text:
As soon as my daughter turned 14, she absolutely refused to go shopping with me. At first I thought it was because I like to hum along with the mall music. But she says it is because I embarrass her when I interrogate assistant store managers about how they are paidmore precisely, how their pay compares to that of the stock clerks, managers, and regional managers in the same company. My daughter claims I do this everywhere I go. Compensationitis, she calls it. And I know its contagious, because a colleague grills his seatmates on airplanes. Hes learned the pay rates for American Airlines captains who pilot Boeing 737s versus those who pilot the A330 Airbus. How does any organization go about valuing work? The next time you go to the supermarket, check out the different types of work there: store manager, produce manager, front-end manager, deli workers, butchers, stock clerks, checkout people, bakers the list is long, and the work surprisingly diverse. If you managed a supermarket, how would you value work? But be carefulcompensationitis is contagious, and it can embarrass your friends. This chapter and the next one discuss techniques used to value work. Both chapters focus on how-tothe specific steps involved. Job evaluation techniques are discussed in this chapter. Person-based techniques, both skill-based and competency-based, are discussed in Chapter 6. All these techniques are used to design pay structures that will influence employee behavior and help the organization sustain its competitive advantage.
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Person Based
Job Based PURPOSE Collect, summarize work Job analysis content information Job descriptions
(Chapter 4)
(Chapter 6)
(Chapter 6)
Job evaluation: classes or compensable factors (Chapter 5) Factor degrees and weighting (Chapter 5) Job-based structure (Chapter 5)
organizational culture, and the external market. This potential to blend organizational forces and external market forces is both a strength and a challenge of job evaluation.
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Assumptions Underlying Different Views of Job Evaluation
Aspect of Job Evaluation Assessment of job content Assessment of relative value External market link Measurement Negotiation
Assumption Content has intrinsic value outside external market. Stakeholders can reach consensus on value. Value cannot be determined without external market. Honing instruments will provide objective measures. Negotiating brings rationality to a social/political process; establishes rules of the game and invites participation.
Determining an Internally Aligned Job Structure
Internal Alignment: Work Relationships within the Organization Job Analysis Job Description Job Evaluation Job Structure
Some Major Decisions in Job Evaluation Establish purpose of evaluation. Decide whether to use single or multiple plans. Choose among alternative approaches. Obtain involvement of relevant stakeholders. Evaluate plans usefulness.
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caps x3
structures. Many employers design different evaluation plans for different types of work. They do so because they believe that the work content is too diverse to be usefully evaluated by one plan. For example, production jobs may vary in terms of manipulative skills, knowledge of statistical quality control, and working conditions. But these tasks and skills may not be relevant to engineering and finance jobs. Rather, the nature of the contacts with customers may be relevant. Consequently, a single, universal plan may not be acceptable to employees or useful to managers if the work covered is highly diverse. Even so, there are some plans that have been successfully applied across a wide breadth and depth of work. The most prominent examples include the Hay plan (more on this later) and the position analysis questionnaire (discussed in Chapter 4).
Diversity in the work can be thought of in terms of depth (vertically) and breadth (horizontally). The depth of work in most organizations probably ranges from strategic leadership jobs (CEOs, general directors) to the filing and mail distribution tasks in entry-level office jobs. Horizontally, the breadth of work depends on the nature of business. Relatively similar work can be found in specialty consulting firms (e.g., compensation or executive search firms). The breadth of work performed in some multinational conglomerates such as General Electric mirrors the occupations in the entire nation. GE includes jobs in businesses spanning financial services, entertainment (NBC), aircraft engines, medical instruments, power systems, and home appliances. Typically, a job evaluation plan is developed using benchmark jobs, and then the plan is applied to the remaining nonbenchmark jobs. Selecting benchmark jobs from each level ensures coverage of the entire work domain, thus helping to ensure the accuracy of the decisions based on the job evaluation. The number of job evaluation plans used hinges on how detailed an evaluation is required to make pay decisions and how much it will cost. There is no ready answer to the question of one plan versus many. Current practice (not always the best answer for the future, since practice is based on the past) is to use separate plans for major domains of work: top-executive/leadership jobs, managerial/professional jobs, operational/technical jobs, and office/administrative jobs. Open the door on some organizations and you will find additional plans for sales, legal, engineers/scientists, and skilled trades. The costs associated with all these plans (including time) give impetus to the push to simplify job structures (reduce titles and levels). Some employers, notably HewlettPackard, simplify by using a single plan with a core set of common factors for all jobs and additional factors specific to particular occupational or functional areas (finance, manufacturing, software and systems, sales).
Disadvantage Cumbersome as number of jobs increases. Basis for comparisons is not called out. Descriptions may leave too much room for manipulation. Can become bureaucratic and rule-bound.
Classification Point
Can group a wide range of work together in one system. Compensable factors call out basis for comparisons. Compensable factors communicate what is valued.
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Ranking simply orders the job descriptions from highest to lowest based on a global definition of relative value or contribution to the organizations success. Ranking is simple, fast, and easy to understand and explain to employees; it is also the least expensive method, at least initially. However, it can create problems that require difficult and potentially expensive solutions because it doesnt tell employees and managers what it is about their jobs that is important. Two ways of ranking are common: alternation ranking and paired comparison. Alternation ranking orders job descriptions alternately at each extreme. Agreement is reached among evaluators on which jobs are the most and least valuable (i.e., which is a 10, which is a 1), then the next most and least valued (i.e., which is a 9, which is a 2), and so on, until all the jobs have been ordered. The paired comparison method uses a matrix to compare all possible pairs of jobs. Exhibit 5.7 shows that the higher-ranked job is entered in the cell of the matrix. When all comparisons have been completed, the job most frequently judged more valuable becomes the highest-ranked job, and so on. EXHIBIT 5.6
Primary Method of Job Evaluation
Source: World at Work, Job Evaluation and Market-Pricing Practices, February 2009.
What is the primary method of job evaluation used by your organization? Market Pricing Senior Management Middle Management Professional Sales Administrative Production 75% 70% 69% 72% 67% 68% Point Factor 14% 18% 18% 16% 19% 17% All Other 11% 12% 13% 12% 14% 15%
Note: All Other includes ranking, paired-comparison, and job component methods. Number of respondents ranged from 947 to 1,120 organizations.
Total favorable comparisons: Shear operator: 3 Electrician: 4 Punch press operator: 2 Master welder: 5 Grinder: 1 Receiving clerk: 0
Resulting rank: Master welder Electrician Shear operator Punch press operator Grinder Receiving clerk
Shear operator
Alternation-ranking and paired-comparison methods may be more reliable (produce similar results consistently) than simple ranking. Nevertheless, ranking has drawbacks. The criteria on which the jobs are ranked are usually so poorly defined, if they are specified at all, that the evaluations become subjective opinions that are impossible to justify in strategic and work-related terms. Further, evaluators using this method must be knowledgeable about every single job under study. The numbers alone turn what should be a simple task into a formidable one50 jobs require 1,225 comparisons and as organizations change, it is difficult to remain knowledgeable about all jobs. Some organizations try to overcome this difficulty by ranking jobs within single departments and merging the results. However, even though the ranking appears simple, fast, and inexpensive, in the long run the results are difficult to defend and costly solutions may be required to overcome the problems created.
Picture a bookcase with many shelves. Each shelf is labeled with a paragraph describing the kinds of books on that shelf and, perhaps, one or two representative titles. This same approach describes the classification method of job evaluation. A series of classes covers the range of jobs. Class descriptions are the labels. A job description is compared to the class descriptions to decide which class is the best fit for that job. Each class is described in such a way that the label captures sufficient work detail yet is general enough to cause little difficulty in slotting a job description onto its appropriate shelf or class. The classes may be described further by including titles of benchmark jobs that fall into each class. Determining the number of classes and writing class descriptions to define the boundaries between each class (e.g., how many bookshelves and what distinguishes each from the otherfiction, nonfiction, mysteries, biographies, etc.) are something of an art form. One way to begin is to find the natural breaks or changes in the work content. At Lockheed, the engineering work discussed in previous chapters has obvious natural breaks between engineers (individual contributors) and lead engineers (responsible for overall projects). But how many classes within each of these make sense? Exhibit 5.8
Engineer 1
Participates in development, testing, and documentation of software programs. Performs design and analysis tasks as a project team member. Typical minimum requirements are a bachelors degree in a scientific or technical field or the equivalent and up to two years of experience.
shows classifications used by Clark Consulting to conduct salary surveys of engineering salaries at many different employers. Managerial work includes three classes, while there are five classes of individual contributors. Information to guide the writing of class descriptions can come from managers, job incumbents, job descriptions, and career progression considerations. Writing class descriptions can be troublesome when jobs from several job families are covered by a single plan. Although greater specificity of the class definition improves the reliability of evaluation, it also limits the variety of jobs that can easily be classified. For example, class definitions written with sales jobs in mind may make it difficult to slot office or administrative jobs and vice versa. One issue with the job classification method is that trying to include a diverse set of jobs in one class can result in vagueness of job descriptions, leaving a lot of room for judgment.6 Including titles of benchmark jobs for each class can help make the descriptions more concrete. In practice, with a classification method, the job descriptions not only are compared to the class descriptions and benchmark jobs but also can be compared to each other to be sure that jobs within each class are more similar to each other than to jobs in adjacent classes. The end result is a job structure made up of a series of classes with a number of jobs in each. All these comparisons are used to ensure that this structure is based on the organization strategy and work flow, is fair, and focuses behaviors on desired results. The jobs within each class are considered to be equal (similar) work and will be paid equally. Jobs in different classes should be dissimilar and may have different pay rates. The Wall Street Journal once compiled a list of the 10 most unusual U.S. government jobs. It included Smokey Bears manager, a Supreme Court seamstress (job responsibility: keeping the Supremes in stitches), a gold stacker, condom tester, currency reconstructor, and Air Force art curator. The Office of Personnel Management publishes The Classifiers Handbook (45 pages) and Introduction to the Position Classification Standards (73 pages), which together provide instructions on how to classify jobs into the General Schedule.7 Visit the site to discover the level of detail in the governments approach. Contrast that with Big Blue (IBM), which puts its complete classification plan on a single page.
Point Method
Point methods have three common characteristics: (1) compensable factors, with (2) factor degrees numerically scaled, and (3) weights reflecting the relative importance of each factor.8 Each jobs relative value, and hence its location in the pay structure, is determined by the total points assigned to it. Point plans are the most commonly used job evaluation approach in the United States and Europe. They represent a significant change from ranking and classification methods in that they make explicit the criteria for evaluating jobs: compensable factors.9 Compensable factors are based on the strategic direction of the business and how the work contributes to these objectives and strategy. The factors are scaled to reflect
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the degree to which they are present in each job and weighted to reflect their overall importance to the organization. Points are then attached to each factor weight. The total points for each job determine its position in the job structure. There are eight steps in the design of a point plan. 1. 2. 3. 4. 5. 6. 7. 8. Conduct job analysis. Determine compensable factors. Scale the factors. Weight the factors according to importance. Select criterion pay structure. Communicate the plan and train users. Apply to nonbenchmark jobs. Develop online software support.
To select compensable factors, an organization asks itself, What is it about the work that adds value? One company chose decision making as a compensable factor. As shown in Exhibit 5.9, the definition of decision making is three-dimensional: (1) the risk and complexity (hence the availability of guidelines to assist in making the decisions), (2) the impact of the decisions, and (3) the time that must pass before the impact is evident. In effect, this firm determined that its competitive advantage depends on decisions employees make in their work. And the relative value of the decisions depends on their risk, their complexity, and their impact on the company. Hence, this firm is signaling to all employees that jobs will be valued based on the nature of the decisions required by employees in those jobs. Jobs that require riskier decisions with greater impact have a higher relative worth than jobs that require fewer decisions with less consequence.
Compensable Factor Definition: Decision Making Evaluates the extent of required decision making and the beneficial or detrimental effect such decisions would have on the profitability of the organization. Consideration is given to the: Risk and complexity of required decision making Impact such action would have on the company
What type of guidelines are available for making decisions? ____ 1. Few decisions are required; work is performed according to standard procedures and/or detailed instructions. ____ 2. Decisions are made within an established framework of clearly defined procedures. Incumbent is only required to recognize and follow the prescribed course of action. ____ 3. Guidelines are available in the form of clearly defined procedures and standard practices. Incumbent must exercise some judgment in selecting the appropriate procedure. ____ 4. Guidelines are available in the form of some standard practices, well-established precedent, and reference materials and company policy. Decisions require a moderate level of judgment and analysis of the appropriate course of action. ____ 5. Some guidelines are available in the form of broad precedent, related practices, and general methods of the field. Decisions require a high level of judgment and/or modification of a standard course of action to address the issue at hand. ____ 6. Few guidelines are available. The incumbent may consult with technical experts and review relevant professional publications. Decisions require innovation and creativity. The only limitation on course of action is company strategy and policy.
What is the impact of decisions made by the position? ____ 1. Inappropriate decisions, recommendations, or errors would normally cause minor delays and cost increments. Deficiencies will not affect the completion of programs or projects important to the organization. ____ 2. Inappropriate decisions, recommendations, or errors will normally cause moderate delays and additional allocation of funds and resources within the immediate work unit. Deficiencies will not affect the attainment of the organizations objectives. ____ 3. Inappropriate decisions, recommendations, or errors would normally cause considerable delays and reallocation of funds and resources. Deficiencies will affect scheduling and project completion in other work units and, unless adjustments are made, could affect attainment of objectives of a major business segment of the company. ____ 4. Inappropriate decisions, recommendations, or errors would normally affect critical programs or attainment of short-term goals for a major business segment of the company. ____ 5. Inappropriate decisions, recommendations, or errors would affect attainment of objectives for the company and would normally affect long-term growth and public image.
The effectiveness of the majority of the positions decisions can be measured within: ____ 1. One day. ____ 2. One week. ____ 3. One month. ____ 4. Six months. ____ 5. One year. ____ 6. More than a year.
Source: From Jill Kanin-Lovers, The Role of Computers in Job Evaluations: A Case in Point, Journal of Compensation and Benefits, 1985. Reprinted with permission of Thomson Reuters.
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To be useful, compensable factors should be Based on the strategy and values of the organization. Based on the work performed. Acceptable to the stakeholders affected by the resulting pay structure.
This factor concerns the multinational scope of the job. Multinational responsibilities are defined as line or functional managerial activities in one or several countries. 1. The multinational responsibilities of the job can best be described as: A. Approving major policy and strategic plans. B. Formulating, proposing, and monitoring implementation of policy and plans. C. Acting as a consultant in project design and implementation phases. D. Not applicable. 2. Indicate the percentage of time spent on multinational issues: A. 50% B. 2549% C. 1024% D. 10% 3. The number of countries (other than your unit location) for which the position currently has operational or functional responsibility: A. More than 10 countries B. 5 to 10 countries C. 1 to 4 countries D. Not applicable
evaluation plan. In this example, multinational responsibilities are defined in terms of the type of responsibility, the percent of time devoted to international issues, and the number of countries covered. Do you suppose that managers at 3M or P&G got raises when Czechoslovakia, Yugoslavia, and the Soviet Union rearranged themselves into a greater number of smaller, independent countries? Factors may also be eliminated if they no longer support the business strategy. The railway company Burlington Northern revised its job evaluation plan to omit the factor number of subordinates supervised. It decided that a factor that values increases to staff runs counter to the organizations objective of reducing bureaucracy and increasing efficiency. Major shifts in the business strategy are not daily occurrences, but when they do occur, compensable factors should be reexamined to ensure they are consistent with the new directions.10
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those of the National Metal Trades Association (NMTA) and NEMA, and the Steel Plan, were developed for manufacturing and/or office jobs. Since then, point plans have also been applied to managerial and professional jobs. The National Compensation Survey (NCS), available from the U.S. Bureau of Labor Statistics (BLS), uses as compensable factors knowledge, job controls/complexity, contacts, physical environment, and can be applied to a wide range of jobs. The NCS can be used by employers to match their jobs to jobs in the (free and publicly available) BLS pay surveys.12 The Hay Group Guide ChartProfile Method SM, used by more than 8,000 employers worldwide (including 150 of the 500 largest U.S. corporations), is perhaps the most widely used. This methodology considers work to be a process in which knowledge/ skill/ability is applied to various issues and challenges in order to create an output that is of value to the organization (see Exhibit 5.11). The three Hay factorsknow-how, problem solving and accountabilityuse Guide Charts to quantify the requirement for each factor in more detail. Exhibit 5.12 summarizes the basic definitions of the three Hay factors. A fourth factor, working conditions, can be applied where appropriate or required by law. In Exhibit 5.13, the Hay factor Know-How is considered in terms of the depth and breadth of specialized knowledge (A to H scale) required, the amount of managerial capability to plan/organize/coordinate/integrate resources to achieve results (T to V scale), and the degree of communicating and influencing skills required to achieve results through interacting with others (1 to 3 scale). The cell that corresponds to the right level of all three dimensions for the job being evaluated is located on the Guide Chart and this gives the points allocated for this factor. In the exhibit, the Factory Manager gets 400 points for Know-How. A similar process utilizes Guide Charts for Problem Solving and Accountability to determine the points for those factors which leads to a total point score for the job.
To achieve this end result, jobholders must address problems, create, analyze, and apply judgment
The jobholder requires knowledge and experience consistent with the scale and complexity of the result to be achieved Know-How
The Hay Group method uses three universal compensable elements to measure the relative size of jobs
Know-how: the sum total of all knowledge and skill, however acquired, required to do the job competently. Know-How typically has three dimensions: Practical, technical, and specialized knowledge & skill (includes depth and breadth) Planning, organizing, coordinating and integrating knowledge Communicating and influencing skills Problem solving: measure the nature and complexity of the issues and challenges that the job has to face. Problem Solving typically has two dimensions: Environmentthe availability of guidance for the thinking in terms of policies, procedures, guidelines and instructions, along with the degree of definition around the problems Challengethe inherent complexity of the issues and the thought process required Accountability: the measured impact that the job is designed to have on the success of the enterprise Accountability typically has two dimensions: Freedom to Actthe delegated authority vested in the job to act, approve or make decisions Impactthe magnitude and nature of the impact that the job has on the organizations ability to achieve its mandate
Planning, Organizing, Coordinating and Integrating
T. Task
Professional /Technical Skills & Knowledge
I. Minimal
50 57 66 66 76 87 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350
II. Related
66 76 87 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460
III. Diverse
87 100 115 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460 460 528 608
IV. Broad
115 132 152 152 175 200 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800
V. Total
152 175 200 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800 800 920 1056
43 50 57 57 66 76 76 87 100 100 115 132 132 152 175 175 200 230 230 264 304
50 57 66 66 76 87 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350
57 66 76 76 87 100 100 115 132 132 152 175 175 200 230 230 264 3047 304 350 400
66 76 87 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460
76 87 100 100 115 132 132 152 175 175 200 230 230 264 304 304 350 400 400 460 528
87 100 115 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460 460 528 608
100 115 132 132 152 175 175 200 230 230 264 304 304 350 400 400 460 528 528 608 700
115 132 152 152 175 200 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800
132 152 200 175 200 230 230 264 304 304 350 400 400 460 528 528 608 700 700 800 920
152 175 200 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800 800 920 1056
175 200 230 200 264 304 304 350 400 400 460 528 528 608 700 700 800 920 920 1056 1216
200 230 264 264 304 350 350 400 460 460 528 608 608 700 800 800 920 1056 1056 1216 1400
B Elementary Vocational C
F Seasoned
G Specialized Mastery
38 43 50 50 57 66 66 76 87 87 100 115 115 132 152 152 175 200 200 230 264
Factory Manager
VP Operations
AC Total
AC Total
= unlikely combination
Source: Copyright 2004 Hay Acquisition Company I, Inc. All rights reserved
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Factor Scaling National Metal Trades Association
1. Knowledge This factor measures the knowledge or equivalent training required to perform the position duties. 1st Degree Use of reading and writing, adding and subtracting of whole numbers; following of instructions; use of fixed gauges, direct reading instruments, and similar devices; where interpretation is not required. 2nd Degree Use of addition, subtraction, multiplication, and division of numbers including decimals and fractions; simple use of formulas, charts, tables, drawings, specifications, schedules, wiring diagrams; use of adjustable measuring instruments; checking of reports, forms, records, and comparable data; where interpretation is required. 3rd Degree Use of mathematics together with the use of complicated drawings, specifications, charts, tables; various types of precision measuring instruments. Equivalent to 1 to 3 years applied trades training in a particular or specialized occupation. 4th Degree Use of advanced trades mathematics, together with the use of complicated drawings, specifications, charts, tables, handbook formulas; all varieties of precision measuring instruments. Equivalent to complete accredited apprenticeship in a recognized trade, craft, or occupation; or equivalent to a 2-year technical college education. 5th Degree Use of higher mathematics involved in the application of engineering principles and the performance of related practical operations, together with a comprehensive knowledge of the theories and practices of mechanical, electrical, chemical, civil, or like engineering field. Equivalent to completing 4 years of technical college or university education.
Most factor scales consist of four to eight degrees. In practice, many evaluators use extra, undefined degrees such as plus and minus around a scale number. So what starts as a 5-degree scale1, 2, 3, 4, 5ends up as a 15-degree scale, with 1, 1, 1, 2, 2, 2, and so on. The reason for adding plus/minus is that users of the plan believe more degrees are required to adequately differentiate among jobs. If we are trying to design 15 levels into the job structure but the factors use only three or five degrees, such users may be right.15 However, all too often inserting pluses and minuses gives the illusion of accuracy of measurement that is simply not the case. Another major issue in determining degrees is whether to make each degree equidistant from the adjacent degrees (interval scaling). For example, the difference between the first and second degrees in Exhibit 5.14 should approximate the difference between the fourth and fifth degrees, since the differences in points will be the same. In contrast, the intervals in the U.S. government plan range from 150 to 200 points.
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The following criteria for scaling factors have been suggested: (1) Ensure that the number of degrees is necessary to distinguish among jobs, (2) use understandable terminology, (3) anchor degree definitions with benchmark-job titles and/or work behaviors, and (4) make it apparent how the degree applies to the job.
Check one: Compensable Factors Skill: (40%) Mental Experience Effort: (30%) Physical Mental Responsibility: (20%) Effect of Error Inventiveness/ Innovation Working Conditions: (10%) Environment Hazards Degree 1 2 3 4 5 x
4 degrees of mental skill times 20 equals 80 points, and 3 degrees of experience times 20 equals another 60 points.17
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be created or reevaluate jobs whose work content has changed. They may also be part of panels that hear appeals from murmuring employees.
Who Typically Conducts the Job Evaluation? Compensation Analyst Compensation Manager 45% 27% Consultant 33% 3% Senior Management 13% 2% Employee Committee 3% 4%
22% 64%
Source: World at Work, Job Evaluation and Market-Pricing Practices, February 2009. Note: Number of respondents ranged from 911 to 1,119 organizations.
e-Compensation O*Net, the Occupational Information Network, is the U.S. Department of Labors database that identies and describes occupations; worker knowledge, skills, and abilities; and workplace requirements for jobs across the country in all sectors of the economy. For more information, visit O*Nets website: www.onetcenter.org. How can public sector agencies use this information? Go to an occupation that is of interest to you. Compare the information offered by the Department of Labor to the job-opening descriptions you looked at for specic companies (Chapter 4s e-Compensation). Why are they different? What purpose does each serve?
Appeals/Review Procedures
No matter what the technique, no job evaluation plan anticipates all situations. It is inevitable that some jobs will be incorrectly evaluatedor at least employees and managers may suspect that they were. Consequently, review procedures for handling such cases and helping to ensure procedural fairness are required. In the past, the compensation manager handled reviews, but increasingly teams of managers and even peers are used. Sometimes these reviews take on the trappings of formal grievance procedures (e.g., documented complaints and responses and levels of approval). Problems may also be handled by managers and the employee relations generalists through informal discussions.24 When the evaluations are completed, approval by higher levels of management is usually required. An approval process helps ensure that any changes that result from evaluating work are consistent with the organizations operations and directions.
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Managerial Group
Technical Group
Administrative Group
Vice Presidents Division General Managers Managers Project Leaders Supervisors Job Evaluation
Head/Chief Scientist Senior Associate Scientist Associate Scientist Scientist Technician Competency Based
Packer Materials Handler Inspector II Assembler II Drill Press Operator Rough Grinder Machinist I Coremaker Skill Based
Administrative Assistant Principal Administrative Secretary Administrative Secretary Word Processor Clerk/Messenger Job Evaluation
(Chapter 6). The manufacturing plan was negotiated with the union. The exhibit illustrates the results of evaluating work: structures that support a policy of internal alignment. Organizations commonly have multiple structures derived through multiple approaches that apply to different functional groups or units. Although some employees in one structure may wish to compare the procedures used in another structure with their own, the underlying premise in practice is that internal alignment is most influenced by fair and equitable treatment of employees doing similar work in the same skill/knowledge group.
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Your Turn
Rather than wait until you are next in a supermarket to check out the different types of work, we brought some of the jobs at Whole Foods Market to you. Now that you have some background in job evaluation, it is time to try it out. As a first step, Whole Foods has done job analysis and prepared job descriptions. The results are shown below. Now a job structure is needed. The manager has assigned this job to you. 1. Divide into teams of four to six each. Each team should evaluate the jobs and prepare a job structure based on its evaluation. Assign titles to each job, and show your structure by title and job letter. A broad hint: Recall from our discussion of Whole Foods business and pay strategy that teams play an important role. 2. Your team should describe the process it went through to arrive at that job structure. The job evaluation techniques and compensable factors used should be described, and the reasons for selecting them should be stated. 3. Each team should give each job a title and put its job structure on the board. Comparisons can then be made among job structures of the various teams. Does the job evaluation method used appear to affect the results? Do the compensable factors chosen affect the results? Does the process affect the results? 4. Evaluate the job descriptions. What parts of them were most useful? How could they be improved? JOB A (Team Member, Deli)28 Kind of Work Provide excellent customer service. Follow and comply with all applicable health and sanitation procedures. Prepare food items: sandwiches, slice deli meats and cheeses. Prepare items on station assignment list and as predetermined. Stock and rotate products, stock supplies and paper goods in a timely basis; keep all utensils stocked. Check dates on all products in stock to ensure freshness and rotate when necessary. Use waste sheets properly, as directed. Operate and sanitize all equipment in a safe and proper manner. Comply with and follow Whole Foods Market Safety Procedures. Follow established Weights and Measures procedures (tares). Answer the phone and pages to department quickly and with appropriate phone etiquette. Practice proper use of knives, slicer, trash compactor, baler (must be 18 years of age or older), and all other equipment used during food preparation and cleanup. Perform other duties as assigned, and follow through on supervisor requests in a timely manner. Requirements Some deli experience preferred. Clear and effective communicator. Patient and enjoys working and mentoring people. Ability to perform physical requirements of position. Ability to learn proper use of knives, slicer, baler (must be 18 years of age or older) and all other equipment used during food preparation and cleanup. Ability to work well with others as a team. Knowledge of all relevant Whole Foods Market policies and standards. Understands and can communicate quality goals to customers.
JOB B (Cashier) Kind of Work Assist and focus on customers during entire checkout process. Perform all cash register functions according to established procedures. Maintain a positive company image by providing courteous, friendly, and efficient customer service. Check out customer groceries efficiently and accurately. Pass entry-level PLU code test. Maintain a professional demeanor at all times. Stock registers with supplies as needed. Follow proper check-receiving procedure. Clean, stock, and detail front-end area with special attention to own register. Change journal tapes and ribbon as needed. Walk produce department at the beginning of every shift to identify and learn new produce codes. Comply with all posted state health and safety codes. Requirements Excellent communication skills necessary for good customer and team relations. Ability to work well with others. Ability to learn proper use of baler (must be 18 or older). Desire to learn and grow. Ability to work in a fast-paced environment, with a sense of urgency. Understanding the importance of working as a team. Good math skills. Patience. JOB C (Team Leader, Prepared Foods) Kind of Work Reports to store team leader and to associate store team leader. Provides overall management and supervision of the Prepared Foods Department. Responsible for team member hiring, development, and terminations. Also responsible for profitability, expense control, buying/merchandising, regulatory compliance, and special projects as assigned. Complete
accountability for all aspects of department operations. Consistently communicate and model Whole Foods vision and goal. Interview, select, train, develop, and counsel team members in a manner that builds and sustains a high-performing team and minimizes turnover. Make hiring and termination decisions with guidance of store team leader. Establish and maintain a positive work environment. Manage inventory to achieve targeted gross profit margin. Manage the ordering process to meet Whole Foods Market quality standards. Maintain competitive pricing and achieve targeted sales. Establish and maintain positive and productive vendor relationships. Develop and maintain creative store layout and product merchandising in support of regional and national vision. Establish and maintain collaborative and productive working relationships. Model and cultivate effective inter-department and inter-store communication. Provide accurate, complete information in daily, weekly, monthly, annual, and ad hoc management reports. Maintain comprehensive knowledge of, and ensure compliance with, relevant regulatory rules and standards. Requirements Two years relevant experience as a team leader, assistant team leader, supervisor, or buyer. Thorough knowledge of products, buying, pricing, merchandising, and inventory management. Excellent verbal and written communication skills. Strong organizational skills. Knowledge of all relevant Whole Foods Market policies and standards. Computer skills. JOB D (Team Member, Prepared Foods) Kind of Work Perform all duties and responsibilities of Prepared Foods Team Member. Provide excellent
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customer service. Assist team leader in nightly team operations. Report all actions of team members that violate policies or standards to the team leader or associate team leader. Mentor and train team members. Maintain quality standards in production and counter display. Comply with all applicable health and safety codes. Help implement and support all regional programs. Requirements Minimum 6 months retail food production experience, or equivalent. Overall knowledge of both front and back of the house operations. Comprehensive product knowledge. Comprehensive knowledge of quality standards. Excellent organizational skills. Excellent interpersonal skills, and ability to train others. Demonstrated decision-making ability, and leadership skills. Ability to perform physical requirements of position. Able to work a flexible schedule based on the needs of the store. JOB E (Team Member, Kitchen) Kind of Work Performs all duties related to dishwashing: unloading kitchen deliveries and cleaning all dishes, utensils, pots, and pans. May be prep work. Maintain food quality and sanitation in kitchen. Maintain a positive company image by being courteous, friendly, and efficient. Wash and sanitize all dishes, utensils, and containers. Assist with proper storage of all deliveries. Rotate and organize products. Perform prep work as directed. Provide proper ongoing maintenance of equipment. Maintain health department standards when cleaning and handling food. Perform deep-cleaning tasks on a regular basis. Take out all of the garbage and
recycling materials. Sweep and wash floors as needed. Requirements Entry-level position. Able to perform physical requirements of job. Practices safe and proper knife skills. Ability to work box baler (must be 18 years of age or older). Works well with others and participates as part of a team. JOB F (Team Member II, Stock and Display) Kind of Work Performs all functions related to breaking down deliveries and moving back stock to floor. Assists in organizing and developing promotional displays; maintains back room, training entry-level grocery clerks. Trained and capable of operating any of the subdepartments as needed. Maintains and ensures retail standards during their shift. Responsible for implementing teams break schedule. Performs all duties and responsibilities of grocery team member. Builds displays and requests appropriate signage. Supervises shiftto ensure standards are maintained. Implements break schedule for shift. Responsible for problem solving in team leader or associate team leaders absence. Fully responsible for completion of all opening or closing checklists. Responsible for checking in deliveries. Requirements Minimum one-year retail grocery experience, or equivalent. Proficient in math skills (addition, subtraction, multiplication, and division). Ability to perform physical requirements of position. Ability to properly use baler (must be 18 years of age or older). Able to direct team members and implement break schedule. Ability to work well with others.
JOB G (Associate Team Leader, Prepared Foods) Kind of Work Reports directly to Prepared Foods Team Leader. Assists in overall management and supervision of the Prepared Foods Department. Can be responsible for team member hiring, development, and terminations. Also responsible for profitability, expense control, buying/merchandising, regulatory compliance, and special projects as assigned. Complete accountability for all assigned aspects of department operations. Consistently communicate and model Whole Foods vision and goals. Assist in the interview, selection, training, development, and counseling of team members in a manner that builds and sustains a highperforming team and minimizes turnover. Discuss hiring and termination decisions with guidance of others. Establish and maintain a positive work environment. Manage inventory to achieve targeted gross profit margin. Manage the ordering process to meet Whole Foods Market quality standards, maintain competitive pricing, and achieve targeted sales. Develop and maintain creative store layout and product merchandising in support of regional and national vision. Establish and maintain collaborative and productive working relationships. Model and cultivate effective interdepartment and inter-store communication. Provide accurate, complete information in daily, weekly, monthly, annual, and ad hoc management reports. Maintain comprehensive knowledge of, and ensure compliance with, relevant regulatory rules and standards. Requirements One to two years of department experience, or industry equivalent. Analytical ability and proficiency in math needed to calculate margins, monitor profitability, and manage inventory. Clear and effective communicator. Patient and enjoys working and mentoring people.
Strong organizational skills. Knowledge of all relevant Whole Foods Market policies and standards. Computer skills. JOB H (Regional Team Leader) Kind of Work Rotate among stores. Assist and support the store team leader with all store functions. Interview, select, evaluate, counsel, and terminate team members. Coordinate and supervise all store products and personnel. Follow through on all customer and team member questions and requests. Evaluate customer service and resolve complaints. Operate the store in an efficient and profitable manner. Have a firm understanding of store financials and labor budgets. Establish and achieve sales, labor, and contribution goals. Review department schedules and research productivity improvements. Order store equipment and supplies in a timely manner. Enforce established food safety, cleaning, and maintenance procedures. Inspect store; ensure cleanliness; visit off-hours for consistency. Maintain accurate retail pricing and signage. Ensure that product is cross-merchandised in other departments. Coordinate, supervise, and report physical inventory. Analyze product transfers, waste, and spoilage. Manage expenses to maximize the bottom line. Provide, maintain, and safety-train team members on all equipment and tools. Resolve safety violations and hazards immediately. Maintain store security and ensure that opening and closing procedures are followed. Show EVA improvement over a designated period. Leverage sales growth to improve store profitability. Assist in handling liability claims and minimize their occurrence. Establish and maintain good community relations. Create a friendly, productive, and professional working environment. Communicate company goals and information to team members. Ensure and support team member development and training. Evaluate team
Chapter 5
member duties, dialogues, raises, and promotions. Keep regional leadership informed of all major events that affect the store. Ensure store policies and procedures are followed. Visit the competition on a regular basis and react to current industry trends. Requirements A passion for retailing. Complete understanding of Whole Foods Market retail operations. Strong leadership and creative ability. Management and business skills with financial expertise. Well organized with excellent follow through. Detail oriented with a vision and eye for the big picture. Self-motivated and solution oriented. Excellent merchandising skills and eye for detail. Ability to delegate effectively and use available talent to the best advantage. Strong communicator/motivator; able to work well with others and convey enthusiasm. Ability to maintain good relationships with vendors and the community. Can train and inspire team members to excellence in all aspects of the store. Ability to make tough decisions. Love and knowledge of natural foods. Strong computer skills.
JOB I (Team Member, Stock and Display) Kind of Work Performs all functions related to breaking down deliveries and moving back stock to floor. May assist in organizing and developing promotional displays; maintains back room. Stock and clean grocery shelves, bulk bins, frozen and dairy case. Maintain back stock in good order. Sweep floors and face shelves throughout the store. Comply with all applicable health and safety codes. Provide excellent customer service. Log and expedite customers special orders. Retrieve special orders for customers by request and offer service out to car. Respond to all grocery pages quickly and efficiently. Build displays and request appropriate signage. Requirements Retail grocery or natural foods experience a plus. Proficient in math skills (addition, subtraction, multiplication, and division). Ability to learn basic knowledge of all products carried in department. Ability to perform physical requirements of position. Proper and safe use of box cutter, baler (must be 18 years of age or older), and all equipment. Ability to work well with others.
The differences in the rates paid for different jobs and skills affect the ability of managers to achieve their business objectives. Differences in pay matter. They matter to employees, because their willingness to take on more responsibility and training, to focus on adding value for customers and improving quality of products, and to be flexible enough to adapt to change all depend at least in part on how pay is structured for different levels of work. Differences in the rates paid for different jobs and skills also influence how fairly employees believe they are being treated. Unfair treatment is ultimately counterproductive.
So far, we have examined the most common approach to designing pay differences for different work: job evaluation. In the next chapter, we will examine several alternative approaches. However, any approach needs to be evaluated for how useful it is. Job evaluation has evolved into many different forms and methods. Consequently, wide variations exist in its use and how it is perceived. This chapter discussed some of the many perceptions of the role of job evaluation and reviewed the criticisms leveled at it. No matter how job evaluation is designed, its ultimate use is to help design and manage a work-related, business-focused, and agreed-upon pay structure.
Review Questions
1. How does job evaluation translate internal alignment policies (loosely coupled versus tight fitting) into practice? What does (a) organization strategy and objectives, (b) flow of work, (c) fairness, and (d) motivating peoples behaviors toward organization objectives have to do with job evaluation? 2. Why are there different approaches to job evaluation? Think of several employers in your area (the college, hospital, retailer, 7-Eleven, etc.). What approach would you expect them to use? Why? 3. What are the advantages and disadvantages of using more than one job evaluation plan in any single organization? 4. Why bother with job evaluation? Why not simply market-price? How can job evaluation link internal alignment and external market pressures? 5. Consider your college or school. What are the compensable factors required for your college to evaluate jobs? How would you go about identifying these factors? Should the schools educational mission be reflected in your factors? Or are the more generic factors used in the Hay plan okay? Discuss. 6. You are the manager of 10 people in a large organization. All of them become very suspicious and upset when they receive a memo from the HR department saying their jobs are going to be evaluated. How do you try to reassure them?
Maeve Quaid, Job Evaluation: The Myth of Equitable Assessment (Toronto: University of Toronto Press, 1993); David W. Belcher, Wage and Salary Administration (New York: Prentice-Hall, 1955); Job Evaluation: Methods to the Process (Scottsdale, AZ: WorldatWork, 2006); Donald P. Schwab, Job Evaluation and Pay Setting: Concepts and Practices, in Comparable Worth: Issues and Alternatives, E. Robert Livernash, ed., (Washington, DC: Equal Employment Advisory Council, 1980), pp. 4977. M. A. Konovsky, Understanding Procedural Justice and Its Impact on Business Organizations, Journal of Management 26(3), 2000, pp. 489511; B. H. Sheppard, R. J. Lewicki, and J. W. Minton, Organizational Justice: The Search for Fairness in the Workplace (New York: Macmillan, 1992); Frederick P. Morgeson, Michael A. Campion, and Carl P. Maertz, Understanding Pay Satisfaction: The Limits of a Compensation System Implementation, Journal of Business and Psychology 16(1), Fall 2001. E. Robert Livernash, Internal Wage Structure, in New Concepts in Wage Determination, George W. Taylor and Frank C. Pierson, eds., (New York: McGraw-Hill, 1957).
Chapter 5
4. 5.
7. 8.
9. 10.
M. S. Viteles, A Psychologist Looks at Job Evaluation, Personnel 17 (1941), pp. 165176. Robert L. Heneman and Peter V. LeBlanc, Developing a More Relevant and Competitive Approach for Valuing Knowledge Work, Compensation and Benefits Review, July/August 2002, pp. 4347; Robert L. Heneman and Peter V. LeBlanc, Work Valuation Addresses Shortcomings of Both Job Evaluation and Market Pricing, Compensation and Benefits Review, January/February 2003, pp. 711. Howard Risher and Charles Fay, New Strategies for Public Pay (Saratoga Springs, NY: AMACOM, 2000). The Office of Personnel Management (OPM) does special studies on the Federal Civil Service. They are on the OPMs website at www.opm.gov/studies/index.htm. www.opm.gov/fedclass/clashnbk.pdf. www.opm.gov/fedclass/gsintro.pdf Factor comparison, another method of job evaluation, bears some similarities to the point method in that compensable factors are clearly defined and the external market is linked to the job evaluation results. However, factor comparison is used by less than 10 percent of employers that use job evaluation. The methods complexity makes it difficult to explain to employees and managers, thus limiting its usefulness. John Kilgour, Job Evaluation Revisited: The Point Factor Method, Compensations Benefits Review, June/July 2008, 3746. Robert L. Heneman, Job and Work Evaluation: A Literature Review, Public Personnel Management, Spring 2003; Robert L. Heneman and Peter V. LeBlanc, Work Valuation Addresses Shortcomings of Both Job Evaluation and Market Pricing, Compensation and Benefits Review, January/February 2003, pp. 711; C. Ellis, R. Laymon, and P. LeBlanc, Improving Pay Productivity with Strategic Work Valuation, WorldatWork, Second Quarter 2004, pp. 5665. M. K. Mount and R. A. Ellis, Investigation of Bias in Job Evaluation Ratings of Comparable Worth Study Participants, Personnel Psychology 40 (1987), pp. 8596; Morley Gunderson, The Evolution and Mechanics of Pay Equity in Ontario, Canadian Public Policy, vol. XXVIII, Supplement 1 (2002), pp. S117S131. http://www.bls.gov/ncs/ocs/sp/ncbr0004.pdf D. F. Harding, J. M. Madden, and K. Colson, Analysis of a Job Evaluation System, Journal of Applied Psychology 44 (1960), pp. 354357. See a series of studies conducted by C. H. Lawshe and his colleagues published in the Journal of Applied Psychology from 1944 to 1947. For example, C. H. Lawshe, Studies in Job Evaluation: II. The Adequacy of Abbreviated Point Ratings for Hourly Paid Jobs in Three Industrial Plans, Journal of Applied Psychology 29 (1945), pp. 177184. Also see Theresa M. Welbourne and Charlie O. Trevor, The Roles of Departmental and Position Power in Job Evaluation, Academy of Management Journal 43 (2000), pp. 761771. Tjarda Van Sliedregt, Olga F. Voskuijl, and Henk Thierry, Job Evaluation Systems and Pay Grade Structures: Do They Match? International Journal of Human Resource Management 12(8), December 2001, pp. 13131324; R. M. Madigan and D. J. Hoover, Effects of Alternative Job Evaluation Methods on Decisions Involving Pay Equity, Academy of Management Journal, March 1986, pp. 84100. John R. Doyle, Rodney H. Green, and Paul A. Bottomley, Judging Relative Importance: Direct Rating and Point Allocation Are Not Equivalent, Organizational Behavior and Human Decision Processes 70(1), April 1997, pp. 6572. Some contemporary job evaluation plans include the factor weight directly in each factor scale. So rather than a one-to-five scale for each factor, each factor has a unique scale. An illustration: The weight or relative importance of skill/knowledge is 40 percent; each degree on a 15 scale is worth 40 points. The point range is 40 to 200. In practice, statistically modeling values for factor scales often yields more results.
18. 19.
22. 23.
Paul M. Edwards, Statistical Methods in Job Evaluation, Advanced Management, December 1948, pp. 158163. Paula England, The Case for Comparable Worth, Quarterly Review of Economics and Finance 39 (1999), pp. 743755; N. Elizabeth Fried and John H. Davis, Developing Statistical Job-Evaluation Models (Scottsdale, AZ: WorldatWork, 2004); M. Gunderson, The Evolution and Mechanics of Pay Equity in Ontario, Canadian Public Policy, vol. XXVIII, Supplement 1 (2002), pp. S117S131. M. K. Mount and R. A. Ellis, Investigation of Bias in Job Evaluation Ratings of Comparable Worth Study Participants, Personnel Psychology 40 (1987); Tjarda Van Sliedregt, Olga F. Voskuijl, and Henk Thierry, Job Evaluation Systems and Pay Grade Structures: Do They Match? International Journal of Human Resource Management 12(8), December 2001, pp. 13131324; Judith M. Collins and Paul M. Muchinsky, An Assessment of the Construct Validity of Three Job Evaluation Methods: A Field Experiment, Academy of Management Journal 36(4), 1993, pp. 895904; Robert M. Madigan and David J. Hoover, Effects of Alternative Job Evaluation Methods on Decisions Involving Pay Equity, Academy of Management Journal 29 (1986), pp. 84100. The importance of appropriate criterion pay structure is particularly relevant in pay equity studies to assess gender bias. (Canadian Telephone Employees Association et al. v. Bell Canada; Canada Equal Wages Guidelines, 1986). See www.link.hrsystems.com. Also see www.npktools.com. Carl F. Frost, John W. Wakely, and Robert A. Ruh, The Scanlon Plan for Organization Development: Identity, Participation, and Equity (East Lansing, MI: Michigan State Press, 1974); E. A. Locke and D. M. Schweiger, Participation in Decision Making: One More Look, Research in Organization Behavior (Greenwich, CT: JAI Press, 1979); G. J. Jenkins, Jr., and E. E. Lawler III, Impact of Employee Participation in Pay Plan Development, Organizational Behavior and Human Performance 28 (1981), pp. 111128; Frederick P. Morgeson, Michael A. Campion, and Carl P. Maertz, Understanding Pay Satisfaction: The Limits of a Compensation System Implementation, Journal of Business and Psychology 16(1), Fall 2001; R. Crepanzano, Justice in the Workplace: Vol. 2. From Theory to Practice (Mahwah, NJ: Lawrence Erlbaum Associates, 2000); R. Folger and R. Crepanzano, Organizational Justice and Human Resource Management (Thousand Oaks, CA: Sage, 1998). B. Carver and A. A. Vondra, Alternative Dispute Resolution: Why It Doesnt Work and Why It Does, Harvard Business Review, MayJune 1994, pp. 120129. Theresa M. Welbourne and Charlie O. Trevor, The Roles of Departmental and Position Power in Job Evaluation, Academy of Management Journal 43 (2000), pp. 761771. N. Gupta and G. D. Jenkins, Jr., The Politics of Pay, paper presented at the annual meeting of the Society for Industrial and Organizational Psychology, Montreal, 1992. Vandra Huber and S. Crandall, Job Measurement: A Social-Cognitive Decision Perspective, in Research in Personnel and Human Resources Management, vol. 12, Gerald R. Ferris, ed. (Greenwich, CT: JAI Press, 1994). The job titles used here may differ from those used at Whole Foods.


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ASTM A 283-C, Grade A 283-C, A 283-C steel ASTM A 283-C steel is a kind of material for boiler and pressure vessel steel. So, ASTM A 283-C steel is used above all for manufacturing boilers, pressure vessels and pipes transporting hot liquids.
EN 10025 2 S235JR steel equivalent ASTM materials are ASTM A283 grade C, ASTM A36.BBN steel has shared a lot of knowledges about ASTM A36 steel before. Today, we would like to study EN 10025 2 S235JR steel equivalent ASTM A283 grade C.
The equivalent grades of S235JR steel are DIN 17100 St 37-2, NFA 35-501 E 24-2, UNI 7070 Fe 360 B, BS 4360 40 A, ASTM A 283 C - A 570 Gr. 33.[DOC] EN 10025 S235JR steel plate,EN 10025 S235JR steel … · Web viewEN 10025 S235JR steel equivalent grade: S235JR steel plate/sheet is in EN 10025 standard, the material number is 1.0037.
A283 Steel Plate ASTM A283 plate steel features low and intermediate tensile strength carbon steel plate of structural quality. Please call Leeco Steel at 1-888-828-7897 to be connected to a member of our sales team who can share more information about A283 plate steel.
Henan Gang Iron and Steel Co. Ltd( Gangsteel) is specialized in low alloy high strength structural steel, mainly dealing with specification standard plates in EN 10025-2, EN 10025-3, EN 10025-4, EN 10025-6, ASTM A633, ASTM A573, ASTM A572, DIN 17100, JIS G3106, ASTM A709, ASTM A283, ASTM A529, ASTM A656, EN 10225, ISO 630, NFA 35-501, and so on, the thickness up to 300mm.
Common carbon structural steel plate A283 Grade C and A283 Grade D are mainly used in heavy industry and oil plants for built steel tanks and vessels.It is good in welding and economic for useage.The best equavilent steel grades are SA283 Grade C and SA283 Grade D in steel standard specification ASME SA 283/SA 283M.
ASTM A283 grade C is a type of ASTM A283 carbon steel. Cited properties are appropriate for the as-fabricated (no temper or treatment) condition. ... Electrical Conductivity: Equal Weight (Specific) 8.1 % IACS. Otherwise Unclassified Properties. Base Metal Price. 1.8 % relative. Density. 7.8 g/cm 3 490 lb/ft 3. Embodied Carbon.
a 283 b a 569 cq ss 330 1.0037 s235jr st 37-2 e 24-2 fe 360 b 40 a a 283 c a 570 gr. 33 1.0038 s235jr rst 37-2 e 24-2 ne 40 b ae 235 b-fn 1.0116 s235j2+n st 37-3 n e 24-4 fe 360 d 40 d ae 235 d 1.0117 s235j2 1.0044 s275jr st 44-2 e 28-2 fe 430 b 43 b ae 275 b a 283 d a 36 ss 400 1.0143 s275j0 st 44-3 u e 28-3 fe 430 c 43 c ae 275 c a 578 gr. 70
It Provides Steel And Construction Related Companies In The Middle East Information, News And An Extensive Interactive Database, Inclusive Offers And Inquiries. Equivalents of Carbon Steel Qualities Boiler steel
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subset: commoncrawl


text:
By Lassiter Strome. Kitchen Cabinets. At Thursday, July 04th 2019, 00:58:01 AM.
One thing is for sure: countertops ought to be white! Still, you can opt for whatever material/nuance you like, as long as its features satisfy your requirements. We recommend granite or concrete, since they require postponed sealing; they are highly resistant to stains; and their maintenance is fairly simple.
Painting the kitchen will help bring a much-needed sparkle back to it. In some ways, painting the kitchen is an easier project than painting bedrooms or living rooms because the amount of wall space tends to be limited. Most of a kitchen is wall space is dominated by base cabinets, wall cabinets, and backsplashes. On the downside, the small area that remains to be painted usually needs extensive cleaning and prep work. For an unfurnished kitchen, use either a roller or a paint sprayer for the walls. For window and door trim, always use a brush. For a furnished kitchen, use a roller on the large expanses of wall and a brush for the little strips, such as between the backsplash and the cabinets.
It is not rare for the kitchen to be considered as the most important room in the house: after all, it is the place where you prepare everything, from sandwiches to complicated desserts for important guests. It's also not rare for the kitchen to be the place where you eat, and you drink your coffee.
In French homes, country-style houses and beach-inspired interiors, you can generally discover bead board cabinetry. While bead board was originally made from vertical wood planks, fake bead board panels are now possible to get the size of a whole plate with the vertical pattern of bead board-like slats. This is ideal for you.
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rah7777777 replied to RP53's topic in 2014 - 2018 Chevy Silverado & GMC SierraWith how the switch feels, I'm pretty sure you could take it apart and physically modify it to remove the express feature. There are a few different ways it could be wired in my head, so each scenario would require a different wiring solution, but I bet you could make it so both positions act as "manual" only.
Onstar Free for Three Months
rah7777777 replied to jester95's topic in 2014 - 2018 Chevy Silverado & GMC Sierra$5 and i'm in! 5.01 and i'm out haha
Onstar Free for Three Months
rah7777777 replied to jester95's topic in 2014 - 2018 Chevy Silverado & GMC SierraIm with you. I have the WiFi and that's it. $22 a month For unlimited is okay. I really want the remote app but for $15 a month, they can keep it. I almost did the 3 month free thing and figured why even bother, I'm NOT paying $15 a month after that, so no need to get used to it.
2020 or 2021 refresh coming on the 1500's?
rah7777777 replied to rtr16's topic in T1XX Speculation & Spy Shotsdelete
I didn't look at the DOT date code. But I'll keep an eye out for others. If they are USA made now, I'll give them a try for sure. But the tire shop better show me all 4 with USA stamp haha
Falken makes some tires in the US, but can't find a list of which ones. But I put my eyeballs on a set of the AT3W that are under a year old (according to the owner) and they had Thailand on the side.
So I did a TON of research... If your truck is all stock, no lift or level. You can run 275-60-20 with NO rub. If you level the front, it will then rub. Mine is all stock, no front level with 275-60-20 and NO rub at all. If you want to level the fronts, it will rub unless you get different upper control arms. So i ended up lowering the rear to help level it out. So rear is 1.5" lower and I have zero issues at all.
They are made in Thailand. Stamped right on the side of the tire. Just looked at one.
Big plus over Falkens for me.... Coopers are made in the USA. Falken are China or Taiwan. Originally I was going to order the Falkens, as they do look very nice. But when I found a USA tire that would fit the bill for my needs and cost about the same, I had to go that route.
I just put on Cooper Discoverer ATP (Discount tire only, I think) So far, I really like them. I went up to 275/60-20, so about an inch taller than the stock size. The sidewall isnt very aggressive, but the treads are, especially when compared to factory tires. Overall, I really like them. I doubt i ever see snow, so can't compare to that. But dry conditions they are great and in wet i'd say they grip real close to the factory tires, but I feel like i've heard them chirp more when doing hard acceleration in the rain, where the stockers didnt. But that could be the crappy locking rear end GM uses. It seems to work when it wants to.
So I did something yesterday...
rah7777777 replied to tmar480's topic in 2014 - 2018 Chevy Silverado & GMC SierraTell the service writer, to go get the tech and and take them both around the block and point it out. You notice it everyday because you are in it everyday. They are not, so they are deciphering what they think you are talking about. This might not be the case here, but i've had some come in with rattles and noises. I test drive it and I DO hear the crap in their cup holder or console making noise, but certainly that can't be their complaint, that is way too obvious that all those quarters in that open top cup holder are making noises over bumps. Past that I can't hear any issues. They bring it back with the same complaint. Finally go on a test drive with them and they point out the noise, which you immediately know is the $20 in quarters, dig the the change out and it is gone.... 1 guy wanted to know how I was going to fix it. uh... i'm not! Don't fill your F'n cup holder with loose change and complain about noises you rich entitled idiot! Again, probably not your issue. But regardless, a ride with the tech in the passenger seat is your best bet for any noise issues.
So I did something yesterday...
rah7777777 replied to tmar480's topic in 2014 - 2018 Chevy Silverado & GMC SierraHave you taken a test drive with a dealer tech in the car? Back when I was a tech for a different brand, I had to do that a few times. Techs HATE noise complaints! pay sucks and its a pain to chase, especially since they are going off of a written description and not truly knowing what they are listening for. So in general, noise complaints don't get real in depth review until its been back a couple times already. Just the nature of the "flag hour" world techs deal with. And the main reason I jumped ship!! My dash "pops" a bunch, but luckily I can just ignore it.
Mod for handgun?
rah7777777 replied to Frankielozano214's topic in 2014-2018 Silverado & Sierra ModsI only have 1 on me most of the time. My personal truck would sometimes have 2 in it, but out of all my driving, only say 25% of it is in that truck. Mainly so if I was in my truck, lets say leaving work and I didnt have my daily carry (it was at home in the safe) and I needed to run some errands, I could grab my backup carry (compact 9mm) from the console and be good. I always keep a full size in the console as a "truck" gun. So in the event, both my carry guns were at home in the safe, I atleast had one in my truck. I don't like any of the console safes out there today, with all there is no fast access into the console. Which is why I built my own that basically locks the console down if the key is not in the ignition. As long as the key is in the ignition, console opens like normal with no other locks or dials or combos to fool with after opening the lid.
Mod for handgun?
rah7777777 replied to Frankielozano214's topic in 2014-2018 Silverado & Sierra ModsJust curious, why did you leave it in your vehicle and not have it on you when you went into the store. I had one on me when I went into the store, my daily carry gun. They stole my backup carry gun that was in a holster sticking up a little in the console, so when you opened the lid, it stuck out. and they left my "truck" gun that was sitting right next to it, but not sticking up. I'm assuming they popped the lid up, saw one sticking up and grabbed it and ran after shuffling through the console contents for about 2 seconds.
Mod for handgun?
rah7777777 replied to Frankielozano214's topic in 2014-2018 Silverado & Sierra Mods
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Hobo Pies Hobo Pie iron recipes contest - dinners - lunches.
In a large skillet over medium-high heat, brown the sausage. If desired, drain the fat. Add the onions and mushrooms and cook until tender, then set aside in a separate bowl.... Have you ever had hobo coffee? 1959: When my dad first joined the army, he was a rifleman but he spent a brief time in the kitchen. He was on KP duty one evening, and one of the cooks wanted to make eggplant parmesan, but he didn't have any eggplant.
Hobo pie recipe All the best recipes at Crecipe.com
Great Campfire Meals: Pie Iron Recipes . I used to make big fancy meals in camp, especially if we were out 'wheeling with friends. Over the years, our meals became more elaborate, our kitchen setups began taking up more space (you should see when 20 off-roaders set up their kitchens in a big U shape!) and meal prep could take hours (time I... There are a couple of different kinds of foil packs you can make depending on what you're cooking. The Flat Pack. The flat pack is best for foods like meat where you're looking for more browning than steaming. 1. Place the food in the middle of the sheet of foil. If you …
Recipes For Laughter Hobo Pies
Hobo hash recipe. Learn how to cook great Hobo hash . Crecipe.com deliver fine selection of quality Hobo hash recipes equipped with ratings, reviews and mixing tips. how to change my tax return caregiver amount "Individual breakfast pies that can be made ahead of time, and microwaved as needed. My 3 year old grandson loves them, and they are finger food for the little ones.
Hobo Casserole Recipe Cheese.Genius Kitchen
Having to make four or more different dishes to special orders can be so very frustrating. One doesn't like onions, the other doesn't like carrots, yadda yadda yadda. Hobo packets make that easy. One doesn't like onions, the other doesn't like carrots, yadda yadda … how to make flaky pie crust without shortening Directions. Preheat oven to 350°F. Pat ground beef into 8x8 pan and sprinkle with salt and pepper. If using, slice onion on top of beef. Slice potatoes onto onion layer, salt and pepper.
How long can it take?
Make a Pie Iron Breakfast Pudgie for Kids Camping with Gus
- Breakfast Hobo Pies Camping Food Recipe RV/camping
- Hamburger Hobo Pie Campfire Cooking Camping Recipes
- Recipes For Laughter Hobo Pies
- Hobo Coffee Olives & Okra
How To Make Hobo Breakfast Pies
There are a couple of different kinds of foil packs you can make depending on what you're cooking. The Flat Pack. The flat pack is best for foods like meat where you're looking for more browning than steaming. 1. Place the food in the middle of the sheet of foil. If you …
- This is one of the most beautiful sights we've ever seen. Via Thrillist
- The Best Breakfast Pie With Pie Crust Recipes on Yummly Savory Breakfast Pie With Bacon Lattice Crust, Make Ahead Breakfast Pie With Lattice Bacon Crust, Make Ahead Breakfast Pie With Lattice Bacon Crust
- How to Make a Hobo Pie Spray both sides of the iron with a non-stick spray. Lay a piece of bread on one side, spread on your favorite fillings, put another slice of bread on top, tightly close the iron, trim off excess bread if necessary, and toast it over the fire.
- "Camping Breakfast Hobo Pies / How smart, grilled cheese w/ breakfast sausage, just scramble some eggs and you have breakfast!" "We are kicking off Camping Week with these fun to make Breakfast Hobo Pies.


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|August 2018 Volume 16, Number 8
Gamification Comes to Health Care
Playing games is fun — but sometimes it can also be good for your health and bottom line.
Companies design wellness programs to improve employees' health by encouraging them to engage in exercises, educational seminars and health screenings. Successful programs also lower employers' health care costs.
Why it Works
A number of factors go into designing a successful gamification program:
Give us a buzz if you want more information on how gamification could possibly be incorporated into your health plans.
This Just In ... What's Considered Medically Appropriate for Insurance To Be Expanded
Most Employees Don't Feel Financially Prepared for Retirement
How to Plan for Life's What-Ifs — with Long-Term Disability Insurance
Are Indemnity Health Insurance Plans Right for Your Company?
Gamification Comes to Health Care


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Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool
Great quality! Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool good design By Rio Brands. Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool very well made, sleek and simple. Complete your living room furniture with a modern Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool. Its graceful sturdy, attractivce and it looks expensive and a best value for the money. Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool is one of the most comfortable, cozy, beautiful look and exotic Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool especially for the price and made of fabulous products. Great quality, easy to assemble, delivery on time and in good condition. Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool is good merchandise at fair prices and amazing free shipping. Guarantee damaged claim by offering to send parts or to keep the item at a discounted price. Great buy would definitely recommend. Shop with our low-price guarantee and find great deals on Margaritaville "Escape to Paradise" 39.5" Patio Bar Stool and more!. Reading the reviews helped you purchase.
Top 10 Best Reviews
Its very hard to imagine a kitchen area without some type of bar feces. In fact, barstools have become very popular that its very hard not to find one in a kitchen area. That is for a good reason, though, since they allow friends, loved ones, along with other visitors to simply sign up for you in the kitchen for a delicious meal and a few excellent conversation. But purchasing the correct barstools for your kitchen may be a little bit challenging, which is particularly the situation if you dont understand how to pick one. After all, because this is one of the most used and many important areas in the home, its only natural that you will get the best barstools for it. Luckily, we currently did the study for you personally, as well as in the sentences here we created a list of the very best 10 barstools you can purchase for the kitchen or club. After you evaluation this list, you will easily be able to purchase the correct bar stools for your requirements. Allows check them out!
1.Orion Patio Chair with Cushions By Sika Design
This ultra-elegant, high-sovereign couch is made to support cutting-advantage living room innovation. It is created as a 2-item sofa couch coupled with a beautiful lounger. It also provides mobile armrests and advantageous back again assistance. The gorgeous tapestry is completed with dark fake leather-based, securely tufted. You are able to feel at ease cushioning with froth within the seat soft cushions. This ensures a fragile feeling whenever you relaxation following a monotonous day time. The sofa is strengthened with wood advantage covered with darkish artificial leather. False tufted leather and strong pine give extreme glare. It is true that it takes another look because it is more expensive of computer really seems to be. Speaking of size, its large! This is exactly what provides more stars to this set. The height can also be remarkable for tall and brief individuals.
2.Grand Regent Swivel Rocking Chair with Cushion By Leona
With nearly 100 5-celebrity reviews, this reclining loveseat is recommended because of its comfort, durability, look and ease of set up. Along with soft, but supportive cushions, it provides a sliding mechanism, so that you can put your ft up and rock and roll (although, not simultaneously.) Padded with ultra-long lasting glued leather, this lying loveseat will avoid holes, releases and stainswhich is a good factor, since it also includes a storage space area console (where one can hide your treats, obviously) and a two-mug owner. Regardless of whether youre deciding in for a Blockbuster online excessive or viewing football together with your team, this lying loveseat offers the comfort and durability without emptying your wallet.
3.AuroraStacking Patio Dining Chair (Set of 2) By Ivy Bronx
When it comes to purchasing room furniture, leather-based is definitely a good option. Not only does it look good with many designs, nevertheless its very long lasting (its the ideal materials for a home with children or animals) and it is ultra-easy to thoroughly clean, too. The downside of leather furniture? It may have a higher price tag than fabric, micro-fiber or faux leather AuroraStacking Patio Dining Chair (Set of 2). This lying loveseat stays a financial budget-pleasant option because of 1 guru trick: its seating area is upholstered with leather, while the attributes are padded with increased inexpensive fake leather. Which means you receive the look and feel of a full leather-based loveseat without the hefty price tag. Make use of the lever around the loveseats equip to kick back and relax on its higher-denseness froth filling, and consider the money held on. This particular loveseat posseses an additional bonus: expert assembly will come in numerous locations of the nation for the next fee.
4.Saddleback Armless Sectional Piece with Cushions By Woodard
This couch is worked with the gong-shaped contour along with the upper armrest of the cushioning. In addition, the head is supported by obstructed corner edges. The thighs, however, have became a member of the phony wooden covering. The sofa gives a comfortable and lavish sensation. This is the direct result of very versatile cushioning within the polyester furniture. You are able to take a seat effortlessly for now to unwind. Each one of the tones offered with this sofa shows its noteworthy element, Flexible design. The red-colored sculpt could be ideal for each subjects with mild and darkish tones. That remains constant for various tones that it provides too. The sofa is situated in room. Whether or not its Thanksgiving or a huge family reunion, you can trust it. Marathon-viewing yet still time falling apart on your sofa together with your friends is a legitimate option.
5.Kor Aluminum Slat Armless 28" Patio Bar Stool By Tropitone
This is the subsequent couch on the list. It's additional comfy and incredibly ideal for little rooms or attic residing. It's padded in polyester fabric, potential customers inset control keys that give an elegant diamond-tufted design. It is made from long lasting materials and the legs are made of durable wooden to add to its sturdiness. The loveseat comes with an espresso stained wood thighs and non-marking foot hats. It offers a comfortable froth cushioning and rayon fabric upholstery which makes it extremely luxurious. It features a longue spot that gives an exceptional space for relaxing.
6.Reliance Beach Chair (Set of 4) By Telescope Casual
You cant discuss this sofa with out talking about its impressive design, sturdiness, and comfort. If you ever needed a comfortable chair, then transfer quick and get your self Coaster Samuel Selection Cream Leather Couch. You will like it. This 3 seater sofa has clean outlines and great cushions. The soft cushions are attached to the chair and behind. It is made of leather-based which definitely is a sure wager that it is durable. Additionally, it functions tufted back again and chairs that certainly contributes to its impressive appear. More to the point, it features a springtime base that provides the required durability and comfort. Its wood body causes it to be really durable. The lengthy and the lacking it is this fact couch is remarkable in each and every element. You may or may not accept this. But the only way you can understand why is to buy and check out it.
7.Ericka Patio Bar Stool (Set of 2) By Fleur De Lis Living
With regards to buying living room furniture, leather is definitely a smart option. Not only does it look great with most styles, nevertheless its extremely durable (its the ideal materials for any household with kids or pets) and it is ultra-easy to clean, too. The downside of leather Ericka Patio Bar Stool (Set of 2)? It may have a much higher price tag than material, microfiber or fake leather furniture. This reclining loveseat remains a budget-pleasant option because of one genius technique: its sitting area is padded with leather-based, while the sides are upholstered with increased inexpensive faux leather-based. That means you get the look and feel of the complete leather-based loveseat without the significant price tag. Use the lever around the loveseats equip to kick back and take it easy on its higher-density froth filling, and consider all the money you saved. This particular loveseat posseses an additional reward: professional set up will come in numerous areas of the nation for the next charge.
8.Shoreline Patio Dining Chair (Set of 2) By Tropitone
If you are looking for some severe rest, this loveseats solid pillow back and rolled arms will deliverbut at a higher price tag. Every seat cushion contains 30 person pocketed circles for springtime and assistance, and high resilience chair foam for an additional coating of plushness and durability. In addition, the foam soft cushions are topped with super soft, blended lower feathers. For the extra comfort, you will find 3 standard positions: sitting, a slight recline by having an elevated footrest, along with a full lie down with an elevated foot rest. It doesnt hurt this lying loveseat appears lux, either. Its all-leather furniture and ornamental nail mind cut provide a classic appear that can work with a lot of home dcor designs, from traditional to country to crafts and arts. Plus, leather-based holds up well towards daily use, kids and dog locks and nails. Just be sure you situation the leather-based every six to twelve months.
9.Baysinger Corner Teak Patio Sectional with Cushions By Ivy Bronx
This sofa is praised for unique design and luxury. Its striking pazazz-arm couch with chairs provides you with optimum room for stretching and relaxing in your living space. So generally the contemporary couch chaise adds to the beauty of this established. The established includes cushion leading hands padded back and seats for optimum comfort and ease. The couch also includes a large part-obstructed wood frame that gives the sofa sufficient sturdiness. The couch measures 89 inches broad by 62 inches in depth x 4 inches tall making it ideal for medium size areas. You may want to do small putting together for example from the legs.
10.Bungalow Patio Bar Stool with Cushion (Set of 2) By Peak Season Inc.
If the Chesterfield is the graceful man among couches, the Cabriole may be the grandes dame. Noted for its exposed wood and elegant thighs, similar to the Louis XV period, the cabriole also has a distinctive outline. It was also a popular shape in the function of furniture maker Thomas Chippendale. Typically, the back is 1 constant item without cushions and it has a stylish curving line. This particular cabriole version includes gems within the tufts for added allure. It is a sofa style that may be as simple or opulent as you desire. Padded with a luxurious materials like velvet yields a significantly different design sensation than if it were padded in a much more moderate, textural natural. The main aura of style derives from its general shape and lithe legs meaning it will always lend a processed air to a space.


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30 year old woman dating 60 year old man, is it wrong if a 60 year old dates a 30 year old
Does my fiance not respect me? There are also faith-based sites like ChristianCafe. There should be no expectations when meeting new people. You will find out soon enough if they are married or committed, so, for now, just be friendly and see what happens.
Can a 50-60 year old man like a 25-30 year old woman
He was smart, very clever, extremely sex and knew how to treat a woman. For example, three simple ideas for creating dating opportunities include smiling genuinely, approaching men first and learning the art of flirting. Also, a lifetime of love and loss has made many women distrustful and unwilling to get back into the dating game. He says that older women have the power to make a connection that turns into a dating opportunity. What can we learn from this?
If the guy actually likes her and enjoys going out and having fun then I see nothing wrong with it. What if I have a silicon doll boyfriend? Do you think we have forgotten the Art of Flirting? We have done the mothering bit, tired of it already.
What do you think about that? Lately, I have been talking with him more and more, becoming more anxious and excited to see him everyday. We are interested in conversation, companionship, friendship, friend dating ex a connection. Are you being used or could you get back together? Advertisement - Continue Reading Below.
It would be horrible to die lonely. Uncle Jack was away somewhere in France, but the mother of the groom put the kibosh on the whole thing. There isnt much I have not seen! Hell I am the older one here!
They also have events for men and women our age and can be a great opportunity to meet new people, whether you are looking for love or not. First of all u have to find out where all the men are hiding! But love can be at any age, so it really depends.
Older women tend to be more intelligent and mature. No thank you-I love being by myself and intend to stay this way. You can be hurt by someone of any age. No, quiz dating the entire concept that I have to change myself to please some members of the opposite sex at my age makes me puke. She thinks he might be her next husband.
They have already reached the heights of their careers so you won't be a work widow. Our age is what we make of it and for me love is the strongest emotion in the universe so you really cant put too many limits on it or it spoil the natural development of it. We love and appreciate what older women have and can bring to a conversation, friendship, or relationship. That big of an age difference -men and women are on totally different paths in life.
If they want you they're not going to make you question it. We had a loving, tender and completely satifying love affair. You can call it being a gentleman but women are almost pleased or flattered when a man in his thirties does this. First, any single man that you do meet at the gym is more interested than the average person in staying in shape.
- Long story short, I worked really hard on my card to George H.
- Margaret can be contacted at margaret sixtyandme.
- What girl doesn't want that?
- What I do hear from many guys is that they are attracted to the fact that woman who are older do know what they want and can articulate it better, play less games and have more stability to offer.
- If the guy is just dating her to get into the will or see what he can get from her, then it is not good.
The man usually makes the first move. Other than sex what's the attraction? Many men come in every day to get their cup of chai or latte.
Yes, of course it was, but like all of the great loves, it was so well worth that piece of my heart. As a girl, should I be driving an hour for a first date? At this point in their lives most realize how fast it goes by and if you are their priority, dating website cymraeg they're going to make you know it real quick. Just remember to be genuine. Do you agree that women should make the first move when meeting a man for the first time?
About David
The Case for Dating Men in Their 60s
But i dont feel free i worry now aboute infections and more. Gary was smitten over message and they met up in between Los Angeles and Palm Springs a few days later. What time of day is the best time for sex? Margaret is passionate about building dynamic and engaged communities that improve lives and change perceptions. Donnie seemed like a loose cannon, much too unpredictable.
Dating After 60 Real World Dating Advice for Older Women
That being said, if it can be done the way it was in my case, I don't see the harm. Please be decent on your responses I am a human being with a legitimate concern and a fragile heart. The rest of my sixth grade class felt this way about Donnie Wahlberg.
- Always consult a doctor before making any changes to your diet, medical plan, or exercise routine.
- They have already established themselves in their careers and are comfortable with themselves physicially, emotionally, and financially.
- Click here for more information.
- You will get thoughtful bouquets after a romantic evening.
- Life is too short to deprive oneself of love, wherever it comes from.
Is it wrong if a 60 year old dates a 30 year old
If you love museums, look for special events that will draw a crowd. It is not wrong to me personally. At this point in the game, they have their shit together and they know what they want. Meeting people at the gym has a few build in advantages.
Are you serious about longterm relationships? Sometimes just asking whether the chocolate muffins are any good is enough to start a great conversation. And i did Now i am ok happy with me I had opertunity to date agent. Older women as previously mentioned are not looking to have someone take care of them, or prove that they do not need someone to do so. Many men love to work out, so, a great place to meet them is at the gym.
Is it wrong if a 60 year old dates a 30 year old
Today, all these years later, we have a deep, abiding friendship that will last a lifetime. Can a year old man like a year old woman? That certainly was true of my ex-husband who was a few years older than me. What a woman must consider is what kind of a relationship she really wants.
Contact Us If you purchased one of our products and need help or would like to reach our news contributors you can contact us here. Who knows who will be sitting next to you? We need a partner, not a new son. If you love sports, online buy a ticket to an event that you love. Pay attention and you may just find a new friend.


text: This all-metal, adjustable clothing rack features a functional design that easily lets you organize all your outfits. This is the perfect asset to any bedroom or dressing room where it functions great as a spare open closet. Sometimes I even use it for drying clothes that can't go in the drying machine.