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commit to setting up formal training. They told us this is inherently part
of management’s job, and it should be picked up in their regular management
training.
Tom McCarty noted there was also more emphasis this time in negotiations
about tying Performance Management to selectives and retentions.
Portland Council Rep Chris Carpenter said in Portland they have taken
advantage of “joint” training with management (conducted by the Ed
Wells Initiative), utilizing a working together relationship with the HR
department. They had a joint team go out and train both managers and
employees. He recommended this method for others.
Contract Closeup
Article 4 – Performance Management
(Puget Sound Prof & Tech contracts)
SPEEA Monthly Dues for 2003: $28.31
Tom Dick
SPEEA dues for the year 2003 have been calculated and set at
$28.31 per month. The increase resulted from higher average
wages in the bargaining units and the 6% bonus paid
December 2002.
The revised amount becomes effective for all Regular SPEEA
members with the February 13, 2003 paycheck. The Agency Fee
paid by non-members within the two Puget Sound area bargaining
units also increases to $28.31.
Section 12.6 of the SPEEA Constitution mandates that the regular
membership dues be adjusted annually on January 5th, based
on 0.85 of the then-average hourly rate of the bargaining units
including lump sum payments.
On January 5, 2003, the SPEEA bargaining units had 22,084
employees. The total base salary was $1,455,609,912. The lump
sum payments to the three bargaining units (Technical, Professional
and WEU) receiving them totaled $74,309,637. That
annual income of $1,529,919,550 when divided by the bargaining
unit headcount and converted to an hourly rate (2080 hours per
year) equals $33.306. Multiplying that value by 0.85 results in the
new monthly dues rate of $28.31.
As a comparison, the 2002 dues for Boeing’s hourly employees represented
by IAM District 751 are $54.10/month (i.e., two times average
hourly wage, plus $1.10 per capita tax to Grand Lodge).
The 2003 annual dues for Associate SPEEA members is
$84.93 (equal to one-quarter of the annual dues for regular
members). Associate members are people not currently in the
SPEEA bargaining unit (i.e., former Boeing employees, current
Boeing managers, non-represented Boeing employees, contract
employees, etc.) who have an interest in supporting SPEEA,
receiving the monthly SPOTLITE, and taking advantage of
seminars and discounts. Associate member applications are
available in the SPEEA offi ces or on our website at
http://www.speea.org/Forms/applications.html
January 10, 2003 / No. 1908 • 5
At the December 12th NW Region Council meeting,
Staff member Maria Nelson introduced Rick
Terney, Council Rep from Customer Service,
who recently attended a conference in St. Louis called
“Leadership and the Involved Workforce”. Although Boeing,
particularly in IDS, has been having periodic summits to
share information among Employee Involvement practitioners,
this was the first gathering for employees who have been involved
in engagement and involvement activities. Two SPEEA groups
involved in Partnership activities were asked to participate, from
Facilities and from Customer Services. Rick represented the
Partnership group in Customer Services.
These are excerpts from Rick’s report. The full report can be found
at:
http://www.speea.org/general_info/partnership.html
________________
The Leadership and the Involved Workforce Summit 2002 was an
interactive experience to explore what other successful teams do
to become successful. Its purpose was to support the continued
development of an involved workforce and culture across the
enterprise. Each person who participated learned something different
depending upon his or her background, interpretation and
experience.
The focus was to Generate Successful Teams – To get Employees
Involved to Create the Future.
There were several attributes/common themes of what makes a
team successful and how to remove the barriers to success.
Framework for Success: A few years back we have begun to establish
the groundrules for working together; the code of cooperation
was introduced, the importance of a diverse team has been discussed,
and most recently, the need for greater employee involvement
is beginning to be appreciated.
Team Building: An effective approach at the Summit was
to pair up team members and ask each other to recall a personal
success story, and then answer the questions:
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