HOW I N D U S T R Y IS S O L V I N G I T S MANPOWER PROBLEMS F. -J. C U R T I S IVIONSAISJTO C H E M I C A L C O . . ST. L O U I S , M O .
" T " H I S discussion will be largely based on • our own experience in the several phases of this perplexing problem, which is particularly difficult for the chemical industry as compared to straight mass production industries. In general, we require a higher skill in plant operations, as compared to assembly-line jobs. Competent chemical operators are not the result of six- to eight-week courses, but on the contrary, a much longer period of actual experience is required before upgrading is possible. Our problem has been accentuated, both by the enormous expansion in our own basic lines, and by the many new government plants which we have been asked to operate. Monsanto has devoted considerable time and thought to the solution of these problems and although our various plant eupervisors will probably not admit that their plants are in A-l shape, we think we have the machinery at hand to do a reasonably effective job under the circumstances. The broad program falls naturally into two phases—procedures under government regulations and company-sponsored measures. Procedures under Government Regulations Our operations under government regulations can, in turn, be broken down into two groups—Selective Service and War Manpower Commission Activities. Selective Service
Selective Service has a dual responsibility to the armed services : first, to supply men for combat service; and second, to supply essential war industry with sufficient manpower. Supplementing the Selective Service Act are many Local Board memoranda, orders, and bulletins, which define the manner in which industry may secure occupational deferments for needed men, so that Selective Service may discharge its responsibility. We early saw that it would be desirable to set up a centralized group charged with the study and correlation of Selective Service. This group acts in an advisory capacity on a company-wide basis, formulating policy but leaving the mechanics and actual details to the individual plants, laboratories, and departments. By close study and following various memoranda, orders, bulletins, and the Act itself, we have found it entirely possible to attain the intended purpose of the Act. Smooth sailing under Selective Service has boiled down tc two main principles: 1712
first, close work with the local, s*,ate, and national organizations; second, participation in Replacement Schedules. Incidentally, it should be pointed out, that the> Selective Service System is a unit of the* War Manpower Commission. Contact with Selective Service Organizations- Both before and since we htave been, operating under t h e Replacement Schedules, we found it most practical to establish personal contacts with the various component parts of Selective Service, starting with the lowest level—i. e., the> Local Board. By these contadts, Local Board members as a general rule tuave beer* found to be cooperative and willing to receive ail facts pertinent to each* case, so> that a logical conclusion can be reachedSometimes neighborhood pressure precludes reaching such a conclusion, with the Local Board, and in that case w e follow the usual appeal and other recourses a s described by the Act. Although, this maysound cumbersome, we have foumd i t to b e entirely workable. ¥ e want t o emphasize that in handling Selective Service cases, we always t r y to iron out t h o s e that; are controversial with the Local Boards, and progress upwards only if we a r e unable to effect a satisfactory solution, If the matter of contacting thte various officials in any one locality is delegated t o one or two persons at the mos-fc, a more uniform company-wide policy is likely. Replacement Schedule. Selective Service sponsors the voluntary plam known as Heplacement Schedule, ^ h i c h i s designed to assist essential industry CHEMICAL
in retaining sufficient men, and which is a companion piece to the Manning Table Plan, sponsored by the War Manpower Commission as discussed below. The Replacement Schedule, in brief, is a listing of all military eligibles by the employer, and sets forth the dates when each man can be released to the armed services. This listing is subject to the approval of the State Selective Service director, and if approved, the employer then files an occupational deferment request for each man so listed, asking for deferment in accord with the approved release dates. Each schedule exists for six months and is renewable for additional six months' periods, but the first renewal is contingent upon filing Manning Tables with the War Manpower Commission. Under Replacement Schedule, the employer knows his Selective Service picture for at least sûr months ahead, and can lay logical plans for his manpower during that period. We have found the Replacement Schedules, generally, to be entirely workable and of assistance in our attempt to solve our Selective Service problem. For example, we know the dates each man will go to the armed services. Furthermore, i t is impossible that a department would be depleted by simultaneous induction of all of its eligible men. Usually the Occupational Advisers attached to State Selective Service Headquarters handle the Replacement Schedules for their own states, and wherever possible, we suggest the schedules be presented in person, and that top men be in attendance, so that any questions relative to the nature of a man's work or the necessity for deferment can be answered authoritatively on the spot. Our experience in so dealing with State Occupational Advisers, in most instances, has been favorable. War Manpower Commission Activities
Manning Table Plan. The Manning Table Plan, also voluntary, is a detailed analysis of the entire labor and job structure of a company. This plan includes men and women, irrespective of age. A basis for deferment of military eligible can be established or disproved by the factual data included in this plan. Its sponsors claim that use of Manning Tables will give a firm useful data on its operation that it never had before. We cannot speak from experience, since we are not participating on a company-wide basis, though shortly most of our plants will be taking part. AND
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United States Employment Service. During· t h e development of t h e man power program, t h e United States Em ployment Service offices have been given increasing responsibilities. We have found close contact with the key personnel in. the local offices t o be extremely helpful. Some people feel that if the United States Employment Service can efficiently dis charge the job given it, and if, in turn, in dustrial concerns will handle their end effectively, a National Service Act can be avoided. In regard to Selective Service, for ex ample, Local Boards are urged t o confer with t h e Employment Service on questions o f claimed shortages of m e n in certain categories, which, if true, definitely de fines
