mobility progression. o Department or unit managers/supervisors must be included on the listing. o For each job title, the contractor must show:
- Total number of incumbents, total male incumbents and total female incumbents.
- Total male and female incumbents in each of the following minority groups: Blacks (not of Hispanic origin), Hispanics, Asian/Pacific Islanders, American Indian/Native Alaskans.
- The wage rate or salary range for each job title.
3. Utilization analysis [Section 8104(a)(4)(C)]
Contractors with 250 or more employees in their entire workforce must also include a utilization analysis. The contractor should determine underutilization as having fewer minorities or women in a particular job group than would reasonably be expected given their availability ln the labor force as indicated by the 1980 U. S. Census data information. The contractor must compare the availability estimate with current utilization in the job groups. Whenever the percentage of minorities or women in a job group is lower than their percentage of availability within the applicable tabor area, the contractor's nondiscrimination program must specifically state that underutilization exists in that job group. If minorities and women are underutilized in any job group, the nondiscrimination program must contain a description of programs planned or already being implemented to remedy the underutilization. An acceptable utilization analysis contains the following:
o Job titles grouped into EE0-1 job categories or job families.
o A separate comparative analysis for all women and each minority group employee to their availability in the community workforce.
o Identification of underutilization in each of the job groups. E. Development and execution of action oriented programs designed to correct problems and attain equal employment opportunities for all applicants and employees [Section 8104(a)(5)]
If minorities and women are underutilized in any job group, the nondiscrimination program must contain a description of programs designed and implemented by the contractor to correct the problem areas, as well as report the anticipated results of such programs. The establishment of specific goals and timetables might be a valuable tool to assist in bringing the contractors workforce into parity with the local community workforce availability. F. Design and implementation of internal audit and reporting system to measure the effectiveness of the program [Section 8104(a)(6)] This audit and reporting system should include written procedures for establishing minimum qualifications for jobs, preparing job specifications descriptions, posting vacancies, recruitment, application forms, interviews, etc., compensation, benefits, etc., promotions and demotions through to final terminations. It should be designed to measure progress toward reaching parity in the employers workforce to the local community labor force availability. The audit systems should provide periodic feedback on program progress, identification of problem areas requiring special attention, and the development of action programs to resolve the identified problems.
It is suggested the audit and reporting system be evaluated and updated annually to ensure its accuracy and effectiveness.
S A M P L E
ABC COMPANY'S EEO POLICY STATEMENT (OR REAFFIRMATION)
The ABC Company is an equal opportunity employer and is committed to an active Nondiscrimination Program. It is the stated policy of the ABC Company that all employees, and applicants, shall receive equal consideration and treatment. All recruitment, hiring, placements, transfers, and promotions will be on the basis of qualifications of the individual for the positions being filled regardless of race, color, religion, ancestry, national origin, age (over 40 years), sex, marital status, medical condition* (cured or rehabilitated cancer), or physical handicap. All other personnel actions such as compensation, benefits, layoffs, returns from layoffs, terminations, training, and social and recreational programs are also administered regardless of race, color, religion. ancestry, national origin, age (over 40 years), sex, marital status, or physical handicap.
The objective of ABC Company's nondiscrimination Program is, wherever possible, to actively recruit and include for consideration for employment members of minority groups, females, and the physically handicapped. All decisions on employment and promotions must be made solely on the individual's qualifications (merit) and bona fide occupational qualifications for the job in question, and the feasibility of any necessary job accommodations. Jane Doe has been designated Equal Employment Opportunity Coordinator. Inquiries concerning the application of federal and state laws and regulations, should be referred to her. The coordinator is responsible for administering program progress and initiating corrective action when appropriate. All personnel actions are monitored and analyzed to ensure the adherence of this policy. Regular annual reports are submitted to the Chief Executive Officer for review and evaluation of progress.
To achieve the goals of our Nondiscrimination Program, it is necessary that each member of this company understand the importance of the Program and his or her individual responsibility to contribute toward its maximum fulfillment. Specifically, managers' and supervisor's efforts towards the success of this program will be evaluated as is their performance on other company goals. The ABC Company will update and reaffirm this EEO Policy Statement annually.
Chief Executive Officer
January l, 1987
*Cured or rehabilitated as defined in Section 12926(F), Government Code 12990.
S A M P L E
DISSEMINATION Of ABC COMPANY'S EEO POLICY STATEMENT To ensure that all employees, applicants for employment, and the public are aware of ABC Company's official policy on Equal Employment Opportunity and its commitment to nondiscrimination, the following steps have been taken.
A. INTERNAL DISSEMINATION
1. ABC Company's Equal Employment Opportunity Coordinator will meet periodically with department heads and disseminate information on the company's overall nondiscrimination Program.
2. ABC Company's policy on Equal Employment Opportunity and the Federal and State notice of Equal Employment Opportunity have been posted on department bulletin boards at locations where applicants are received for employment.
3. The policy statement is available to ABC Company employees. In addition, this policy is included in Personnel Memorandum No. 74 and in the Employee Handbook.
4. ABC Company department heads and supervisors who have a responsibility for interviewing, hiring, promoting, transferring, disciplining, and terminating employees, will continue to receive instructions in and review of the company's Equal Employment Opportunity Policy, and our legal and contractual obligations and the resources available to assist them in meeting their own goals set forth in the company's Nondiscrimination Program.
5. A discussion of Equal Employment Opportunity and the Nondiscrimination Program is included tn the orientation of all new employees.
6. The Company's Equal Employment Policy and the Nondiscrimination Program will continue to be a discussion item in all staff meetings for company employees, supervisors and managers.
7. The phrase, "ABC COMPANY IS AN EQUAL OPPORTUNITY EMPLOYER. Women and minorities are encouraged to apply", will be included in all job announcements. Such announcements will be posted on department bulletin boards. The phrase will be incorporated in all bargaining agreements.
8. A copy of ABC Company's Nondiscrimination Program is available for review through supervisors or the Personnel Department.
B. EXTERNAL DISSEMINATION
1. All recruiting sources such as those listed tn the Personnel Policies and Procedures Manual and other organizations which serve minorities, females, handicapped, and community leaders, secondary schools and colleges will continue to be informed orally and in writing of ABC Company's Nondiscrimination Program. We will also request their support ln furthering our commitment to Equal Employment Opportunity.
These organizations will also be requested to actively recruit and refer qualified minorities, females, and the handicapped, for all available positions.
2. The phrase, "ABC COMPANY IS AN EQUAL EMPLOYMENT OPPORTUNITY EMPLOYER. Women and minorities are encouraged to apply." will be used in all recruitment publications; and if pictures are utilized, minorities, females, and the handicapped, will be represented where appropriate.
3. All purchase orders, leases, and contracts covered by, or subject to Executive Order No. 11246 (as amended) or its implementing rules and regulations will contain an appropriate equal employment opportunity clause therein (either by reference or in its entirety).
S A M P L E
DESCRIPTION OF ABC COMPANY'S EMPLOYMENT SELECTION PROCEDURES
A. RECRUITMENT - GENERAL
A positive recruitment program for ABC Company will be administered to locate and attract the best qualified personnel available. To encourage advancement, every effort will be made to fill vacancies by promoting eligible and qualified employees already on the staff. However, to assure the company of the best skills necessary to the operation of a complex organization, outside recruitment as well as in-house applications will be solicited for all department directors and other top level position vacancies.
B. APPLICATION FOR EMPLOYMENT AND REFERENCE CHECKING
1. Applications for employment with ABC Company will be accepted at any time and the applicants will be considered for all positions for which they are qualified.
2. Where the nature and duties of the job warrant it, applicants may be subject to examination which fairly tests capacity and fitness of the candidate to efficiently discharge the duties of the position for which the examination is held.
3. All candidates will be evaluated against requirements set forth in the job description for the position to be filled.
C. VACANCY ANNOUNCEMENTS
1. All job opportunities with ABC Company will be announced by publication of the vacancy announcements, which will include:
a. Job title
b. Salary range
c. Description of duties
d. Job site location
e. Minimum education and experience requirements, and any special licenses, certificates or credentials required
f. Other information providing for a better understanding of the nature and conditions of the job
g. How, where and when to make application
h. Statement that ABC Company is an equal employment opportunity employer
D. PROMOTION FROM WITHIN
1. When a position opening exists, the vacancy announcement is circulated widely and publicly throughout the company, or as a memorandum to all employees, for at least five (5) working days. The announcement may, if deemed essential, coincide with outside recruitment efforts as established in E below.
2. On an informal basis, and without making a commitment for employment, managers should encourage employees who are eligible, qualified, and interested to apply.
3. If there are any eligible and highly qualified candidates by the closing date, screening may proceed. If there are no such candidates from within, outside recruitment becomes mandatory.
a. One qualified in-house candidate who responds to the mandatory vacancy announcement is enough to proceed with the screening.
b. There must always be an announcement of an opening. If a temporary employee is the only responding candidate to the notice of vacancy, and if she/he is qualified, the screening may proceed.
c. Students or other trainees that are considered temporary may be transferred with a waiver of policies.
E. OUTSIDE RECRUITMENT
1. Whenever a new position is created, or a present position becomes vacant and is not filled by in-house promotion, it shall be the ABC Company policy to advertise the position as widely as possible for at least five (5) working days.
2. All possible steps shall be taken to notify the community, and use every recruitment source, using the following:
a. Distribute vacancy announcements.
b. Post vacancy announcements in "neighborhood centers" and in all company employment offices.
c. Requests to State employment offices.
d. Requests to municipal, county or State civil service registers.
e. Through "positions available" in news media, including trade journals, for certain professional positions.
f. Requests to community, ethnic and women's organizations such as YMCA, YWCA, NOW, IMAGE, OWL, etc.
9. Requesting free public service announcements on radio and television.
F. SCREENING AND SELECTION GUIDELINES
1. General hiring policies and procedures are intended to foster the selection of competent and effective personnel while maintaining an age, sex, and ethnic balance in relation to the population of areas served.
2. Formal educational qualifications, unless required by State or local law, shall not be made a requirement for employment or advancement to any position if an individual has demonstrated an ability to competently perform the duties of the position.
1. The purpose of the initial screening of applicants' applications is to evaluate each person's knowledge, skills and abilities to perform the duties of the position for which she/he is applying, based on criteria established by the company. Such screening involves a review of each applicant's file of application, resume, relevant experience, education, training, supervisor's evaluation, pertinent awards, and any other relevant information contained in the applicant's file or provided for review.
2. The person(s) doing the initial screening will determine which applicants are adequately qualified to be interviewed for the position for which they are applying by the following guidelines:
a. Qualified - An applicant shall be declared qualified if she/he meets, has potential to meet, or exceeds the minimum qualifications for the position as stated in the job description.
b. Unqualified - An applicant shall be declared unqualified for lack of any of the required qualifications established for the job.
c. Disqualified - An applicant shall be declared disqualified for the following reasons: (1) Falsification of application or attempted deception in connection with the application; (2) Material evidence of conduct that would be detrimental to the purposes and working relationships of ABC Company.
No applicant will be rejected as "unqualified" or "disqualified" without sufficient justification and the department supervisor's approval of the rejection.
H. ORAL INTERVIEW
1. The interview panel's responsibilities include interviewing qualified applicants and recommending to the selecting official the best qualified candidate(s).
(3) The Personnel Officer will review the Job Description, Application For Employment, Action Notice, Rating Forms, and Certification of Best Qualified Candidates to determine the appropriateness of hire. She/he will then forward these documents to the appointing official, for his/her approval.
I. NOTIFICATION OF SUCCESSFUL CANDIDATE
1. After confirmation of appointment, the successful candidate will be notified of his/her selection by receipt of Form ABC-10, "Notice of Appointment."
2. At the same time, Form ABC-17, "Employee Action Notice," will be processed.
3. The candidate who is appointed to the position will have a copy of the certification placed in her/his personnel file.
J. RETENTION OF RECORDS
1. Records of applicants and interview work sheets will be retained by the selecting official for not less than two years.
2. The selecting official may, if necessary, exercise the option of calling candidates within the six months date of the original interview, to re-interview them to hire without re-advertising.
S A M P L E
ABC COMPANY'S ACTION-ORIENTED PROGRAMS
It was determined that the underutilization of Blacks and Hispanics in the Administrative Services Department was due to an artificial barrier requiring two-year college education for some clerical positions.
Preliminary investigation was initiated on February 1, 1987 to compare the minimum qualifications established by local companies for comparable job classifications. In addition, the Personnel Officer is to complete a task analysis of these job classes and report to the President on or before March 15, 1987 with a recommendation to either reduce the minimum qualifications to completion of high school, or equivalency, or to retain present minimum qualifications.
Analysis revealed that the duties and responsibilities of draftspersons and estimators were in error in position descriptions and job announcements.
The Personnel Officer, with the assistance of the XYZ Consulting Firm will perform a task analysis of these positions and make appropriate recommendations to the President no later than March 15, 1987.
Investigation showed that in the Accounting Department, job announcements were not being disseminated to regular and special recruitment sources which may be inhibiting our reaching labor force parity.
This matter will be addressed at the next manager's meeting on February 13, 1987 and re-enforced by procedures outlined in the Supervisors Handbook by no later than April 1, 1987.
Investigation indicated that the low retention rate of Hispanics in the Marketing Department might be caused by the Department Manager.
This matter has been brought to the attention of the Marketing Manager. He has been counseled concerning our Nondiscrimination Program and has been informed he will be monitored. The manager's hiring, disciplinary, and lay-off decisions must be approved by the Personnel Officer until the Department has reached parity with the local labor force as relates to Hispanics.
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