PLAN No. 889. CUSTOM HOUSE INSPECTOR_One Thousand Ways to Make a Living; or, An Encyclopædia of Plans to Make Money

There are two employed in this department--the man in charge and his

assistant. The appointment is made by the Secretary of the Treasury at

Washington, D. C. The salary received is $800.00 per annum. The office

is subject to the Civil Service.

PLAN No. 890. IMMIGRATION OFFICER

This department is subject to the Civil Service, the salary received

being $1,380. The man in charge attends to all immigration matters and

also co-operates at different times with the Secret Service office.

PLAN No. 891. INTERNAL REVENUE AGENT

This department has four in its employ, who receive about $1,800 to

$3,600 per year, and are called inspectors.

The business of this department is to investigate all income tax return.

Civil Service applies.

PLAN No. 892. INTERNAL REVENUE COLLECTOR

There are four employed in this office. The Civil Service does not

apply. The duties of the employees of this office are to collect about

six-sevenths of all government tax in a certain territory. A pamphlet

put out by this department deals with the law governing collection by

the government. Salaries, $1,200 to $3,000.

PLAN No. 893. THE WEATHER BUREAU

This department is under Civil Service, there being three employed.

People who know of the activities of this office and the information it

furnishes concerning weather conditions realize its value to the

farmers.

PLAN No. 894. CUSTODIAN OF THE FEDERAL BUILDING

This department is under Civil Service. The number of employees engaged

is fifteen. Their duty is to look after the Federal Building in the

city. There are six laborers who receive a salary of $800 or $840 per

year. Charwomen, who work five hours a day, are paid at the same rate

as the laborers. There are two watchmen at $840 per annum; one elevator

conductor, salary approximately $840; one engineer at $1,320, and one

assistant at $1,320.

PLAN No. 895. INSPECTOR OF LOCOMOTIVES

There are two inspectors in this department of the same rank; they

receive $3,000 per year each. The appointment is made by the Interstate

Commerce Commission at Washington, D. C. They employ together one office

woman, who does all the clerical work, and their duties call them out of

the office a great deal of the time. Their purpose is to see that all of

the rules of the Interstate Commerce Commission are lived up to. A

pamphlet or booklet is put out by this department giving all of the

rules and regulations of the Interstate Commerce Commission as to

locomotives. These inspectors investigate all accidents and keep in

close touch with all of the locomotives, safety appliances, etc., and in

case of defects in locomotives, the matter is taken up at once with this

department.

PLAN No. 896. BUREAU OF ANIMAL INDUSTRY

This is governed by the Civil Service Department. The salaries in this

department run from $100 to $125 per month. There is one veterinary in

charge, and three who act as inspectors. There are also five lay

inspectors, grade number two, and four lay inspectors, grade number one.

It is the business of this department to examine all stock and meat.

They make certain examinations prior to the death of the animal and post

mortem subsequent to the death. The five lay inspectors, grade number

two, look after and inspect the curing and shipping of all meats. The

four lay inspectors, grade number one, assist veterinaries. One clerk is

employed.

PLAN No. 897. BUREAU OF CROP ESTIMATES

There are two persons employed in this department under the Civil

Service, one being the field agent and the other the stenographer and

clerk. All information concerning crops in a certain territory is

gathered together by the field agent and stenographer and forwarded to

the Government to supply information for the Crop Reporter, which is

sent out from Washington, D. C. The salaries in this department range

from $100 to $125 per month.

PLAN No. 898. BUREAU OF MARKETS

This is a very interesting department. It has in its employ two

telegraphers, receiving $1,400 per annum; three stencil cutters and

persons who can run the mimeograph, who receive about $1,200 per year

each. The person in charge must be able to decipher codes. One

stenographer, one office boy and two general office workers are also

employed. The General Chief Clerk, and his immediate subordinate receive

$2,200 and $1,800 per annum respectively. There is also a special man

sent out from Washington, D. C., who is on the road most of the time.

This department issues a market report giving the price for farm produce

at certain points where the farmer sells. It also gives the cost of

handling the produce at other points and the price retailers ask. This

shows the farmer the difference between his selling price and that of

the retailer. A pamphlet called the Confidential Apple is also

published and sent to all apple growers twice a week. This shows the

price that apples are being sold for; also what the various farmers

receive for the apples they dispose of. Since the Confidential Apple has

been established, there has been only a few cents difference in the sale

price of apples. Prior to that time there was frequently a difference as

high as 50 or 60 cents which shows the great advantage of this service

to the farmer.

This department also sends out a Post Card Reporting Service for

Washington, Oregon and Montana. All carload shipments are recorded,

showing the point from which cars are shipped. If a carload of apples

was shipped last week from a certain town, it is indicated by a certain

red pin on a map, and one can from this pin, find the entire history

concerning that shipment of apples. Or if it is potatoes that have been

shipped from a certain district, the clerk has that information at hand.

All of this information is furnished to the farmer by the department and

is of great assistance to him. It is also helpful to those buyers to

whom it is important to know just where the crops are produced.

The man in charge of this department must make inspections when any

question occurs as to the produce received by the wholesale houses or

other persons who purchase from the farmer. This service is of great

value to the farmer, because if he has sent in a load of good potatoes

and the market has changed in the meantime, the inspector has to examine

the potatoes, and if they are as good as represented by the farmer when

they arrive, he will recover for any loss. Or, if a bad quantity of

apples or other farm produce is shipped to the wholesale houses, they

can call upon the government inspector and show what was forwarded to

them, and this inspector’s opinion is a basis for settlement.

PLAN No. 899. HAY AND GRAIN INSPECTORS

There are two employees in this department--one clerk and one manager,

both being subject to the Civil Service and receiving from $100 to $150

per month. A letter, called a Market Letter, is issued. The inspectors

see to it that the rules governing hay and grain are lived up to by the

farmer.

PLAN No. 900. SEED INSPECTOR

There are two employees in this department--the man in charge and the

clerk or stenographer. A letter is also issued by this department, which

will also furnish all desired information as to seeds and their value.

PLAN No. 901. CLERK OF DISTRICT COURT

This appointment is made by the Federal Judge. Four officials are also

employed besides the clerk, serving out of the city. Salaries run from

$2,500 to $5,000 per annum fixed by the United States Attorney General.

PLAN No. 902. FEDERAL EMPLOYMENT OFFICE

This department employs one person. It has not existed long enough to

come under the Civil Service, so work in the office may be obtained by

appointment from Federal Director and confirmed by the Department of

Labor. In 1918 this office filled more than 197,000 positions in the

State of Washington. The salary is $130 per month.

PLAN No. 903. FEDERAL LAND OFFICE

There are four employees in this office: one registrar and one receiver,

who receive their appointment by the President and are confirmed by the

senate. Each has an appointment of one clerk. The department is

established on the fee basis, the registrar and the receiver getting not

more than $3,000 in fees per annum and not less than $500.

This department issues a circular relative to the law covering

government lands. It will furnish you information about the area of the

government land in various counties of the United States and will give

you such information as the department has on file. To this department

come matters relative to homesteads, minerals, desert claims, timber

claims and oil matters. Final proof to the land you locate is made in

this office. Salaries received by the clerks range from $125 to $135 per

month.

PLAN No. 904. CLERKS OF THE RAILWAY MAIL SERVICE

This department is under the Civil Service. Seven persons are employed

in the city and more than 170 men report to the office in the city of

Spokane, Washington.

CIVIL SERVICE

It often happens that a man who has occupied a position for years finds

the work in which he is engaged is injuring his health, for example, the

labor he is performing has an effect on his lungs, like marble working,

or some similar trade, and he desires a change. Or perhaps he is in some

service that is not suitable to him and he is unable to progress. For

such a man it is well to run over the preceding list very carefully and

ascertain what field of work appeals to him. He should also read

carefully plan No. 217.

I have in mind at the present time a man of good legal ability, but who

did not possess business-getting qualities. He was somewhat discouraged,

being unable to make his profession yield him a proper income. He was

urged by one of his friends to take a Civil Service Examination in one

of the departments. He took the examination and after a few months, his

position was available, and he has occupied it for a number of years.

Work with the Government is always pleasant and the income steady and

permanent.

PLAN No. 905. FEDERAL JUDGE

A Federal Judge of the United States District Court is appointed by the

President and confirmed by the Senate, his salary is $7,500 per annum.

He has one clerk, one assistant and one stenographer. The stenographer

is appointed by himself. Then there are the various departments such as

the United States Marines Recruiting Office, which employs three men;

the United States Navy Recruiting Office, which employs three men; the

United States Army Recruiting Office, which employs three men, and is

under the Civil Service. These departments employ many emergency men at

times.

PLAN No. 906. BUREAU OF FARM MANAGEMENT

This department is governed by the Civil Service and employs three

persons, the salary being----.

PLAN No. 907. HOME DEMONSTRATION AGENT

The Government and Agricultural School usually name a woman for this

position. She must be trained in her work and have an Agricultural

College course to her credit. Here is a field where women can do as good

work as men, and it offers an excellent opportunity for them.

PLAN No. 907B. FORESTRY DEPARTMENT

Six persons are employed. At the present time the headquarters of this

office is at Missoula, Mont. It is under the Civil Service, but from

time to time emergency men are employed.

PLAN No. 908. HE NETTED BETTER THAN $5,000 A YEAR TAKING PICTURES

This man, for years, was unable to make much of a saving in his

photographic work. His wife and he possessed ability in preparing

photographs. He finally hit upon the following plan:

He hired two men called spotters, who took the pictures and went into

different communities picturing men in the offices and at work at their

desks. These two spotters were able to take at least fifty pictures a

day each, making better than one hundred pictures per day. These men he

paid $25.00 to $30.00 per week and traveling expenses. He saw to it that

they had their supplies and everything ready when they arrived in town

for work. Immediately following these men were salesmen who, after the

pictures were printed, called and gave the price per dozen, which was

$4.50 mounted size 9x7. Unmounted his charge was three pictures for a

dollar. The salesmen were able to make the number of pictures actually

taken average about $0.80 per picture.

The two salesmen were then followed by two delivery women. The

photographer and his wife did all of the developing and finishing. A

city of 125,000 would take about six weeks.

Great care must be taken by the man who is directing this work to see

that his men are all kept busy and working. This man succeeded in

keeping the spotters going fast enough, and everything was worked out in

a systematic manner. He also gave the workers an opportunity of

receiving a commission in addition to their salary.

I remember clearly the way the spotter approached me. “I would like to

take a picture of yourself and office,” he said, but I protested that I

did not care to have the picture. “That is all right, I would like to

have the negative and I am paid just the same and it is no obligation to

you.” He then took the picture relying entirely upon selling me the

picture when I saw the finished product. In this he took very little

chance, as he well knew that 80 per cent of the people who saw a picture

of their office and themselves at work would be glad to pay the price

for it.

There is a great field in this work and there is no reason why there

should not be work in many different parts of the United States

affording a good livelihood and a big saving for many photographers who

are not now making a good living.

IMPORTANT NOTICE!

The following plans were compiled by the Federal Board for Vocational

Education, U. S. A.

We gratefully acknowledge with thanks the Board’s permission to publish

them.

PLAN No. 909. JOURNALISM AS A VOCATION

ACKNOWLEDGMENT

For the material of this monograph the Federal Board for Vocational

Education is indebted to the J. Lippincott Co., Philadelphia, Pa.,

through its publication, “Training for the Newspaper Trade,” and the

Collins Publicity Service, Philadelphia, Pa., through its publication,

“Journalism,” School Edition, Teachers’ Auxiliary, of which this article

is largely an abstract. This article was prepared by Dr. H. L. Smith

under the direction of Charles H. Winslow, Chief of the Research

Division of the Federal Board for Vocational Education. Acknowledgment

is due to Dr. John Cummings, of the Research Division for Editorial

assistance.

It is very important that the right decision be made, for one’s future

success and happiness is largely dependent upon this choice. No two

individuals have the same desires or the same ability or experience.

Some like and are by nature and experience fitted to prepare for one

line of work and unfitted for another, even for one in some instances

which close acquaintances may urge them to take up. It is one’s duty

therefore, to consider carefully the line of work one wishes to train

for. Some may choose wisely to enter the field of journalism. It is

hoped that this pamphlet may assist such to make the proper choice and

may prevent those who are unfitted for this profession from undertaking

it.

WHAT IS THE NATURE OF THE WORK IN JOURNALISM?

The main purpose of a newspaper is to give the day’s news. Another

purpose is that of making the meaning of this news clear to the readers.

Moreover, newspapers often furnish their readers with advice and with

useful information as well as with entertaining reading. There was a

time when the purpose of a paper was thought to be that of simply

stating conditions as they are. At the present there is a rapidly

growing tendency to use the newspaper to state conditions as they should

be. A newspaper that tells what to do to make things better plays a

great part in making democracy safe.

In any large newspaper plant there are three main divisions--the

business office, whose duty it is to make the paper pay; the plant that

must see to the actual printing of the paper; and the editorial

department, which prepares all of the reading matter except the

advertisements. It is with the editorial department that the term

“journalism” is connected, and it is with the work of that department

that this pamphlet deals.

There are two classes of reading matter in a newspaper, the news and the

editorial comment, each class of material being prepared by a different

force of writers. The editor in chief is at the head of the editorial

staff, and since editorials consist of opinions rather than of bare

statements of new facts, he holds the most important position on the

paper. He is helped by men who are very well informed about all matters

that are of interest to the public. The number of these helpers is from

one to a dozen, according to the size of the city paper.

The managing editor looks after gathering and reporting news. His

department is made up of several parts, each one in charge of an editor.

The news editor looks after all out-of-town news, that is, all news from

other countries or from this country outside of a distance 75 miles from

the city of the newspaper. The telegraph editor looks over “copy” sent

in by outside reporters and decides what is good and what is poor. The

Sunday editor gets up the pictures and other “features” and special

articles outside of strictly news articles. The art editor decides upon

the pictures to be used and the method of making those pictures. The

cable editor prepares the foreign news by filling in cable messages and

making long articles out of them. The city editor hires and directs

reporters on city work and on work outside the city but within a

distance of seventy-five miles, having sometimes as many as seventy-five

helpers within the city, and as many as that outside called local

correspondents. The sporting editor looks after news of sports and has

an assistant for each kind of sport. The night city editor covers late

news, being in charge after 6 p. m. to receive copy brought in by

reporters previously assigned to their duty by the city editor. The

night editor is in charge of the “make up” of the paper and the getting

of the paper to press. Most newspapers also have other editors called

department editors for such departments as music, drama, society,

finance, literary criticism, railroads, real estate, and stock markets.

The department editors gather as much of their news as possible by

themselves. Their work differs from that of other editors in that their

copy goes directly to the printer and is not first looked over and

corrected by the city editor.

The life of a newspaper man is not an easy life. A study[11] of

newspaper work in Boston sums up the hardships and difficulties in the

life of a reporter in the following way:

[11] Vocational Studies, Journalism, P. 11. School Ed., Teachers’

Auxiliary, No. 16, Collins Publicity Service, Philadelphia, Pa.

“The hours are long and irregular. On a morning paper they run from 1 in

the afternoon until midnight, usually with an occasional evening off.

But the free evenings can never be counted on in advance; they come only

when the news happens to be slack. On the afternoon papers the hours are

almost as bad, for, while they are only supposed to be from half-past 8

or 9 to 5, an assignment will very often come in at the last minute that

will keep the reporter out until midnight. This means little or no

freedom.

“The irregular hours also affect the meals. An assignment often takes

the reporter out into the suburbs for hours at a stretch, where there

are no restaurants, and where one can only work as fast as possible in

order to get back to town. It means all kinds of weather, too, for

suicides and elopements will occur, be it fair day or foul, in houses

several miles from the nearest car track, and they have to be looked up

at once. A long, hard trip, like this, is not only an every day matter,

but it means no extra pay.”

The desk man or editor, while freed from the hardships of travel, has

other difficulties to overcome. These difficulties are set forth in the

following further quotation from the same report:

“As the time for going to press approaches, the copy pours in faster and

faster, the composing room signals that the paper is already overset and

yet perhaps, now, at the last minute, an item of first importance in the

whole day’s events comes in, and room must be made for it. In the midst

of all this clamor the desk man must keep his head, racing through the

piles of copy, weighing its merits discriminately and giving as cool and

careful decision as though he had all the leisure and quiet in the

world.”

WHAT PHYSICAL AND PERSONAL CHARACTERISTICS ARE NECESSARY FOR SUCCESS IN

JOURNALISM?

One must have good health to stand the hardships of long and irregular

hours of work, under bad conditions, often long distances from the

office and in all kinds of weather. There are also certain personal

qualifications that one must have to succeed in the field of journalism.

Chief among these personal qualifications is the ability to adapt one’s

self to many different subjects and feel at home in each.

Unlike writers in other fields, the reporter is a writer of matter which

lives today and is dead tomorrow. He is not so much in need, therefore,

of the artistic quality in his writings as he is in need of the ability

to pass quickly from subject to subject writing briefly but to the point

on each.

Another thing one must have for success in journalism is what may be

termed “the news instinct”; this is the ability to recognize news in any

form, even in the most commonplace events, and to write these

commonplace things up in such a way as to interest the reader. This

ability is not found in the person who does not observe carefully.

A clear, easy style full of dash is necessary for the reporter. This

style can usually be gained with a little practice by the man or woman

with a sense for news. The reporter’s main aim is to catch the public

eye, after that he needs most to produce copy at great speed,

remembering all the while that his work is not likely to be read more

than once.

Other qualifications a reporter should have are intelligence, and an

understanding of people. He must have tact, and be a “good mixer,”

capable of easily gaining the confidence of people in order to draw them

out in his search for news.

WHAT TRAINING IS NECESSARY FOR SUCCESS IN JOURNALISM?

A college education is a help, of course, but it is not absolutely

necessary in the journalistic profession. One who wishes to become a

journalist may enter the newspaper field as a reporter at almost any

time after he has had enough experience and general knowledge to make

him well acquainted with a number of subjects and when, in addition to

this, he has learned to write his thoughts in clear, forceful language.

Certainly a grade education is necessary and some high school education

is advisable for the beginner. More and more as the field of newspaper

work enlarges and broadens a full four-year high school course is

becoming essential. The best opportunities will more and more open up

only to those of wide experience and knowledge. Toward this experience

and knowledge a college education adds very much, particularly if the

college education deals with the theory and methods of newspaper

organization, as well as with practical training in reporting and in

editing work. Whether the foundation education is gotten in the grade

school, in the high school, or in college, one must have acquired

somewhere along the line the ability to write correctly and briefly in

language that can not be misunderstood. Much of the ability to do this

comes from the practical school of experience. Much of it, however, can

be given in schools. More and more the emphasis is being placed upon

thorough preparation before entering the profession of journalism.

Once the college man in a newspaper office was thought of as a joke by

others in the office. They sneered at his style. Two things have

happened to change that feeling. In the first place college men are now

trained in a simpler style of writing than they once were. In addition

to that they now get more practical training than they once did. Besides

this, so many college trained men have done well in journalism that

newspaper men are beginning to see that their success is due largely to

the college training. On many papers today one will find the staff made

up very largely of college men. On many papers now when they are looking

for a new man for the writing force they often look for a man with a

college degree.

The first school of journalism in the world was started by Joseph

Pulitzer in 1904 at Columbia University. In the words of its founder the

purpose of this school was to raise the standard of newspaper work

through better education of those who enter the profession. “I am deeply

interested in the progress and elevation of journalism,” he wrote,

“having spent my life in that profession, regarding it as a noble

profession and one of unequaled importance for its influence upon the

minds and morals of people * * *. It will be the object of the college

to make better journalists, who will make better newspapers, which will

better serve the public. It will impart knowledge, not for its own sake,

but to be used for the public service. It will try to develop character,

but even that will be only a means to the one supreme end--the public

good.”[12]

[12] Vocational Studies, School Ed., Teachers’ Auxiliary, No. 16,

Collins Publicity Service, Philadelphia, Pa.

Since the beginning of the Pulitzer School of Journalism at Columbia

University, about 20 colleges and universities have put in courses in

journalism. One of the requirements for entering these courses is the

full four years of high school work. The course, itself, ranges from

courses of lectures by newspaper men to a complete course, four years in

length, which usually leads to a bachelor of arts degree, or its

equivalent. Instruction in journalism includes a study of the English

language, literature, and composition, the work of the reporter and

editorial writer, the methods of gathering news, the technique of

newspaper making, the general management of papers, the history of

journalism, together with general history, economics, sociology,

psychology. Typewriting and often stenography are also required for

graduation. The college work in journalism is accompanied by actual

experience on papers, either college publications or papers published in

the city or town in which the college is located. Students trained in

such courses know how to write a story, how to get up a headline, and

how to write editorials, and because of this fact men so trained get

promotions in shorter periods of time than others.

For the benefit of those journalists who have not the chance to take the

full college course, several phases of journalism are given in the

summer schools of many colleges, and special courses in newspaper and

magazine writing are given in evening schools. Such courses can be taken

at the same time that one is employed on a newspaper.

It is clear, therefore, from the above, that more and more journalism

calls for education and training before one begins actual work as a

regular reporter on a paper.

HOW MUCH INCOME MAY ONE REASONABLY LOOK FORWARD TO, IF SUCCESSFUL IN THE

FIELD OF JOURNALISM?

In few vocations is there greater difference in salaries than in the

field of journalism. So far there does not seem to be any general

standard that all the papers of the country attempt to live up to. The

managers of certain newspapers follow the practice of employing only

experienced men, taking them wherever they can be found from the staffs

of other newspapers. Such papers, of course, pay good salaries. Other

publications are willing to take on a few, or even a large number of

beginners. Such papers naturally pay smaller salaries. Seldom, however,

is the beginner in journalism paid less than $12 or $15 per week on the

daily papers, though some receive as low as $10 a week. Often a paper

works, not only on a basis of straight pay, but on the basis of the

space the articles contributed occupy.

“Space rates” range from $2 to $10 per column, the amount varying with

the standing of the newspaper, and with the character of the news

itself. Promotions are very rapid and anyone with promise can hope to

get a raise in salary from time to time until it reaches from $19 to $25

a week, which is the salary of regular reporters. Reporters who do

special work are generally paid more. Their salaries range from $25 to

$35 per week. On the very best papers there are very few reporters who

draw salaries ranging from $35 to $50 per week. Such men are as well

paid as men in the editorial department. The chiefs of the different

editorial departments draw from $30 to $50 a week. Managing editors and

editors-in-chief get salaries ranging all the way from $2,500 to $10,000

per year.

From the mere money point of view there are other lines of work far

easier to master, and more certain to bring large money rewards than

journalism. The tendency now, however, is to pay bigger salaries to

newspaper men. As it is, the income is greater than that of the minister

and equal to that of a lawyer.

WHAT ARE THE OTHER REWARDS TO A JOURNALIST, ASIDE FROM THE FINANCIAL

REWARDS?

With many men in journalistic work, however, ideals mean more than

money. The public good with such men means more than private gain.

Another reward to the young man in this profession is that he comes in

contact with mature people. He learns to know even personally many of

the great men in business, in politics, in law. The newspaper is one of

the very greatest educational agencies. What it does for the adult in an

educational way is like what the public schools do for children in an

educational way. Among the mature there are masses of ignorant people,

ignorant in letters and ignorant in citizenship. The journalist, through

the newspaper, has all the people as his audience. Through his

opportunity for instruction the journalist may exercise great influence

in politics in connection with work for municipal reform, clean streets,

better schools, etc., and against machine control in politics, with its

bribery and election frauds. Some people have objected to newspaper work

because they thought such work corrupted beginners. The truth is that

journalism is to each man in it what he makes it. There is more freedom

of action in journalism than in the ministry or even than in law or

medicine, but a code of ethics is rapidly being developed in the

newspaper world that compels each one to do more nearly the right thing.

Certainly the reporter does not know the full significance of his

stories, headlines, and editorials until he realizes the probable effect

of his writings on the ideas and ideals of his readers. Especially is

the opportunity for such influence by the journalist good in America,

where there are twice as many papers published as in any other country,

and far more than twice as many copies issued. It is estimated that more

than 5,000,000,000 copies of newspapers of all kinds are printed in the

United States yearly.

HOW MANY YEARS WILL IT TAKE TO ESTABLISH MYSELF IN JOURNALISTIC WORK?

The newspaper reporter does not have the experience of a young lawyer or

doctor, who must pick up business slowly and wait sometimes for years

before he is satisfactorily established. The reporter succeeds or fails

from the outset. In fact reporting is the work of comparatively young

men, and is especially liked by those of from 20 to 30 years of age.

Those who have been successful in this period of life are generally

picked for promotions, and less uncertain assignments in the later

periods of life.

Very often men who have been successful in early life as newspaper

reporters take up magazine writing later. It is often stated that

magazine writing is post-graduate newspaper work. The monthly magazine

has become an important influence in the modern world, many of the more

popular magazines having a larger circulation than any newspaper. On the

staff of each periodical there are usually several special editors in

charge of separate departments. These editors are often assisted by a

regular staff of writers. Frequently, however, those who write for

magazines are not connected with the regular staff, but are “free

lances” contributing articles from time to time on subjects which they

are especially fitted to write about.

The question often arises, Where shall the start be made? Is it best to

begin in the country or in the city? The editor of one of the New York

dailies says that there are many changes in the staff on a city paper,

so a man who is capable has a chance to get a pretty good position, in

fact a very good newspaper position, within a half dozen years’ time.

This editor also says that it takes about as long to get a good position

on a country paper, and after that if one goes to the city he must begin

at the bottom and work up, so that much time is wasted. The advantage in

beginning on a paper in a small city rather than a large one is that one

is more likely there to gain an all around knowledge of everything that

must be done in a newspaper office.

HOW GREAT IS THE DEMAND FOR MEN IN THE JOURNALISTIC FIELD?

There are in the United States and Canada at the present time

approximately 25,000 newspapers and periodicals being published. Nearly

40 per cent of all such publications in the world are published in the

United States and its outlying territories. In 1915 these publications

in the United States gave employment to over 100,000 people,

approximately 35,000 of whom were editors and reporters. The total

circulation at that time aggregated 164,468,040. Moreover, newspapers

are being circulated in larger numbers every day and are being read by

an increasing number of people every day. The whole field of journalism

is constantly enlarging and the claim is made by those who are expert in

the field that the profession is not overcrowded with good workers.

HOW MUCH WILL IT COST TO PREPARE FOR NEWSPAPER WORK?

If you are a soldier or a sailor discharged from the service since

October 6, 1917, with a disability for which the Bureau of War Risk

Insurance will grant you compensation, your education will be furnished

free by the Government. The Bureau of War-Risk Insurance, through its

compensation, will meet a part of the expenses and the Federal Board for

Vocational Education will supplement that amount to a minimum of $65 a

month with the purpose of meeting all of your expenses for living,

clothing, transportation, tuition, and incidentals.

THE LUMBER INDUSTRY

Lumbering is the felling and conversion of trees into lumber. The

extraction of the timber from the forest is known as logging, and the

manufacture of the logs into lumber is known as sawmilling.

PLAN No. 910. LOGGING

REGIONS

The chief centers of the logging industry are in New England, the Lake

States, the Southern Appalachians, the Southern pine region, the cypress

swamps of the Atlantic and Gulf coasts, the Inland Empire (Montana,

Idaho, and Eastern Washington and Oregon), and the Pacific coast.

METHODS AND LABOR CONDITIONS

The methods of logging and the opportunity for employment in this work

present many different aspects in these regions. Animal logging prevails

in the Northeast, the Lake States, and the Inland Empire, and power

logging in the other sections, although no one method is universally

used in any of these regions.

The demand for labor, both skilled and unskilled, in every section is

now greater than the supply, and competent men can readily find some

form of employment to which they are adapted.

Conditions surrounding work in the forest vary greatly in the different

regions, and one who is not familiar with local conditions should weigh

carefully his own ability and the opportunities which each section may

offer to him.

WHO SHOULD UNDERTAKE THE WORK?

Logging work will appeal most strongly to one who has been accustomed

since his early years to an outdoor life, and who is familiar in a

general way either with outdoor manual labor or with some mechanical

trade.

The best opportunities for men who wish to make lumbering a life work

are with the larger companies, since they have organizations in which

employment is more continuous, and in which there is the greatest

possibility of advancement. Small lumbering concerns offer but little

inducement, unless a way is open to secure an interest in the business.

Advancement to the beginner in the lumber industry is not rapid and,

therefore, it holds more promise to the young, single man who can afford

to serve an apprenticeship, than to the older man who has a family to

support and whose financial requirements are greater at the beginning.

Felling timber is hard work, but appeals to strong, robust men, because

the wages paid for it are among the highest paid in a logging camp. The

work is too heavy for one past the prime of life, or for a young man who

may be physically incapacitated.

Where logging is done by animals, the position of teamster may be filled

by older men as well as that of swamper, grab setter, tong hooker,

scaler, and like positions which do not call for heavy manual labor.

Power logging, which is common in the South and in the far West, affords

an excellent opportunity for active young men with mechanical ability,

since skilled operators are required to run the skidding machinery and

to keep it in repair.

A northern logger should not consider employment in the cypress swamp

forests, because it is work which appeals chiefly to those who have

grown up in the cypress “brake” region.

PLAN No. 911. RAILROAD CONSTRUCTION AND OPERATION

Men who have had experience with railroad construction or operation will

find a promising field in the lumber industry, since on most large

operations the logs are hauled from the forest to the mill over logging

railroads. Locomotive engineers and firemen are in demand and command a

fairly high wage. The hours are long because it is necessary to deliver

a certain quantity of logs to the mill daily, and in case of delays in

schedule, the crews must work until the necessary quantity of logs has

been delivered.

On large operations new railroad lines are continually under

construction, and opportunity is afforded for employment to those who

are familiar with railroad construction.

LOG DRIVING

Where logs are transported down streams to the mill, log drivers are

required during the spring and summer months. On “rough water” this work

requires experience and skill, and is hard work which must be done often

in inclement weather. It is not a class of work to which an

inexperienced man would be adapted.

SOCIAL CONDITIONS

Social conditions in the different regions have played a prominent part

in the distribution of labor in the lumber industry. The trend of labor

migration has been from the East to the West, and not from the North to

the South, because woods workers from the North and East have found both

climatic and social conditions more to their liking in the West than in

the South. Northern and eastern loggers have gone South in small numbers

to fill positions of responsibility, but in general, the unskilled

laborer has not found living and working conditions to his liking in the

lowlands and southern pineries.

An important factor to be considered in this connection is the color

line, which is more or less sharply drawn in the South. In some sections

both whites and negroes work together on the same operations. The

standard of work and the social conditions which prevail in southern

logging camps, however, do not appeal to the northern man, and but few

are content to remain for any length of time.

In the West the northern logger meets with conditions similar to those

existing at home and, therefore, he is satisfied to become a permanent

resident in the region.

Logging work in most sections is more or less removed from settlements

and, in general, it is not possible for the logger to enjoy family life.

The exception to this case is the logging camp of the southern pineries,

which is a community comprising the loggers and their families. The

buildings are small, portable houses, two or more constituting the home

of a single family. Medical facilities are provided by the company,

along with a school and a church and each community comprises a

settlement in itself. Although both white and colored laborers may live

in the same camp, the quarters are separated and the two races do not

intermingle. The social advantages for an ambitious man with a family

are not great and many northern and eastern men would not find

conditions to their liking. Only men familiar with local conditions

should seek employment in southern logging camps.

The mountain region of the Southern Appalachians appeals to many

northern loggers, because the conditions in this region are not

dissimilar to those with which they are familiar.

It is not practicable to point out any particular branch of logging work

which might appeal to individuals. Each man after choosing the region in

which he desires to work should try out the various classes of

employment to which he may find himself adapted, expecting ultimately to

find that class of work for which he is best fitted.

In general, one who desires to enter the field of logging should be

young, have a robust constitution, possess a liking for outdoor work,

and should seek employment in some region with which he is familiar, or

in some section which is similar in climatic and social conditions to

his home region.

PLAN No. 912. SAWMILLING

The sawmill industry is scattered over a wide area in this country, but

the chief centers of lumber manufacture are in or adjacent to the great

forest areas of the country, in the southern pine region, which produces

nearly one-third of all of our lumber cut, and in the Pacific

Northwest, which produces about one-eighth of our total cut. The sawmill

business includes plants ranging from the small mill, cutting a few

thousand feet daily, up to the plant which turns out nearly one million

feet of lumber in twenty hours.

LUMBER SETTLEMENTS

Lumber manufacture is centered in permanent settlements, a new plant

usually having a normal life of at least 20 years. Some of these

communities comprise only the lumber companies’ employees (a “one-man

town”) while others are located at or near cities or towns. Merits are

claimed for both systems, but it is true that some of the cleanest and

most enlightened communities are those in which the control of affairs

rests largely in the hands of the lumber company. In this way

undesirables may be kept away from the settlement, better schools are

usually maintained, and the entire tone of the community placed on a

higher standard than exists in the “open” towns.

CHARACTER OF WORK

The work at a sawmill plant is extremely varied in character, and ranges

from that requiring high technical and mechanical ability down through

every degree of skill to work which can be performed by a low grade of

common labor. The wage scale likewise shows a wide range. The highest

technical positions, such as saw filer in a large mill, may command $12

per day and up, while the lowest wage is the minimum for common labor in

the region. Sawmilling proceeds in all kinds of weather, except during

the winter season in the northern regions. At all plants, however, some

forms of work, such as lumber piling, trucking dry lumber to the planing

mill, and loading cars, may be discontinued during short spells of

inclement weather. The actual sawing of lumber, in most regions, seldom

ceases except when the entire plant closes down, since this work is

largely done under cover and the men therefore are sheltered.

Sawmill work should appeal to one who is interested in factory work; who

desires employment which keeps him more or less in the open; and who

prefers to live in a settled community. It offers a clean, healthful

occupation for all degrees of skill, hence it affords opportunity for

every industrious man.

WAGES

The wages paid in the lumber industry vary with the region in which the

work is performed and local wage scales, but the compensation is as

great as in other industries requiring an equal amount of skill.

PLAN No. 913. CLASSIFICATION OF LABOR IN THE LUMBER INDUSTRY

225 JOBS LISTED

Logging work as a rule requires a man of robust constitution who can

stand up under hard physical labor performed in the open in all kinds of

weather. Loggers must as a rule be skilled in the use of ax, crosscut

saw, and like tools, or to be competent teamsters, although considerable

unskilled labor is employed in each camp.

Sawmill employees should in most instances be robust. They are not as a

rule exposed to inclement weather to the same degree as loggers. A high

degree of mechanical skill is required of saw filers, sawyers,

mechanics, and persons filling like places, but the greater part of the

sawmill work does not demand mechanical skill of even average degree and

consequently the work can be satisfactorily performed by labor which

has had but little previous experience. In most positions a man who is

of average intelligence and has the ability to quickly adapt himself to

new lines of work will prove successful.

Woods work as a rule does not appeal to the city born and bred man,

because it takes him from settled communities. On the other hand, both

logging and sawmill work often appeal to the country-reared man because

it keeps him out in the open.

The scarcity of labor during the last year has necessitated the

employment of many laborers who would not have been acceptable in former

times. Women are now filling many places in the industry to which they

were not formerly considered eligible. They are now driving teams on

logging jobs, felling timber, laying railroad steel, surfacing railroad

track, and doing other work in the woods, as well as filling very

satisfactorily a large number of places in sawmills, box factories, and

other woodworking establishments which were formerly filled exclusively

by men.

There is promise of a readjustment of labor conditions in the industry,

and it is certain that the discovery of the worth of female labor in the

industry will have a marked effect on labor conditions. The entrance of

female workers will mean that many forms of the lighter labor formerly

performed by physically deficient males will be given over to women, and

it is possible that this may have a marked bearing on the possibility of

employing wounded soldiers for this purpose. Few soldiers will be

advised to enter the lumber industry unless they were formerly engaged

in a similar line of work.

The following tabulation shows in a very general way the minimum range

of the technical and mechanical qualifications required for certain

lines of logging and sawmill work. Experienced men with greater

disabilities than those mentioned may prove efficient, but it is not

believed that inexperienced men who can not meet the requirements would

prove satisfactory in the industry.

_Better Than 225 Jobs_

Labor Classification--Lumber Industry

_Physical and Technical Qualifications_

=========================+=====================================+

| Physical requirements. |

+---------+-----+-----+------+--------+

| | | | | |

| | | | Eye- | |

+---------+-----+-----+------+--------+

_b._ Rodman. | do. | 2 |[13]2|Fair. | do. |

_c._ Chainman. | do. | 2 |[13]2| do. | do. |

_d._ Axeman. | do. | 2 |[13]2| do. | do. |

_a._ Cruiser. | do. | 1 |[13]2|Good. | do. |

_b._ Compassman. | do. | 2 |[13]2|Fair. | do. |

_c._ Cook. | do. | 2 |[13]2|1 eye,| do. |

(3) Topographic | do. | 2 |[13]2|Good. | do. |

_a._ Instrument man. | do. | 2 |[13]2| do. | do. |

_b._ Rodman. | do. | 2 |[13]2|Fair. | do. |

_c._ Chainman. | do. | 2 |[13]2| do. | do. |

_d._ Axeman. | do. | 2 |[13]2| do. | do. |

_a._ Forester or | do. | 2 |[13]2| do. | do. |

_b._ Second faller. | do. | 2 | 2 | do. | do. |

_d._ Saw boss. | do. | 1 | 2 |1 eye,|Fair. |

_a._ Teamster. |Robust. | 2 | 2 |Fair. | do. |

_b._ Swamper. | do. | 2 | 2 | do. | |

_c._ Grab setter. | do. | 2 | 2 |1 eye.| do. |

_d._ Tong hooker. | do. | 2 | 2 | do. | do. |

_e._ Tong unhooker. | do. | 2 | 2 | do. | do. |

_f._ Cant hookman. | do. | 2 | 2 | do. | do. |

_g._ Skidway man. | do. | 2 | 2 | do. | do. |

_a._ Hook tender. | do. | 2 | 2 | do. | do. |

_b._ Rigging shingle.| do. | 2 | 2 | do. | do. |

_c._ Choker man. | do. | 2 | 2 | do. |Good. |

_d._ Sniper. | do. | 2 | 2 | do. |Fair to |

_e._ Signalman. |Average. | 1 | 2 |1 eye,|Good. |

_f._ Yarding and road| do. | 2 | 2 |Good. | do. |

_g._ Yarding and | do. | 2 | 2 |Fair. |Fair. |

_h._ Wood buck. |Robust. | 2 | 2 | do. |Fair to |

_i._ Head loader. | do. | 2 | 2 | do. |Fair. |

_j._ Second loader. | do. | 2 | 2 | do. | do. |

_k._ Loading engine |Average. | 2 | 2 | do. |Good. |

_l._ Loading engine | do. | 2 | 2 | do. | do. |

_m._ Pump man. | do. | 2 | 1 | do. |Fair. |

_o._ Master mechanic.| do. | 2 | 2 | do. | do. |

_n._ Blacksmith. |Robust. | 2 | 1 |Good. | do. |

_p._ Carpenter. | do. | 2 | 2 | do. | do. |

_q._ Car repairer. | do. | 2 | 2 | do. | do. |

_r._ Pole road | do. | 2 | 2 |Fair. | do. |

_s._ Pole road | do. | 2 | 2 | do. | do. |

_t._ Landing | do. | 2 | 2 | do. | do. |

_u._ Landing | do. | 2 | 2 | do. | do. |

_a._ Locomotive | do. | 2 | 2 |Good. |Good. |

_b._ Locomotive | do. | 2 | 2 | do. | do. |

_c._ Conductor, log |Average. | 1 | 2 | do. | do. |

_d._ Brakeman, log |Robust. | 2 | 2 | do. | do. |

_e._ Section foreman.|Average. | 1 | 2 | do. |Fair. |

_g._ Railroad | do. | 2 | 2 | do. |Fair. |

_h._ Railroad | do. | 2 | 2 | do. |Fair to |

_i._ Rafting or boom | do. | 2 | 2 | do. |Fair. |

_j._ Rafting or boom | do. | 2 | 2 | do. | do. |

men. | | | | | |

_k._ Driver foreman. | do. | 2 | 2 |Good. | do. |

_l._ River driver | do. | 2 | 2 |Fair. | do. |

_a._ Scaler. |Average. |1 or | 2 |Good. | do. |

| | 2 | | | |

_b._ Scaler’s helper.| do. | 2 | 2 |Fair. |Fair to |

_a._ Foreman. |Robust. | 2 | 2 | do. | do. |

_b._ Barn man. |Average. | 2 | 1 | do. | do. |

_c._ Cook. |Robust. | 2 | 1 | 1 | do. |

_d._ Flunkey. |Average. | 2 | 1 |1 eye,| do. |

_e._ Chore boy. | do. | 2 | 1 |Fair. | do. |

_f._ Camp clerk. | do. | 1 | 1 | do. | do. |

_a._ Log car |Robust. | 2 | 2 | do. |Fair. |

_b._ Pond foreman. |Average. | 2 | 2 |1 eye,| do. |

_c._ Sinker raiser. |Robust. | 2 | 2 | do. | do. |

_d._ Boom men and | do. | 2 | 2 | do. | do. |

_b._ Sawyer. |Robust. | 2 | 2 | do. | do. |

_c._ Setter. | do. | 2 | 2 | do. | do. |

_d._ Carriage rider. | do. | 2 | 2 |Fair. | do. |

_e._ Swamper or off- | do. | 2 | 2 | do. | do. |

_f._ Tripper. |Average. | 2 | 2 | do. | do. |

_g._ Edgerman. |Robust. | 2 | 2 |Good. | do. |

_h._ Tail edger. | do. | 2 | 2 |Fair. | do. |

_i._ Slasherman. |Average. | 2 | 2 | do. | do. |

_j._ Gang sawyer. | do. | 2 | 2 |Good. | do. |

_k._ Gang feeder. |Robust. | 2 | 2 |Fair. | do. |

_l._ Gang tailer. | do. | 2 | 2 | do. | do. |

_m._ Trimmer loader. | do. | 2 | 1 | do. | do. |

_n._ Trimmer |Average. | 2 | 1 |Good. | do. |

_o._ Clean-up man. | do. | 2 | 1 |Fair. | do. |

_p._ Oiler. | do. | 2 | 2 |Good. | do. |

_q._ Foreman. | do. | 1 | 1 | do. | do. |

_r._ Saw filer. | do. | 2 | 1 | do. | do. |

_s._ Saw filer | do. | 2 | 1 | do. | do. |

_t._ Jump saw | do. | 2 | 1 |Fair. | do. |

_u._ Millwright. |Robust. | 2 | 2 |Good. | do. |

_v._ Watchman. |Average. | 1 | 2 | do. | do. |

_a._ Inspector, | do. | 2 | 2 | do. | do. |

_b._ Graders. |Robust. | 2 | 2 | do. | do. |

_c._ Sorting table | do. | 2 |[14]1|Fair. | do. |

man. | | | | | |

_a._ Foreman. |Average. | 1 | 2 | do. | do. |

_b._ Teamsters. | do. | 2 | 2 | do. | do. |

_c._ Stackers. |Robust. | 2 | 2 | do. | do. |

_d._ Send-in men. | do. | 2 | 2 | do. | do. |

_a._ Foreman. |Average. | 1 | 2 | do. | do. |

_b._ Machinist. | do. | 2 | 2 |Good. | do. |

_c._ Shipping clerk. | do. | 1 | 1 |Fair. | do. |

_d._ Machine feeders.|Robust. | 2 | 2 | do. | do. |

_e._ Grades behind |Average. | 2 | 2 |Good. | do. |

_f._ Machine tailers.| do. | 2 | 2 |Fair. | do. |

_g._ Tyers. | do. | 2 | 1 | do. | do. |

_a._ Truckers. |Robust. | 2 | 2 | do. | do. |

_b._ Car loaders. | do. | 2 | 2 | do. | do. |

_c._ Checkers. |Average. | 2 | 2 |Good. | do. |

_a._ Clerk. | do. | 2 | 1 |Fair. | do. |

_b._ Salesman. | do. | 1 | 2 | do. | do. |

(8) Commissary | do. | 2 | 1 |1 eye,| do. |

_a._ Engineer. | do. | 2 | 2 |Fair. | do. |

_b._ Fireman. | do. | 2 | 1 | do. | do. |

_c._ Common labor. | do. | 2 | 2 | do. | do. |

_a._ Foreman. | do. | 2 | 2 | do. | do. |

_b._ Blacksmith. |Robust. | 2 | 2 |Good. | do. |

_c._ Machinist. | do. | 2 | 1 | do. | do. |

_d._ Boiler maker. | do. | 2 | 2 | do. | do. |

_e._ Pattern maker. | do. | 2 | 1 | do. | do. |

_f._ Welders. | do. | 2 | 2 | do. | do. |

_g._ Electrician. | do. | 2 | 2 | do. | do. |

_h._ Helpers. | do. | 2 | 2 |Fair. | do. |

_i._ Common labor. | do. | 2 | 2 | do. | do. |

_a._ Timekeeper. |Average. | 2 | 1 | do. | do. |

_b._ Common labor. |Robust. | 2 | 2 | do. | do. |

_b._ Slab picker. |Robust. | 2 | 1 | do. | do. |

_c._ Machine feeders.| do. | 2 | 2 | do. | do. |

_d._ Machine tailers.| do. | 2 | 2 | do. | do. |

_e._ Lath bundlers |Average. | 2 | 2 | do. | do. |

_a._ Foreman. | do. | 2 | 1 | do. | do. |

_b._ Bolter. |Robust. | 2 | 2 | do. | do. |

_c._ Shingle sawyer. | do. | 2 | 1 | do. | do. |

_d._ Knob sawyer. | do. | 2 | 1 | do. | do. |

_e._ Grader and |Average. | 2 | 1 | do. | do. |

_a._ Head piler | do. | 1 | 2 | do. | do. |

_b._ Wood handlers. |Robust. | 2 | 2 | do. | do. |

_c._ Conveyor man. | do. | 2 | 1 | do. | do. |

_d._ River man. | do. | 2 | 2 | do. | do. |

_e._ Head wood |Average. | 1 | 2 | do. | do. |

_f._ Slip man. |Robust. | 2 | 2 | do. | do. |

_g._ Head preparer. |Average. | 1 | 1 | do. | do. |

_h._ Swing sawyer. |Robust. | 2 | 1 | do. | do. |

_i._ Barker. | do. | 2 | 2 | do. | do. |

_j._ Splitter. | do. | 2 | 2 | do. | do. |

_k._ Waste handler. | do. | 2 | 2 | do. | do. |

_l._ Chipper. |Average. | 2 | 2 | do. | do. |

_m._ Head grinder | do. | 1 | 2 | do. | do. |

man. | | | | | |

_n._ Stone |Robust. | 2 | 2 | do. | do. |

_o._ Grinder man. | do. | 2 | 2 | do. | do. |

_p._ Block handler. | do. | 2 | 2 | do. | do. |

_q._ Screenman. |Average. | 2 | 2 | do. | do. |

_r._ Sliver man. | do. | 2 | 2 | do. | do. |

_s._ Head pressman. | do. | 1 | 2 | do. | do. |

_t._ Pressman. |Robust. | 2 | 2 | do. | do. |

_u._ Decker man. | do. | 2 | 2 | do. | do. |

_v._ Sulphur burner. |Average. | 1 | 2 | do. | do. |

_w._ Acid maker. | do. | 1 | 2 | do. | do. |

_x._ Lime slacker. | do. | 1 | 2 | do. | do. |

_y._ Lime handler. | do. | 2 | 2 | do. | do. |

_z._ Towerman. | do. | 2 | 2 | do. | do. |

_aa._ Cook | do. | 1 | 1 | do. | do. |

_bb._ Cook, first | do. | 2 | 2 | do. | do. |

_cc._ Cook, second | do. | 2 | 2 | do. | do. |

_dd._ Blow pitman. | do. | 2 | 2 | do. | do. |

_ee._ Screenman. | do. | 2 | 2 | do. | do. |

_ff._ Waste handler. | do. | 2 | 2 | do. | do. |

_gg._ Head pressman. |Robust. | 2 | 2 | do. | do. |

_hh._ Pressman. | do. | 2 | 2 | do. | do. |

_ii._ Head beater |Average. | 1 | 1 | do. | do. |

man. | | | | | |

_jj._ Beater man. |Robust. | 2 | 2 | do. | do. |

_kk._ Clay and size |Average. | 2 | 2 | do. | do. |

man. | | | | | |

_ll._ Machine tender.|Robust. | 2 | 2 | do. | do. |

_mm._ Machine man | do. | 2 | 2 | do. | do. |

_nn._ Head finisher. |Average. | 1 | 1 | do. | do. |

_oo._ Cutter man. | do. | 2 | 2 | do. | do. |

_pp._ Rewinder. | do. | 2 | 2 | do. | do. |

_qq._ Weigher. | do. | 2 | 2 | do. | do. |

_rr._ Marker. | do. | 2 | 2 | do. | do. |

_ss._ Balers. |Robust. | 2 | 2 | do. | do. |

_tt._ Oilers. |Average. | 2 | 2 |Good. | do. |

_uu._ Cleaner. | do. | 2 | 2 |Fair. | do. |

_vv._ Filter man. | do. | 2 | 2 | do. | do. |

_ww._ First core | do. | 2 | 2 | do. | do. |

_xx._ Core cleaner. | do. | 2 | 2 | do. | do. |

_yy._ Stock saver. | do. | 2 | 2 | do. | do. |

_zz._ Engineer. | do. | 2 | 1 or| do. |Good. |

| | | 2 | | |

_aaa._ Fireman. | do. | 2 | 1 | do. |Fair. |

_bbb._ Dynamo man. | do. | 2 | 2 | do. | do. |

_ccc._ Coal and wood |Robust. | 2 | 2 | do. | do. |

_ddd._ Boiler | do. | 2 | 2 | do. | do. |

_eee._ Head repair |Average. | 1 | 2 | do. | do. |

man. | | | | | |

_fff._ Repair man. |Robust. | 2 | 2 |Fair. | do. |

_ggg._ Repair man | do. | 2 | 2 | do. | do. |

_hhh._ Core maker. | do. | 2 | 2 | do. | do. |

qualifications as for |Average. | 2 | 2 | do. | do. |

regular logging). |Robust. | 2 | 2 | do. | do. |

(2) Manufacture-- | do. | 2 | 2 | do. | do. |

_a._ Drag saw | do. | 2 | 2 | do. | do. |

_f._ Jointers. |Robust. | 2 | 2 |Fair. | do. |

_g._ Matchers. | do. | 2 | 2 | do. | do. |

_h._ Turners. | do. | 2 | 2 | do. | do. |

_i._ Packers. | do. | 2 | 2 | do. | do. |

_j._ Truckers. |Average. | 2 | 2 | do. | do. |

_k._ Clean-up men. | do. | | | | |

_a._ Foreman. | do. | 1 | 1 | do. | do. |

_b._ Drag saw man. |Robust. | 2 | 1 | do. | do. |

_c._ Hot box man. | do. | 2 | 2 | do. | do. |

_d._ Deck labor. | do. | 2 | 2 | do. | do. |

_e._ Machine | do. | 2 | 2 | do. | do. |

_f._ Sawyer. | do. | 2 | 2 | do. | do. |

_g._ Grader. |Average. | 2 | 1 | do. | do. |

_h._ Stock handler. |Robust. | 2 | 1 | do. | do. |

_i._ Trucker. | do. | 2 | 1 | do. | do. |

_j._ Kiln operator. |Average. | 2 | 1 | do. | do. |

_k._ Packer and |Robust. | 2 | 2 | do. | do. |

_l._ Engineer. |Average. | 2 | 1 | do. | do. |

_m._ Fireman. |Robust. | 2 | 2 | do. | do. |

_n._ Common labor. | do. | 2 | 2 | do. | do. |

_a._ Superintendent. |Average. | 1 | 1 | do. | do. |

_b._ Foreman. | do. | 2 | 2 | do. | do. |

_c._ Common labor. |Robust. | 2 | 2 | do. | do. |

_d._ Engineer. |Average. | 2 | 1 | do. | do. |

_e._ Fireman. |Robust. | 2 | 2 | do. | do. |

-------------------------+---------+-----+-----+------+--------+

=========================+===========================================+

| Training and experience. |

+--------------------------+----------------+

| Technical | Mechanical |

| knowledge. | skill. |

+----+---------+-----------+----+-----+-----+

|Low.|Average. | High. |Low.| age.|High.|

+----+---------+-----------+----+-----+-----+

_b._ Rodman. | |Yes; | | | | |

_c._ Chainman. | | do. | | | | |

_d._ Axeman. | | | | |Yes. | |

_b._ Rodman. | |Yes; | | | | |

_c._ Chainman. | | do. | | | | |

_d._ Axeman. | | | | |Yes. | |

_a._ Head faller. | | |Yes. | | | |

_b._ Second faller. | | | | |Yes. | |

_d._ Saw boss. | | | do. | | | |

_a._ Teamster. | | | | |Yes. | |

_b._ Swamper. | | | |Yes.| | |

_c._ Grab setter. | | | |Yes.| | |

_d._ Tong hooker. | | | |Yes.| | |

_e._ Tong unhooker. | | | |Yes.| | |

_f._ Cant hookman. | | | | |Yes. | |

_g._ Skidway man. | | | | |Yes. | |

_a._ Hook tender. | | | Yes. | | |Yes. |

_b._ Rigging shingle.| | | | | |Yes. |

_c._ Choker man. | | | | |Yes. | |

_d._ Sniper. | | | | |Yes. | |

_e._ Signalman. | | | |Yes.| | |

_f._ Yarding and road| | | | | |Yes. |

_g._ Yarding and | | | | |Yes. | |

_h._ Wood buck. | | | | |Yes. | |

_i._ Head loader. | | | | | |Yes. |

_j._ Second loader. | | | | |Yes. | |

_k._ Loading engine | | | | | |Yes. |

_l._ Loading engine | | | | |Yes. | |

_m._ Pump man. | | | | |Yes. | |

_o._ Master mechanic.| | | | | |Yes. |

_n._ Blacksmith. | | | | | |Yes. |

_p._ Carpenter. | | | | | |Yes. |

_q._ Car repairer. | | | | | |Yes. |

_r._ Pole road | | | | | |Yes. |

_s._ Pole road | | | | |Yes. | |

_t._ Landing | | | | | |Yes. |

_u._ Landing | | | | |Yes. | |

_a._ Locomotive | | | | | |Yes. |

_b._ Locomotive | | | | |Yes. | |

_c._ Conductor, log | | | | |Yes. | |

_d._ Brakeman, log | | | | |Yes. | |

_e._ Section foreman.| | | | |Yes. | |

_f._ Section man. | | | |Yes.| | |

_g._ Railroad | | | | |Yes. | |

_h._ Railroad | | | |Yes.| | |

_i._ Rafting or boom | | | | | |Yes. |

_j._ Rafting or boom | | | | |Yes. | |

men. | | | | | | |

_k._ Driver foreman. | | | | | |Yes. |

_l._ River driver | | | | |Yes. | |

_a._ Scaler. | | |Yes. | | | |

_b._ Scaler’s helper.| | | | |Yes. | |

_a._ Foreman. | | | | | |Yes. |

_b._ Barn man. | | | |Yes.| | |

_a._ Log car | | | |Yes.| | |

_b._ Pond foreman. | | | |Yes.| | |

_c._ Sinker raiser. | | | |Yes.| | |

_d._ Boom men and | | | |Yes.| | |

_a._ Dock man and | |Yes. | | |Yes. | |

_b._ Sawyer. | | |Yes. | | |Yes. |

_c._ Setter. | | Yes. | | |Yes. | |

_d._ Carriage rider. | | | |Yes.| | |

_e._ Swamper or off- | | | |Yes.| | |

_f._ Tripper. | | | |Yes.| | |

_g._ Edgerman. | | |Yes. | | | |

_j._ Gang sawyer. | |Yes. | | | | |

_n._ Trimmer | | | | |Yes. | |

_p._ Oiler. |Yes.| | | | | |

_q._ Foreman. | | | | | |Yes. |

_r._ Saw filer. | | |Yes. |Yes.| | |

_s._ Saw filer | |Yes. | | |Yes. | |

_t._ Jump saw | | | |Yes.| | |

_u._ Millwright. | | | | | |Yes. |

_a._ Inspector, | | |Yes. | | | |

_b._ Graders. | |Yes. | | | | |

man. | | | | | | |

_a._ Foreman. | |Yes. | | |Yes. | |

_b._ Teamsters. | | | |Yes.| | |

_c._ Stackers. | | | | |Yes. | |

_d._ Send-in men. | | | |Yes.| | |

_a._ Foreman. | | | | | |Yes. |

_b._ Machinist. | | | | | |Yes. |

_d._ Machine feeders.| | | | |Yes. | |

_e._ Grades behind | |Yes. | | | | |

_c._ Checkers. | | | | |Yes. | |

_a._ Engineer. | | | | | |Yes. |

_b._ Fireman. | | | |Yes.| | |

_a._ Foreman. | | | | | |Yes. |

_b._ Blacksmith. | | | | | |Yes. |

_c._ Machinist. | | | | | |Yes. |

_d._ Boiler maker. | | | | | |Yes. |

_e._ Pattern maker. | | | | | |Yes. |

_f._ Welders. | | | | | |Yes. |

_g._ Electrician. | | | | | |Yes. |

_h._ Helpers. | | | | |Yes. | |

_a._ Foreman. | | | | |Yes. | |

_a._ Foreman. | | | | |Yes. | |

_b._ Bolter. | | | | |Yes. | |

_c._ Shingle sawyer. | | | | |Yes. | |

_a._ Head piler | | | |Yes.| | |

_d._ River man. | | | | |Yes. | |

_e._ Head wood | | | | |Yes. | |

_g._ Head preparer. | |Yes. | | | | |

_h._ Swing sawyer. | | | |Yes.| | |

_i._ Barker. | | | | |Yes. | |

_j._ Splitter. | | | |Yes.| | |

_l._ Chipper. | | | | |Yes. | |

_m._ Head grinder | | | | |Yes. | |

man. | | | | | | |

_n._ Stone | | | | |Yes. | |

_o._ Grinder man. | | | | |Yes. | |

_q._ Screenman. | | | | |Yes. | |

_r._ Sliver man. | | | | |Yes. | |

_s._ Head pressman. | | |Yes. | |Yes. | |

_t._ Pressman. | |Yes. | | |Yes. | |

_u._ Decker man. | | | |Yes.| | |

_v._ Sulphur burner. | |Yes. | | | | |

_w._ Acid maker. | |Yes. | | | | |

_x._ Lime slacker. | |Yes. | | | | |

_aa._ Cook | |Yes. | | | | |

_ee._ Screenman. | | | | |Yes. | |

_gg._ Head pressman. | | |Yes. | |Yes. | |

_hh._ Pressman. | |Yes. | | |Yes. | |

_ii._ Head beater | |Yes. | | |Yes. | |

man. | | | | | | |

_kk._ Clay and size | |Yes. | | | | |

man. | | | | | | |

_ll._ Machine tender.| |Yes. | | |Yes. | |

_mm._ Machine man | | | | |Yes. | |

_nn._ Head finisher. | | |Yes. | | | |

_oo._ Cutter man. | | | | |Yes. | |

_pp._ Rewinder. | | | | |Yes. | |

_tt._ Oilers. | | | |Yes.| | |

_uu._ Cleaner. | | | |Yes.| | |

_vv._ Filter man. | | | | |Yes. | |

_ww._ First core | | | | |Yes. | |

_xx._ Core cleaner. | | | | |Yes. | |

_yy._ Stock saver. | | | |Yes.| | |

_zz._ Engineer. | | | | | |Yes. |

_aaa._ Fireman. | | | |Yes.| | |

_bbb._ Dynamo man. | | | | | |Yes. |

_ddd._ Boiler | | | |Yes.| | |

_eee._ Head repair | | | | | |Yes. |

man. | | | | | | |

_fff._ Repair man. | | | | |Yes. | |

_ggg._ Repair man | | | |Yes.| | |

_hhh._ Core maker. | | | | |Yes. | |

qualifications as for | | | |Yes.| | |

regular logging). | | | |Yes.| | |

(2) Manufacture-- | | | |Yes.| | |

_a._ Drag saw | | | | |Yes. | |

_e._ Knife grinder | | | | |Yes. | |

_f._ Jointers. | | | | |Yes. | |

_g._ Matchers. | | | | |Yes. | |

_h._ Turners. | | | | |Yes. | |

_a._ Foreman. | | | | |Yes. | |

_b._ Drag saw man. | | | |Yes.| | |

_c._ Hot box man. | | | |Yes.| | |

_e._ Machine | | | | |Yes. | |

_f._ Sawyer. | |Yes. | | |Yes. | |

_g._ Grader. | |Yes. | | | | |

_j._ Kiln operator. | |Yes. | | |Yes. | |

_l._ Engineer. | | | | |Yes. | |

_m._ Fireman. | | | |Yes.| | |

_a._ Superintendent. | | |Yes. | |Yes. | |

_b._ Foreman. | | | | |Yes. | |

_d._ Engineer. | | | | |Yes. | |

_e._ Fireman. | | | |Yes.| | |

-------------------------+----+---------+-----------+----+-----+-----+

=========================+============================================

| Remarks.

+--------------------------------------------

A. Logging engineering: |

(1) Land surveys-- |

_a._ Instrument man. |Must be able to travel on foot for long

|distances.

_b._ Rodman. |Do.

_c._ Chainman. |Do.

_d._ Axeman. |Do.

(2) Timber cruising-- |

_a._ Cruiser. |Do.

_b._ Compassman. |Do.

_c._ Cook. |General qualification for cook.

(3) Topographic |Must be able to travel on foot for long

mapping and map |distances.

making. |

(4) Railroad location--|

_a._ Instrument man. |Do.

_b._ Rodman. |Do.

_c._ Chainman. |Do.

_d._ Axeman. |Do.

(5) Planning logging |

operations-- |

_a._ Forester or |Do.

logging engineer. |

B. Logging: |

(1) Felling and bucking|

(including saw |

fitting)-- |

_a._ Head faller. |

_b._ Second faller. |

_c._ Saw filer. |

_d._ Saw boss. |

(2) Skidding and |

yarding (animal)-- |

_a._ Teamster. |Must be a skilled teamster.

_b._ Swamper. |Must be able to handle an ax.

_c._ Grab setter. |

_d._ Tong hooker. |

_e._ Tong unhooker. |

_f._ Cant hookman. |

_g._ Skidway man. |

(Power--Pacific coast):|

_a._ Hook tender. |

_b._ Rigging shingle.|

_c._ Choker man. |

_d._ Sniper. |

_e._ Signalman. |

_f._ Yarding and road|

engineer. |

_g._ Yarding and |

road-engine fireman. |

_h._ Wood buck. |

_i._ Head loader. |

_j._ Second loader. |

_k._ Loading engine |

engineer. |

_l._ Loading engine |

fireman. |

_m._ Pump man. |

_o._ Master mechanic.|

_n._ Blacksmith. |

_p._ Carpenter. |

_q._ Car repairer. |

_r._ Pole road |

construction |

(foreman). |

_s._ Pole road |

construction |

(laborers). |

_t._ Landing |

construction |

(foreman). |

_u._ Landing |

construction (men). |

(3) Transportation-- |

_a._ Locomotive |

engineer. |

_b._ Locomotive |

fireman. |

_c._ Conductor, log |

train. |

_d._ Brakeman, log |

train. |

_e._ Section foreman.|

_f._ Section man. |

_g._ Railroad |

construction |

(foreman). |

_h._ Railroad |

construction (men). |

_i._ Rafting or boom |

foreman. |

_j._ Rafting or boom |

men. |

_k._ Driver foreman. |

_l._ River driver |

(4) Timber |

measurement-- |

_a._ Scaler. |

_b._ Scaler’s helper.|

(5) General camp crew--|

_a._ Foreman. |Wide experience.

_b._ Barn man. |

_c._ Cook. |General qualifications for industrial camp

|cook.

_d._ Flunkey. |

_e._ Chore boy. |

_f._ Camp clerk. |Ordinary clerical ability.

Lumber manufacture: |

C. (1) Log storage-- |

_a._ Log car |Loss of 1 or 2 fingers no detriment.

unloaders. |

_b._ Pond foreman. |Do.

_c._ Sinker raiser. |Do.

_d._ Boom men and |

jacker feeder. |

(2) Sawmill proper-- |

_a._ Dock man and |Loss of 1 or 2 fingers no detriment.

scaler. |

_b._ Sawyer. |

_c._ Setter. |Loss of 1 finger no detriment.

_d._ Carriage rider. |Loss of 1 or 2 fingers no detriment.

_e._ Swamper or off- |Do.

bearer. |

_f._ Tripper. |Do.

_g._ Edgerman. |

_h._ Tail edger. |Loss of 1 finger no detriment.

_i._ Slasherman. |Loss of 1 or 2 fingers no detriment.

_j._ Gang sawyer. |Loss of 1 finger no detriment.

_k._ Gang feeder. |Do.

_l._ Gang tailer. |Do.

_m._ Trimmer loader. |

_n._ Trimmer |

leverman. |

_o._ Clean-up man. |Loss of 1 finger no detriment.

_p._ Oiler. |Do.

_q._ Foreman. |

_r._ Saw filer. |

_s._ Saw filer |

helper. |

_t._ Jump saw |Loss of 1 or 2 fingers no detriment.

operator. |

_u._ Millwright. |

_v._ Watchman. |Loss of 1 finger no detriment.

(3) Sorting and |

grading-- |

_a._ Inspector, |Do.

lumber. |

_b._ Graders. |

_c._ Sorting table |

man. |

(4) Yard and kiln |

work-- |

_a._ Foreman. |

_b._ Teamsters. |

_c._ Stackers. |

_d._ Send-in men. |

(5) Planing mill-- |

_a._ Foreman. |

_b._ Machinist. |

_c._ Shipping clerk. |Ability to handle men and handle office

|work.

_d._ Machine feeders.|

_e._ Grades behind |

Machines. |

_f._ Machine tailers.|

_g._ Tyers. |

(6) Loading and |

shipping-- |

_a._ Truckers. |Loss of 1 or 2 fingers no detriment.

_b._ Car loaders. |

_c._ Checkers. |

(7) Office and Sales-- |

_a._ Clerk. |General clerical ability.

_b._ Salesman. |Sales ability.

(8) Commissary |General store clerk ability.

employees. |

(9) Power house-- |

_a._ Engineer. |

_b._ Fireman. |

_c._ Common labor. |

(10) Machine shop-- |

_a._ Foreman. |

_b._ Blacksmith. |

_c._ Machinist. |

_d._ Boiler maker. |

_e._ Pattern maker. |

_f._ Welders. |

_g._ Electrician. |

_h._ Helpers. |

_i._ Common labor. |

(11) Miscellaneous-- |

_a._ Timekeeper. |Average clerical ability.

_b._ Common labor. |

D. Lath Manufacture: |

_a._ Foreman. |

_b._ Slab picker. |

_c._ Machine feeders.|

_d._ Machine tailers.|

_e._ Lath bundlers |

and Graders. |

E. Shingle manufacture: |

_a._ Foreman. |

_b._ Bolter. |

_c._ Shingle sawyer. |

_d._ Knob sawyer. |

_e._ Grader and |

bundler. |

F. Paper industry: |

(1) Millwork-- |

_a._ Head piler |

(wood). |

_b._ Wood handlers. |

_c._ Conveyor man. |

_d._ River man. |

_e._ Head wood |

handler. |

_f._ Slip man. |

_g._ Head preparer. |

_h._ Swing sawyer. |

_i._ Barker. |

_j._ Splitter. |

_k._ Waste handler. |

_l._ Chipper. |

_m._ Head grinder |

man. |

_n._ Stone |

sharpener. |

_o._ Grinder man. |

_p._ Block handler. |

_q._ Screenman. |

_r._ Sliver man. |

_s._ Head pressman. |

_t._ Pressman. |

_u._ Decker man. |

_v._ Sulphur burner. |

_w._ Acid maker. |

_x._ Lime slacker. |

_y._ Lime handler. |

_z._ Towerman. |

_aa._ Cook |

(digesters). |

_bb._ Cook, first |

helper. |

_cc._ Cook, second |

helper. |

_dd._ Blow pitman. |

_ee._ Screenman. |

_ff._ Waste handler. |

_gg._ Head pressman. |

_hh._ Pressman. |

_ii._ Head beater |

man. |

_jj._ Beater man. |

_kk._ Clay and size |

man. |

_ll._ Machine tender.|

_mm._ Machine man |

(others). |

_nn._ Head finisher. |

_oo._ Cutter man. |

_pp._ Rewinder. |

_qq._ Weigher. |

_rr._ Marker. |

_ss._ Balers. |

_tt._ Oilers. |

_uu._ Cleaner. |

_vv._ Filter man. |

_ww._ First core |

cleaner. |

_xx._ Core cleaner. |

_yy._ Stock saver. |

_zz._ Engineer. |

_aaa._ Fireman. |

_bbb._ Dynamo man. |

_ccc._ Coal and wood |

handlers. |

_ddd._ Boiler |

cleaner. |

_eee._ Head repair |

man. |

_fff._ Repair man. |

_ggg._ Repair man |

helpers. |

_hhh._ Core maker. |

G. Cooperage industry: |

(1) Woods work (same |

qualifications as for |

regular logging). |

(2) Manufacture-- |

_a._ Drag saw |

operator. |

_b._ Bolter. |

_c._ Peeler. |

_d._ Sawyer. |

_e._ Knife grinder |

and filer. |

_f._ Jointers. |

_g._ Matchers. |

_h._ Turners. |

_i._ Packers. |

_j._ Truckers. |

_k._ Clean-up men. |

H. Veneer mill: |

_a._ Foreman. |

_b._ Drag saw man. |

_c._ Hot box man. |

_d._ Deck labor. |

_e._ Machine |

operator. |

_f._ Sawyer. |

_g._ Grader. |

_h._ Stock handler. |

_i._ Trucker. |

_j._ Kiln operator. |

_k._ Packer and |

loader. |

_l._ Engineer. |

_m._ Fireman. |

_n._ Common labor. |

I. Wood preservation: |

_a._ Superintendent. |

_b._ Foreman. |

_c._ Common labor. |

_d._ Engineer. |

_e._ Fireman. |

-------------------------+--------------------------------------------

[13] Ability to travel on foot.

[14] Preferably 2.

PLAN No. 914. EMPLOYMENT MANAGEMENT

ACKNOWLEDGMENT

This article was prepared by Edward D. Jones, Director of Course

Materials, Employment Management Section of the War Industries Board,

under direction of Charles H. Winslow, Chief of the Research Division of

the Federal Board for Vocational Education. Acknowledgment is due to Dr.

John Cummings of the Research Division for editorial assistance.

THE NEW LABOR PROBLEM

A great deal of thought is now being given, by American business men, to

the subject of employment management. At one time the labor problem

seemed to be solely a matter of the policies of organized labor and the

methods of industrial warfare. It now shows itself to be chiefly a

question of the intelligent handling of the human relations which result

from the normal course of business, day by day. It has to do with a

study of the requirements of each occupation, the careful selection of

men for their work, their adequate training, the fixing of just wages,

the maintenance of proper working conditions, and the protection of man

against undue fatigue, accidents, disease, and the demoralizing

influences of a narrow and inadequate life, and the opening of a channel

through which employees may reach the ear of the management for the

expression of any dissatisfaction with its labor policies.

A DEPARTURE IN BUSINESS PRACTICE

Hitherto, executive control in business has been exercised through three

main divisions of administration:

(1) Finance--in charge of a treasurer or president.

(2) Manufacturing--in charge of a general manager or general

superintendent.

(3) Sales--in charge of a sales manager.

To these general divisions industrial enterprise is now adding a fourth,

i. e., employment management or, as it is sometimes called, supervision

of personnel. In the employment department of a business are gathered

all those activities which have to do with the human relations--hiring,

education, promotion, discipline, discharge, wage setting, pensions,

sick benefits, housing, etc. To bring all these matters together under

one head, and provide each subsection with specialists, is a great step

toward scientific industrialism.

Industrial experience has proved the advantage of a separate department

equipped to deal with questions of personnel by themselves. The prompt

discovery and analysis of unfavorable working conditions can be made

only by a central bureau. Most of the approved methods of dealing

equitably with the working force have been devised or brought to notice

by the new type of industrial specialist.

Where employment departments have been established under competent

executives, the waste of turnover has been uniformly reduced, and

employees have been rendered more efficient through proper selection,

assignment, training, and supervision. In no case of which there is

record has an establishment which once tested the benefits of employment

work of this character ever returned to the old methods of permitting

employment functions to be handled by a variety of minor executives.

FUNCTIONS OF THE EMPLOYMENT MANAGER

The primary functions of an employment manager are to hire shop

employees (and often office employees also), to superintend transfers

and discharges, to assist in determining rates of pay, to study the

causes of labor turnover and absenteeism and strive to reduce them, to

adjust grievances, and to recommend changes in working conditions which

will eliminate fatigue and accidents, or will improve the health and

spirit of the force.

In performing these functions the employment manager will need to

organize a staff and provide himself with proper office aids. He will

require a set of labor records, which will reveal for each department of

the business the degree of efficiency being attained in the utilization

of labor. He will analyze the sources of labor supply and make studies

upon which job specifications, which set forth the qualifications

required for each task, can be based. He will install such methods of

physical and mental examination as will safeguard the force against the

hazards of the occupation and the hazard of co-employment with men

unfitted for their work.

To the employment manager often falls the function of supervising the

training of employees by apprenticeship, in vestibule or shop schools,

or by Americanization programs.

The employment manager should be the chief agency of his corporation in

forming and executing the policies which may be adopted for keeping the

worker up to the standard. These efforts may take any one of a variety

of forms. In one case a restaurant may be opened; in another housing may

be provided. In one plant a mutual benefit organization may be a

success; elsewhere local transportation may be a serious problem, or a

recreational or thrift campaign may occupy the most attention. Each

industrial situation requires particular study. The prescription of

economic and social remedies should rest as strictly upon diagnosis as

does prescription in medical practice. This means that the employment

manager should know how to make industrial and labor surveys.

Finally, in connection with the government of the shop, the employment

manager will have a hand in drawing up shop rules, and will, by means of

suggestion systems and control sheets, deduce the significance of

complaints and the causes of discharge. He will be in contact with shop

committees, should such be formed. And he will be a harmonizer and

mutual interpreter in all collective bargaining negotiations with

organizations of employees, striving ever sincerely to reach a fair and

permanent basis for loyal co-operation.

It will be observed that most of these functions are not new in

industry. They are now being gathered together under one authority so

that they may be handled in a more expert manner, that they may be

harmonized into a consistent policy, and that they may be made the

definite responsibility of competent officers.

In such a summary of possible activities as the foregoing, the range of

duties indicated is wider than would be actually undertaken in most

individual cases. Nevertheless, the employment manager has need of a

firm grasp on the technique of his art, and an acquaintance with the

successful policies of other employers.

He is called upon to practice human engineering, and he has a leading

part in transforming the relation of employer and employee from a mere

“cash nexus” into a satisfying human relationship. Before the employment

manager there opens one of the finest opportunities American business

life has to offer. In proper ratio to these opportunities should be the

dominating purpose and the training of the candidate.

THE EMPLOYMENT MANAGER AND THE GENERAL OFFICERS

The employment officer comes into a business organization as a staff

man, to relieve the general executives. The general executive is a

correlator. He is a balancer of claim against claim. His business is to

define the general aims and to harmonize all lesser activities with

them. To do this work well, he must be supplemented by specialists who

do not have a wide range of functions, and so can concentrate upon some

special phase and, upon demand, can furnish him with detailed knowledge

and standardized special agencies.

The line executive in war determines where a battery shall go and what

it shall do, but he depends upon staff men to breed a reliable artillery

horse, to design convenient gun carriages, and to prepare service tables

for sighting guns. In industry, the function of staff departments is

already understood with reference to mechanical equipments. The general

executive decides to construct a factory or a warehouse; but he depends

upon an architect to design a building which will resist the probable

stresses. He desires a product; but he organizes a designing department

and an inspection department to control the dimensions of parts. He

would not pretend to a mastery of all the sciences involved. The analogy

between the function of the purchasing agent in a modern organization

and that of the employment manager is close. Formerly, factory foremen

thought they knew best how to purchase raw materials. The development of

the purchasing agent proved the fallacy of this, since his testing

laboratory and specialized knowledge made the results far superior to

those obtained by the individual foremen. This principle of staff

service is now being carried over into the field of human

administration. General executives demand well-chosen men, men who are

physically examined and pronounced safe for the work they are to do, men

who are properly paid, and men who are so handled that they become

permanent, contented, and loyal co-operators in the general plans of the

enterprise. Of all the standardized agencies which a service department

can put at the disposal of a general executive, the supreme one is a

first-class man.

When it is recalled that the general superintendent of a modern factory

is responsible for general supervision of the purchase, repair, and use

of equipment; for the purchase, testing, storage, and accounting of

materials; for shop schedules, promises of delivery, and measurement of

output; for cost estimates, inspection of product, tool accounting, and

all production orders, it can readily be seen that he has little time or

energy to consider the interests of the workers in other than a very

general way. There is some excuse for his looking upon men as merely the

tools of production. With such an administrative blockade already

existing, even in small businesses, there has intervened in recent

decades the enormous growth of American corporations. This growth has so

overwhelmed executives with functions, and so regimented each class in

industry by itself, that officers and wage earners have been swept

apart, and the friendly elbow-touch of the earlier day of small shops

entirely destroyed. The effort is now being made to build a bridge

between employer and employed--the chief span in this bridge is the

employment department.

THE EMPLOYMENT MANAGER AND THE FOREMAN

From the shoulders of the overloaded superintendent there have slipped

down upon the foreman of the shops a mass of heterogenous functions. In

establishments where the modern plan of functionalizing the foreman is

unknown, each foreman is for his own shop a Jack-of-all-trades,

endeavoring to deal directly with the details of a great variety of

duties. The inefficiency of such methods has been amply revealed by the

analyses of the exponents of scientific management.

The remedy is specialization. This means that groups of related duties

are put in the charge of special foremen or service departments, such as

the stock clerk, the engineer in charge of repairs, the planning room,

and the tool room. From the foreman’s point of view the employment

manager is such another functionalized foreman.

In this way the general shop foreman is relieved of hiring friends of

employees in his own department who importune him for selected jobs

merely on the basis of friendship and not fitness. He is no longer a

“bouncer.” He no longer can sell jobs, or hold his pets in soft

assignments. He has not the easy device of covering his own incompetence

by firing a man. He can ask for the transfer of unsatisfactory

employees, but if enough of these transfers show that discarded persons

are able to make good in another shop where the foremanizing is

different, he prepares a prima facie case against himself. The foreman

gets a more even and dependable run of workmen from the employment

department than he can provide for himself. And he is freed from many

distractions to become an expert in shop manufacturing processes. The

employment manager must find a way to secure the enthusiastic

co-operation of the foremen with whom he works, and to enlist their

sympathy with the policies of the management, and of his own department,

as if those policies were their own.

WILL EMPLOYMENT MANAGERS BE NEEDED AFTER THE WAR?

The movement which is developing human engineering is not a temporary

nor sporadic demand, but is in response to an underlying trend of our

economic life. It has not been dominantly, nor even largely, a product

of war conditions, except as the war has made men everywhere appreciate

more keenly the social virtues, and has made them long more earnestly

for a new justice and comradeship. After the war, the underlying

economic forces, which are all based upon the urgency of human wants,

will steadily drive forward those economic reforms for which human

knowledge has prepared the way.

The distinction between the economics of the war period and of the

post-war period lies in this: during the war the competitive struggle

was chiefly to save time, after the war it will be to reduce costs.

During the war speed outweighed economy. The employment manager was

demanded because time was lost by absenteeism and turnover and the

training of new men. Time was lost when workers were put at jobs for

which they were unfitted; and time was lost by sickness, accidents, and

strikes. After the war efficiency will appear to be more a matter of

cost. If the losses of this war are not recouped by the efficiency of

superior organization, and the only means of making them good is a

curtailment of consumption, we may look for the struggle to lessen costs

and lower prices to be more intense than has ever been known in modern

times. In such an event the employment manager will be demanded by

intelligent employers, because sickness and voluntary absenteeism mean

idle equipment; because labor turnover means the cost of breaking in new

workers; because an antagonistic attitude means waste of materials and

tools, spoiled work and soldiering; while strikes mean the entire loss

of overhead charges.

RELATIONS TO THE UNITED STATES EMPLOYMENT SERVICE

The United States Employment Service is a national system of recruiting

bureaus operated by the Department of Labor of the United States

Government, for the purpose of organizing the general relations of

supply and demand on the labor market, and of distributing the available

supply of wage earners as efficiently as possible to those localities

and to those employers where they are in greatest demand.

The employment manager is the representative of private business, which

has the task of selecting such labor as it needs and of utilizing it to

the best possible advantage in the actual work of production. If,

therefore, the Government assists in finding men for industry, it is the

function of the employment manager to use those men with intelligence,

to take such steps as are appropriate for private industry to maintain

their productive efficiency unimpaired, and to see that no condition

which can be remedied throws them upon the labor market to be placed

again.

By the new system the employer is brought into contact with public

officers, who seek a justification of his demands. It is necessary for

employers to state accurately what types of skill they require--a thing

which requires job analysis. It is necessary to give advance notice of

wants; for this a labor schedule is needed. It is certainly no

recommendation for an employer, in the eyes of his community labor

board, if he must admit that he still continues the antiquated

hiring-and-firing process, or that he has a high labor turnover, or that

he has no department charged with responsibility for maintaining proper

working conditions.

A PERMANENT DEMAND

We have spoken of the underlying forces which are creating a demand for

specialists to deal with the human factor in industry. It would be

difficult to point to an industrial reform which is more clearly the

converging point of a number of progressive movements. Employment

management is a result of the evolution of cost accounting, of the idea

of supplementing line executives by competent staff departments, and of

the movement to specialize the work of foremen. It is an opportunity to

apply vocational guidance and industrial training. It provides the

expert required for setting wages by investigation rather than by

dispute. It gives the needed supervisory agency for safety first,

industrial hygiene, and medical aid. And it provides an officer able to

deal intelligently with shop committees and collective bargaining.

The personnel officer, as an accountant, applies the methods of cost

analysis to the factors which influence labor efficiency. As a hiring

officer he has an opportunity to make vocational guidance more definite

than it has yet been, because he can supplement the analysis of the

individual with a parallel analysis of jobs. He has a powerful motive

for competence in industrial training work, for he graduates his pupils

in rather than out. His students benefit from the psychology of doing

real work for pay in a real shop.

The employment manager is related to recent movements in psychology. He

has an opportunity to apply appropriate performance tests and general

intelligence tests, for the purpose of sorting out those persons who,

although adult in physical development, have still the minds of

children. These classes he identifies, not to reject from employment but

to place at appropriate work; not to browbeat and terrorize, but to

protect and guide by patient and educative foremanizing to insure their

becoming happy and permanent members of the productive community.

The evolution of wage systems demands a specialist. The ideal form of

reward is that of the man who is in business for himself, whose

remuneration rises or falls according to his talent and effort. In the

complexity of the modern corporation it is difficult to devise such a

wage. In general, it may be said that to take a step toward greater

fairness in wage setting, it is necessary to achieve greatness in

measuring the basic factors involved in wages. Such are the worker’s

talent, the nature of the task, the character of the working conditions;

the chances of permanency and promotion, and the local cost of living.

There is need of some agency to supervise the prolonged process by which

each craft or skill in an establishment is placed at its proper point in

the wage scale, with reference to the others.

“Safety first” has exerted a great influence toward personal

supervision. Workmen’s compensation laws have enforced responsibility

upon employers. Students of accidents maintain that a greater number of

disabilities result from the carelessness or ignorance of the working

force than from faults of equipment and processes. This puts the matter

as much in the domain of the personnel officer as of the engineer.

A great advance has been made in medical science in recent decades. This

advance has laid bare the intimate relation between good water,

ventilation, digestible food, a reasonable work schedule, and home

conditions, on the one side, and accident rates, fatigue, absenteeism,

antagonism of mind, and strikes, on the other. The interlacing of these

factors accounts for the profitableness of the health work which has

been undertaken by progressive employers.

Employment supervision represents a movement in the direction of the

democratic shop, in which a voice is given to labor in determining

working conditions. It may be said to be a method of applying to the

relations of employer and employed those conceptions of “Truth” and

“Service” which have revolutionized salesmanship and advertising. As the

customer is “sold” a finished product--that is to say, is convinced and

satisfied by square and generous dealing--so the workman is to be “sold”

his job. The latter must be satisfied as to the task, the working

conditions, the wages, the foremanizing, and the general policies,

before he becomes a genuine employee.

All of these movements, which have so rapidly shaped the new art of

employment management, are functions of a rising level of intelligence,

of an increasing power to produce wealth, and of growing interest in

ideals of social welfare, as contrasted with ideals of personal luxury

or arbitrary power. We may look upon them, therefore, as enduring forces

and destined to work a progressive change in business management. Upon

them the future of employment management rests. That future is secure.

NECESSARY QUALIFICATIONS

The employment manager, who measures up to the new standards now being

set, is a first-class executive, standing on a parity with the sales

manager or the production engineer. He has the more need of talent

because of the newness of his position; a circumference which emphasizes

flexibility of ideas, the ability to conduct investigations, the courage

to be a pioneer, and the power of commanding the confidence of others in

his pioneering. Again, his position is difficult, because he stands

between parties which have been traditionally opposed to each other,

namely, capital and management on the one side, and labor and

craftsmanship on the other. He must always perform the functions of a

mutual interpreter and often those of a peacemaker.

In considering a proposed occupation it is wise to present a sober view

of its conditions, so that persons who lack a sufficient persistency and

depth of conviction for success may be early dissuaded. Wherever there

is authority there is responsibility; wherever there is reward there is

struggle. If the general significance of employment management lies in

its accord with the progressive tendencies of the age, the greater part

of the energies of the individual employment manager is absorbed by the

practical problems of finding enough workmen, of supervising records,

and of hearing and adjusting complaints. It may be the lot of an

employment officer to deal with a hard-headed proprietor, who is

habituated to take the defensive against new plans. He may encounter the

open or concealed opposition of foremen who, for the sake of prestige,

cling to functions they can not properly perform. He may find organized

labor cold to benefits which the unions have not won, and which look

toward the substitution of a vertical bond, uniting employer and

employed, for the horizontal union of employees of different

establishments.

All of this means that the successful employment manager must be a

person exceptionally fitted for leadership. He needs good native

ability, made serviceable by adequate general and special training. He

should possess a well-balanced and absolutely impartial judgment. It is

a powerful aid if he possess humanitarian instincts and a sympathetic

disposition. These must, however, be real attributes, and not a mere

pose or policy, for no deception will long blind those with whom he is

associated.

The person who measures himself for this profession should be able to

find indubitable testimony as to the strength of his own character, in

the quality and amount of his achievements, and in the regard he has

been able to earn from responsible persons with whom he has been

associated. He should find in himself, also, the ability to understand

human nature, not through the absurd practice of some quackery of

phrenology and physiognomy, but by having analyzed his own nature, and

having found therein the instincts and emotions which illuminate for him

the motives and passion of others.

With these endowments the employment manager should couple sufficient

education to avoid embarrassment in the oral or written use of his

mother tongue. His education should enable him to understand the use of

general principles, avoiding the pitfalls into which the so-called

“practical” man has usually fallen when he complains of “theories.” And

this education should have had a wide enough scope to enable him to meet

the minds of others, and cement friendships, in a world of ideas larger

than the details of his work.

Finally, the employment manager is perfected for the practice of his art

by general industrial experience and (if the position in view be in a

manufacturing establishment) by actual contact with shop problems. This

shop experience is useful to make the candidate familiar with factory

tools, machinery, equipment, materials, and processes. It will instruct

him, as no form of systematic training can do, in the meaning of factory

life, the significance of its discipline, the meaning of its schedule of

hours in terms of fatigue, and in the attitude of the worker to his job,

his boss, his fellow worker, and to life in general. Any general social

experience which the candidate may have had, which has taught him how to

deal with people, not as individuals only but in the various forms of

voluntary organization, will have value.

It is not to be expected that every candidate will be ideal in all

particulars. Special merits may offset deficiencies, within reasonable

limits, bearing in mind always that defects of native endowment are less

remediable than those of education and experience. If the employment

clerk and the labor scout of the past are to give way and personnel

relations in industry be placed upon a new footing by an executive

officer who is able to formulate adequate policies and bear large

responsibilities a high standard of ability must be maintained for the

new profession.

To summarize the matter of qualifications we give the relative weights

which a number of successful employment managers have agreed upon for

five principal factors:

Per

cent.

Personality 35

General industrial experience 25

Executive experience 20

Shop experience (for employment managers in manufacturing

establishments) 15

Experience with organized social movements 5

---

Total 100

WHAT A MAIMED MAN CAN DO

Employment management is a thinking job--a matter of judgment, and

organizing ability, and tact, and personality. If a man has lost an arm

or leg, but still has a good head and a noble heart, he may become a

success in this field. Without a leg, or even both legs, a man may still

get about enough within a plant to keep in touch with his shops, and be

known by the rank and file as something more than an armchair officer.

If he has lost an arm, or even both arms, he may be able to work out,

with his stenographers and secretarial aids, such a detailed and

searching division of labor between hand and brain as to make a success.

Robustness and dependable health may play the same role in this work as

in other administrative positions. Nervous poise and stability of

temperament are highly essential.

REMUNERATION

The employment manager’s remuneration is salary and not wages. This

signifies that its amount is fixed rather by an estimate of the standard

of living of the class of persons with whom the employment manager

should associate on terms of equality in the business world than by an

effort to measure his exact contribution to the income of the company.

At present the salaries of employment managers--the great majority of

which probably fall between $2,000 and $5,000--are not equal to those

commanded by sales managers and production engineers of equal ability.

This discrepancy is due partly to the recentness of the function and to

its more subtle and indirect relations to the profit-making process. It

is due further to the fact that the work of the employment manager is a

form of social service which is deeply satisfying to many natures, and

which in itself provides a reward able to compensate for some inadequacy

of salary.

EDUCATIONAL AGENCIES, LITERATURE, ETC.

It may be remarked concerning untrained candidates for an important

position that those who are best qualified by nature and general

education will usually possess a certain insight which gives them

warning of future difficulties, and makes them willing to take

preliminary training, and to work at first in subordinate positions.

Those without this insight are likely to argue that training is

unnecessary and that they are qualified to take at once responsible

posts. Thus the line is illustrated, “Fools rush in where angels fear to

tread.”

To indicate the scope of any vocational course of training dealing with

the art of employment management a brief analysis of the subject into

its major and minor component parts is given herewith.

Organization and equipment of an employment department:

Causes which have produced the need of employment management.

Functions of employment departments.

The administrative organization of a department.

Relations to other departments of a business.

Types of records and reports used in labor accounting--Forms--Office

management.

Layout of an employment department.

The employing of the worker:

Job specification.

Analysis of the labor market and its sources of supply.

Problems of dilution.

The selection of employees--Physical examinations--Mental tests.

Discharging, paying off, and the collection of control statistics.

Definition of labor turnover and its calculation.

The law of the labor contract.

The training of the worker:

Apprenticeship indentures and schools--Vestibule

schools--Americanization.

The psychology of the presentation of the task to the worker.

The payment of the worker:

Wage setting--Minimum wages and the cost of living--Wage scale

formation--Technique of wage paying.

Promotions and deferred benefits.

The control of working conditions:

Health, hygiene, sanitation, medical aid, fatigue, mental strain,

motion study.

Working hours and rest periods.

Problems connected with the introduction of women into industry.

Efforts to keep the worker up to standard:

Accidents, accident prevention, insurance, and workmen’s compensation.

Canteen economics.

Local transportation--Home conditions.

Housing--Community efficiency.

Recreation and its effect upon productive energy.

Thrift, loans, relief and legal aid.

Pensions and the problem of the aged worker.

The relation of the employment manager to local and State agencies.

The government of the shop:

Shop rules, rule books, foremanizing, absenteeism.

Suggestion systems and the treatment of complaints.

The organization of shop committees and their functions.

Collective bargaining contracts and procedure.

Associations of employees.

The ultimate bases of discipline and loyalty.

Fortunately, there is now a considerable body of literature available to

the person who would inform himself. It should be remembered, however,

that mere reading is not study; and that even earnest study only yields

correct conceptions. It is experience alone which teaches us the

uncommunicable art of applying the powers of our personality in the

pursuit of a course of conduct which receives its guidance from our

conceptions. There is a great difference between being informed on a

group of subjects and being expert in the practice of a profession. If

you feel qualified to undertake this training talk it over with the

Vocational Advisor of the Federal Board for Vocational Education.

Following is a brief list of references which may be called the

employment manager’s 3-foot bookshelf. They indicate the broad range of

his interests and activities, and with these any course of training for

this new trade or profession must deal adequately.

1. Annals of American Academy of Political and Social Science,

Philadelphia.

May, 1916.

May, 1917.

2. Bureau of Labor Statistics, Washington, D. C.

Bulletins as follows:

No. 144. Industrial Court of the Cloak Industry, 1914.

No. 196. Proceedings of Employment Managers Conference, Minneapolis,

1916.

No. 198. Collective Agreements in the Men’s Clothing Industry, 1916.

No. 202. Proceedings of Employment Managers Conference, Boston, 1916.

No. 208. Profit Sharing in the United States, 1916. 20 cents.

No. 222. Welfare Work in British Munition Factories, 1917. 10 cents.

No. 221. Hours, Fatigue, and Health in British Munition Factories,

1917. 15 cents.

No. 227. Proceedings of Employment Managers Conference, Philadelphia,

1917.

No. 229. Wage Payment Legislation in the United States, 1917.

No. 230. Industrial Efficiency and Fatigue in British Munitions

Factories, 1917. 20 cents.

3. Emerson, Harrington. The Twelve Principles of Efficiency. New York,

1917.

4. Handling Men. Chicago, 1917.

5. Hoxie, R. F. Scientific Management and Labor. New York, 1915.

6. Industrial Management (monthly). New York.

7. Jones, Edward D. The Administration of Industrial Enterprises, New

York, 1916.

8. Kelly, Roy W. Hiring the Worker. New York, 1918.

9. Metcalf, H. C. Report of Committee on Vocational Guidance. New

York, 1916, National Association of Corporation Schools.

10. Monthly Labor Review, Bureau of Labor Statistics, Washington, D.

C. Gratis.

11. Price, Geo. M. The Modern Factory, Safety, Sanitation, and

Welfare. New York, 1914.

One Thousand Ways to Make a Living; or, An Encyclopædia of Plans to Make Money · 第 11 / 22 章