The report explores the obstacles to increased occupational mobility for workers at a multiplant manufacturing firm. Analysis of the job histories of workers at two plants found advancement opportunities to be limited and inequitable because narrow departmental units were used as the basis for defining eligibility for promotions. Through the use of task analysis a Career Progression System was designed to redefine the eligibility pools for promotional decisions in accord with common skill requirements. Efforts to implement the CPS were only partially successful due to collective bargaining agreement constraints coupled with the economic downturn. General conclusions were: (1) Collective bargaining agreements are a major instrument for structuring the internal labor markets of large unionized firms and interventions must be designed to confront this reality. (2) Employees in large industrial firms often lack adequate information about promotional opportunities outside their particular department. (3) Implementation of Career Progression systems can be hampered by the employer's desire to utilize only those programmatic elements which affect productivity. (4) Government sponsored intervention should have well-defined objectives beside improved productivity and should avoid partial implementations which do not further these goals. (Author/BP)