tested and all the work is written, tested, rewritten, and retested in hospitals before it is printed-has shown that the hospitals are eager to utilize these materials in their on-the-job training programs.

An initial printing of 2,000 copies of the nursing aid manual is almost exhausted, with requests coming from hospitals, nursing homes, governmental agencies, universities, and colleges. All are interested in participating in this effort to ease the health manpower shortage through better training.

The key to our approach is continuous review and evaluation of the training materials being developed so that changes in the job requirements can be incorporated into the materials as well as suggestions from instructors. Each instructor is asked to make comments. Some hospitals have long had on-the-job training programs for certain occupations, but their training materials have not been generally available and, therefore, not subject to continuous review and revision. It is essential that materials continue to be provided for hospital employees being trained on the job in our institutions. Some predict that education in some of the health occupations will become more frequent in colleges and junior colleges. However, there are still many jobs in the health services which do not need 2 to 4 years' training after high school.

The education and training necessary for these jobs can, and should, be centered in hospitals. The Health Manpower Source Book No. 18 ("Manpower in the 1960's," PHS Publication No. 263) estimated that in 1960 there were 375,000 active aids, orderlies, and attendants; by 1963, the estimate was 410,000, and we believe that today there are nearly 475,000 employed in these 3 job classifications, the bulk of them being in hospitals.

The applications which we have received show that most of the people in these job classifications have not had a formal on-the-job training course. We believe that along with training new employees, the older employees must also receive the benefits of training in order to provide them with an identifiable occupation and a chance for advancement in their chosen field.

Hopefully, the training programs for supportive personnel will increase the efficiency of the hospitals' staff by allowing the professionals more time to perform the tasks requiring their special knowledge and experience.

We have conducted attitude surveys of the new trainees. One of the questions asked is whether they think the older employees also want on-the-job training? The record shows that over 50 percent of the older employees have expressed a desire for such training.

Hospitals must continue to play a major role in the education and training of health service workers, since the hospital facilities (for clinical purposes) cannot be duplicated as a training site. Over the years on-the-job training has been developed with great success in industry. On a much smaller scale, it has been used in hospitals. We advocate a greater stress in on-the-job training in the health field with the hospital serving as the classroom as well as the clinical center for these training programs.

The health manpower shortage is upon us now. We cannot wait for schools to be built, for curriculums to be planned, and for program implementation in 1970 or later. We have an ongoing program which, with the cooperation of and coordination between the several

agencies involved, can move along rapidly to train and retrain important segments of personnel in the health services.

We appreciate, Mr. Chairman, the opportunity of making this statement. Mr. Weimer and I will be glad to try to answer any questions which you may have.

Senator JAVITS. Thank you very much, Mr. Churchill. Our chairman is here now and will take over, but he has been kind enough to let me ask you a couple of questions.

Were you approached by the Labor Department or any Government agency to do this job or did you think of it yourself?

Mr. CHURCHILL. We thought up the training manuals contracts. During the course of that they offered us the training contract.

Senator JAVITS. From your observation, do you think the Federal Government is doing enough to interest agencies or groups that could launch manpower training programs?

Mr. CHURCHILL. Well, our contract calls for us to promote it to hospitals; the Labor Department is not approaching hospitals.

Senator JAVITS. But in their work with you, do you feel that they are taking an encouraging attitude-that is, to encourage you to do it, and others like you?

Mr. CHURCHILL. Yes.

Senator JAVITS. Now, on this local problem that you describe, the provision of law to which I called your attention, which is section 306 (a), enables the Secretary to authorize approval of other contracts, including ones such as these, under $75,000, by almost anybody—a State official, a city official, even a nongovernmental organization such

as yours.

Now, do you think that that is a basis for meeting the problem you described?

Mr. CHURCHILL. Yes, sir; I do, and Secretary Wirtz before this committee a few days ago mentioned the possibility of giving us another national contract. There is a greater leeway, which we think we need.

Senator JAVITS. In other words, breaking it out at a lower point in the hierarchy of control?

Mr. CHURCHILL. Yes.

Senator JAVITS. Would you be willing to take the necessary responsibility for doing that sort of thing?

Mr. CHURCHILL. Certainly.

Senator JAVITS. In other words, you would not worry about any difficulties that might involve, such as Federal Government audit or anything else?

Mr. CHURCHILL. No, we are prepared for that.

Senator JAVITS. Another thing I would like to ask you is this: Do you feel the provisions which have been made to compensate you for undertaking this program are adequate under the law-not in the profit sense, but to make the thing viable?

Mr. CHURCHILL. Yes.

Senator JAVITS. Finally, what proportion would you estimate of nonwhites are involved in your program?

Mr. CHURCHILL. About 50 percent.

Senator JAVITS. In other words, half of all your trainees are nonwhites?

Mr. CHURCHILL. Yes.

Senator JAVITS. Do you find they make satisfactory trainees in this field?

Mr. CHURCHILL. Yes.

Senator JAVITS. What would you say the job potential is for the year 1966, that is, the unfilled slots that could be filled if there were trained people available, in the whole hospital field in the jobs that you are talking about?

Mr. CHURCHILL. I bow to Mr. Weimer for that. Mr. WEIMER. I would guess around 200,000. proximately 2 percent growth annually which home impact.

Senator JAVITS. Is there any age problem here?

This is based on apincludes the nursing

Mr. WEIMER. No, sir; I do have a breakdown on the trainees that we have approved and it breaks out about 30 percent in each age group, from 18 to 21, and also over 45, about 30 percent of the trainees.

Senator JAVITS. For example, we had a report the other day that automation would let out maybe a half a million people. Yet here is one area at least which is manpower hungry; is that right? Mr. WEIMER. Yes.

Senator JAVITS. What is the average time of these training courses? Mr. WEIMER. About 6 weeks for the supportive personnel group. This is the housekeeping-dietary group, and it goes on up from there. Senator JAVITS. Now, would there have to be a certain number of additional doctors and nurses, who are, of course, very highly trained, in order to use the 200,000 or are the 200,000 needed even with the current corps of doctors and nurses?

Mr. WEIMER. Even with the current corps we will need approximately that many.

Senator JAVITS. Very good.

Mr. WEIMER. Naturally there has to be a base of the professional staff, but we feel the supportive personnel carries their workload better; they understand the job better.

Senator JAVITS. Thank you very much, Mr. Chairman.

Senator KENNEDY of Massachusetts (presiding pro tempore). One question I wanted to ask you. We had testimony yesterday about the launderers and the work they were doing with the handicapped, specifically with 1,000 mentally retarded. They were trying to provide on-the-job training for working in laundries.

I am wondering if you have made any special effort to try to provide on-the-job training for the handicapped, whether they be mentally retarded or of other handicaps.

Mr. WEIMER. No special efforts. There are handicapped people working in hospitals, but when they get into the patient care area, people are reluctant to use the handicapped in those particular areas. Senator KENNEDY of Massachusetts. Are there not a number of skills that you are training people for in on-the-job training that would certainly be considered as care for the patient?

Mr. WEIMER. Yes, I think there could be, but we have made no special effort to attract them at this point.

Senator KENNEDY of Massachusetts. I want to thank you very much. for your appearance here and for your testimony.

Mr. CHURCHILL. Thank you, Senator Kennedy and Senator Javits. Senator KENNEDY of Massachusetts. Mr. Bernard Haldane.

Senator JAVITS. Mr. Chairman, there are two New York witnesses this morning and I am grateful to the chair for calling one witness out of order. I have to leave early to keep a speaking engagement in upstate New York.

I wish to introduce to the subcommittee the present witness as well as a witness who will follow later in the morning-Mr. Adolph Holmes, associate director of the National Urban League-and I would greatly appreciate the indulgence of the chair to allow me to submit some questions which the chair might put. Thank you very much.

Senator KENNEDY of Massachusetts. Mr. Haldane, I understand you do not have a prepared text.

Mr. HALDANE. Mr. Chairman, I do have a prepared text. The printer is supposed to be delivering it momentarily, and it will be passed out as soon as it arrives.

Senator KENNEDY of Massachusetts. You may proceed with your statement in your own manner.

STATEMENT OF BERNARD HALDANE, FOUNDATION FOR

REEMPLOYMENT, NEW YORK, N.Y.

Mr. HALDANE. Mr. Chairman, Senator Javits, the Manpower Development and Training Act, as we understand it, is intended to provide means by which men and women who are unemployed or face unemployment because of skills obsolescence may be helped to develop or acquire the skills needed for employment in today's job market. The foundation has been invited to testify on new developments which could influence a change in both the nature and the cost of certain training programs, and in particular make the benefits of the law available to many more people without adding to the costs.

A brief report on the history of the Foundation for Reemployment is in order. The foundation is a nonprofit organization which I established about 2 years ago to extend the effectiveness of my public service work which goes back to the 1930's.

In 1946, I researched, planned, and organized a counseling and placement program for military officers. This was effected for the Society for Advancement of Management, and its accomplishments earned commendation from the White House, the Department of Labor, numerous veterans organizations, many newspaper reports and an article in the Harvard Business Review that was acclaimed as pioneering modern management and appraisal development programs by the Upjohn Institute for Employment Research.

Techniques I developed then were accepted by the Harvard Graduate School of Business Administration as the basis for its first manual on placement for its alumni.

In 1947 I started a private counseling firm, Executive Job Counselors, Inc., to help managers and professional men with career problems. This organization now has six offices. Some of the earnings. from these offices enabled me to start the Foundation for Reemployment.

Over the last 20 years motivation and reemployment programs have been developed and used with hard-core unemployed, with youth in high school, and with dropouts with histories of deprivation. Our main program supported by private industry has earned commendation from the Research Institute of America, the National Association

of Manufacturers, and numerous publications. We are also seeking the understanding and support of such labor unions as the United Automobile Workers.

I can report that modern industrial management is preparing to replace its right to fire or terminate employees. The new concept is employment continuity, and its spreading adoption deserves to be encouraged. It has influence on the legislation you are considering. Employment continuity implies management responsibility for helping employees to obtain comparable employment when they are terminated because of technological change or other cost reduction

programs.

Pioneering this enlightened employment continuity policy are such companies as the Standard Oil Co. (New Jersey), Humble Oil & Refining Corp., Union Carbide, The Singer Co., Baxter Laboratories, and others for which we have conducted 49 reemployment motivation programs over the past 4 years.

In each case, the majority of those seeking jobs have found them. within 60 days of the start of the reemployment program. One-third of these men and women, mostly factory workers over age 45, changed vocations without the need for formal retraining.

The new facts now being presented for the first time indicate that our reemployment motivation programs rapidly increase the employability of unemployed persons and many of those whose skills have been outmoded by technological progress.

These new facts deserve attention at this time because the cost of reemployment motivation program training now averages less than $250 per person, and can be reduced to $100, perhaps less. Commissioner Raymond F. Male, of New Jersey, who has experience with and has endorsed our programs, terms the results as "miraculous” with hard-core unemployed.

But I must point out, also, that our reemployment motivation programs do not reflect negatively on OMAT's on-the-job retraining programs, nor do they make them less necessary. Whatever problems may exist in current retraining programs, they are essential to national progress and full employment.

I believe I am bringing to your attention information on three major breakthroughs I use that word carefully, because breakthroughs are not scientific; they are, rather, radical changes.

The first of these is: Leading industries are accepting social responsibility for continuing employment of men and women terminated for causes beyond their control.

The second one is: Reemployment motivations programs have been developed by private industry to increase the employability and adaptability of terminated personnel, even those with obsolete skills. By Government test, these programs help three times as many people to find jobs in less than half the time.

The third one is: The new technology identifies a person's motivated skills. These are his "will do" skills that can make him a high performer, rather than the "can do" skills which are trainable but usually applied to produce mediocre performance. The motivated skills are identified in such a way as to firm and rebuild the self-confidence essential to increased employability.

Let me give some examples: