Includes job rating, pay rates, and classification. February 3, 1981

Scott, Leonard C

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Includes job rating, pay rates, and classification. February 3, 1981.6474b1f09_01.pdf: 8 downloads, before Oct. 1, 2020

Scott, Leonard C.

eCommons (Cornell Univ.)

Correspondence to John Lamers, Vice President of the Advertising Posters Company regarding transferring employees and job posting, 1981

DigitalCommons@ILR

Cornell University ILR School 
DigitalCommons@ILR 
Leonard Scott Union-Prevention and Counter-
Union Campaign Consulting Files, 1966-2013 
Kheel Center for Labor-Management 
Documentation & Archives 
2-3-1981 
Correspondence to John Lamers, Vice President of the 
Advertising Posters Company regarding transferring employees 
and job posting, 1981 
Leonard C. Scott 
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Correspondence to John Lamers, Vice President of the Advertising Posters 
Company regarding transferring employees and job posting, 1981 
Abstract 
Includes job rating, pay rates, and classification. February 3, 1981. 
This advertising posters employee ventilation and employee relations program audit is available at 
DigitalCommons@ILR: https://digitalcommons.ilr.cornell.edu/leonardscott/36 
February 3 , 1981 
Mr . John La ers 
Vice President 
Adve rtising Posters Company 
22t,0 W. Diversey oulevard 
Chicago , Illinois 60647 
Dea John : 
I r eviewed the final report and it sets forth our recommendations regar ing t e 
subject of job posting . It indicates that for the next six months you shoulrl 
continue transfe rring employees at management disc retion as ou have bee11 rloin 
i n t he past . It sets forth the following factors as t he ones that s oul he 
used in auarding job openings when you in fac t deci e to fo ally adopt t'·tis 
syst em : at basic wage rate for 6 month s , s kill , attendance , ability , an 
seniority . If employees ask why you are waitinr, six months to put the syst r1 
i to effect, tell them that yo1 are waiti ng for more ople to be at their basic 
wage rate level for six nths , which would increaae the num'er of cl gihle 
bidders . 
If after six mon ths there still are ot enough eligi l e bidders v en a job open-
ing occurs , waive this rule on a select i ve basis, cut the rate to bin at the 
asic wage rate level for 1, 2 , or 3 months , or jus t use ana enent di cre·ion 
t o fill the job . 
With respect to what rate to pay a p rson who has succe sfully bid into a new 
job , use the following rules s guidelines : 
7 mployee Fully Experienced in New Classification : 
a) Hi gher P~ted Job - BWR of new job or corres on<l ng position in 
me r it range of new job if employee ' s current rate is n merit range , 
whi chever is higher . 
b) Equally Rated Job - BJ,, of new job or corres onding osition in 
merit range of new job if employee ' s cur r ent rate is i nerit ran.-~e , 
whichever is higher . 
c) Lower Rated Job - BWR of new job or correspon i ositton in er t 
range of ne~ j ob i f e ployee ' s current ra t e is in merit range , 
whichever is highe r . 
Mr . John Lamers 
February 3 , 1981 
Page two 
Employee Not Fully Experienced in New Classification: 
a) Hi gher Ra ted Jo b - Next higher rate in t he wage pro ression of new 
classification, but in no case a rat e hig1er than Traininp, Rate 
b) Equally Rated Job - Training Rat e 
c) Lower Rated Job - Training Rate A. 
The res pons ibility for deter ining whether or not an eMploye is experienced 
or not in the classificaiton into which he is being transferred will be the 
responsibility of t he Pl nt nager and the supervi or receiving t he employee 
These rules are standar for all our union prevention w ge payment plans nd 
considered fair by factory employees . 
When an employee bids into a new job and is not fully ex erienced in it, but 
must learn some aspects of it to become fully )roficient , e is paid a trai i i g 
rate in the new j ob , an<l many times it is Tr aining Rate A. In these s itua tions , 
his supervi sor should do all he can to train the pe rson quickly . If the e□p oyee 
doesn ' t learn t he job fully in the 3 month period be tween Training Ra te A and t e 
basic wage rate level, the supervisor has the abi lity under the Wage l:ayment 
Plan to ho l d up the raise for 1 or 2 additional months . f he doesn 't learn t he 
job in this additional 1 or 2 month per iod , you mi g t give him the henefit of 
t he doubt and bring him up to t he basic wage rate level if he ooks like he soon 
will ge t t he co plete "hang" of the job , or you can disqualify him and put in 
bac into his old job or lay him off if ther e are no openings t here. 
If you have any additional quest ions on this proce ure , please call ne . 
I would greatl y appreciate your prom.pt attention to our outstan inr, i nvoices . 
Than · you and all the hest to you . 
Sincer ely your s , 
Leonard C. Scott 
President 
LCS/ep 


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Correspondence to John Lamers, Vice President of the Advertising Posters Company regarding transferring employees and job posting, 1981

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