This paper describes an experiment with background material designed to promote problem (learning disabled) employees as human resources rather than rejects. The material is presented in the form of the transcript of a fictional advisory committee meeting attended by the human resources manager, assistant corporate counsel, training director, line foreman and local union president, psychologist, information analyst, and employment counselor of an organization. The stated purpose of this hypothetical meeting is to investigate the reinterpretation of certain problem employees as possibly being learning disabled and to examine some cost-saving effects of considering the new identification of those problem employees. Topics include a proposed staff development course to enhance management and supervisor awareness and to explore modification of the work environment to make productive and stable employees, behaviors of learning disabled employees, subjects that could be built into the course, identification of learning disabled persons, value (profit) of the program, the need for change in supervisors' attitudes and techniques, and testing of a person's learning style. Appendixes include charts with behavior problems of high risk students and corresponding notes and references on: (1) job behavior of problem employees, (2) neurological descriptions of learning disabilities, (3) behavior problems of diagnosed learning disabled people, (4) occupational therapy descriptions of learning disabilities, and (5) leadership styles. The transcript was field tested in a business administration class at the University of Illinois. Audience reaction is included in the concluding remarks. (YLB)