23. Any woman can make this screen fit any window. Often in old houses

window frames have warped and it is hard to make screen frames fit the windows. [Illustration: Fig. 23.--Window screen.] Heavy denim or jeans or any other heavy material, of dark color, is cut into strips 4 inches wide. This is sewed around the edge of the screen, leaving about 2 inches of the doubled material as strips for eyelets. Eyelets are worked across the top and down the side strips. Small tacks are driven in the lower casing of the top window and down the sides of the window frames. The eyelets in the window screen are fastened over the heads of the tacks and thus the screen is held in place. This screen can only be used when the upper window cannot be lowered and it can be removed easily when not needed. PLAN No. 827. COOKSTOVE DRIER OR EVAPORATOR Vegetables and fruits can be dried in an oven, in trays or racks over the kitchen stove, or in a specially constructed drier. There are small driers on the market which give satisfactory results. The small cookstove driers or evaporators are small oven-like structures, usually made of galvanized sheet iron, or of wood and galvanized iron. They are of such a size that they can be placed on the top of an ordinary wood or coal range, or a kerosene stove. These driers hold a series of small trays on which fruit or vegetables are placed after being prepared for drying. Portable outdoor evaporators are especially convenient when it is desirable to dry as much as ten bushels of fruit or vegetables a day. They are usually constructed of wood except the parts in direct contact with the heater. The homemade dry kiln used in some sections of the country can be cheaply and easily made of brick and stone. [Illustration: Fig. 24.--Cookstove drier or evaporator.] A drier that can be used on a wood or coal range or a kerosene stove can be easily and cheaply made. Dimensions: Base, 24 by 16 inches; height, 36 inches (including the height of the base). The drier can be made smaller if desired. A base six inches high is made of galvanized sheet iron. This base flares slightly toward the bottom and has two small openings for ventilation in each of the four sides. On the base rests a box-like frame made of 1 or 1¹⁄₂ inch strips of wood. The two sides are braced with 1¹⁄₄-inch strips which serve as cleats on which the trays in the drier rest. These are placed at intervals of 3 inches. The frame is covered with tin or galvanized sheet iron, which is tacked to the wooden strips of the frame. Thin strips of wood may be used instead of tin or sheet iron. The door is fitted on small hinges and fastened with a thumb latch. It opens wide so that the trays can be easily removed. The bottom in the drier is made of a piece of perforated galvanized sheet iron. Two inches above the bottom is placed a solid sheet of galvanized iron, three inches less in length and width than the bottom. This sheet rests on two wires fastened to the sides of the drier. This prevents the direct heat from coming in contact with the product and serves as a radiator to spread the heat more evenly. The first tray is placed three inches above the radiator. The trays rest on cleats three inches apart. A drier of the given dimensions will hold eight trays. The frame of the tray is made of 1-inch strips on which is tacked galvanized screen wire, which forms the bottom of the tray. The tray is 21 by 15 inches, making it three inches less in depth than the drier. The lowest tray when placed in the drier is pushed to the back, leaving the 3-inch space in front. The next tray is placed even with the front, leaving a 3-inch space in the back. The other trays alternate in the same way. A ventilator opening is left in the top of the drier through which the moist air may pass away. The principle of construction is that currents of heated air pass over the product as well as up through it, gathering the moisture and passing away. The current of air produces a more rapid and uniform drying. The upper trays can be shifted to the lower part of the drier and the lower trays to the upper part as the drying proceeds, so as to dry products uniformly throughout. PLAN No. 828. THE CLEANING CLOSET Entrance of dust and dirt into a house is unavoidable, and the housekeeper is compelled to spend some of her time and energy in the daily cleaning. Through the use of better equipment and more systematic planning she is able to do the cleaning more easily and quickly. It is well to have a special place where cleaning utensils may be kept in the best condition and ready for instant use. Much time and energy is spent in collecting the utensils needed for cleaning. A closet, cupboard, or wardrobe, in the kitchen is the best place for keeping the cleaning utensils. A back-stair closet is also a good place. One end of a back porch may be inclosed and used for such a purpose. The closet should have plenty of hooks and racks for utensils and a shelf for cleaning materials. The housekeeper should choose utensils according to her own needs and according to the requirements of her house. Those suggested below are inexpensive and will help to lighten the work of cleaning: Bucket with wringer for mopping. A piece of inch board 15 inches square with rollers makes a convenient platform on which to set the mop bucket, and permits it to be moved easily without lifting. Wall mop made by tying a bag made of wool or cotton cloth over an ordinary broom. A broom, with a hook screw in the end of the handle by which it can be hung up. A long-handled dustpan. Several brushes for cleaning purposes. Cheesecloth, worn silk, and flannelette for dusters. Dusters may be made by dipping pieces of cheesecloth in two quarts of warm water to which one-half cup of kerosene has been added. These cloths should be kept away from the stove and lighted lamps, as they are inflammable. A blackboard eraser covered with flannelette for stove polishing. An oiled floor mop to use on oiled or polished floors. Several makes can be found on the market, or one may be made of old stockings or any discarded woolen of flannelette material. The material is cut into one-inch strips and sewed across the middle to a foundation of heavy cloth. This is fastened to an old broom handle or used in a clamp mop handle. The mop is dipped into a solution made of one-half cup of melted paraffin and one cup kerosene and allowed to dry. To keep it moist, it is rolled tight and kept in a paper bag, away from stove or lamp. A carpet sweeper or a vacuum cleaner should be used in the daily cleaning of carpets and rugs. A vacuum cleaner operated by hand or electric power removes practically all the dust and dirt from carpets and rugs in a dustless manner. PLAN No. 829. BASKET BOARDERS During the war people have been thrown upon their own resources and many methods of making a living have been attempted. Many suggestions have been given by the United States Department of Agriculture as to plans which would be feasible for making a living. One suggestion is a plan followed by a New York woman. She had a small income but it was not sufficient to care for herself and small child. She arranged to board and room 15 girls and boys from the farm. And this board and room was paid with baskets of provisions from the farm from each of the children’s parents. She conducted her home on a dormitory plan of a college. Each of the students took care of their own rooms and spent their week ends with their parents at which time their washing was taken along or sent to the city laundry at the expense of the student. This idea has wonderful possibilities. There are thousands of boys and girls from the farms that cannot go to High School because of the lack of ready cash. But if a woman who can furnish the best of references will charge them $10 a month and a weekly basket of provisions from their farms it would be possible for them to have a High School or College education. With fifteen children this would mean an income of $150 a month and the lady could figure out what kind of provisions from week to week she needed and have the boys and girls regulate their baskets accordingly. If it was not practical for the boys and girls to return to the farms to bring baskets in person the baskets could easily be sent in by parcel post. Any woman who has a family and is unable to go out to work can make a good income in this way as well as do a great favor to the boy and girl on the farm. This is a good way for thousands of town and city families to escape the high cost of living and take from the farmer what he has to pay with--i. e., food for the education of his children. OPPORTUNITIES IN PUBLIC OFFICE There are many opportunities in public office in every city, and county in the United States. Many a man with a dark outlook, if familiar with the many opportunities in public service, might find awaiting him just the kind of work he likes best. In this field there is work from the most ordinary labor to the professions. Activities of the city, county, state and national government each year create opportunities which should not be overlooked by those who desire employment or who already have employment and desire work more in accord with their tastes. There is, perhaps, no more ideal work one can be engaged in. In public service you work under the best conditions and the workers do not sacrifice their liberties, and the hours and pay are good. Civil Service is now used by many city governments, which insures permanency. The Government every year offers great opportunities to workers through Civil Service which is set forth in Plan No. 217. As space in this book will not permit me to enumerate the many opportunities given by governments in all cities, counties and states, I have taken the City of Spokane, County of Spokane, State of Washington, as an illustration and from this it will be easy for you to check up the opportunities in your own locality. This brief of public affairs will be suggestive to those people who desire to enter public service as a career, as from this they can determine what work best suits their abilities. The City of Spokane has been for a number of years under the commission form of government. The people elect five men at $3,500 each to run the affairs of the city. These men direct the affairs of the city much like the manager of a business. The salaries encourages good business ability to contest for these offices. Each commissioner is given a department and each department has a certain number of divisions, which are as follows: Those with a star before the name are either named by the commissioner at the head of the department or by the five commissioners together. Those names before which no star appears are covered by the Civil Service Board. If the office is appointive the thing for you to do is to get in touch with the party who gives appointments. Each division in the city departments offer opportunity for various kinds of service, the nature of which is shown. Your city offers like opportunities. DEPARTMENT OF PUBLIC AFFAIRS PLAN No. 830. HEALTH DIVISIONS * Health Officer, named by Health Board $300.00 per month. * Assistant Health Officer 210.00 „ „ Clerk 120.00 „ „ Associated Clerk 100.00 „ „ Office Attendant 70.00 „ „ Public Health Nurse 90.00 „ „ SANITARY INSPECTION Sanitary Inspector (collects milk samples) $100.00 per month. Sanitary Inspector 100.00 „ „ Intelligence Officer 100.00 „ „ Emergency Inspectors, as needed 4.00 „ day. QUARANTINE Quarantine Officer $120.00 per month. FOOD REGULATION Milk Inspector $132.50 per month. Bacteriologist 150.00 „ „ Food Inspector (meat) 115.00 „ „ Restaurant and Bakery Inspector 105.00 „ „ Food Inspector 115.00 „ „ ISOLATION HOSPITAL--RIVERCREST Superintendent $ 90.00 per month. G. U. Nurse 70.00 „ „ Nurses, as needed 65.00 „ „ Utility Man $ 80.00 per month. Housekeeper 70.00 „ „ Assistant Housekeeper 50.00 „ „ [10]Steward and Assistant 135.00 „ „ Extra labor as needed 4.00 „ day. EMERGENCY HOSPITAL Chief Steward $125.00 per month. First Assistant Steward 115.00 „ „ Second Assistant Steward 105.00 „ „ [10] It is provided that the Health Officer may, in his discretion, apportion this monthly salary between the steward and assistant, provided the aggregate salaries of both shall not exceed $135 per month. PLAN No. 831. CITY HALL DIVISION Elevator Operators $ 85.00 per month. Utility Man, additional 25.00 „ „ Janitors 90.00 „ „ Telephone Operators 95.00 „ „ Substitutes at above rates. PLAN No. 832. WEIGHTS AND MEASURES DIVISION * Inspector $132.50 per month. PLAN No. 833. LABOR AGENT’S DIVISION * Labor Agent $165.00 per month. Assistant, male 115.00 „ „ Assistant, female 85.00 „ „ PUBLIC MARKET Market Master as needed $ 85.00 per month. DENTAL CLINIC School Dentist, nine and one-half months $ 85.00 per month. MUNICIPAL FISH MARKET Salesman $100.00 per month. Salesman 90.00 „ „ PLAN No. 834. CREMATORY DIVISION * Superintendent $200.00 per month. Assistant Superintendent 120.00 „ „ Night Foreman 110.00 „ „ Bookkeeper 110.00 „ „ Collector 95.00 „ „ HOUSEHOLD AND TRADE REFUSE COLLECTION Barnman $100.00 per month. Blacksmith 115.00 „ „ Utility Man 115.00 „ „ Night Laborers 5.00 „ day. Day Laborers 5.00 „ „ REFUSE DISPOSAL Engineer $105.00 per month. Fireman 100.00 „ „ Mechanics, as needed Going wage. DEPARTMENT OF PUBLIC SAFETY PLAN No. 835. COMMISSIONER’S DIVISION * Secretary $140.00 per month. Stenographer-Permit Clerk 120.00 „ „ PLAN No. 836. FIRE DIVISION * Chief $225.00 per month. Assistant Chiefs 175.00 „ „ Electrician 175.00 „ „ Secretary 140.00 „ „ Master Mechanic 160.00 „ „ Linemen 125.00 „ „ Telephone Operators 85.00 „ „ Captains 135.00 „ „ Lieutenants 125.00 „ „ Engineers 130.00 „ „ Truckmen, Drivers and Pipemen: First year service $100.00 „ „ Second year service 110.00 „ „ Third year service 120.00 „ „ Firemen assigned to shop work, additional 5.00 per month. Officers as fire inspectors downtown, additional 5.00 „ „ PLAN No. 837. POLICE DIVISION * Chief $225.00 per month. Secretary 140.00 „ „ Clerk 110.00 „ „ Stenographer 100.00 „ „ Captain of Detectives 160.00 „ „ Captains of Police 150.00 „ „ Sergeants 130.00 „ „ Plain Clothes Men 130.00 „ „ Bailiff 120.00 „ „ Bertillon Officer 140.00 „ „ License Officer (Inspector) 120.00 „ „ Patrol Chauffeurs 120.00 „ „ Emergency Chauffeurs 110.00 „ „ Alarm Operators 85.00 „ „ Police Woman 50.00 „ „ Patrolmen: First year service 100.00 „ „ Second year service 110.00 „ „ Third year service 120.00 „ „ Special Police, as needed 4.00 „ day. Jailers 120.00 per month. Matrons 95.00 „ „ BUILDING INSPECTION * Building Inspector $175.00 per month. ELECTRICAL INSPECTION * Electrical Inspector $160.00 per month. * Assistant Electrical Inspector 140.00 „ „ PLUMBING INSPECTION * Plumbing Inspector $160.00 per month. BOILER AND ELEVATOR INSPECTION * Boiler and Elevator Inspector $160.00 per month. DEPARTMENT OF PUBLIC UTILITIES PLAN No. 838. COMMISSIONER’S DIVISION. * Superintendent and Assistant to the Commissioner $200.00 per month. CITY LABORATORY City Chemist $160.00 per month. Assistant Chemist 125.00 „ „ WATER DIVISION * Superintendent $300.00 per month. Chief Accountant 135.00 „ „ Bookkeeper (Class A) 135.00 „ „ Clerk to Superintendent 120.00 „ „ Bookkeeper (Class B) 120.00 „ „ Storekeeper 120.00 „ „ Civil Engineer 140.00 „ „ Draftsman and Estimator 130.00 „ „ Chief Rate Clerk 140.00 „ „ Assistant Cashier 130.00 „ „ Bookkeeper, consumers accounts 135.00 „ „ Ledger Clerks 120.00 „ „ Permit Clerk 120.00 „ „ Counter Clerk 110.00 „ „ Bill Clerk 90.00 „ „ Addressograph Clerk 80.00 „ „ Stenographer 80.00 „ „ Chief of Meter Bureau 150.00 „ „ Meter Bureau Clerk 100.00 „ „ Meter Shop Foreman 120.00 „ „ Meter Inspectors 110.00 „ „ Meter Readers 100.00 „ „ Meter Repair Men 100.00 „ „ Chief Inspector 135.00 „ „ Assistant inspector 120.00 „ „ Inspectors 105.00 „ „ Repair and Yard Foreman 130.00 „ „ Tapping Foreman 125.00 „ „ Clerk at Meter Building 105.00 „ „ Chief Engineer 150.00 „ „ Assistant Engineers 130.00 „ „ Chief Electrical Engineer 150.00 „ „ Assistant Electrical Engineers 130.00 „ „ Engineer, Lincoln Heights Station 115.00 „ „ Pump Tenders 110.00 „ „ The Superintendent of Water Division may employ the following when needed: Foreman $6.00 per day. Assistant Foreman 5.50 „ „ Caulkers and Tappers 4.60 „ „ Powdermen 4.60 „ „ Blacksmith Helpers 4.50 „ „ Truck Drivers 4.50 „ „ Inspectors 4.25 „ „ Laborers 4.00 „ „ Mechanics Going wage. DEPARTMENT OF PUBLIC WORKS PLAN No. 839. COMMISSIONER’S DIVISION * Superintendent $170.00 per month. Improvement Clerk-Stenographer 132.50 „ „ Bookkeeper 137.50 „ „ Cost and Distribution Clerk 132.50 „ „ PLAN No. 840. ENGINEERING DIVISION * City Engineer $300.00 per month. Chief Field Engineer 167.50 „ „ Chief Office Engineer 167.50 „ „ Sewer Engineer 140.00 „ „ Instrument Man 127.50 „ „ Draftsman 137.50 „ „ Chief Clerk 140.00 „ „ Counter Clerk 120.00 „ „ Abstract Clerk 120.00 „ „ Chainmen, as needed 100.00 „ „ Improvement Inspectors, as needed 4.50 „ day. Bridge Foreman, as needed 6.00 „ „ Bridgemen, as needed Going Wage. PLAN No. 841. SEWER DIVISION Superintendent $132.50 per month. Inspector 110.00 „ „ Sewer Men, as needed 4.25 „ day. ASPHALT PLANT * Superintendent $175.00 per month. Plant Foreman, as needed 5.50 „ day. Plant Engineer, as needed Going wage. Blacksmiths, as needed 5.00 per day. Watchmen, as needed 4.00 „ „ Roller Engineer, as needed Going wage. Surface Heater Engineer, as needed „ „ Rakers, as needed 5.00 per day. Tampers, as needed 4.50 „ „ Smoothers, as needed 4.50 „ „ Utility Man, as needed 4.50 „ „ Teamsters, as needed 7.00 „ „ Laborers, as needed 4.00 „ „ Auto Truck Drivers, as needed 4.50 „ „ Mechanics, as needed Going wage. PLAN No. 842. GARAGE DIVISION Foreman $150.00 per month. Mechanics, as needed Going wage. Apprentices, as needed „ „ Blacksmith, as needed 5.00 per day. PLAN No. 843. STREET DIVISION * Superintendent $160.00 per month. Street Foreman 115.00 „ „ Utility Men, as needed 4.00 „ day. Tractor Drivers, as needed 5.50 „ „ Roller Engineer, as needed Going wage. Auto Truck Drivers, as needed 4.50 per day. Teamsters, as needed 7.00 „ „ Team Drivers, as needed 4.00 „ „ Laborers, as needed 4.00 „ „ Mechanics, as needed Going wages. DEPARTMENT OF FINANCE PLAN No. 844. CITY TREASURER’S DIVISION * City Treasurer $220.00 per month. Cashier 165.00 „ „ Tax Clerk (Class A) 130.00 „ „ Tax Clerks (Class B) 120.00 „ „ Assistant Bookkeeper 125.00 „ „ Bond and Warrant Clerk 125.00 „ „ PLAN No. 845. CITY AUDITOR’S DIVISION * City Auditor $220.00 per month. Deputy City Auditor 155.00 „ „ Deputy and Counter Clerk 132.50 „ „ Local Improvement Deputy 120.00 „ „ Assistant Bookkeeper 135.00 „ „ General Checker 165.00 „ „ Local Improvement Checker 135.00 „ „ Cage Checker 120.00 „ „ PLAN No. 846. PURCHASING AGENT’S DIVISION * Purchasing Agent $220.00 per month. Stenographer-Clerk 100.00 „ „ Storekeeper 120.00 „ „ DEPARTMENTS NOT UNDER INDIVIDUAL COMMISSIONER PLAN No. 847. LEGAL DIVISION * Corporation Counsel $5,000.00 per annum. * First Assistant 250.00 „ month. * Second Assistant 175.00 „ „ Clerk 120.00 „ „ * Claim Agent 130.00 „ „ PLAN No. 848. CITY CLERK’S DIVISION * City Clerk $220.00 per month. Deputy 130.00 „ „ Deputy 120.00 „ „ PLAN No. 849. CIVIL SERVICE DIVISION * Secretary $130.00 per month. PLAN No. 850. JUDICIARY DIVISION--UNDER THE MAYOR * Police Judge $125.00 per month. Police Court Clerk 90.00 „ „ Probation Officer 75.00 „ „ COUNTY GOVERNMENT In the County, Civil Service does not apply, but your selection is largely dependent upon your political standing. Become an active man in your party and if you are fortunate in supporting a winner you will have employment. The county officers run as follows: PLAN No. 851. COUNTY COMMISSIONERS--ELECTIVE (Three in number at $3,000 per year.) PLAN No. 852. JUDGES OF SUPERIOR COURT (Five in number at $4,000 per year.) PLAN No. 853. JUSTICES OF THE PEACE (Three in number at $1,800 each, per year, one of which is to be police judge, named by city and receives additional salary from city. Each justice names his own clerk.) PLAN No. 854. CONSTABLES--ELECTIVE (Three in number at $960 each per year.) PLAN No. 855. COUNTY AGRICULTURIST (Named by County Commissioner.) Part Pay by Government $125.00 per month. Part Pay by County 125.00 „ „ Counter 60.00 „ „ PLAN No. 856 Purchasing Agent (named by Commissioners) $160.00 per month. Assistant Purchasing Agent 110.00 „ „ PLAN No. 857. HEATING AND LIGHTING Custodian of Court House (Named by Commissioners) $110.00 per month Three Engineers (work eight hours) 110.00 „ „ Four Janitors 95.00 „ „ One Watchman 90.00 „ „ Telephone Operator 85.00 „ „ Relief Operator 20.00 „ „ PLAN No. 858 Steward--Jail (named by County Commissioners) and board $110.00 per month. PLAN No. 859. TUBERCULAR HOSPITAL Edgecliff Lady Head Nurse $115.00 per month. Bookkeeper 60.00 „ „ X-Ray (doctor) 75.00 „ „ Twelve Nurses 60.00 „ „ Four Cooks 40.00 „ „ Head Cook 85.00 „ „ Two Waitresses 45.00 „ „ Dishwasher 35.00 „ „ Waitress and Pantry Girl 16.00 „ „ Three Ward Maids 35.00 „ „ Three Hairdressers 35.00 „ „ Two Engineers 135.00 „ „ One Gardener 40.00 „ „ Two Janitors 40.00 „ „ Two Orderlies 40.00 „ „ County Carpenter 150.00 „ „ PLAN No. 860 County Auditor $3,000.00 per year. Twenty Employees 125.00 „ month. PLAN No. 861 County Treasurer $3,000.00 per year. Twenty Employees 125.00 „ month. PLAN No. 862 County Assessor $3,000.00 per year. Twenty Employees 125.00 „ month. PLAN No. 863 County Clerk $3,000.00 per year. Fifteen Employees 125.00 „ month. PLAN No. 864 County Sheriff $3,000.00 per year. Fifteen Employees 125.00 „ month. PLAN No. 865 County Prosecuting Attorney $3,000.00 per year. Eight Employees 150.00 „ month. County Prosecuting Attorney’s Stenographer 75.00 „ „ PLAN No. 866 County Superintendent of Schools $166.65 per month. Two Employees 115.00 „ „ Department Superintendent 150.00 „ „ PLAN No. 867 Juvenile Court (named by Presiding Judge) Eight Employees $100.00 per month. PLAN No. 868 Chief Probation Officer $150.00 per month. Chief Probation Officer Assistant 125.00 „ „ Stenographer 100.00 „ „ PLAN No. 869 County Commissioner $166.65 per month. Clerk 150.00 „ „ PLAN No. 870. SPOKANE COUNTY INFIRMARY EMPLOYEES OR POOR FARM (Named by County Commissioners) Superintendent $160.00 per month. Physician 100.00 „ „ Steward 90.00 „ „ Nurse 50.00 „ „ Cook 100.00 „ „ Engineer 90.00 „ „ Assistant Engineer and Laundry 60.00 „ „ Farmer 75.00 „ „ Milker 60.00 „ „ PLAN No. 871 County Coroner $100.00 per month. PLAN No. 872 County Engineer $200.00 per month. Fifteen Employees Engineers $150.00 per month. Draftsmen 140.00 „ „ Roadman 140.00 „ „ Each of the five Superior Court judges elected names his clerk, bailiff and court stenographers. STATE GOVERNMENT People generally are not aware of the great number of men and women employed by the State Government. The State of Washington is comparatively a young state and yet it employs at least two thousand people in its different departments. Abilities of every description are required. The Governor has great power, as most of the different department heads are appointed by him. In some cases the state law limits him as to a certain number of appointments, but as a rule, the Governor is allowed to make all appointments. If you desire to learn the nature of work you can apply to the secretary of the various departments. The following offices not marked elective are filled by appointment. PLAN No. 873. CONGRESSIONAL OFFICE (ELECTIVE) U. S. Senators (2) $8,000.00 per year. U. S. Representatives (5) 7,500.00 „ „ PLAN No. 874 Governor (elective) $6,000.00 per year. Secretary to the Governor PLAN No. 875 Lieutenant Governor (elective) $1,200.00 per year. PLAN No. 876 Secretary of State (elective) $3,000.00 per year. Assistant Secretary of State PLAN No. 877 Auditor (elective) $3,000.00 per year. Assistant State Auditor Deputy State Auditor PLAN No. 878 Treasurer (elective) $3,000.00 per year. Deputy State Treasurer PLAN No. 879 Attorney General (elective) $3,000.00 per year. Assistant Attorney General Assistant Attorney General Assistant Attorney General Assistant Attorney General Assistant Attorney General PLAN No. 880 Commissioner of Public Lands (elective) $3,000.00 per year. PLAN No. 881 Insurance Commissioner (elective) $3,000.00 per year. Deputy Insurance Commissioner Actuary Insurance Department PLAN No. 882 Superintendent Public Instruction (elective) $3,000.00 per year. Assistant Superintendent Public Instruction Deputy Superintendent Public Instruction. PLAN No. 883 Adjutant General $3,000.00 per year. Assistant Adjutant General PLAN No. 884. GOVERNOR’S APPOINTMENTS The following offices are filled by the Governor and the boards and commissions are partly, if not all, determined by him. These different department Boards and Commissions employ many people in the state. There is hardly a type of work that is not to be found from the most ordinary labor to the professions. The number of people employed are more than 2,000. STATE BOARDS AND COMMISSIONS Agricultural Commissioner Secretary Agricultural Dept Assistant Commissioner Division of Dairy and Live Stock Assistant Commissioner Division of Foods, Feeds, Fertilizers, Drugs and Oils (including inspection of bakeries) Chief Deputy Oil Inspector Assistant Commissioner of Horticulture State Fair Secretary Director of Farm Markets State Labor Commissioner State Librarian Assistant State Librarian Superintendent Traveling Library State Fish Commissioner and Chief State Game Warden Deputy State Game Warden Coal Mine Inspector Public Printer Bank Examiner Deputy Examiners Hotel Inspectors Fire Warden Highway Commissioner Assistant Highway Commissioner State Geologist State Chemists State Commissioner of Health State Fiscal Agency State Superintendent of Weights and Measures Deputy Superintendent of Weights and Measures Inspector of Weights and Measures Commissioner of Statistics Deputy Commissioner of Statistics Clerk of Supreme Court Superintendent of Election Division State Printing Expert Hydraulic Engineer Assistant Hydraulic Engineer Agricultural Advisory Board Board of Accountancy Secretary Board of Barber Examiners Secretary Board of Control Secretary Board of Dental Examiners Secretary Board of Education Secretary Board of Embalmers Ex-officio Secretary Board of Medical Examiners Secretary Board of Health and Vital Statistics Secretary Board of Optometry Secretary Board of Pharmacy Secretary Board of Chiropody Bureau of Inspection and Supervision of Public Affairs Secretary State Labor Commissioner Assistant State Labor Commissioner Secretary Forest Commission Secretary Industrial Insurance Commission Secretary Library Advisory Board State Medical Aid Board State Nautical Board Nurses’ Examining Board State Board of Park Commissioners State Capitol Commission Bar Examiners Public Service Commission Chief Grain Inspector Industrial Welfare Commission Tax Commissioner Assistant Tax Commissioner Uniform Legislation Commission Veterinary Examining Board State Humane Bureau Board of Regents University of Washington Board of Regents State College of Washington Trustees State Normal School, Cheney Trustees State Normal Schools, Bellingham Trustees State Normal School, Ellensburg State School for Deaf State School for Blind State Training School State School for Girls State Soldiers’ Home Washington’s Veteran’s Home Western Hospital for Insane Eastern Hospital for Insane Northern Hospital for Insane State Penitentiary State Institution for Feeble Minded State Reformatory Superintendent U. S. GOVERNMENT If you are out of employment it is well for you to examine carefully the activities of the Government in your city or county, or any place in the state where it may have general offices. Any man who is out of work cannot say he has done his best to obtain employment when he has neglected looking up Government work. Because the Civil Service applies to certain positions, do not let this stand in the way. Go to the head of the department in whatever locality it is and ascertain whether there are any possibilities of taking a Civil Service examination in the different departments; or find out whether there is not a temporary position that you can fill. This condition often exists and many times employment is obtained in this way and Civil Service Examination is given later. READ OUR PLAN NO. 217 IN CONNECTION WITH THE FOLLOWING PLANS In Spokane, Spokane County, State of Washington, a town of about 125,000 population, the Government employs more than 600 men. I will take up the various departments of the Government in Spokane County and give you a statement concerning these different departments, which might assist you if you are desirous of obtaining employment which are also represented in your State. PLAN No. 885. POSTAL DEPARTMENT This department is headed by the postmaster, who receives a salary of $6,000 per year, and an assistant postmaster who receives $3,150. About two hundred employees work in this department. The rural route employs about ten men. The mail men in the city receive from $1,350 to $1,668 per annum. The Civil Service governs this department. The rural mail carriers receive from $1,100 to $1,600 per annum. They are also under Civil Service. PLAN No. 886. SECRET SERVICE DEPARTMENT There are two employed in this department. Their salaries range from $1,500 to $2,200 per year. These employees are appointed by the chief of the Secret Service, Washington, D. C., and confirmed by the Secretary of the Treasury. The title of this department is self-explanatory. PLAN No. 887. U. S. MARSHAL IS APPOINTED BY THE PRESIDENT AND CONFIRMED BY THE SENATE This officer has four deputies. U. S. Marshal receives a salary of $4,000 per annum, while the deputies receive from $120 to $170 per month. This department names bailiffs for the Federal Judge. PLAN No. 888. FEDERAL ATTORNEY’S OFFICE The attorney in charge is appointed by the President and confirmed by the senate and holds office for four years. He receives $4,500 per annum. He has one assistant, appointed by the Attorney General under advice of the District Court, who receives $1,800 per year. PLAN No. 889. CUSTOM HOUSE INSPECTOR 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- | | |Physique.|Arms.|Legs.|sight.|Hearing.| +---------+-----+-----+------+--------+ A. Logging engineering: | | | | | | (1) Land surveys-- | | | | | | _a._ Instrument man. |Robust. | 2 |[13]2|Good. |Fair. | _b._ Rodman. | do. | 2 |[13]2|Fair. | do. | _c._ Chainman. | do. | 2 |[13]2| do. | do. | _d._ Axeman. | do. | 2 |[13]2| do. | do. | (2) Timber cruising-- | | | | | | _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. | | | |fair. | | (3) Topographic | do. | 2 |[13]2|Good. | do. | mapping and map | | | | | | making. | | | | | | (4) Railroad location--| | | | | | _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. | (5) Planning logging | | | | | | operations-- | | | | | | _a._ Forester or | do. | 2 |[13]2| do. | do. | logging engineer. | | | | | | B. Logging: | | | | | | (1) Felling and bucking| | | | | | (including saw | | | | | | fitting)-- | | | | | | _a._ Head faller. |Robust. | 2 | 2 |Fair. |Fair. | _b._ Second faller. | do. | 2 | 2 | do. | do. | _c._ Saw filer. |Fairly | 2 | 1 |Good. |Fair to | |robust. | | | |poor. | _d._ Saw boss. | do. | 1 | 2 |1 eye,|Fair. | | | | |fair. | | (2) Skidding and | | | | | | yarding (animal)-- | | | | | | _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. | (Power--Pacific coast):| | | | | | _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 | | | | | |poor. | _e._ Signalman. |Average. | 1 | 2 |1 eye,|Good. | | | | |fair. | | _f._ Yarding and road| do. | 2 | 2 |Good. | do. | engineer. | | | | | | _g._ Yarding and | do. | 2 | 2 |Fair. |Fair. | road-engine fireman. | | | | | | _h._ Wood buck. |Robust. | 2 | 2 | do. |Fair to | | | | | |poor. | _i._ Head loader. | do. | 2 | 2 | do. |Fair. | _j._ Second loader. | do. | 2 | 2 | do. | do. | _k._ Loading engine |Average. | 2 | 2 | do. |Good. | engineer. | | | | | | _l._ Loading engine | do. | 2 | 2 | do. | do. | fireman. | | | | | | _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. | construction | | | | | | (foreman). | | | | | | _s._ Pole road | do. | 2 | 2 | do. | do. | construction | | | | | | (laborers). | | | | | | _t._ Landing | do. | 2 | 2 | do. | do. | construction | | | | | | (foreman). | | | | | | _u._ Landing | do. | 2 | 2 | do. | do. | construction (men). | | | | | | (3) Transportation-- | | | | | | _a._ Locomotive | do. | 2 | 2 |Good. |Good. | engineer. | | | | | | _b._ Locomotive | do. | 2 | 2 | do. | do. | fireman. | | | | | | _c._ Conductor, log |Average. | 1 | 2 | do. | do. | train. | | | | | | _d._ Brakeman, log |Robust. | 2 | 2 | do. | do. | train. | | | | | | _e._ Section foreman.|Average. | 1 | 2 | do. |Fair. | _f._ Section man. |Robust. | 2 | 2 |Fair. |Fair to | | | | | |poor. | _g._ Railroad | do. | 2 | 2 | do. |Fair. | construction | | | | | | (foreman). | | | | | | _h._ Railroad | do. | 2 | 2 | do. |Fair to | construction (men). | | | | |poor. | _i._ Rafting or boom | do. | 2 | 2 | do. |Fair. | foreman. | | | | | | _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. | (4) Timber | | | | | | measurement-- | | | | | | _a._ Scaler. |Average. |1 or | 2 |Good. | do. | | | 2 | | | | _b._ Scaler’s helper.| do. | 2 | 2 |Fair. |Fair to | | | | | |poor. | (5) General camp crew--| | | | | | _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. | | | | |fair. | | _e._ Chore boy. | do. | 2 | 1 |Fair. | do. | _f._ Camp clerk. | do. | 1 | 1 | do. | do. | Lumber manufacture: | | | | | | C. (1) Log storage-- | | | | | | _a._ Log car |Robust. | 2 | 2 | do. |Fair. | unloaders. | | | | | | _b._ Pond foreman. |Average. | 2 | 2 |1 eye,| do. | | | | |fair. | | _c._ Sinker raiser. |Robust. | 2 | 2 | do. | do. | _d._ Boom men and | do. | 2 | 2 | do. | do. | jacker feeder. | | | | | | (2) Sawmill proper-- | | | | | | _a._ Dock man and |Average. | 2 | 2 |Good. |Fair. | scaler. | | | | | | _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. | bearer. | | | | | | _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. | leverman. | | | | | | _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. | helper. | | | | | | _t._ Jump saw | do. | 2 | 1 |Fair. | do. | operator. | | | | | | _u._ Millwright. |Robust. | 2 | 2 |Good. | do. | _v._ Watchman. |Average. | 1 | 2 | do. | do. | (3) Sorting and | | | | | | grading-- | | | | | | _a._ Inspector, | do. | 2 | 2 | do. | do. | lumber. | | | | | | _b._ Graders. |Robust. | 2 | 2 | do. | do. | _c._ Sorting table | do. | 2 |[14]1|Fair. | do. | man. | | | | | | (4) Yard and kiln | | | | | | work-- | | | | | | _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. | (5) Planing mill-- | | | | | | _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. | Machines. | | | | | | _f._ Machine tailers.| do. | 2 | 2 |Fair. | do. | _g._ Tyers. | do. | 2 | 1 | do. | do. | (6) Loading and | | | | | | shipping-- | | | | | | _a._ Truckers. |Robust. | 2 | 2 | do. | do. | _b._ Car loaders. | do. | 2 | 2 | do. | do. | _c._ Checkers. |Average. | 2 | 2 |Good. | do. | (7) Office and Sales-- | | | | | | _a._ Clerk. | do. | 2 | 1 |Fair. | do. | _b._ Salesman. | do. | 1 | 2 | do. | do. | (8) Commissary | do. | 2 | 1 |1 eye,| do. | employees. | | | |fair. | | (9) Power house-- | | | | | | _a._ Engineer. | do. | 2 | 2 |Fair. | do. | _b._ Fireman. | do. | 2 | 1 | do. | do. | _c._ Common labor. | do. | 2 | 2 | do. | do. | (10) Machine shop-- | | | | | | _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. | (11) Miscellaneous-- | | | | | | _a._ Timekeeper. |Average. | 2 | 1 | do. | do. | _b._ Common labor. |Robust. | 2 | 2 | do. | do. | D. Lath Manufacture: | | | | | | _a._ Foreman. |Average. | 2 | 1 |Fair. |Fair. | _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. | and Graders. | | | | | | E. Shingle manufacture: | | | | | | _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. | bundler. | | | | | | F. Paper industry: | | | | | | (1) Millwork-- | | | | | | _a._ Head piler | do. | 1 | 2 | do. | do. | (wood). | | | | | | _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. | handler. | | | | | | _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. | sharpener. | | | | | | _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. | (digesters). | | | | | | _bb._ Cook, first | do. | 2 | 2 | do. | do. | helper. | | | | | | _cc._ Cook, second | do. | 2 | 2 | do. | do. | helper. | | | | | | _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. | (others). | | | | | | _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. | cleaner. | | | | | | _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. | handlers. | | | | | | _ddd._ Boiler | do. | 2 | 2 | do. | do. | cleaner. | | | | | | _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. | helpers. | | | | | | _hhh._ Core maker. | do. | 2 | 2 | do. | do. | G. Cooperage industry: | | | | | | (1) Woods work (same | | | | | | 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. | operator. | | | | | | _b._ Bolter. | | | | | | _c._ Peeler. | | | | | | _d._ Sawyer. | | | | | | _e._ Knife grinder |Average. | 2 | 1 |Good. |Fair. | and filer. | | | | | | _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. | | | | | H. Veneer mill: | | | | | | _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. | operator. | | | | | | _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. | loader. | | | | | | _l._ Engineer. |Average. | 2 | 1 | do. | do. | _m._ Fireman. |Robust. | 2 | 2 | do. | do. | _n._ Common labor. | do. | 2 | 2 | do. | do. | I. Wood preservation: | | | | | | _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. | +----+---------+-----------+----+-----+-----+ | | | | |Aver-| | |Low.|Average. | High. |Low.| age.|High.| +----+---------+-----------+----+-----+-----+ A. Logging engineering: | | | | | | | (1) Land surveys-- | | | | | | | _a._ Instrument man. | | |Yes; mathe-| | | | | | |matical. | | | | _b._ Rodman. | |Yes; | | | | | | |general | | | | | | |knowledge| | | | | | |of sur- | | | | | | |veying. | | | | | _c._ Chainman. | | do. | | | | | _d._ Axeman. | | | | |Yes. | | (2) Timber cruising-- | | | | | | | _a._ Cruiser. | | |Yes; timber| | | | | | |estimating.| | | | _b._ Compassman. | | |Compass | | | | | | |work. | | | | _c._ Cook. | | | | | | | (3) Topographic | | |Compass | | | | mapping and map | | |work. | | | | making. | | | | | | | (4) Railroad location--| | | | | | | _a._ Instrument man. | | |Yes; Mathe-| | | | | | |matical. | | | | _b._ Rodman. | |Yes; | | | | | | |general | | | | | | |knowledge| | | | | | |of sur- | | | | | | |veying. | | | | | _c._ Chainman. | | do. | | | | | _d._ Axeman. | | | | |Yes. | | (5) Planning logging | | | | | | | operations-- | | | | | | | _a._ Forester or | | |Knowledge | | | | logging engineer. | | |of logging | | | | | | |methods. | | | | B. Logging: | | | | | | | (1) Felling and bucking| | | | | | | (including saw | | | | | | | fitting)-- | | | | | | | _a._ Head faller. | | |Yes. | | | | _b._ Second faller. | | | | |Yes. | | _c._ Saw filer. | | |Knowledge | | | | | | |of saw | | | | | | |fitting. | | | | _d._ Saw boss. | | | do. | | | | (2) Skidding and | | | | | | | yarding (animal)-- | | | | | | | _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. | | (Power--Pacific coast):| | | | | | | _a._ Hook tender. | | | Yes. | | |Yes. | _b._ Rigging shingle.| | | | | |Yes. | _c._ Choker man. | | | | |Yes. | | _d._ Sniper. | | | | |Yes. | | _e._ Signalman. | | | |Yes.| | | _f._ Yarding and road| | | | | |Yes. | engineer. | | | | | | | _g._ Yarding and | | | | |Yes. | | road-engine fireman. | | | | | | | _h._ Wood buck. | | | | |Yes. | | _i._ Head loader. | | | | | |Yes. | _j._ Second loader. | | | | |Yes. | | _k._ Loading engine | | | | | |Yes. | engineer. | | | | | | | _l._ Loading engine | | | | |Yes. | | fireman. | | | | | | | _m._ Pump man. | | | | |Yes. | | _o._ Master mechanic.| | | | | |Yes. | _n._ Blacksmith. | | | | | |Yes. | _p._ Carpenter. | | | | | |Yes. | _q._ Car repairer. | | | | | |Yes. | _r._ Pole road | | | | | |Yes. | construction | | | | | | | (foreman). | | | | | | | _s._ Pole road | | | | |Yes. | | construction | | | | | | | (laborers). | | | | | | | _t._ Landing | | | | | |Yes. | construction | | | | | | | (foreman). | | | | | | | _u._ Landing | | | | |Yes. | | construction (men). | | | | | | | (3) Transportation-- | | | | | | | _a._ Locomotive | | | | | |Yes. | engineer. | | | | | | | _b._ Locomotive | | | | |Yes. | | fireman. | | | | | | | _c._ Conductor, log | | | | |Yes. | | train. | | | | | | | _d._ Brakeman, log | | | | |Yes. | | train. | | | | | | | _e._ Section foreman.| | | | |Yes. | | _f._ Section man. | | | |Yes.| | | _g._ Railroad | | | | |Yes. | | construction | | | | | | | (foreman). | | | | | | | _h._ Railroad | | | |Yes.| | | construction (men). | | | | | | | _i._ Rafting or boom | | | | | |Yes. | foreman. | | | | | | | _j._ Rafting or boom | | | | |Yes. | | men. | | | | | | | _k._ Driver foreman. | | | | | |Yes. | _l._ River driver | | | | |Yes. | | (4) Timber | | | | | | | measurement-- | | | | | | | _a._ Scaler. | | |Yes. | | | | _b._ Scaler’s helper.| | | | |Yes. | | (5) General camp crew--| | | | | | | _a._ Foreman. | | | | | |Yes. | _b._ Barn man. | | | |Yes.| | | _c._ Cook. | | | | | | | _d._ Flunkey. | | | | | | | _e._ Chore boy. | | | | | | | _f._ Camp clerk. | | | | | | | Lumber manufacture: | | | | | | | C. (1) Log storage-- | | | | | | | _a._ Log car | | | |Yes.| | | unloaders. | | | | | | | _b._ Pond foreman. | | | |Yes.| | | _c._ Sinker raiser. | | | |Yes.| | | _d._ Boom men and | | | |Yes.| | | jacker feeder. | | | | | | | (2) Sawmill proper-- | | | | | | | _a._ Dock man and | |Yes. | | |Yes. | | scaler. | | | | | | | _b._ Sawyer. | | |Yes. | | |Yes. | _c._ Setter. | | Yes. | | |Yes. | | _d._ Carriage rider. | | | |Yes.| | | _e._ Swamper or off- | | | |Yes.| | | bearer. | | | | | | | _f._ Tripper. | | | |Yes.| | | _g._ Edgerman. | | |Yes. | | | | _h._ Tail edger. | | | | | | | _i._ Slasherman. | | | | | | | _j._ Gang sawyer. | |Yes. | | | | | _k._ Gang feeder. | | | | | | | _l._ Gang tailer. | | | | | | | _m._ Trimmer loader. | | | | | | | _n._ Trimmer | | | | |Yes. | | leverman. | | | | | | | _o._ Clean-up man. | | | | | | | _p._ Oiler. |Yes.| | | | | | _q._ Foreman. | | | | | |Yes. | _r._ Saw filer. | | |Yes. |Yes.| | | _s._ Saw filer | |Yes. | | |Yes. | | helper. | | | | | | | _t._ Jump saw | | | |Yes.| | | operator. | | | | | | | _u._ Millwright. | | | | | |Yes. | _v._ Watchman. | | | | | | | (3) Sorting and | | | | | | | grading-- | | | | | | | _a._ Inspector, | | |Yes. | | | | lumber. | | | | | | | _b._ Graders. | |Yes. | | | | | _c._ Sorting table | | | | | | | man. | | | | | | | (4) Yard and kiln | | | | | | | work-- | | | | | | | _a._ Foreman. | |Yes. | | |Yes. | | _b._ Teamsters. | | | |Yes.| | | _c._ Stackers. | | | | |Yes. | | _d._ Send-in men. | | | |Yes.| | | (5) Planing mill-- | | | | | | | _a._ Foreman. | | | | | |Yes. | _b._ Machinist. | | | | | |Yes. | _c._ Shipping clerk. | | | | | | | _d._ Machine feeders.| | | | |Yes. | | _e._ Grades behind | |Yes. | | | | | Machines. | | | | | | | _f._ Machine tailers.| | | | | | | _g._ Tyers. | | | | | | | (6) Loading and | | | | | | | shipping-- | | | | | | | _a._ Truckers. | | | | | | | _b._ Car loaders. | | | | | | | _c._ Checkers. | | | | |Yes. | | (7) Office and Sales-- | | | | | | | _a._ Clerk. | | | | | | | _b._ Salesman. | | | | | | | (8) Commissary | | | | | | | employees. | | | | | | | (9) Power house-- | | | | | | | _a._ Engineer. | | | | | |Yes. | _b._ Fireman. | | | |Yes.| | | _c._ Common labor. | | | | | | | (10) Machine shop-- | | | | | | | _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. | | _i._ Common labor. | | | | | | | (11) Miscellaneous-- | | | | | | | _a._ Timekeeper. | | | | | | | _b._ Common labor. | | | | | | | D. Lath Manufacture: | | | | | | | _a._ Foreman. | | | | |Yes. | | _b._ Slab picker. | | | | | | | _c._ Machine feeders.| | | | | | | _d._ Machine tailers.| | | | | | | _e._ Lath bundlers | | | | | | | and Graders. | | | | | | | E. Shingle manufacture: | | | | | | | _a._ Foreman. | | | | |Yes. | | _b._ Bolter. | | | | |Yes. | | _c._ Shingle sawyer. | | | | |Yes. | | _d._ Knob sawyer. | | | | | | | _e._ Grader and | | | | | | | bundler. | | | | | | | F. Paper industry: | | | | | | | (1) Millwork-- | | | | | | | _a._ Head piler | | | |Yes.| | | (wood). | | | | | | | _b._ Wood handlers. | | | | | | | _c._ Conveyor man. | | | | | | | _d._ River man. | | | | |Yes. | | _e._ Head wood | | | | |Yes. | | handler. | | | | | | | _f._ Slip man. | | | | | | | _g._ Head preparer. | |Yes. | | | | | _h._ Swing sawyer. | | | |Yes.| | | _i._ Barker. | | | | |Yes. | | _j._ Splitter. | | | |Yes.| | | _k._ Waste handler. | | | | | | | _l._ Chipper. | | | | |Yes. | | _m._ Head grinder | | | | |Yes. | | man. | | | | | | | _n._ Stone | | | | |Yes. | | sharpener. | | | | | | | _o._ Grinder man. | | | | |Yes. | | _p._ Block handler. | | | | | | | _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. | | | | | _y._ Lime handler. | | | | | | | _z._ Towerman. | | | | | | | _aa._ Cook | |Yes. | | | | | (digesters). | | | | | | | _bb._ Cook, first | | | | | | | helper. | | | | | | | _cc._ Cook, second | | | | | | | helper. | | | | | | | _dd._ Blow pitman. | | | | | | | _ee._ Screenman. | | | | |Yes. | | _ff._ Waste handler. | | | | | | | _gg._ Head pressman. | | |Yes. | |Yes. | | _hh._ Pressman. | |Yes. | | |Yes. | | _ii._ Head beater | |Yes. | | |Yes. | | man. | | | | | | | _jj._ Beater man. | | | | | | | _kk._ Clay and size | |Yes. | | | | | man. | | | | | | | _ll._ Machine tender.| |Yes. | | |Yes. | | _mm._ Machine man | | | | |Yes. | | (others). | | | | | | | _nn._ Head finisher. | | |Yes. | | | | _oo._ Cutter man. | | | | |Yes. | | _pp._ Rewinder. | | | | |Yes. | | _qq._ Weigher. | | | | | | | _rr._ Marker. | | | | | | | _ss._ Balers. | | | | | | | _tt._ Oilers. | | | |Yes.| | | _uu._ Cleaner. | | | |Yes.| | | _vv._ Filter man. | | | | |Yes. | | _ww._ First core | | | | |Yes. | | cleaner. | | | | | | | _xx._ Core cleaner. | | | | |Yes. | | _yy._ Stock saver. | | | |Yes.| | | _zz._ Engineer. | | | | | |Yes. | _aaa._ Fireman. | | | |Yes.| | | _bbb._ Dynamo man. | | | | | |Yes. | _ccc._ Coal and wood | | | | | | | handlers. | | | | | | | _ddd._ Boiler | | | |Yes.| | | cleaner. | | | | | | | _eee._ Head repair | | | | | |Yes. | man. | | | | | | | _fff._ Repair man. | | | | |Yes. | | _ggg._ Repair man | | | |Yes.| | | helpers. | | | | | | | _hhh._ Core maker. | | | | |Yes. | | G. Cooperage industry: | | | | | | | (1) Woods work (same | | | | | | | qualifications as for | | | |Yes.| | | regular logging). | | | |Yes.| | | (2) Manufacture-- | | | |Yes.| | | _a._ Drag saw | | | | |Yes. | | operator. | | | | | | | _b._ Bolter. | | | | | | | _c._ Peeler. | | | | | | | _d._ Sawyer. | | | | | | | _e._ Knife grinder | | | | |Yes. | | and filer. | | | | | | | _f._ Jointers. | | | | |Yes. | | _g._ Matchers. | | | | |Yes. | | _h._ Turners. | | | | |Yes. | | _i._ Packers. | | | | | | | _j._ Truckers. | | | | | | | _k._ Clean-up men. | | | | | | | H. Veneer mill: | | | | | | | _a._ Foreman. | | | | |Yes. | | _b._ Drag saw man. | | | |Yes.| | | _c._ Hot box man. | | | |Yes.| | | _d._ Deck labor. | | | | | | | _e._ Machine | | | | |Yes. | | operator. | | | | | | | _f._ Sawyer. | |Yes. | | |Yes. | | _g._ Grader. | |Yes. | | | | | _h._ Stock handler. | | | | | | | _i._ Trucker. | | | | | | | _j._ Kiln operator. | |Yes. | | |Yes. | | _k._ Packer and | | | | | | | loader. | | | | | | | _l._ Engineer. | | | | |Yes. | | _m._ Fireman. | | | |Yes.| | | _n._ Common labor. | | | | | | | I. Wood preservation: | | | | | | | _a._ Superintendent. | | |Yes. | |Yes. | | _b._ Foreman. | | | | |Yes. | | _c._ Common labor. | | | | | | | _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.