The Committee recommends implementation of the following recommendations with respect to recruitment, hiring and advancement of staff personnel. These will require not only funding for additional staff and activist programs, but also a major realignment of the current philosophies of the UC personnel offices, which are largely geared towards control and protection of management at the cost of service and humanness.

1. Recruit qualified staff, and particularly minorities, actively and "sell" them on University employment. Establish funded programs and staff for this purpose.

2. Centralize the first steps in the recruitment/ application/interview process in the Personnel Offices. Expand operating hours. Human resources professionals should review applications, interview applicants, determine all job classifications for which they are eligible, and maintain the record for use whenever an appropriate opening occurs. References should be checked. Unqualified candidates should be turned away at the outset. When an opening occurs, Personnel should select an appropriate pool of qualified available applicants from these records and from additional recruitment when necessary, to be referred to the hiring department. An individual applicant's interview experiences should be kept in the record. Unsuccessful patterns should be noted and investigated.

3. Monitor the advancement potential of all staff employees. Keep records of successful training and performance evaluations which indicate promotability. Add such employees to the pool of qualified applicants when suitable promotional opportunities occur. Nurture minority employees and demonstrate interest in their advancement from outside the employing department.

4. Personnel offices should actively seek to construct a qualified pool of applicants from diverse ethnic backgrounds. Unqualified minorities should not be inserted into the pool to increase statistical representation. The pool should be developed with care and deliberation, not based only upon the group of applications which may turn up during a specified period of "recruitment." Qualities not directly "job related" such as fit with the department, eagerness, potential, commitment, transferable skills, and outstanding performance in another position, should be assessed and pointed out to the hiring supervisor. Hiring departments should be encouraged to choose freely from among the qualified candidates without further justification for their selection.

5. If ethnic diversity in the workforce is seen as a goal of the University, then those applicants who will advance it, either because of their own ethnicity or because of their commitment to diversity, possess a desirable quality. This quality should be viewed in hiring decisions on a par with other required or desirable skills and knowledge, and when all other qualifications are equal, should be the determining factor.

6. Establish a career ladder by automatically examining the incumbents in lower-level positions appropriate to higher level openings and inserting those qualified and interested into the pool.