Time is running out to donate to the KCLA/SPEEA Cares Fund and help workers facing layoff make it through the holiday season.
The fund started at the suggestion of several members who were concerned about the hardship created on workers by being laid-off before the holiday season. More than 550 employees who work within a SPEEA bargaining unit will leave work for the last time on December 14. The timing, just a week before the Boeing holiday break, is arguably the most difficult time of the year to reenter the job market.
"Keeping employees through the holidays is the right thing to do," said Charles Bofferding, executive director of SPEEA. "If the Company won't do it, then we will help the people. This is what unions do, we look out for and take care of people."
Donations to the fund have increased in recent weeks with the assistance of Council and Area Representatives who have worked lunchroom tables at various locations.
When you see an "I Gave - SPEEA Cares" badge sticker in the workplace, please thank the worker. Their donation will help ease the burden of a co-worker. Stickers are available from Council and Area Representatives. Ask for yours after making a donation to the fund.
The fund provides money that will be distributed, in lieu of regular and holiday pay, to workers laid off on Dec. 14. The goal is to make up for the lost hours and holiday pay these workers would have received if the Company had kept them on the payroll through the end of the year.
Disbursements from the fund will be made on or about December 21. Checks will be initially based on the two-week layoff list issued by the Company the first week of December. Employees on this list have the opportunity to receive a donation or donate their portion to more needy employees.
The fund itself is being administered with the cooperation of the King County Labor Agency (KCLA). The fund was created as a 502(c) 3 charity, allowing donations to be made tax-free. Members, non-members and anyone else can contribute. Receipts will be mailed to people who donate. While the suggested donation is the equivalent of two hours of work, donations of any size are welcome. Anyone can donate to the fund.
If you haven't made a donation yet, please do so today!
Welcome to the new Boeing
The terrorist attacks created a financial disaster for airlines, with guaranteed long-term negative impact to The Boeing Company. Even if the world's travelers immediately resumed their pre-9/11 habits, it could take Boeing deliveries two years to catch up. Other parts of our business, even the increased military work, cannot come close to making up the difference.
Boeing management is focusing on ways to reduce costs, concluding that over 30% of the Commercial Airplane workers have to go before the end of next year. SPEEA is focusing efforts to mitigate the number of layoffs, the effect and timing of layoffs and the demographic consequences of the layoffs. Our philosophy has been to look ahead to the workforce we need to pull us out of this mess and align current activities to be consistent with that vision. People who expect to retire, or want to quit or take extended personal, educational and family leave should be encouraged to do so. Offering incentives for voluntary layoffs, early retirement and extended leaves would allow us to retain more of the committed loyal Boeing core people. Work shipped outside the Company or overseas should be called back. No more work should go out.
The Company consistently rejects these ideas. The focus is on reducing costs; effects on people and careers get short shrift. Top officials say that, instead of reducing the Company's "globalization" effort, they are actually accelerating it.
At one time, we were told there were several reasons Russian engineers were doing our work. We were told Engineers in Russia have some specific expertise (titanium alloy technology, for example) that was ahead of our own; there were work packages American engineers were unable or unwilling to accomplish due to other workload; and creating a significant presence in Russia would encourage sales of Boeing jets there, plus encourage cooperation of Russian authorities in allowing emergency use of polar route airports. We had a verbal understanding that the Russian engineering staffing was not expected to exceed 500 people. In several discussions with the Boeing staff in Russia, it was understood that Russian staffing would drop if Company workload decreased. We were told Russian engineers would be a buffer, similar to the domestic contractors, between our permanent employees and effects of a business downturn. These expectations have been replaced with a new prospect - Phil Condit made commitments to Vladimir Putin which will be kept; Russian engineering is cheaper; and we should expect more work, rather than less, to move there.
We can understand using suppliers for commodities or items that are part of someone else's core business and not ours. We can also understand developing a presence in countries as a way of gaining sales. When we outsource our core competencies, core technologies, and core parts of our product, we likely outsource profits and control of the Boeing brand. When we outsource our jobs and careers, we outsource our soul.
NEWS FROM MIDWEST REGION
Boeing-SPEEA partnership agreement established for NC Programming
On October 31st, a NC programming workgroup was notified by their manager that the allowed hours to accomplish the assigned tasks would be revised. WTPU Council Rep Tom Guthery received a note from a crewmember stating that the crew felt the reduced hours were an attempt to create a trap for the group and could result in decreases in employees' performance ratings. Tom contacted WTPU Council Rep Earl Carter and they met with Conrad Smith, the second level manager of this group, who presented data which showed that this reduction in the allowed hours was an ongoing effort by this manager and did not represent a reprisal.
In an effort to provide the employees with an avenue to pursue any concerns they have about this, Tom and Earl developed an agreement with management. When, after analyzing the work, an employee finds they cannot complete their tasks within or close to the new allowed hours, they are to discuss it with their manager. If they can justify their belief, the manager may adjust the hours. If it is believed that after this meeting the hours to complete the tasks are still insufficient and there is sufficient data to collaborate this belief, the programmers can contact Tom or Earl who will take their concerns to Mr. Smith.
Community Service project
Volunteers from the various local unions in Wichita have recently been working on a Community Service project to help a disabled woman in need. Organized by SPEEA Council Rep Harold Evans, teams worked together to repair the roofing of her small house and shed. Volunteers ripped off three layers of roofing, repaired old boards, patched holes with roof tin, replaced the building paper and laid one layer of 3-tab seal-down asphalt shingles.
Contract negotiation subcommittees have recently been working on research and collating data on their various subjects.
In mid-November, the committees will meet to finalize their positions and unify them into a contract proposal to the Company. After SPEEA legal counsel and staff have looked over the proposal, it will be presented to SPEEA members during an all member meeting on December 13th. The Irving SPEEA negotiation team will present the proposal to the Company on December 13th or 14th.
Please support your negotiation team. Together, we can make Boeing a better company and a better place to work!
Rep training goes well in Wichita
Old and new Council Reps, Designated Alternate Council Reps, and Area Reps had the opportunity to receive training recently from SPEEA trainer Maria Nelson. Over 30 Council Reps and Designated Alternates took part in a daylong session on Friday, October 26th. Two 3-hour sessions were held for Area Reps, with each attracting about 35 representatives.
The sessions provided updated information about the roles and responsibilities of being a Council Rep, Alternate, or Area Rep; basics of labor law; how to represent employees in investigations; standards for discipline (Just Cause); how to represent members who receive attendance, misconduct or performance discipline; and contract familiarization.
SPEEA-WEU/Boeing Joint Oversight Committee & Quarterly Business Review
By Council Rep, Burt Shah (N-5)
The SPEEA Wichita Engineering Unit (WEU) and Boeing Joint Oversight Committee/Quarterly Business Review (JOC/QBR) meeting was held September 17, 2001.
Joint Oversight Committee
The Salaried Job Classification (SJC) conversion subcommittee stated that primary skill management code (SMC) conversion was completed in November 2000, and secondary skill code conversion was completed June 2001. There are 140 WEU employees who have yet to apply for the secondary SMC. There will be an open period in the future when engineers can assign or change their secondary SMC.
Functional managers will propose a process in the near future for engineering SMC changes. An issue brought to the meeting was that contract language in Sections 8.5(a) and 22.5(a) seem to conflict. Engineering Director of Wichita Military & Modification Center, Paul Beckmann, asked for future contract flexibility to allow employees to transfer from one SMC to another. Automatic changes of SMC with job changes can result in unfair treatment for retention rating and salary of an employee. SJC will make it possible to transfer skills across many skill groups due to overlapping job descriptions.
A survey of Wichita engineers was recently taken on their understanding of Performance Management (PM) and Retention Index. The survey showed engineers do not universally understand the factors affecting retention rating. Experienced employees perceive retention rating as a reflection of performance, and relatively new employees perceive that performance is not reflected in retention rating. The JOC Retention Index Subcommittee presented rating factors an employee can influence which include technical excellence, leadership capability, communication skills, performance and quality of output. The factors that an employee cannot influence are job assignment, global economy, business plan and conditions and workforce factors such as mobility between groups and attrition. In addition, the survey showed PM training for engineers and the use of consistent PM forms across all organizations would improve the PM process.
Quarterly Business Review
Early next year, Wichita Military & Modification Center plans to employ an additional 50-100 engineers, primarily in electrical engineering, systems engineering, structural design, and stress engineering. The need for U.S. military spares may increase following the terrorist attacks of September 11th. A business shift is occurring in the direction of avionics upgrades, increased economic life of airplane products, and large-scale integration. Optics technology is replacing electrical signal technology. Persons with combined skills of pilots and engineering design are being sought.
The BCA Define organization presented the engineering workforce trends for various upcoming programs. The current plan includes 757 Fuselage Relocation in 2002. Not currently authorized, and therefore not in the plan, are potential programs that could get authorized based upon demand from the market. In 2002 that could include the 737-900X, 747 QC2 Noise Reduction Package, and the 757-200ERX. 747 Nose Cargo Redesign is also a potential 2002 project depending upon the availability of Company funding. Potential projects for 2003 and beyond include the 777LR Freighter and Sonic Cruiser.
SPEEA Midwest Vice President Joe Newberry touched on various issues that need to be addressed. While NONIND time category is available to Wichita engineers starting August 31, 2001, some people are concerned about not being able to charge partial day sick leave. He asked for confirmation from management that the 20-hour/10-occurrence policy is designed to curtail abuse. He pointed out that SPEEA would hold two member surveys to get their input on the issues concerning the 2002 contract negotiations between the Company and Union.
The next WEU JOC/QBR meeting is scheduled for December 10, 2001.
St. Louis organizing continues
St. Louis, MO - The effort by Boeing workers here to organize a new SPEEA bargaining unit continues to make progress.
During the past month, the organizing committee launched its own newsletter and began distributing it to workers. Committee members are routinely seen outside plant buildings before work collecting signatures on petitions, seeking a representation election and distributing information to employees.
In the wake of the unfortunate loss of the Joint Strike Fighter (JSF) contract, many of the employees realize they need a strong union more than ever.
"There are protections a contract provides employees," said Charlie Morris, committee member. "We need those protections now more than ever."
Workers with 60-day notices speak out
This layoff is the second WARN I have received in the last three years. I have 10 years with The Boeing Company and the continual 2 to 3 year incremental layoffs are getting old. Boeing hires and lays offs. I see this as a poor practice for a world-class company.
Technical worker, Portland
I sent Boeing my resume earlier this year and after graduating last spring I was hired on September 10th. I have two daughters and this will be the first time I will not be able to give them the Christmas that they have grown use to enjoying. Somehow, we'll manage. But, it won't be easy.
I'm a single mother, with a house mortgage. Since Boeing decided to lay me off two weeks early this time I will not receive my severance pay. I am trying to get back into school to update my skills but the money is running short. I understand why we are having layoffs. What I do not understand is why they are laying us off before the holidays.
Technical worker, Wichita
I have been in this business for 23 years but this layoff may end my career in the aerospace industry. I've only been at Boeing for five years and that translates to out the door. On a personal level, this means that the home I purchased last year may not be mine for much longer. Also, I may end up having to move my family so I can find work. That means my wife will have to leave a job she loves.
My last layoff was in April 1999. I was hired back last June. This layoff comes at a most inappropriate time. I'm a single father with five kids. I'm 53 with 11 years of service at Boeing. Because it has been less than three years since my last layoff, Boeing provides no layoff benefits. Because my previous employer worked me on contract, I get no unemployment benefits.
Technical worker, Renton
I really feel Boeing has indeed taken advantage of recent events to announce massive layoffs. I feel that much more could have been done as far as looking for other positions for people. As for the Boeing website, every opening I applied for I learned later was filled through the "Boeing Buddy System." It's really nice to have a layoff dropped in your lap after only being back for one year. There is no severance for us.
Technical worker, Auburn
I am 55 years old and, because of layoffs, out of 13 years with Boeing I have accumulated only 8 years of service. People get tired of being used and thrown away. We go to work, put in overtime, and get treated poorly by top managers who never miss a bonus and shareholders who care nothing about the people making the sacrifice.
I was a new hire, having started at Boeing in July, 2001. I started sending out resumes about a week before I got the notice on October 12th because my manager encouraged it. I haven't got a response yet. I do believe I will find another job. I am concerned about the real reason for the layoffs.
All of Boeing's "feel good" programs are just hot air. The leaders of this Company have no feelings. Something is really wrong with the top management. United and Ford had the right idea - get new leadership.
Luckier than many
By Janis Tullis
This is the third time in my life I have been unemployed. I have a college degree, but if there are no jobs you don't work! If it were not for my brother, I would have a very difficult time surviving this recession. I am a 51-year-old single woman with no children and no immediate family in the area that can back me when the going gets tough. I have a mortgage, a house that needs repairs, and a truck that is on the downside of its functional life. I am luckier than many because I can sell the house and most of what I own and move.
Even as a single person I cannot afford housing, food and medical if I am reduced to working for minimum or below livable wages. As one of the more advanced countries in this world it is an embarrassment that anyone in the U.S. should want for any of the basics of life (food, clothing, shelter, access to health care).
Perhaps the real problem we face as a nation is that we have lost the idea that we are all in this world together and what hurts or harms one will, in some way, come back to impact each one of us. I could be your neighbor, the clerk in the mall, the person next to you on the bus, your relative or just another stranger you pass on the street. When I am out of work my ability to make choices, like where I live, what I eat, and what I do in my community, completely changes. Anyone who has ever been in the unemployment line knows how you feel abandoned, pushed aside as useless, and depressed.
I expect everyone to help the country when the economy takes a downward turn. What I don't see happening now are the people at the top of the economic scale participating with the rest of us who are expected to help and ride out the economy.
Janis Tullis is a technical worker in Everett who is scheduled for layoff December 14.
Petition deadline to run for SPEEA Executive Board - January 23, 2002
The SPEEA Executive Board
administers the affairs of the organization according to governing
documents established by the membership and Council. Through meetings
generally every two weeks, the Board prepares the annual budget,
monitors expenses, and directs SPEEA's activities through the Executive
Director. Board members also serve as interim negotiation team for
Seven members comprise the SPEEA Executive Board: President, Secretary, Treasurer, and four Regional Vice Presidents. Board members serve staggered two-year terms of office, beginning the fourth Wednesday of March. In 2001, the following are up for election:
How to Apply
If you are interested in filing for the SPEEA Executive Board election -- and meet the minimum qualification (SPEEA membership continuously for at least two years) -- you can obtain the necessary petition at the SPEEA offices (or call 206/433-0991 and we'll mail it to you).
Per SPEEA By-Laws, we will begin collecting petitions at SPEEA Headquarters no earlier than Wednesday, January 9 -- and the filing deadline is 5:00 p.m. on Wednesday, January 23, 2002.
The By-Laws require that nominations for the Executive Board will be made by petition, signed by twenty or more members of SPEEA. Petitions must state the Executive Board position sought, and must include the signature of the nominee signifying the nominee's consent.
Candidates will be asked to submit a photo, a 25-word-or-less qualification statement, and a maximum 250-word platform statement for inclusion in the ballot package. Also included in the mailed-out ballot package will be a pamphlet containing five questions determined by the SPEEA Council, along with candidates' answers (limited to 1000 words).
Executive Board ballot packages will be mailed to eligible members prior to February 27. Ballots will be counted on March 13, and the new Board members will take office March 27.
Contact one of the current Board members, a former Board member or a member of the Staff for more information on what is involved with being on the SPEEA Executive Board.
Take this opportunity to become involved!
Preparing for a layoff
As The Boeing Company
continues to announce and implement layoffs, employees can take
many steps to prepare for a personal cash crunch. Following is list
of suggestions financial experts advise employees to take during
Talk to the companies and people you owe money. Explain your situation to them. Credit card companies, credit unions, doctors and many others will usually be willing to negotiate a reduced payment schedule.
Take advantage of the any retraining or job-searching seminars that may be available. New skills will always help and the networking these programs provide is always good.
SPEEA Participation in a new Certification Process
By Pat Waters, Council Chair
Boeing, SPEEA and the FAA have been working for some time to develop a new certification process that will change the way our DER's work.
The airplane certification process was stable and reasonably well understood for many years. Around the time of the strike in early 2000, Boeing began a program of far-reaching process changes in the way we certify airplanes. Such changes are not normally reviewed in a public forum, and are not widely understood, even in the DER community. Some changes in our processes and procedures will address findings from FAA audits of Boeing certification processes in both Renton and Everett.
Last year Boeing formed an internal team, called the SafeAir Team, to develop a more efficient and flexible compliance process. Jeff Hawk, Director of Regulatory Compliance leads it for BCA. In late 2000, as one of the first actions by the Partnership Council, the SafeAir team expanded to include SPEEA's DER Concerns Committee representatives. Boeing and SPEEA-represented employees on the team work together to explore options and make recommendations to further our commitment to safety.
The working relationship is based on a foundation of mutual trust, respect, teamwork and efficient business practices. Some of our goals are to:
Of particular concern is the general shift of authority over compliance finding away from FAA specialists. The full version of that is called Organization Delegation Authorization (ODA). Under ODA, the FAA delegates technical decision-making to Boeing while the FAA audits the process Boeing uses to make the technical decisions. The FAA's current position is to grant ODA authority on a project-by-project basis. As new and/or revolutionary designs, such as the sonic cruiser come along, the FAA becomes more involved in the technical matters. In that capacity, they could delegate less authority to an ODA organization.
It is noteworthy that the FAA Aircraft Certification specialists and the Boeing DER's share many of the same concerns over potential problems with this potential shift in authority. Regular involvement by FAA specialists is necessary if the Aircraft Certification Service is to maintain a viable level of technical expertise in this dynamic industry. SPEEA is working with the National Air Traffic Controllers Association (NATCA) - the union now representing FAA Specialists - to seek a win-win situation for everyone involved.
Another concern is the possible weakened independence of compliance finders under the new certification process. We are also concerned that it will lead to diffusion of authority and reduction in oversight as our industry becomes more global and collaborative in design, repair and maintenance of aircraft.
Additional concerns are
maintaining the independence of DER's from schedule and program
pressures, and balancing public interest and business interests
as FAA specialists' switch from technical to audit functions. Also,
we will probably see vendors and suppliers assuming a lot of the
certification activity. This raises the question of responsibility
and delegated authority between and among suppliers, business partners
and regulatory agencies around
ODA status will depend on an established relationship of confidence and trust. That relationship will include workforce stability, organizational stability, well-documented robust processes, thorough process education, and demonstrated support from all levels of management.
It is essential that the new certification process for BCA ensure customer and public confidence in our product, especially in light of recent events. For that reason, SPEEA and Boeing share a mutual interest in preserving a robust certification process.
Southern California engineers worry about future of 717
LONG BEACH, CA - Leaders of the Southern California Professional Engineering Association (SCPEA) are rallying to keep production of the midrange 717 going after Boeing announced it was evaluating the future of the jetliner.
At the heart of the movement is an announcement by the Company last summer that it was penning an agreement with Russian's Sukhoi and Ilyushin aircraft companies to design and produce a similar aircraft.
Boeing trimmed 600 workers from the 717 line in August. More cuts were announced in October. The news comes just months after Boeing announced plans to design a new medium-range jetliner similar to the 717 in cooperation with Russian's Sukhoi and Ilyushin aircraft companies.
"At this critical time, we need to protect jobs in Southern California and protect jobs in this country," said Steve Dunham, president of SCPEA. "We are very disappointed that Boeing would trade away American jobs for the possibility of receiving some airplane orders sometime in the future."
SCPEA represents more than 4,000 engineers and other technical workers at Boeing's Huntington Beach and Long Beach factories where 717's are manufactured.
A contract between Boeing and the Russian partners was announced in June at the Le Bourget aerospace show in France. The announcement said the Russian companies look forward to "large sales all over the world." Boeing already operates a Design Center near Moscow. Today, about 600 technical workers work on various projects for Boeing in Moscow.
SPEEA is becoming increasingly concerned about the Moscow Design Center. The Company originally said the Design Center would take its share of cuts during a downturn. So far, no cuts have been announced for Moscow.
Boeing inherited the 717 aircraft design in its merger with McDonnell Douglas. The aircraft has never secured large sales. Union leaders said the Company has never mounted a strong sales campaign. The 717 seats 100 passengers and is considered a medium range aircraft. Derivatives capable of carrying from 60 to more than 100 passengers were originally planned but never carried out by Boeing. The aerospace giant plans to decide whether to continue the 717 or shut down its production by the end of the year. Just days after announcing the 717 was in jeopardy, the Company announced a new order from Midwest Express of up to 20 aircraft.
"The 717 is a good airplane," Dunham said. "It would have a good future if Boeing would stay committed to it."
If they're SPEEA-represented...YES!
The Company told a SPEEA member he could not use sick leave while on an approved leave of absence. He contacted the Everett SPEEA Office for assistance.
The member had accurately identified Article 6.3(d) of the contract (all SPEEA contracts in Puget Sound and Wichita), as allowing employees to use sick leave for a leave of absences. After making a couple of phone calls, the Contract Administrator (CA) corrected the situation with the Company.
It 's the responsibility of Council Reps and CAs to enforce the contract. However, it's impossible to enforce what is unknown. Had this member been unaware of the language, he would have been denied a contractual right. This is an example of why all represented employees should take time to familiarize themselves with the contract.
In an email to SPEEA the member noted: "The (Company Reps) thanked me for challenging them on this issue because they learned a lot and many more SPEEA folks will benefit as well. Thanks again."
The happy outcome in this situation was due to the joint efforts of the member and his Union. [MM]
SPEEA Does Make A Difference!
A member was recently referred to the SPEEA offices for assistance after receiving a downgrade of one level along with a significant drop in annual salary. Even more discouraging was that his ongoing job assignments did not change at all. This prompted the Contract Administrator's (CA) inquiries as to what was actually going on.
Approximately six months prior, the employee's manager assigned him as a temporary lead of his group. While in this capacity, management classified him at a higher level and pay associated with the "lead" duties he was performing. During the ensuing months, interviews were conducted for the open position, including this particular employee. His management readily acknowledged that he was the prime candidate for the position.
Then came the tragedy of September 11th. With the industry hurting, the Company chose to suspend all "requisitions," including this employee's bid for this position. To add insult to injury, they chose to take away his temporary grade and promotion money.
The Contract Administrator approached this matter similar to any grievance for reclassification. The employee prepared and supplied an Engineering Classification Worksheet (ECW) along with his Performance Management forms. While the CA was preparing the Step 3 grievance, he also chose to present the issue verbally to the Company's Union Relations focal. Based on this person's investigation, the Skill Team decided to restore the employee's grade and pay retroactively to the date they were changed.
SPEEA's involvement proved to be a "sanity check" for the Company. During the time immediately after September 11th, decisions and actions were made in haste. The deliberate process taken by the CA ensured that the correct outcome occurred for the employee. [BR]
SPEEA Makes A Difference!
Looking for a Job? Here's One Technique That's Working
by Robin Ryan
85% of all jobs are never advertised. 85%!! Most of these are good jobs with the better salaries that you seek. A networking technique called Informational Interviewing is a successful tool that job-hunters have used to find these unadvertised jobs. Many job hunters attending my job-search seminars are unfamiliar with it, but 63% of all new jobs were found through contacts last year. It's a valuable technique to learn and implement.
So how does it work? When Ken found out he was being laid off, he decided to use the opportunity to change careers. I advised him to talk to people who were actually doing the job he thought he'd like to do in order to assess the job duties and skills needed for the position. He interviewed several people and explored salary, educational requirements and the normal career track to get this kind of position. This process is called Basic Informational Interviewing, and allows you to gather knowledge to determine whether you want to change fields, enter a new field, or work in a specific industry. Ken was able to successfully use the information and contacts to help him land his new position in an entirely new field and industry. While some people use this technique to change careers, most simply use it to actually hunt for a job. You set up appointments with the people who have the power to hire you, in the organizations where you wish to work. This gives you the opportunity to learn, from your potential boss, their needs and the skills they value. Your conversations will help uncover job leads and important skills employers care about.
The best approach to obtaining an Informational Interview is to be honest, and start with a referral. Reassure the contact that you don't expect them to have a job opening or even know about a job, that you are simply looking for their guidance and input to help you better direct your job search. Also, be specific about the amount of time being requested. While an in-person meeting is ideal, 15 minutes on the telephone is most common, and e-mail is also an option. The drawback to email is that it makes smooth two-way communication difficult unless you use instant messaging (a great alternative if it's available.)
At the start of the meeting,
reintroduce yourself and your reason for contacting them. Summarize
your background and credentials in the first sixty seconds. This
will save time and allow you to ask specific questions and get the
answers you seek in the time allotted. Be sure to ask for referrals
to others you could contact. Do get suggestions on other companies
to approach. Some contacts will be more helpful than others. If
you go past the agreed upon time, offer to arrange a second meeting
(by phone) so as not to put the contact out today or cause them
to work overtime because you took too much of their time. And always,
send a handwritten thank you note immediately after the interview
meeting. Use this technique - you'll make good contacts, ones that
may lead you to land the perfect job.
Robin Ryan is a Seattle career coach, speaker & author of "60 Seconds & You're Hired!," "Winning Resumés," "Winning Cover Letters," and "24 Hours to Your Next Job, Raise or Promotion." She's appeared on NBC Nightly News and Oprah as well as in most major magazines and newspapers and helps thousands each year find more career satisfaction. You may purchase her books at a discount through SPEEA's offices. For more career articles, go to her website at: www.robinryan.com. Robin Ryan offers career counseling, resumé writing, interview coaching, salary negotiation, outplacement, and relocation services through personal telephone consultations. To obtain personal career coaching assistance, contact her at (425) 226.0414 for information on setting up an appointment.
RULES FOR CLASSIFIED ADS
Classified Advertising is provided free-of-charge to SPEEA members. The editor has full and final authority to make decisions concerning publication of each ad. SPEEA is not responsible for the authenticity or validity of ads or the quality of merchandise advertised in the SPOTLITE.
Ads are limited to 25 words or less, must be received by the 10th of the previous month and receive priority on a "first-come, first-serve" basis. To submit an ad, include your name, address, home and work phone numbers, and your clock number. Ads are published once and must be resubmitted for each subsequent monthly publication. No more than two ads per member can be accepted each month. Submit your completed ad by:
Classified advertising is also available on Boeing's internal web at http://classifieds.web.boeing.com
* = National Interest Items
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'85 Ford LTD, AT, AC, cruise, 95,500 miles with new engine at 45K. One owner, good cond. with recent $800 upgrade. $935 OBO. (206) 244-9894.
'99 Pontiac Grand Am GT, one owner, great condition, V6, AT, AC, CD, spoiler, sunroof, so much more! Scott (206) 669-1078.
'93 Plymouth Voyager LE, Excel Condition, 111K Miles, 7 pass, V6 3.0, Auto, FWD, AC, PS, PB, Pwr Locks, Roof Rack, AM/FM Cassette, Air Bag, New Tires,Trans. and Brake System, One owner, $4850.00 OBO. (425) 821-0386 OR (425) 753-2231
'94 Chevrolet S10 Xcab LS, automatic, 4.3L, Vortec V6, AM/FM/CASS, tow package, excellent condition, 66K miles, $6,600. Call Mike (253) 639-7359 after 5:30 pm and weekends.
Stereo Kenwood rack system - 5 CD, 2 tape, surround sound, 125W/channel. Plays and sounds well. Paid $1000, sell for $400. (425) 356-7194.
Pfaff sewing machine #6122 Tipmatic. Features fancy stitching, embroidery, monograms, quilting... $700 in original packaging. Never used. Call (253) 859-5288. Wow the seamstress in your life!
Over sized upright freezer, $65.00. (253) 941-457
42' Ketch rig Sailboat. Great live aboard. Proven cruiser. Bill Garden design. Oak & Mahogany, beautiful teak interior. Sleeps 6. Full kitchen, head, shower, hot water. 45hp Volvo diesel. Located Lake Union, Seattle. Keith Helm 425-402-0861 email@example.com
1940's bedroom set (Waterfall). Bed/mattress (head and foot). 5 drawer chest. Vanity with mirror. Good condition, ready for refinishing or use as is. $350. (206) 932-8584.
Baby crib (bottom drawer, firm mattress) and changing table (2 shelves, 1 drawer) set. Rounded bleached wood, excellent condition. Great price: org $800, sale $300. Kathy, firstname.lastname@example.org, (425) 488-2280.
Solid Oak Dining Room Suite: 53" round table w/24" leaf; 4 side/2 armchairs; 66" lighted hutch/buffet: $1500. Oak coffee table and 2 end tables: $250. Overstuffed sofa/loveseat: $400. (425) 836-0496.
Ladies Schwinn bike, helmet, panniers, little tool kit, $67.00. (253) 941-0457.
Go-cart, great condition $550.00. (253) 891-1355.
* Guillows or Sterling unassembled balsa and tissue WW1 model airplane kits. (425) 482-6749.
* "GERMAN WAR SOUVENIRS" from WWI & WWII. Top cash for Authentic Items. What do you have or know of ? Call Ron (425) 432-3282.
* Discount prescription drug service. Prescriptions delivered by registered mail. Save up to 70%. Call Laurence DeShields at (206) 650-7507 or (253) 942-9270.
Rainbow Party Games, Lazer Tag & Karaoke Rentals. Unique entertainment for a memorable event! Call for more information: (253) 566-6891.
Bellydance with internationally known artist, Saqra. Performances or instruction. www.saqra.net or (253) 813-8580 for information.
Professional wedding photographer will develop and print film, and deliver BOTH proofs and negatives for the set price of $1,000. Sarah Church, (253) 946-6950.
Infant through preschool age childcare in Federal Way. Stay at home grandmother, with years of experience, located close to Interstate 5. References and very affordable! (253) 941-4624.
* Want to be a stay at home mom or dad? Looking for part time individuals to train who can work from home. Must be motivated, professional, possess good people skills, and coachable. Call Ron (253) 445-8967.
FREE Financial Needs Analysis from Primerica, a subsidiary of CitiGroup.Organize and prioritize your goals. Layoff insurance on your mortgage. Call Stephanie Curtis toll free at 1-866-651-1024 and mention this ad.
* Want Additional Money To Live More Comfortably? Work At Home, we make it OUR goal to help you reach YOUR financial goals. If you want to work at home for a legitimate company, Call Deby (253) 445-8967.
Put yourself in charge and get paid for helping others with Primerica Financial Services, a subsidiary of CitiGroup. All training provided. Call Stephanie Curtis toll free at 1-866-651-1024 and mention this ad.
rate: $2 per year, $2 of the annual membership dues is paid as a year's subscription
to the SPEEA SPOTLITE.
r, Robbi Alberts
Art Direction, Wayne Schwisow
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