As you might expect, sure enough, farm employment is all the way down, and nonfarm employment has been the real growth sector for employment opportunities in the United States. Again, there is nothing in the offing which indicates any reversal of this kind of trend. Nothing at all. You know the number of persons employed on the farm today are about equal to the number of persons employed on the farm in 1870. I don't have to tell you that for the past 90 years we have increased substantially, as the Department of Agriculture knows, the amount of food and feed and fiber that we produce in this country, with the same labor force now in agriculture as we had 90 years ago. And so the big problem really is going to be: (a) How do we position all the folks who will continue to leave the farm both as residents and workers and get them into the nonfarming community? (b) How do we best position ourselves in terms of those who remain on the farm, in bettering their particular skills, their wages and working conditions?

THE JOB AHEAD

That's a brief summary of how this country looks from the manpower point of view for the 1960's. It seems to us that when all is said and done, these seven points you see on the chart deserve special mention when you think of the manpower challenge for the 1960's. First, we have a rather peculiar and almost unique kind of manpower posture in the 1960's, radically different from the 1950's, yet we are going to have continuation of demand in jobs which require more education and training. It really comes down to the fact that education and training is going to have to be the catalyst which will bring

together the millions of young people with the jobs that are going to be growing during the 1960's. And so it is important to emphasize that we must expand and improve all forms of training on the job, because the matching involved is really going to be enormous. As we indicated, secondly, given that kind of posture with an actual decline in one of the critical age groups from which we draw some of our highest skill level managerial and executive personnel, aside from ethical and moral considerations, from the literal economic point of view in terms of who is going to be around to do the work that apparently has to be done, discrimination is a very, very unwise policy indeed. Now, on our third point, with the way people are moving around and again with the problem of matching the person with the job, one of the really important emphases needed in the 1960's is to improve this matching process through full use of effective placement services. The fourth point, in view of all we have said about education and training, is perhaps the one that needs the least belaboring at this point. This is where the chips are down, and if we as a nation don't pass this test on our school systems, so that we at least train the people we need, then it will be rough from there on out.

A fifth point where we need another important forward step, in terms of resources available and jobs to be done, and people around to do them who are effective, is in expanding and improving guidance and counseling services. This is true for all who can be helped, but particularly for young people. With 26 million young persons coming into the labor force and beginning their work careers, the point is self-evident.

Now, again in the sixth point, I hope that what has emerged from this presentation is the fact that when all is said and done every worker is going to be very valuable in terms of the demands of the economy of the 1960's. This is why we want to emphasize the conservation of human resources-keeping workers on the job in a healthful situation, and in a situation with the utmost consideration in terms of safety. We can achieve all the education, training, guidance, counseling, placement, and so on, and get our workers on the job, and it would be silly after all that fine work when we finally get the manpower resources where we want them to have them laid off because of health and safety considerations.

And now the final point. Many individuals and groups share responsibility for making our manpower decisions, but wise and meaningful decisions require adequate information as a starting point. This is as true for a community as for the Nation as a whole. Much information exists today, and it needs to be more widely known. But more as well as much better national and local information on our manpower resources and requirements needs to be developed if we are really to move ahead in terms of effective manpower management. The manpower issues of the 1960's are many and complex. I believe you will agree. Yet, with all the challenges that face us the 1960's hold the promise of an historic decade. It's up to all of us to recognize our manpower capacities and to develop them well.

Mr. FOGARTY. Do you have anything concrete for the future to meet the problems these changes will bring up?

Mr. MITCHELL. Yes, I think it should be pointed out Mr. Chairman that by and large the list of items on the job ahead is not exclusively,

solely, or even to any great extent a Government problem. Certainly the Federal Government has a responsibility which we are trying to discharge of bringing these problems to the attention of the country. I think that is one of our major functions. The problem of training on the job is an industry problem. The problem of ending discrimination and unemployment in a large measure is an industry problem and

so on.

Certainly we have a responsibility in Federal-State employment service to improve our placement and guidance and counseling services. One of the major effects or one of the major results we would hope to get out of this kind of presentation, a wide distribution of the facts here, is a recognition by employers and by trade unions that this is the problem and they will have to do something about it.

MANPOWER SITUATION 1953-65

For example in 1955 we issued a similar report and we have learned since then how to improve the impact of the report but as a result of that I think we have succeeded in breaking down some of the barriers that may have existed on the part of the personnel today in industry that the kind of personnel they want and are used to hiring is not going to be available. One of the major effects will be that there will be changes in the personnel policies and employment policies and practices of the industry of this country, and we propose to use this material in as big a promotional way as we know to get it before management and school groups and every conceivable group we can in the country. Because that is where the work has to be done it seems

to me.

Mr. FOGARTY. Will you also supply the 1955 report and have it in the record at this point?

Mr. MITCHELL. Yes we will.

(The report follows:)

OUR MANPOWER FUTURE-1955-65

POPULATION TRENDS-THEIR MANPOWER IMPLICATIONS

U.S. Department of Labor, James P. Mitchell, Secretary

ABOUT THIS CHART BOOK

The United States has been a Nation with manpower shortages throughout its history. Only during the depression years of the thirties was there any long period of unemployment.

We have been a country of enormous growth and change. We have built an industrial plant of great technological efficiency-absorbed millions of persons from abroad-and supported a steadily growing population in an ever increasing standard of living.

If we are to maintain our rate of economic growth we must make a conscious effort to assure the further development of our manpower resources and their more effective utilization.

A new dimension has been added to our manpower problem-the quality of our labor force. Brawn in a worker is no longer enough. Technological developments in the years ahead will demand a labor force possessing a high degree of skill and creativeness.

This chart book depicts anticipated changes in our population and labor force during the next 10 years, and points out some of the implications for our educational system, our industrial training programs and our plans for manpower utilization.

I. POPULATION TRENDS

On July 1, 1956, the population of United States reached 168 million. Since the beginning of the 20th century our population has grown 92 million, a 121 percent increase.

The growth has not been regular, however. Each decade has seen some difference in the rate of increase.

Three factors control population growth-immigration, death rate and birth rate.

Prior to 1930 immigration was an important factor in population growth. Between 1900 and 1930 almost 19 million people migrated to our shores, including many craftsmen and other skilled workers. Since 1930 migration has averaged about 200,000 a year.

The death rate has declined steadily during the first half of the 20th century— dropping from 17.2 per 1,000 in 1900 to 9.6 in 1950. Not only are people living longer but the average working life of men has increased from 32 to 42 years.

II. BIRTH RATES

The number of children born each year has varied considerably during the first half of this century. Birth rates declined during the first four decades, reaching an alltime low during the 1930's.

Between 1930 and 1939 fewer than 25 million babies were born in the United States.

During the 1940's nearly 32 million children were added to the population. In the last 6 years (1950-56) more than 23 million births have been recorded. Since 1930, when immigration became negligible, the birth rate has become the major factor in population growth.

If births continue at recent rates, our total population will rise to 190 million by 1965.

These changes in the national birth rate are having, and will continue to have, a significant impact upon the age composition of our population, the size of our available labor force and the volume and characteristics of the products and services which will be required by our growing population.