—_ On the other hand, in the course of the normal procedure for notifying employees of the adverse action in downgrading the Security Inspector position, a significant number of the Protective Force sought, through orderly means and administrative procedures established by the AEC for protecting employees or giving employees every opportunity to re- spond or object to adverse administrative action, to establish. their reasons for believing that their downgrading action was either not warranted or to establish other considerations which they felt had been overlooked by AEC managementin their particular cases and which would have the effect of retaining their job status. Specifically, these procedures involve the requirements for 30 days advance notice of an adverse action, the opportunity to respond thereto, and the final opportunity to appeal to higher authority through the AEC Grievance Procedure, as well as to appeal to the Civil Service Commission under the provisions of the Veteran's Preference Act. With the exception of the two special instances of discharge for reasons of insubordination, all of the questions raised by other members of the Protective Force, and in some cases other security positions which were downgraded based on a comparison of their relative value to the new base job, have been resolved within the purview of the administrative procedures provided under AEC personnelpolicies. Activities Requiring Particular Emphasis in the Immediate Future Personnel Problems There remain to be resolved individual personnel problems resulting mainly from downgrading actions after conversion to the AEC Job Evaluation program, particularly those stemming from the LAFO Protective Force situation. Considerable continuing emphasis must be placed on the out-placement program to further assist members of the Protective Force who havedifficulty in adjusting to the new grade and pay. Job Evaluation Audit Determination is needed of administrative procedures to be followed within the AEC in following up on application of the Job Evaluation program, with respect to development of current benchmark standard jobs in the Manuals, the SFO audit of job evaluations, and the relationship of this local responsibility to audit procedures expected from the Washington . level. Decentralizing Personnel Operations An administrative plan is required for decentralizing to field offices responsibility for maintaining personnel records relating to the employees on their staff, for processing personnel actions, and for recruitment and employmentfor all positions for which candidates may be found in the local employment area. This plan will recognize that the per- sonnel operations at SFOO will be limited to centralized services for employment on the Headquarters staff and such coordination of in-service placement and outside recruiting as is indicated for positions representing opportunities for merited consideration of other SFO and AEC personnel, or which require recruitment outside the field office locality. Preparation will include publication of operating manuals and administrative procedure for installing and operating the decentralized procedures. Development of Key Personnel A ‘oD Following management determination of changes in alignment on the Manager's staff of functions for weapons program management, including reduction in the Manager's span OCESALY Ti 7G e 159