Among the various approaches used by the Inland Steel Company in training ghetto youth for jobs, greatest promise has been shown by the Work Experience and Training Program initiated in 1965 at the Joseph T. Ryerson and Son plant, an Inland subsidiary located in the Lawndale (West Side) area of Chicago near the scene of the 1966 riots. Results must be evaluated in terms of three criteria: (1) meeting labor force needs of the company, (2) converting "unemployables" into successful job holders, and (3) efficiency. Results of this experiment were that the ratio of retentions to hires was disappointing; success in training the hard-core unemployed was fair; and the cost was very high. Complex factors may be causative in the failure of such programs; (1) length and type of training; (2) nature and status of work performed; (3) interpersonal environment of the workplace; (4) relationships between key personnel of the company and recruiters; and (5) motivation and attitudes of the trainees. The outcome of the approaches used by Inland suggests that more experimentation is needed, more insight, more sympathetic understanding, time, and money than industry generally has been able or willing to provide up to this point. (se)