EEOC EFFORTS TO ENCOURAGE ACADEMIC RESEARCH

EEOC at Work: Research Resources for Sociologists

American Sociological AssociationAugust 23, 2015

1

INTRODUCTION

• EEOC’S PROGRAM FOR MAKING DATA AVAILABLE TO ACADEMIC RESEARCH

• THE TYPES OF DATA WE ‘SHARE’• THE PROCESS FOR GETTING ACCESS TO

CONFIDENTIAL DATA• SOME RESULTS

2

WHAT CAN WE OFFER?

• SURVEY DATA: COLLECT SURVEYS FROM MOST EMPLOYERS WITH MORE THAN 100 EMPLOYEES– EEO-1 PRIVATE SECTOR EMPLOYERS– EEO-3 REFERRAL UNIONS– EEO-4 STATE AND LOCAL GOVERNMENTS– EEO-5 PUBLIC SCHOOL SYSTEMS

• CHARGE DATA

3

EEO-1

• Required from private employers with: (a) 100 or more employees, or (b) 50 or more employees and a federal contract.

• Once a firm meets the reporting requirement they must file a separate report for each facility. Facilities with 50 or more employees file Type 4 reports. Locations with less than 50 employees file either Type 6 or Type 8 reports.

• Collected annually and filed jointly with the Office of Federal Contract Compliance programs at the Department of Labor.

• Data is collected by race/ethnicity and gender for nine job categories that include officials and managers, professionals, technicians, sales workers, office and clerical workers.

4

PART I: EEO-1 REPORTING■ Who is required to file?

– Private sector employers with 100 or more employees– Federal government contractors and subcontractors with 50 or more – employees and a contract/subcontract amounting to $50,000 or more.

■ For EEO-1 reporting purposes, employers fall into one (1) of two (2) categories:

• A single-establishment employer doing business at only one location- File only one (1) EEO-1 report (Type 1)

• A multi-establishment employer doing business at two (2) or more locations.- File multiple reports

5

MULTI-ESTABLISHMENT EMPLOYERS

SUMMARY REPORT:

■ Consolidated Report (Type 2) – a summary EEO-1 report that includes data on all company employees, regardless of their particular location

LOCATION REPORTS:

■ Headquarters Report (Type 3) – a separate EEO-1 report that includes only those employees working at the main office location.

■ Establishment Report (Type 4) – separate EEO-1 report for each establishment of the company employing 50 or more employees.

■ Establishment List or Report (Type 6; Type 8) – a list of establishments employing fewer than 50 employees, or a separate report for each such establishment

6

EEO-3

• The EEO-3 is collected from referral unions on even numbered years.

• Referral unions are generally those with an exclusive hiring arrangement with an employer.

• Collect data on membership and referrals by race/ethnicity and gender.

7

EEO-4• The EEO-4 is collected on odd numbered years from

State and Local Governments.• It collects employment data by job group and salary

ranges for race/ethnicity and gender. • It collects separate reports for each function, but

beginning in 1997, this data was only collected from those governments with 1,000 or more employees.

• Data by job group and race/ethnicity & gender is also collected for part time employees and new hires.

8

EEO-4 JOB GROUPS

• OFFICIALS/ADMINISTRATORS• PROFESSIONALS• TECHNICIANS• PROTECTIVE SERVICE• PARA-PROFESSIONALS (e.g., medical aides, research

assistants)• ADMINISTRATIVE SUPPORT• SKILLED CRAFT WORKERS• SERVICE-MAINTENANCE

9

EEO-4 FUNCTIONS

• FINANCIAL ADMINISTRATION• STREETS AND HIGHWAYS• PUBLIC WELFARE• POLICE PROTECTION• FIRE PROTECTION• NATURAL RESOURCES/PARKS & RECREATION• HOSPITALS AND SANITORIUMS

10

EEO-4 FUNCTIONS (CONT’D)

• HEALTH• HOUSING• COMMUNITY DEVELOPMENT• CORRECTIONS• UTILITIES & TRANSPORTATION• SANITATION & SEWAGE• EMPLOYMENT SECURITY AGENCIES

11

EEO-5• The EEO-5 is collected from primary and secondary public

schools in even numbered years.

• The data is collected by the same race/ethnicity and gender codes for relatively detailed job groups.

• One report is collected from each school district with 100 or more employees.

• Data is also collected for part time employees and for new hires using just two and five job groups respectively.

12

EEO-5 JOB GROUPS

• OFFICIALS, ADMINISTRATORS, MANAGERS• PRINCIPALS• ASSISTANT PRINCIPALS, TEACHING• ASSISTANT PRINCIPALS, NONTEACHING• ELEMENTARY CLASSROOM TEACHERS• SECONDARY CLASSROOM TEACHERS• OTHER CLASSROOM TEACHERS• GUIDANCE• PSYCHOLOGICAL STAFF

13

EEO-5 JOB GROUPS (cont’d)

• LIBRARIANS/AUDIO-VISUAL STAFF• CONSULTANTS & SUPERVISORS OF INSTRUCTION• OTHER PROFESSIONAL STAFF• TEACHER AIDES• TECHNICIANS• CLERICAL/SECRETARIAL STAFF• SERVICE WORKERS• SKILLED CRAFTS• LABORERS, UNSKILLED

14

EEO-6• The EEO-6 was collected from Colleges and

Universities until 1991.

• Similar data is collected by the Department of Education’s National Center for Educational Statistics.

• The data is collected as part of the Integrated Post Secondary Data System.

15

CHARGE DATA

• TRACKING SYSTEM FOR CHARGES RECEIVED BY EEOC AND ITS FEPA AGENCIES

• SHOWS RESPONDENTS, ISSUE, BASIS AND RESULTS

• EXTREMELY LARGE DATA BASES NOT DESIGNED FOR RESEARCH PURPOSES BUT FOR TRACKING

• USED PRIMARILY BY THOSE DOING DISABILITY RESEARCH

16

SOME HISTORY

• ONE OF THE FIRST MAJOR PUBLICATIONS, "The Impact of Race on Policing and Arrests" The Journal of Law and Economics VOL XLIV (October 2001) STEVEN LEVITT & JOHN DONOHUE

• STEVE LEVITT WENT ONTO CO-AUTHOR, FREAKANOMICS.

17

SOME ACCOMPLISHMENTS

• WELL OVER 100 ARTICLES• BOOKS– REID, MILLER AND KERR– TOMASKOVIC-DEVEY AND STAINBACK

• TWO SPECIAL ISSUES– Journal of Occupational Rehabilitation– Work: A Journal of Prevention, Assessment and

Rehabilitation

18

MORE ACCOMPLISHMENTS

• WEBSITE FOR ADA-BASED CHARGE STATISTICS -- CORNELL

• DOCTORATES– Sheryl Skaggs– Justin McCrary– Alexandra Kalev– Elizabeth Hirsh– Kevin Stainback

19

WHAT HAVE WE LEARNED? SOME RELATIVELY RANDOM OBSERVATIONS

• An increase in the share of female top managers is associated with subsequent increases in the share of women in mid-level management positions (Kurtulus and Tomaskovic-Devey)

• Within firms, the effect of female managers varies dramatically across organizational contexts, with the strongest desegregating effects in larger and growing establishments. (Huffman)

• Findings indicate that persons with diabetes were more likely to encounter discrimination involving discharge, constructive discharge, discipline and suspension (McMahon, West, et al.)

20

WHAT HAVE WE LEARNED?• In the year following a lawsuit filing against a supermarket,

African Americans are more likely to enter management (Skaggs)

• Results demonstrate the significance of litigation in the short and long run, for women employed by supermarkets(Skaggs)

• From 1987-97 there were high levels of occupational segregation, between administrative and profession workers among State agencies, particularly agencies with distributive (highways and streets, natural resources and parks and recreation, and community development) and regulatory (police, fire, corrections) functions (Reid, Miller, Kerr)

21

WHAT HAVE WE LEARNED?

• Inequality in management intensifies after downsizing and that executives’ approach to downsizing matters: when the layoffs are based on structural criteria –workers’ positions or tenure – women and minorities are disproportionately affected. But, when the downsizing approach involves civil-rights accountability, these effects are mitigated (Kalev)

22

WHAT HAVE WE LEARNED?• Externally imposed “affirmative action” and litigation

have had a positive impact on African American employment for all ranks of police, averaging between 4.2 and 6.5 percentage points over and above any prevailing trends in the country. (A. Miller, McCrary).

• Increases in the number of minority police are associated with significant increases in arrests of Whites but have little impact on arrests of Nonwhites. Similarly, more White police increase the number of arrests of Nonwhites but do not systematically affect the number of White arrests. (Donohue and Levitt).

23

WHAT HAVE WE LEARNED?

• Efforts to moderate managerial bias through diversity training and diversity evaluations are least effective at increasing the share of White women, African American women, and African American men in management. Efforts to establish responsibility (accountability) for diversity lead to the broadest increases in managerial diversity. (Kalev, Dobbin, Kelly)

24

CHALLENGES

• LIMITED RESEARCH BUDGET• EXTENSIVE CONFIDENTIALITY LIMITS ON DATA• LITTLE INTEREST/USE OF RICH DATA BASES• REQUIRED/PRE-SET FORMAT

25

SOLUTION

– USE OF INTERGOVERNMENTAL PERSONNEL ACT AGREEMENTS

– MAKES THE RESEARCHER A FEDERAL EMPLOYEE PROTECTING THE CONFIDENTIALITY OF THE DATA

– REQUIRED CONFIDENTIALITY AGREEMENT

26