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l " ,· ·I  ,  1  JAN 1 2 199  ST. LOUI COU 'TY UB ~ A f \  Occupation al Compensation Survey: Pay and Benefits U.S Department of Labor Bureau of Labor Statistics B Jlletin 3065-10   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  St. Louis, Missouri-Illinois, I Metropolitan Area, March 1992  DEPos,rnRv DEG 2 s 1992  4~  •  Preface This bulletin provides results of a March 1992 survey of occupational pay and employee benefits in the St. Louis, MO-IL Metropolitan Statistical Area. The survey is part of the U.S. Bureau of Labor Statistics Occupational Compensation Survey Program. The survey was conducted by the Bureau's regional office in Kansas City, under direction of Stanley W. Suchman, Assistant Regional Commissioner for Operations. The survey could not have been conducted without the cooperation of the many private firms and government jurisdictions that provided pay and employee benefit data included in this bulletin. The Bureau thanks these respondents for their cooperation. The March 1992 pay and benefits survey reflects important changes  For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, DC 20402, GPO Bookstores or the Bureau of Labor Statistics, Publications Sale& Center, P.O. Box 2145, Chicago, IL 60690.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  from previous Area Wage Surveys in St. Louis, MO-IL. The changes, made to provide data for use in implementing the Federal Employees Pay Comparability Act of 1990, involve expanding the industrial and occupational coverage of the surveys. The survey bulletin is now titled, Occupational Compensation Survey: Pay and Benefits to distinguish it from previous Area Wage Surveys. Material in this bulletin is in the public domain and, with appropriate credit, may be reprcxluced without permission. This information will be made available to sensory impaired individuals upon request. Voice phone: (202) (,()6-STAT; TDD phone: (202) 606-5897; TDD Message Referral phone: 1-800-326-2577.  Occupational Compensation Survey: Pay and Benefits U.S. Department of Labor Lynn Marti n, Secretary  St. Louis, Missouri-Illinois, Metropolitan Area, March 1992  Contents  Bu reau of Labor Statistics October 1992 Bulletin 3065-10   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Page  Page  Introduction  2  Tables: All establishments: A- 1. Weekly hours and earnings of professional and administrative occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . A- 2. Weekly hours and earnings of technical occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A- 3. Weekly hours and earnings of clerical occupations . . . . . . . . . . A- 4. Hourly earnings of maintenance and toolroom occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A- 5. Hourly earnings of material movement and custodial occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Establishments employing 500 workers or more: A- 6. Weekly hours and earnings of professional and administrative occupations............................ A- 7. Weekly hours and earnings of technical occupations . . . . . . . . A- 8. Weekly earnings of clerical occupations . . . . . . . . . . . . . . . . . . . A- 9. Hourly earnings of maintenance and toolroom occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-10. Hourly earnings of material movement and custodial occupations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  3 4  5 8  9  11 12 13 15 16  Tables-Continued State and local governments: A-11. Weekly hours and earnings of professional, administrative, technical, protective service, clerical occupations ....... . .................... . . . . . 17 A-12. Hourly earnings of maintenance, toolroom, material movement, and custodial occupations ............. .. . . . 19 Establishment practices and employee benefits: 8- 1. Late-shift pay provisions for full-time blue-collar workers in manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8- 2. Scheduled weekly hours and days of full-time first-shift workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8- 3. Annual paid holidays for full-time workers . . . . . . . . . . . . . . . . B- 4. Paid vacation provisions for full-time workers . . . . . . . . . . . . . B- 5. Insurance, health, and retirement plans offered to full-time workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8- 6. Health plan participation by full-time workers . . . . . . . . . . . . . 8- 7. Other selected benefits for full-time workers . . . . . . . . . . . . . .  20 21 22 23 27 28 29  Appendixes: A. Scope and method of survey .............. . .... . ......... A-1 8. Occupational descriptions ............. . .............. . ... 8-1  Introduction  by occupation. Tables A-1 through A-5 provide data for selected white- and bluecollar occupations common to a variety of industries. Tables A-6 through A-10 include similar information, but limited to establishments employing 500 workers or more. Tables A-11 and A-12 present separate occupational earnings information for State and local governments in the metropolitan area. Occupational earnings information is presented for all industries covered by the survey and, where possible, for private industry and for State and local governments. Within private industry, more detailed information is presented (e.g., for manufacturing and service-producing industries) to the extent that the survey establishment sample can support such detail.  This survey of occupational pay and employee benefits in the St Louis, MO-IL Metropolitan Statistical Area (St. Louis City; Franklin, Jefferson, St. Charles, and St Louis Counties, MO; and Clinton, Jersey, Madison, Monroe, and St. Clair Counties, IL) was conducted as part of the U.S. Bureau of Labor Statistics Occupational Compensation Survey Program-previously called the Area Wage Survey Program. The survey is one of a number of metropolitan areas surveyed annually throughout the United States. (See listing of reports for other surveys at the end of this bulletin.) A major objective of the Occupational Compensation Survey Program is to describe the level and distribution of occupational pay in a variety of the Nation's local labor markets, using a consistent survey approach. Another Program objective is providing information on the incidence of employee benefits among and within local labor markets. The Program develops information that is used for a variety of purposes including wage and salary administration, collective bargaining, and assistance in determining business or plant location. Survey results also are used by the U.S. Department of Labor in making wage determination under the Service Contract Act, and by the President's Pay Agent (the Secretary of Labor and Directors of the U.S. Office of Personnel Management and the U.S. Office of Management and Budget) in determining local pay adjustments under the Federal Employee Pay Comparability Act of 1990. This latter use resulted in: (1) Expanding the survey's industrial coverage to include State and local governments and (2) increasing the survey's occupational coverage to include more professional, administrative, technical, and protective service occupations in the tables specific to State and local governments.  Establishment practices and benefit tables The B-series tables provide information on late shift provisions and practices for blue-collar workers in manufacturing industries; as well as data on work schedules; paid holidays and paid vacations; health insurance, retirement and other benefit plan provisions for full-time, white- and blue-collar employees. Appendixes Appendix A describes the concepts, methods, and coverage used in the Occupational Compensation Survey Program. It also includes information on the area's industrial composition, the extent of labor-management agreement coverage, and on the reliability of occupational earnings estimates. Appendix B includes the descriptions used by Bureau field economists to classify workers in the survey occupations.  Earnings The A-series tables provide estimates of straight-time weekly or hourly earnings   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  2  Table A-1. All establishments: Weekly hours and earnings of professional and administrative occupations, St. Louis, MO-IL, March 1992  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars) 2  Mean  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of-  400 and Under under 400 425  Middle range  425  450  475  500  550  600  650  700  750  800  850  900  950  1000  1050  1100  1150  1200  450  475  500  550  600  650  700  750  800  850  900  950  1000  1050  1100  1150  1200  1250  -  -  -  -  -  -  Administrative Occupations  0  Computer Programmers Level 1.................................................... Private industry ...................... ............ Manufacturing ............... .... .. .... .. .... .. Service producing ....... .................... Transportation and utilities ......... Level 11 ................................. .. .......... ...... Private industry .................................. Manufacturing ................................. Service producing ........ ...... ............. Transportation and utilities ......... State and local government ............ Level 111 ........ ............................ ......... ..... Private industry ................... ............... Service producing .................. ......... Transportation and utilities ......... State and local government ....... .. ... Level IV ................................................. Private industry ..................................  189 169 71 98 33 787 760 280 480 48 27 866 820 488 221 46 112 110  39.9 40.0 40.0 39.9 40.0 39.9 40.0 39.9 40.0 40.0 39.4 40.0 40.0 40.0 40.0 39.9 40.0 40.0  $480 485 507 470 551 586 587 572 596 575 564 680 681 672 670 662 771 772  $486 491  Computer Systems Analysts Level 1....... ..... ....... ................................. Private industry ... .. ... .......................... Manufacturing .. ..... ................ .......... Service producing ................ .... ....... Level 11 ... .. ................... ......... ........ .......... Private industry .................................. Manufacturing ................................. Service producing .............. .... ......... State and local government ......... Level Ill .......... ....................................... Private industry .......................... ........ Manufacturing ................................. Service producing ........................... Level IV ......................... .... ............. ....... Private industry ..... .. .. ...... ................... Manufacturing ...... ................ .. .........  521 499 203 296 1,905 1,850 513 1,337 55 965 951 332 619 105 104 61  39.7 39.7 39.9 39.6 39.7 39.7 39.9 39.6 39.7 39.8 39.8 39.8 39.8 40.0 40.0 40.0  661 664 701 638 806 806 850 790 797 950 952 979 937 1,102 1,103 1,096  $413 429  -  -  442  405  -  -  572 572 571 574 583  531 531 535 530 559  -  -  673 674 663 661 664 760 760  634 634 618 638 648 695 695  658 660 691 640 795 795 849 781 780 947 948 979 939 1,100 1,102  595 596 643 572 743 744 776 734 703 865 866 902 858 1,018 1,016  -  -  -  -  -  -  -  -  -  13 11 7 13  13 13 4 19  -  -  -  629 631 611 672 596  (4) (4)  $536 537  536  729 728 710 684 731 834 835  716 724 762 699 874 873 924 848 900 1,031 1,031 1,053 1,018 1,190 1,190  -  3  -  1 1  1  -  1 4  -  -  (4) (4)  (4) (4)  -  13 14 7 19 9 3 2 5 (4)  15  -  -  7 6 3 8 9 4 4 6 2 4  -  11 11 10 12 12 5 5 5 6 8  1 1 1  2  -  25 26 55 5 9 23 24 24 24 4 15 2 2 2 (4) 13  13 14 11 15 39 28 27 25 29 56 48 8 8 12 4 4  -  -  8 7 1 11 (4) (4)  15 15 11 18 1 1 (4) 1 5  -  -  (4)  (4)  -  -  -  -  -  -  -  -  -  -  -  (4)  (4)  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  2 2  4 (4) (4)  -  -  -  -  -  -  1  Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/ or premium rates) , and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges. 3 Workers were distributed as follows: 1 percent at $300 and under $325; 2 percent at $325 and under $350; 1   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  1250 and over  -  -  -  -  2 2 1 3 9 15 15 19 12 15 15 27 27 29 37 20 1  -  3 3 1 4 12 8 9 13 6  28 28 26 40 33 25 25  18 18 16 19 3 3 1 4 5 (4) (4)  25 25 28 23 7 7 5 7 7 (4) (4)  -  -  (4)  (4)  -  -  -  -  -  -  -  -  8 8 2 11 8 4 18 18 15 10 22 20 20  6 6 (4) 9  14 14 14 15 18 18 8 22 18 2 2 1 3  -  4 8 9 4 2  (4) (4) (4)  7 7 10 7  -  -  20 19  22 23  10 11 17 7 23 23 18 25 20 5 5 2 7 3 3 5  5 5 11 2 16 16 19 15 4 12 12 8 14  -  -  -  -  -  -  1  1 1 1  (4)  (4)  7 5 5  1 1 2  13 13 17 12 5 15 15 13 17 6 6 7  -  -  (4)  (4)  -  6 6  1 1 1 1 11 10 14 8 33 16 16 14 17 4 4 5  1 1  6 6 14 3 2 15 15 20 12 6 6 7  -  -  -  -  -  2 2 4 1  13 14 15 13 15 14 13  (4) (4) (4)  -  -  -  (4) (4) (4) (4)  -  -  11 11 14 10 16 16 15  6 6 8 5 12 13 10  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  3 3 3 2 16 16 11  1 1 2 (4) 9 9 13  -  -  -  5  13 13 15  percent at $350 and under $375; and 9 percent at $375 and under $400. 4 Less than 0.5 percent. 5 Workers were distributed as follows: 7 percent at $1 ,250 and under $1 ,300; and 8 percent at $1 ,300 and under $1 ,350. NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  3  Table A-2. All establishments: Weekly hours and earnings of technical occupations, St. Louis, MO-IL, March 1992  Occupation and level  Average Number weekly of hours' workers (standard)  Weekly earnings (in dollars)2  Mean  Computer Operators Level I .... Private industry Level II .... . Private industry Manufacturing ............... •... .. Service producing ... State and local government ... Level 111 ..... Private industry .................................. Manufacturing Service producing Level IV ........ .... ....... ...... Private industry  71 65 546 504 260 244 42 478 464 137 327 87 68  39.8 39.8 39.9 40.0 39.9 40.0 39.1 39.9 39.9 39.8 39.9 39.9 39.9  $327 329 417 418 426 410 404 505 506 507 505 562 572  Drafters Level I ... ........ ... ... ............ . Private industry Service producing .......... Level II Private industry ...... Manufacturing .. ···· ··· ···· ··· ···· ···· ···· · Service producing .. Transportation and utilities . State and local government . Level Ill. Private industry . .. . . . . . ......•••.. . •• Manufacturing Service producing Level IV ............... Private industry ........... Manufacturing  200 182 110 337 312 141 171 25 25 276 264 159 105 85 85 55  40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 39.6 39.9 39.9 39.9 40.0 39.8 39.8 39.7  Engineering Technicians Level II Private industry . Manufacturing ····················· Level Ill .. . .. . .. .. . . ... . .• . ••• ••. Private industry .... ......... Manufacturing ........ Level IV ···························· Private industry ............... Service producing ........ Level V ..................................... Private industry .. ...................  258 258 258 387 387 268 303 302 76 70 70  40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of250 and Under under 250 275  Middle range  6 6 $408 407 423 392 409 505 505 486 505 557  $352 352 371 345 363 446 446 442 454 517  $489 489 506 489 438 553 555 548 555 615  418 419 435 457 456 453 459 556 477 591 594 564 638 711 711 657  431 434 476 461 447 462 444  379 380 391 403 403 403 400  476 476 476 502 500 500 509  582 586 578 682 684 684  532 534 533 535 633 633  634 634 601 740 762 762  468 468 468 546 546 552 717 718 773 805 805  460 460 460 547 547 552 711 711  (3) (3)  10 8  {3) (3) (3)  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  900  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  900  950  13 12 2 3 2 3  30 31 6 5 3 8 12  3 3 15 13 18 9 33 5 5 8 4  3 3 6 6 6 5 7 7 7 9 6 8 3  5 4 4 3 14 7 7 13 4 3 4  1 2 10 11 5 17 2 6 6 11 3 5 4  15 16 26 7 2 36 36 20 42 28 26  (3) (3)  (3) (3)  2  10 11 12 12 14 10 7 8 8 9 7  (3) (3)  {3)  10 11 9 9 5 14 7 4 4 2 5  (3) (3) (3) (3)  (3) (3)  14 12 16 16 15 18 12 2 2  3 1 2 5 5  20 20 5 12 12 15 10  5 5 4 12 13 11 14 4 4  12 9 11 13 14 18 12  9 8 4 13 14 16 12 4 8 2 2 1 2  25 27 45 11 9 9 9 24 32 9 8 10 5  (3) (3) 1  5 5 8  5 5 2  4 4 4  9 8  8  (3)  (3)  {3)  {3)  (3) 1  (3) 1  2 2 3  8 8 9 22 21 26 16 28 40 18 18 14 23 4 4  5  431 431 431 488 488 495 659 659  504 504 504 608 608 612 773 773  3 3 3  5 5 5 1 1  (3)  1 Standard hours reflect the workweek for which employees receive their regular straight-time salaries (excl usive of pay for overtime at regular and / or premium rates) , and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appen-   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  7 7 5 5 6 4 7  11 11 11 6 6 6  22 22 22 6 6 5  20 20 20 9 9 10  12 12 12 6 6 7  20 20 20 22 22 21  2 2 2 1 3 11 11 9 13 26 26  1 1 2 2 6 6 1 9 18 22  1 2 2  4 4  4 4  8 36  29 29 43 9 16 16 24  6 6 6 21 21 22 4 4  950 and over  (3)  3 3 6 2 5 4  3 3 9 1 5 6  17 17 24 7 16 16 16  8 8 3 16 19 19 29  12 13  2 2  32 11 11 9  5 11 11 15  4 4 2  16 16 13 14 14  12 12 16 24 24 25  19 20 20 33 33  8 8 13 27 27  2 1  (3)  (3) (3)  1  19 19  (3) (3) (3) 24 25 20 23 23  4 4 16 4 4  1 5 6 6  (3) (3) 1 7 7  dix A for definitions and methods used to compute means, medians, and middle ranges. 3 Less than 0.5 percent. NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  4  Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992  Occupation and level  Clerks, Accounting Level 1.. ..... ................... ......................... Private industry .................................. Service producing ........................... Level II ..................................... .. .. .......... Private industry ................. ................. Manufacturing ...... ........... ................ Service producing ................. .......... Transportation and utilities ......... State and local government ............ Level 111 ................................. ................. Private industry .................................. Manufacturing ................................. Service producing ........................... Transportation and utilities ...... .. . State and local government ............ Level IV .............. ·································· Private industry ........... ....................... Manufacturing ................................. Service producing ........................... Transportation and utilities ......... State and local government ............  Average Number weekly of hours 1 workers (stan• dard)  248 247 214 3,057 2,870 955 1,915  39.9 39.9 40.0 39.9 39.9 39.9 39.9  774 187 1,008 738 237 501 88 270 408 347 108 239 50 61  40.0 39.6 39.7 39.8 39.9 39.7 40.0 39.5 39.9 39.9 40.0 39.9 40.0 39.6  Clerks, General Level I ·························· ························· Private industry .......... ........................ Service producing .................... .... .. Level 11 ............................ ....................... Private industry ........ ................ ........ Manufacturing .. .................. ... .....•... Service producing .................. ........ Transportation and utilities ......... State and local government ............ Level 111 .. ................................................ Private industry .. ... ... .......... ..... ..... •.. Manufacturing ................................. Service producing ............. ············· Transportation and utilities ......... State and local government ... ..... Level IV ............... ...................... ··········· Private industry .......................... ....... Service producing ........................... Transportation and utilities ......... State and local government .. ·········  178 127 96 1,909 1,226 490 736 92 683 2,243 1,248 474 774 297 995 1,079 805 436 330 274  Clerks, Order Level I .................... ............................... Private industry ... .............................. Manufacturing .............. ................ ... Level II .............................. ···················· Private industry ........ ..... . ... ... ........ .. .. Manufacturing ············· ... . ..............  641 641 401 135 135 118  Weekly earnings (in dollars) 2  Mean  $358 358 371 380 382 381 382  Median  $261 261 276 300 300 313  411 415 435 405 564 402 478 482 494 476 580 456  39.6 39.6 39.4 39.8 39.8 40.0 39.7 40.0 39.6 39.8 39.8 40.0 39.7 40.0 39.8 39.9 40.0 40.0 40.0 39.7  292 283 270 332 336 402 292 347 326 372 402 437 380 460 335 438 459 471 499 378  292 251 241 314 302 477 280 365 325 349 392 506 370 477 322 451 477 490 490 374  240 237 230 274 260 309 260 260 299 300 311 348 294  39.7 39.7 39.6 40.0 40.0 40.0  336 336 318 387 387 402  335 335 313 392 392  298 298 280 336 336 348  457  404  175 and under 200  Middle range  $321 321 333 352 353 359 350 489 336 404 404 411 384 559 401 469 480 479 480 536 447  352  Percent of workers receiving straight-time weekly earnings (in dollars) of-  292 350 305  346 343 396 319 490 354 440 440 452 440 536 432  414 290 384 409  444 490 328  -  -  -  -  -  -  -  -  -  -  -  $476 476  476 489 489 493 489 553 396 465 490 492 490 620 450 530 536 538 519 675 525  322 318 273 367  414 477 321 401 353 435 506 506 477 507 374 490 499 511 539 418  375 375 350 446 446 454  200  225  250  225  250  275  300  4 4 2 1 1  10 10 6 2 3 2 3 3  16 16 17 12 12 6  10 9 10 9 9 9 9 5 10 5 6 1 8  (3) (3) (3) (3)  -  -  -  -  (3)  (3)  4 2  -  (3)  -  -  5  -  -  (3) (3)  -  (3)  (3)  -  -  30 41 52 7 9 3 13 15  8 12 13 16 22 9 30 12 7 6 4  18 7 7 16 16 10 20 12 16 18 15 4 22 4 22 2 2 4  4  1 1  -  (3) 1  -  6  (3) 1  9  (3) (3) (3) (3)  (3) (3)  -  -  -  -  (3) (3)  8 8 10 2 2  -  1  (3)  5 5 7 4  4  -  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  -  3  (3) (3)  -  -  -  -  (3) (3) (3) (3) (3)  15 5 10 3 4  (3) 3  -  5 7 8 2 2  (3) (3)  -  1 2 2  1 2  1  -  -  -  1 1  -  -  -  -  -  -  -  1 1 1  275  5  325  350  375  400  425  450  475  500  550  600  650  700  750  800  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  13 13  4 4 4 11 11 15 9 5 13 8 8 4 10  2 2 2 7 8 9 7 5  (3) (3)  1 1  -  (3) (3)  -  -  -  -  -  -  300  14 14  13 15 13 5 19 9 8 1 11  -  -  11 1  9 5 5 5 5  (3)  -  (3)  -  -  -  16 3 3 2  4  -  3  5  15 10 5 15 10 11 9 8  7 8  -  4 11 9 7 10  -  17  13 13 15 1 1  23 23 30 9 9 7  12 12 13 19 19 20  12 12 18 10 10 11  -  20 6 1 2  (3)  4  -  4  -  5  4 4 7 10 8 7 4 17  13 13 3 9 9 10  1 1 1  6 6 9  4 (3) 13  14 15  7 11 9  22 12  14 7  -  11 5  -  4 3 5  15 21 19 13 22  7  28  4 3  1 2 2 1 1  -  (3) 5 35 6 8 8 6 9 14 9 . 8 8 2  10  -  (3) 1 5  (3) 5 2 3 2  4 1 5 17 13 13 26 7 8 16  4 6 8  (3) (3) (3) 1  -  (3) 1 1 1 2  4 9 9 7 2 1 12  4 4  8 8  19 19 22  1 1 2 1 2 3 6 2  (3) (3)  -  -  3 5 1 3 1 1 1 1 7 6 5 6  19  -  18 11 9 12 7 4 15 7 4  8  -  3  6  1  -  24 14 9 9 9  -  7  9 5 4 5 2 17 9 8 7 9 2 10 7 5 3 1 13  -  7 7 5 7 1 19 10 10 17 7  2  -  11 7 3 10  -  -  4 4 4  -  -  7 8 1 5  2 2 3 19 19 21  40 40 46 13 13 2 19 39  -  -  -  -  -  (3) 1  5 5 7  4 23 6 16 18 7 22  -  7  1 1 1 15 23 56  12 18 9 23 3 20 20 28 16 52 23  1 1 3  (3)  -  2  -  (3)  (3) (3)  1  (3) 1 7  -  (3) 1  -  5 9 1 14 37  15 28 50 14 27  -  -  -  25 33  (3) (3) (3)  58 4  16 21 27 35 1  -  -  -  1 1 4 4 4  -  -  -  (3) (3) (3)  48  -  1 1 3  -  -  (3) (3) (3) 1 2  -  -  -  1 2 3 1 6  3  4 1 5 26  -  -  -  -  -  -  (3)  (3) (3)  -  -  -  -  -  -  1 1 1 1  -  1  -  -  -  -  -  -  -  -  -  -  -  -  (3) 1  -  -  -  1 1 1  -  -  -  -  -  -  -  -  -  -  1 2  -  -  -  -  -  -  -  -  -  -  6 8 1 12  -  (3) (3)  -  -  1 2  -  -  44  (3)  -  7 7 10 6 8 3  -  1 1  11 26  -  10  (3)  -  -  7 8 1  7 8 23  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  850 and over  -  -  -  -  -  -  -  -  -  -  -  Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued  Occupation and level  Average Number weekly of hours' workers (standard)  Weekly earnings (in dollars) 2  Mean  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of175 and under 200  Middle range  Key Entry Operators Level 1........... ... ............................... Private industry ....................... ........... Manufacturing .... . ···················· ······· Service producing .......... ......... ........ Transportation and utilities .... ..... State and local government ............ Level 11 ................................... .. .. . ......... Private industry ...... ............................ Manufacturing ....... .......................... Service producing ..... .... ... ..... .. .... ... Transportation and utilities .........  779 715 174 541 61 64 537 483 123 360 36  39.9 39.9 40.0 39.9 40.0 39.8 39.9 39.9 40.0 39.9 40.0  $293 291 293 291 388 310 369 374 433 353 405  $278 275 286 272 390 314 347 351 463 343  -  -  Secretaries Level I ...... ................. ... ························· Private industry ........... ...... ················ Manufacturing .. .. ........ ..... ................ Service producing ........................... State and local government ........... . Level 11 .... .. ....................................... ...... Private industry .... .. ................... ...... ... Manufacturing .. .. .............. .............. Service producing ....................... .. .. State and local government ... ......... Level 111 ............................. ....... ...... .. .... .. Private industry .......... ...... .... .............. Manufacturing ................................. Service producing ................... ........ Transportation and utilities ......... State and local government ............ Level IV .............................. ................... Private industry ........ ........................ .. Manufacturing ................................. Service producing ......... .................. Transportation and utilities .. ....... State and local government ....... ..... Level V ....... ........................................... Private industry .................................. Manufacturing .............. ...... ......... ... .  1,020 692 284 408 328 2,1 61 1,694 690 1,004 467 2,107 1,837 968 869 183 270 886 815 509 306 64 71 152 149 109  40.0 40.0 40.0 40.1 39.9 39.6 39.7 39.9 39.6 39.2 39.7 39.7 39.9 39.5 40.0 39.5 39.8 39.9 39.8 39.9 40.0 39.6 39.9 39.9 39.8  369 358 378 343 392 430 435 441 430 413 482 483 490 475 534 476 567 567 574 555 706 564 680 682 664  359 343 360 336 391 424 426 432 417 420 474 473 485 452 549 477 548 548 548 533 730 585 645 649 639  322 310 326 301 352 376 376 399 364 377 422 421 436 410 478 430 504 503 515 480 664 506 597 599 587  $246 246 246 247 263 282 320 320 358 320  -  -  -  -  -  -  -  -  -  -  $318 308 336 303 526 323 394 397 505 377  -  408 387 423 383 430 473 493 481 507 455 531 538 544 532 619 515 627 627 626 627 762 630 748 749 722  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  3 3  23 25 37 21 13 3  20 21 1 27 10 13 3 2 3 1  22 22 31 19 3 28 5 5 6 5  10 8 5 9 13 33 20 20 7 25  8 8 15 5 3 17 15 15 2 19  3 3 3 3 5  1 1 3 1 7  1 1 1 1 2  -  -  -  -  -  -  -  -  (3) (3)  -  -  -  -  -  -  -  -  -  4 4 5 3 3 6 22 20 7 25 61  10 14 13 15 2 2 3 1 4 1 (3)  11 14 11 16 5 2 3 1 5  -  -  1 2  -  2  -  -  -  -  -  4 3  -  -  -  -  -  -  2 3  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  2 3  5  -  4 1 1 1 1  -  -  (3)  -  (3) (3)  -  -  -  -  -  -  -  -  -  -  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  850 and over  200  6  -  -  -  -  4  3  -  -  -  10 12 46  9 6 8 4 15 13 12 18 7 18 12 12 9 15 2 12 4 4 3 6  5 3 7 1 10 12 9 12 7 22 13 12 14 10 4 19 4 5 4 6 2 1 1 1 2  7 4 6 4 13 14 15 18 12 13 11 12 10 14 1 4 3 3 1 7  -  -  {3) (3)  -  16 15 15 14 20 12 11 13 9 16 6 6 4 8 3 9 3 3 2 3  -  1 2 5 1  -  11 10 8 11 14 12 12 8 14 13 5 5 2 8 13 5 1 1 1 1  -  -  (3) 2  5 5 10 3  -  -  -  3 1 1 2  1 1 1 1  2 2 1 2 13  1 7  -  -  (3)  12 13 10 14  (3) (3)  -  4 5 4 5 17  19 21 21 21 16 7 6 3 9 10 2 2 2 2 2 (3) (3) (3) (3) 1  {3) 1 2 2 1 1 (3) (3) (3)  -  1 1  -  1 6  3 2 4 1 3 6 6 8 4 7 14 14 16 11 16 14 8 8 6 11 3 7 1 1 2  -  2 3 4 2 1 10 13 11 15  1 1  2 16  -  -  1 1  -  -  (3) (3) 1  -  -  -  1 11  -  1 6  1 1 2 1  (3) (3) (3)  (3) 1 1 (3)  7 9 6 11  -  -  -  1 1 1 1  -  -  -  17 15 19 10 14 29 28 29 35 19 2 15 6 6 6  9 11 12 9 13 1 17 17 17 17 6 21 17 16 20  5 5 5 6 21 7 13 12 14 9 6 25 24 24 21  -  -  -  (3) (3) (3)  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  3 3 2 5 11  1 1 2 (3) 1  (3) 1 (3) 1  -  -  -  6 5 5 5 16 18 11 11 11  5 5 4 8 30  6 7 7 7 31  -  -  14 14 15  -  -  -  -  -  8 8 6  -  -  -  -  -  -  (3) (3) (3)  1 1 1 2 5 4 4 4  -  4  12 12 10  Table A-3. All establishments: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars)2  Mean  Median  175 and under 200  Middle range  Switchboard Operator-Receptionists .... Private industry .............................. .... Manufacturing ................... .. ............ Service producing ...... .................. ... Transportation and utilities ......... State and local government ............  852 791 241 550 70 61  39.7 39.7 39.8 39.6 40.0 39.3  $324 320 310 325 286 366  $302 290 280 302 265 356  $265 265 260 270 231 312  Word Processors Level I ................... .............. .................. Private industry ............ .. . ..•.... ... ... .. .. . Service producing ........................... Level 11 ............... ......................... ...... ... .. Private industry .................................. Service producing .. ......................... State and local government ............ Level 111 .............. .................................... Private industry ..................................  381 366 341 284 210 162 74 90 69  39.4 39.4 39.3 39.6 39.4 39.3 40.0 39.9 39.8  375 374 378 376 376 369 378 475 469  362 355 363 371 361 356 391 488  315 315 315 336 326 326 373 432  -  Percent of workers receiving straight-time weekly earnings (in dollars) of-  -  -  -  -  -  $366 361 346 384 326 433  457 457 459 391 415 386 391 515  -  -  200  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  2 2 1 2 3  10  20 22 30 18 31  13 12 12 12 3 20  9 8 10 7 9 26  9 10 6 12 20 2  8 8 9 7  8 9 5 11 3  2 3 5 1 1  3 2  3 3  (3) (3)  1 1 5  (3) (3)  -  11 17 9 29  9 8 9 7 9 7  12 13 8 6 7 9 4 2 3  15 16  4 5 7  -  -  -  (3) (3) (3)  -  -  -  -  -  2 2 2  -  -  -  8 8 9 (3)  -  1  -  -  -  -  1 Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates), and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  -  17  18 23 27 4  -  13  -  12 12 13 22 22 26 23 6 7  7 7 7 24 10 9 65 7 9  -  4 4 4 5 6 5 1 8 6  -  -  4  2  3 3  -  -  -  25  15  2 1 1 10 13 13 1 8 10  14 13 14 3 4  -  5  -  4 4 5 1 2  -  -  13 16  24 20  -  20 3 (3) 4  -  -  -  -  10  -  -  -  11 12 1 1 1  29 25  1  -  (3) (3)  -  2 3  -  -  -  -  -  (3) 1  2 2 3  -  -  -  -  -  -  -  -  -  -  -  -  1 1  -  -  -  -  -  -  -  850 and over  -  -  -  -  -  3  Less than 0.5 percent. Workers were distributed as follows: 6 percent at $850 and under $900; 1 percent at $900 and under $950; and 4 percent at $950 and under $1 ,000. 4  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  7  Table A-4. All establishments: Hourly earnings of maintenance and toolroom occupations, St. Louis, MO-IL, March 1992 Hourly earnings (in dollars) ' Occupation and level  Number of workers  Mean  Median  Percent of workers receiving straight-time hourly earnings (in dollars) of6.50 and Under under 6.50 7.00  Middle range  7.00  7.50  8.00  8.50  9.00  7.50  8.00  8.50  9.00  9.50  11 13 9 16 2  2 2  8 8 1 12 10  5 5 3 6 7  8 5 7 4 20  General Maintenance Workers ..... . Private industry ........................... Manufacturing .......................... Service producing ........ ............ State and local government .....  1,259 1,003 379 624 256  $9.72 9.60 11.12 8.67 10.18  $9.79 9.59 11.00 8.20 9.98  $8.00 7.25 9.63 7.00 9.08  -  Maintenance Electricians ................ Private industry ... ................. .. ..... Manufacturing .... ........... ......... .. State and local government .....  1,935 1,815 1,541 120  17.84 18.09 17.98 14.20  19.24 19.33 19.33 13.96  16.35 16.92 16.92 12.15  -  908 862 228 634  16.41 16.48 15.47 16.84  17.08 17.08 16.54 17.08  15.53 16.08 13.77 17.08  -  -  -  17.83 17.83 16.54 17.83  -  -  562 46 213 206 96  17.47 14.99 16.74 16.73 17.05  17.08 15.10 17.20 17.32 17.91  17.08 13.77 14.50 14.50 14.77  -  17.83 15.18 18.85 18.85 19.26  -  -  -  -  -  Maintenance Machinists ................. Private industry ..... ................ ...... Manufacturing ..........................  891 876 841  17.30 17.34 17.27  18.62 18.62 18.62  15.64 15.64 15.64  -  20.01 20.01 20.01  -  -  -  -  -  -  -  -  Maintenance Mechanics, Machinery ...... .. .................... ............ Private industry ........................... Manufacturing .......................... Service producing .......... ....... ... State and local government .... .  2,330 2,290 2,012 278 40  14.97 15.01 14.68 17.38 12.82  14.72 14.72 14.72 16.38 12.66  14.37 14.37 13.97 15.45 11 .61  -  -  -  -  -  1,460 1,075 128 947  14.46 14.78 16.51 14.54  14.13 15.13 17.08 15.13  12.00 11 .80 15.64 11 .80  -  886 385  14.51 13.56  15.13 13.40  Maintenance Electronics Technicians Level II ........................................... Private industry ......... .......... .. ...... Manufacturing .......................... Service producing .................... Transportation and utilities ................................... State and local government ..... Level Ill .......................................... Private industry ...... ..................... Manufacturing ..........................  Maintenance Mechanics, Motor Vehicle .............'..... ........................... Private industry ... .......... ,............. Manufacturing .......................... Service producing .................... Transportation and utilities .. ....................... ...... .... State and local government .....  -  -  19.63 19.73 19.74 14.65  -  -  -  4 5 9  8 10  -  15  -  -  -  -  16.00 16.00 14.72 19.63 14.12  -  -  -  16.54 16.56 17.75 16.56  -  11 .80 13.20  -  16.56 13.41  -  -  19.63 19.63 19.75  -  -  Maintenance Pipefitters ................ Private industry ........... ..... ....... .. Manufacturing .......................... State and local government .... .  737 708 619 29  17.67 17.67 17.46 17.58  17.99 17.99 17.08  15.78 15.78 15.78  Tool and Die Makers ...................... Private industry ...... .................... Manufacturing ...... ..... .. .............  628 628 628  18.43 18.43 18.43  19.24 19.24 19.24  18.05 18.05 18.05  -  -  $11 .25 11.44 11 .72 10.09 11.00  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  3 2  -  -  -  -  -  -  -  -  (2)  -  -  -  1  (2)  (2)  -  -  -  -  -  -  -  -  -  -  -  -  (2)  -  (2) (2)  -  2  -  -  -  -  1 1 1  -  -  (2)  -  -  -  -  -  -  (2)  (2) (2)  -  -  -  (2)  -  -  -  -  -  -  -  19.24 19.24 19.24  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  3  2  -  -  7  1 1  (2) 2  -  (2)  5 5 6  (2)  -  -  3  7 8  3  2 4  -  -  -  -  -  (2) (2) {2)  10 2  1  -  2 2 4  1 1 1 6  1 2 7 7 3  (2) (2)  9 11 13  8 8 3 9  14 2  10 6  -  -  (2) (2) (2)  -  3  -  4 3 6  2 30 4 3  (2) 7  -  -  -  -  -  2 6 6 5  10 10 12  2 2 4 1  4 3 7 2  4 4 6 3  5 3 1 3  18 18 60 3  2 9 8 8 9  4 43 3 2 3  4  2 3 3 6  (2) 17 12 11 7  2 2 2  5 4 5  7 7 7  1 1 1  8 8 9 2 10  46 46 50 15 35  18 3  2  (2)  3  6 5 4 5  (2) 6  1 62  5 7  (2)  -  1 1 1  1 1 1  -  -  4 4 4  2 2 3  5 5 5  -  -  -  -  -  3  -  5 6 6  3 3 9  7 6 7 18  8  -  -  8 6 7 37  (2)  (2)  7 6 7  1 2  (2) (2) (2)  3  10  7  -  2 2  (2)  (2) (2) (2)  -  (2)  23  17  -  -  1 7  2 1 1  9  -  -  -  5 4 11 2  (2) (2) (2)  3  -  2 1 1 12  3 3 3  3 3 13 2  -  -  2  {2) 13  -  -  10 10 23 2 8  (2)  1 1 1  -  4  -  2 2 1 2  2 3  -  -  -  -  1  -  -  -  -  -  -  -  (2)  -  -  -  -  9 8 11 7 10  (2)  1 1 4  -  (2) (2) (2)  7 6 9 5 11  2  -  -  -  -  -  (2)  -  1 Excludes premium pay for overtime and for wor.k on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  -  (2)  -  -  10 9 14 6 11  (2) (2)  (2) (2)  -  -  6 5 5 5 10  -  (2) 1  10.00 10.50 11 .00 11 .50 12.00 12.50 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 and 10.00 10.50 11.00 11.50 12.00 12.50 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 over 9.50  -  47 49  67  -  -  -  7 8 7  -  -  -  46 48 45 12  -  3 3 1 3  -  4 13 22 23 32  -  -  -  -  8 8 9  (2) (2)  -  3  1 1  5 5 5 5  2 2  6  11 11 1  76 2 21 21 35  17 17 18  7 8 8  4 5 5  21 21 20  5 6 3  26 26 27  (2)  5 5 4 12  4 4 1 24  11 11 12 3  6 7 7  2 2  3 3  -  23  -  -  -  -  10 13 12 13  20 28 15 29  10 31 7  10 3  -  19 19 22  -  31  8 9 10  2 2 2  14 14 14  7  -  7  22 23 27  -  2 2 2  12 12  -  -  -  -  -  1 1 2  1  -  -  -  -  -  -  -  -  -  -  6 8 23 6  -  -  -  6 1  -  -  -  19  -  1  4  4 4  -  26 25 19 52  12 12 14 14  (2)  15 15 15  57 57 57  4 4 4  -  -  7  Less than 0.5 percent.  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  8  Table A-5. All establishments: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992 Hourly earnings (in dollars)' Occupation and level  Number of workers  Mean  Median  Percent of workers receiving straight-time hourly earnings (in dollars) of-  Middle range  4.25 and under 4.50  -  5.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  5.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00  -  -  1 1  1 1  1 1  6 6 8 2  3 3 1 9  5 5 (2) 14  13 13 13 14  6 6 8 2  9 9 14 (2)  4 4 6 (2)  7 7 10 1  -  -  2 1 2 1 14 1 1  2 1 7 1 18 (2) (2)  1 (2) 1 (2) 12 1 1 1  1 (2) 1 (2) 12 29 32  1 (2)  1 1 23  (2)  (2) 10 3 1 24  1 (2) 1 (2) 21 4 4 13  1 1 13  -  1 1 2 1 1 2 1 11  2 2 9 1  2 1 6 (2)  6 1 5 (2)  6 2 10 (2)  1 2 9 (2)  1 1 3 1  4  3 6  3 19  8 19  9 1  15 (2)  13 (2)  2 2 3  19 19 23 8  7 7 9 1  6 6 7 2  3 2 2 1  Forklift Operators ............................. Private industry .. ......................... Manufacturing .......................... Service producing ...... .............  2,512 2,507 1,708 799  Guards Level 1...... ...................................... Private industry ........................... Manufacturing .......................... Service producing .................... State and local government ..... Level II ........................................... Private industry ........................... State and local government .....  3,736 3,525 178 3,347 211 714 644 70  6.00 5.82 13.77 5.39 9.06 11 .28 11 .52 9.06  5.25 5.02 13.69 5.00 8.89 11 .63 12.17 9.94  4.65 4.65 12.72 4.65 7.89 9.05 9.05 7.00  -  -  6.25 6.10 16.13 6.08 10.38 13.80 14.97 10.81  9,953 7,392 1,105 6,287  6.33 5.64 10.23 4.84  5.00 4.50 9.90 4.35  4.30 4.30 7.50 4.25  -  7.83 5.49 12.29 5.00  105 2,561  9.1 0 8.30  9.37 8.41  6.00 6.98  -  12.07 9.65  Material Handling Laborers ............ Private industry ...... ............ .•...... Manufacturing .............. ........... Service producing .................... Transportation and utilities .............. .................... State and local government .....  1,576 1,543 1,184 359  12.72 12.73 12.29 14.17  12.15 12.15 11 .24 14.99  10.62 10.62 9.59 14.16  -  -  15.88 15.88 15.88 16.66  -  -  160 33  15.00 12.28  16.66 13.40  14.16 13.40  16.66 13.40  -  -  -  Order Fillers ...................................... Private industry ..... ................... .. Manufacturi ng .. ........................ Service producing ...... ... ........ .  1,226 1,226 368 858  9.04 9.04 7.58 9.67  8.55 8.55 5.83 9.1 2  7.25 7.25 4.90 7.75  10.00 10.00 9.49 12.45  -  8 8 26  5 5 17  -  -  Shipping/Receiving Clerks ............. Private industry ........................... Manufacturing .......................... Service producing ................  1,472 1,461 778 683  10.47 10.47 11.35 9.47  10.08 10.08 10.12 8.90  8.27 8.27 9.82 7.05  Janitors ............................................. Private industry ........................... Manufacturing ............... .......... Service producing .................... Transportation and utilities ... ................................ State and local government .....  $12.39 $11.44 12.39 11.44 12.58 11.44 12.00 12.30  $9.30 9.30 9.66 8.50  - $15.09  -  -  -  -  -  -  -  -  15.09 14.93 15.09  11 .95 12.00 12.43 11 .95  -  -  -  -  -  13 14  22 23  20 21  9 10  -  -  -  -  2  2  4  6 6  4 4  2 (2) 13  4 5 2 1 17  -  -  -  -  15  24  22  -  -  10 5 2 2 3  13 14 2 15 1 3 2 11  12 16 6 17  4 3 4 3  5 3 7 2  2 2 4 1  3 1 1 1  15 3  2 6  10 10  13 4  6 8  -  1 1  1 1 1  2 2 2 (2)  10 11 14 1  -  2 2  -  35 47  12 15  -  -  55  18  -  -  (2)  -  3  -  1 1 1 1  (2) (2)  -  -  -  5  1 1 2  -  6 6 8 5 1 1 1 1  (2) (2)  -  -  6  1 9  -  -  1  -  -  -  -  2 9 9  19  -  -  4 2 6 1  3 1 6 1  10  4 7  1 1 1 (2)  5 4 4 5  1 3  -  -  -  (2) (2)  1  -  -  -  6  -  -  -  1  -  4 4 2 5  6 6 1 7  7 7 5 8  2 2 1 3  14 14 1 20  13 13 12 13  7 7 12 5  2 2 3 1  3 3 1 6  5 5 4 6  7 7 3 11  4 4 4 4  2 2 2 2  15 15 22 8  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00  4.50  9  -  16  -  -  6 70 10  -  16 18 1  -  4 6  -  9 9 4  5 5 7  (2)  -  -  -  -  -  -  2 2 42  -  -  -  (2)  -  -  -  -  -  -  -  (2)  -  -  -  9 9 1 33  11 12 13 7  13 14 7 35  -  -  5 5 7 (2)  -  8  15  54  -  -  -  -  -  1  -  -  -  -  -  -  -  -  -  -  -  (2)  (2)  (2)  (2) (2)  (2)  -  2  -  76  -  10 10  13 13 22 2  13 12 10 15  7 7 7 7  3 3 2 3  1 2 2 1  -  -  -  -  -  (2)  18  -  (2)  12 12 18  1 1 4 (2)  (2)  1 2 (2)  14  5 5  -  -  -  -  -  7  1 1  6 6  -  -  1  -  1 1  23 26  5  3 3  (2)  8 8 12 6  -  (2) (2)  5 (2)  (2)  -  13 13 5 31  2 2 15  -  -  -  -  7 7 6 9  4 4 7 (2)  -  -  -  3 3 5  -  -  -  -  -  -  -  -  -  -  (2) (2) (2) (2)  3 3 5  (2)  -  -  -  -  -  Table A-5. All establishments: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992-Continued Hourly earnings (in dollars) 1 Occupation and level  Truckdrivers Light Truck ... . ..... ....... ... ···•····"····· Private industry ······ ...... ......... ... Service producing ...... ............. State and local government ..... Medium Truck .. .. ... ... .. .. . ................ Private industry ...... .... ·· ········· ... Manufacturing ........ ..••. •.. . .. . Service producing ..... ......... .... Heavy Truck . .. .............. ·············· Private industry ............ .............. Manufacturing ........... ... ... ....... Service producing ...... .. .......... Transportation and utilities ........ ................. ........ State and local government ..... Tractor Trailer ........ .. .... ················· Private industry .... ... ... ················ Manufacturing .......... .... ....... .... Service producing ... .... ............. Transportation and utilities . ............................. Warehouse Specialists ... ..... ... .... . ... Private industry ··························· Manufacturing ........... .. ..... •...... Service producing . Transportation and utilities ........ ......... ................. State and local government ...  Number of workers  Mean  Median  Percent of workers receiving straight-time hourly earnings (in dollars) of4.25 and under 4.50  Middle range  379 340 301 39 1,121 1,121 85 1,036 2,562 2,347 238 2,109  $7.90 7.69 7.18 9.78 13.18 13.18 11 .99 13.28 11 .06 11 .04 14.42 10.66  $7.32 7.25 6.83  $5.87 5.60 5.60  -  -  11 .34 11 .34 8.99 11.34 10.45 10.45 16.26 10.45  10.80 10.80 8.50 10.80 10.00 10.07 11 .21 9.90  1,479 215 2,004 2,004 149 1,855  10.62 11.21 14.80 14.80 15.15 14.77  10.45 11.04 15.31 15.31 18.23 15.31  10.30 9.86 12.54 12.54 12.00 12.65  -  $9.00 9.00 8.68  -  10.60 11 .99 16.26 16.26 18.23 16.26  -  17.11 17.11 14.72 17.11 11.48 11.20 16.26 11.20  -  -  -  1,363  14.87  16.26  11.80  -  16.32  -  2,499 2,434 636 1,798  11.20 11 .23 10.49 11.49  11 .80 11 .87 10.48 12.20  8.25 8.25 9.21 7.50  -  14.99 14.99 12.12 14.99  -  439 65  13.11 10.23  16.16 9.51  8.75 8.82  -  16.16 11 .61  -  -  -  5.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  5.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  10.00 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21.00  20 22 25  6 7 8  4 5 6  11 12 14  9 7 8 21 (2)  6 6 7 3 1 1  6 6 6 3 2 2 5 2 2 2 3 2  7 7 8 5 4 4 47  (2) 2 2  11 8 8 31 6 6 1 6 6 6  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  3 3  -  -  -  -  -  (2)  -  (2) 1 1  (2) 3 3  -  1  -  -  -  (2)  -  1  1  5  -  -  1 1 2  (2)  1 1 13  (2) (2)  2  6  3  3 5  -  -  -  -  1  2 1 4 (2)  3 3 3 4  2  12 2  12 5  1 15  12 11  1 1  -  2 2 1 3 8 6 9 6  33 33 1 35 35 36 11 39  2 25 (2) (2)  56 18 2 2  -  -  -  4 4 5 3  2  5 6 4  (2)  6 6 13 3  2  4  5  -  5  1 3 3  -  -  1 1  6  -  4  1  5 5  8  -  (2) (2)  -  6 6  4  2  -  -  -  2 2  -  1 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  10.00 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00  4.50  2  8 5 4 38 9 9  -  9 28 17 17 11 17  1 1 4 1 3 2  -  9 22 21 3 23  5 6  -  1 1  2 2 3  3  3 1 15 6 6 8 6  2  9 9 10 9  1  3  23  6  2  4 4 4  3 3 2 4  17 17 16 18  3 3 9  3  12 12 41 2  14  (2) 18  8  5 3  3 14  -  -  1  1 1 1  2 2 20 1 4 4 18 2  -  1 1  1 1 1  -  -  -  (2) (2) (2)  36 36  3 3 21 1 {2) (2)  -  39 (2) (2)  -  (2) (2)  -  8 9 56 4  -  -  (2)  (2)  (2)  5  (2)  (2)  (2)  -  -  28 28  14 14  -  -  4 4 54  -  30  15  -  -  -  2  41  21  -  -  -  4 4 1  8 8 (2)  -  -  -  20  6  11  1  -  -  -  2 3  3  -  -  -  3 10 2 2 3 2 (2) 15 15  (2)  -  1 1  -  -  16 16 1 17  1 1  1 1  1  44  5  -  -  -  -  Less than 0.5 percent.  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  10  Table A-6. Establishments employing 500 workers or more: Weekly hours and earnings of professional and administrative occupations, St. Louis, MO-IL, March 1992  Occupation and level  Number of workers  Average weekly hours 1 (standard)  Weekly earnings (in dollars) 2  Mean  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of400 and Under under 400 425  Middle range  425  450  475  500  525  550  600  650  700  750  800  850  900  950  1000  1050  1100  1150  450  475  500  525  550  600  650  700  750  800  850  900  950  1000  1050  1100  1150  1200  11 13 8 17 1 1  7 5 3 7 2 2 2 5  10 10 8 11 3 3 4  12 13 25 1 8 8 9  15 17 13 21 30 29 27 61 48 6 6 8 5 5  3 3 2 4 18 18 14 18 15 27 29 35 42 5  3 3  10 10 13 11 4 20 20 15 9 26  7 7 11  (3) (3)  (3) (3)  10  18 20 36 6 14 14 10 5 11 1 1 1 1 5  1  6 6 1 8  14 14 9 18 1 1  19 19 18 19 3 3 1 4 6 1  13 13 12 14 19 18 10 22 21 2 2 1 2  12 13 21 8 22 22 18 23 23 5 5 3 6 3 3 5  2 2 4  (3) (3) 1  (3) (3) (3) (3)  15 15 13 16 14 13 13  11 11 12 10 15 16 15  1200 and over  Administrative Occupations Computer Programmers Level I .......... .......................................... Private industry .................................. Manufacturing ............................. ... . Service producing ................ ........... Level 11 ... ..... ...•........• .. .... .. .••....•.•..•. .. ..... . Private industry .................................. Service producing ...................... .... . Transportation and utilities ......... State and local government ............ Level 111 ..•. ..•••...•.... .•..•..............•..••......•.. Private industry .................................. Service producing ........................... Transportation and utilities ......... State and local government ............  156 136 64 72 611 584 395 38 27 621 582 337 194 39  39.9 39.9 40.0 39.9 40.0 40.0 40.0 40.0 39.4 40.0 40.0 40.0 40.0 39.9  $491 499 514 485 599 600 609 592 564 680 681 668 667 665  $500 514  $431 442  $538 546  583 584 585  544 544 546  645 647 685  673 674 660 653  635 635 625 632  724 723 702 687  Computer Systems Analysts Level 1 .........•....• ..•........•.. .....• Private industry ................ .................. Manufacturing .................... ............. Service producing ........................... Level 11 ...... ..•..•....•........•......•.•. ............... Private industry ............. .... ................. Manufacturing .... .. ........................... Service producing ............ ............... State and local government ..... ....... Level 111 .. .. ... ... ..•........•...•.•...•.............••... Private industry .................................. Manufacturing ............ ..... ................ Service producing ... ........ ..... .. ......... Level IV ················································· Private industry .. Manufacturing .. ...........................  451 429 163 266 1,524 1,476 398 1,078 48 759 745 278 467 91 90 61  39.7 39.7 39.9 39.6 39.7 39.7 39.9 39.6 39.7 39.8 39.8 39.8 39.8 40.0 40.0 40.0  660 663 699 641 806 807 843 794 782 958 960 979 949 1,098 1,098 1,096  658 659 685 643 796 797 843 784 773 956 960 979 947 1,096 1,098  8 4 2 7  (3) 1 1  13 13 5 21  (3) 1 1  (3) 15  4 1  (3) (3) 3  600 608 643 576 743 744 772 735 703 868 871 887 864 1,004 1,004  -  -  -  716 721 760 699 876 875 920 860 905 1,040 1,041 1,056 1,031 1, 198 1,198  (3) (3)  (3) (3)  (3)  (3)  3 3 4  (3) (3)  (3)  (3)  (3) 1 6  (3)  29 28 28 34 38  27 27 29 25 7 7 5 7 8  (3) (3) (3)  1 Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  (3) (3)  6 7 7 7  11  4 8 8 3 2  6 6 8 8  1 1  (3) 8  3 3 6 2 16 16 19 15 4 12 12 10 13  1 1 2 14 14 18 13 6 15 15 13 16 7 7 7  1 1 1 1 11 11 14 9 23 13 13 12 14 4 4 5  5 6 11 4 2 15 15 21 12 7 7 7  7 7 10 6 11 11 10  3 3 4 3 15 16 11  1 2  (3) 4  23 23 28  3  Less than 0.5 percent. Workers were distributed as follows: 13 percent at $1 ,200 and under $1 ,250; 7 percent at $1 ,250 and under $1 ,300; and 8 percent at $1,300 and under $1 ,350. 4  NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  Table A-7. Establishments employing 500 workers or more: Weekly hours and earnings of technical occupations, St. Louis, MO-IL, March 1992  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars) 2  Mean  Computer Operators Level I ... .. .... .. ... .. ..... ... Private industry Level II ... .... ..... ..... .... Private industry Manufacturing ····················· Service producing .... .................... State and local government . Level 111 ••••.••.•.••••.. Private industry Manufacturing Service producing ... . Level IV ................... Private industry .  55 51 405 363 171 192 42 425 411 110 301 87 68  40.0 40.0 39.8 39.9 39.9 40.0 39.1 39.9 39.9 39.7 39.9 39.9 39.9  $333 334 431 434 445 424 404 509 511 503 513 562 572  Drafters Level I . . . . . . . . . . . . . . . . . . . . . .. . . .. Private industry Level II . ...................... Transportation and utilities ......... State and local government Level 111 ••. .•..•.•.••••.•• ......................... Private industry Manufacturing Level IV ... .. .... .... . .. ..... Private industry  125 107 154 25 25 130 118 61 64 64  40.0 40.0 39.9 40.0 39.6 39.8 39.9 39.7 39.8 39.8  Engineering Technicians Level 11 ... Private industry Manufacturing Level 111 •.•••..•.•• .••. Private industry Manufacturing Level IV . . . . . . . . . . . . . . . . . . . . . . . .. Private industry  227 227 227 337 337 252 275 274  40.0 40.0 40.0 40.0 40.0 40.0 40.0 40.0  .  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of275 and Under under 275 300  Middle range  $421 426 449 410 409 505 505 486 505 557  $369 370 390 355 363 454 454 444 488 517  $495 506 506 489 438 555 555 547 555 615  427 431 454 556 477 599 607 529 719 719  468 476 443  376 376 384  476 476 507  466 466 466 544 544 554 723 724  457 457 457 547 547 556 714 714  577 611  504 511  427 427 427 472 472 490 673 674  5 6 1 1 2  16 16 3 4 4 4  300  325  350  375  400  425  450  475  500  525  550  575  600  625  650  700  750  800  325  350  375  400  425  450  475  500  525  550  575  600  625  650  700  750  800  850  850 and over  38 39 3 2 1 4 12  18 16 11 11 9 13 12  5 6 8 8 5 10 7 8 9 11 8 1 1  4 4 16 14 18 11 33 4 4 6 3  4 4 7 7 6 7 7 8 8 11 7 8 3  5 4 4 4 14 7 7 16 3 3 4  2 2 12 13 3 21 2 4 4 8 2 5 4  (3)  (3) (3)  34 34 12 42 14 13  (3) (3)  (3) (3)  2  5 6 9 10 8 11 7 2 2 3 2  5 4 9  5 2 10  7 6 11  10 7 17  8  8 1 1 2  3 4 6 4 4 1 1 2  6 4 8 4 8 4 3 3  39 46 12 24 32 15 14 26  2 2 11 8 28 8 7 8  (3) (3) (3)  7 8  8 9  721 721  4 4 4  503 503 503 608 608 619 774 774  (3)  1 Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates), and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  5 5 5 1 1  3 4  13 13 13 7 7 6  4 4 8  22 22 22 7 7 6  17 17 17 11 11 11  13 13 13 5 5 6  19 21 39 5  11 11 11 9 9 7  1 2 2 5 5 10 3 14 13  2 2 1 3 10 10 5 12 17 15  20 2 1 1 1 1 2 2 5 1 9 12  1 1 1  2 2 6 7 9 13 15  6 7 8 20 12 10 10 18 5 5  5 3 5 9 9  5 6 11 13 13  7 8 11 3 3  7 7 7 11 11 10  5 5 5 14 14 13  2 2 2 9 9 10 3 3  1 1 1 6 6 6 5 5  1 1 4  1 6 7  3 3 7 2 5 4  2 2 5 1 5 6  9 10  26 29  6 6  14 14  2  (3)  6 36 3 3 3 11 11  1 1 2 8 8  5 5  20 20  9 9  4  27 27  (3) (3) (3) 8 8 8 8 8  12 12 17 22 22  (3) (3) (3) 27 27  6 6  Less than 0.5 percent. Workers were distributed as follows: 2 percent at $850 and under $900; and 25 percent at $900 and under $950.  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  12  Table A-8. Establishments employing 500 workers or more: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars) 2  Mean  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of-  Clerks, Accounting Level I ................... ....... ....................... Private industry ............................ ,..... Level 11 ............................. ...................... Private industry .................................. Manufacturing ................................. Service producing ........................... Transportation and utilities ......... State and local government ............ Level 111 ................................ .................. Private industry ................ ............ ... ... Manufacturing ................................. Service producing ........................... Transportation and utilities ......... State and local government ............ Level IV ........................................ ........ Private industry .................................. Manufacturing ......... ........................ Service producing ........................... Transportation and utilities ......... State and local government .......... ..  187 186 1,460 1,356 385 971 567 104 760 513 132 381 69 247 254 221 82 139 43 33  40.0 40.0 39.9 39.9 39.9 39.9 40.0 39.3 39.7 39.8 39.9 39.7 40.0 39.4 39.8 39.9 40.0 39.8 40.0 39.2  $381 382 427 433 455 425 508 348 404 408 450 394 584 395 479 484 496 477 591 447  $476 476 489 489 506 489 489 336 384 384 445 363 620 386 467 473 479 461 536  -  -  -  Clerks, General Level I ..... ................. ............................ Private industry .. .......... ...................... Service producing ............ ............... Level II ·······································•········ Private industry ............ ..................... Manufacturing ................ ····· ···· ...... Service producing ..................... ..... Transportation and utilities ... ..... State and local government ............ Level 111 .. ...................... ························· Private industry .. ............... ·········· ······ Manufacturing ..... ........................ Service producing ........................... Transportation and utilities ......... State and local government ........... Level IV ................. ............................... Private industry .. ............. .. ........... ..... Service producing ........................... Transportation and utilities ......... State and local government .. .........  158 107 78 1,473 935 460 475 70 538 2,069 1,083 456 627 248 986 1,053 779 425 319 274  39.6 39.5 39.3 39.7 39.8 40.0 39.6 40.0 39.6 39.8 39.8 40.0 39.7 40.0 39.8 39.9 40.0 40.0 40.0 39.7  298 290 280 342 351 407 297 373 326 371 404 440 377 479 335 438 459 473 502 378  292 262  242 240  -  Clerks, Order Level I .......... ............... .. .. .. .................. Private industry .......... ······ ···• ....... ..•. . Level 11 ..... ...................... .... ..... ............ Private industry ..................... ............  64 64 91 91  39.8 39.8 40.0 40.0  336 336 408 408  -  175 and under 200  Middle range  $270 270 334 338 399 309 489 296 334 323 377 308 519 346 422 425 447 393 536  -  317 314 477 277 401 317 344 409 506 360 477 321 450 477 490 490 374  277 266 306 260 303 299 298 308 354 288 477 290 384 412 477 490 328  -  -  -  424 424  390 390  -  -  -  -  -  -  -  -  -  -  -  $476 476 506 506 506 489 564 404 465 505 512 469 637 445 536 536 540 536 675  -  464 464  400  5 5 1 1  7 8 3 3 1 4 1  14 14 8 7 2 9 1 16 3 5 1 7  8 8 6 6 3 7  5 5 6 5 3 6  1 1 8 8 8 8 1 8 12 10 11 9  1 1 4 4 7 2  18 11 10 2 13  5 5 5 5 3 6 1 11 10 10 5 12  1 1 4 3 9 1 1 17 9 7 7 8  -  -  -  12 1  10 7 7 4 9  18 5 5 2 6  -  -  -  3 3  (3) (3)  -  -  -  -  -  2  (3) (3) (3) (3)  -  -  -  (3) (3)  (3) (3)  2 2  4  13 13 3 3  (3)  -  1  1  -  10 9 9 11 8  -  9 6 5 9  -  9 14 15 16 20 10 29 11 9 6 4 (3) 7  20 8 9 15 13 11 16 4 17 18 15 4 23  16 11 6 16 10 7 14 10 27 15 10 9 11  (3)  -  -  -  -  -  22 2 2 4  20 6 1 2  15 7 4 4  7 10 7 4 1 17  5 5 13 13  9  (3) (3) 1  (3)  8 8 7 7  13  -  (3)  -  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  -  (3)  -  1  -  9 6 7 1 9  1  (3) (3) (3)  (3)  (3)  -  -  23 34 44 6 9 3 15 4 1 1 1  -  -  4  -  4 7 8 1 2  (3)  -  -  2 3  -  -  -  -  -  -  -  (3)  -  1 1  -  (3) (3)  -  1 1  2  1 2 3  -  400  375  -  -  375  350  -  -  350  325  -  -  325  300  (3)  -  300  275  -  -  275  250  (3) (3)  -  250  225  -  -  225  425  -  323 322 401 477 477 320 414 353 433 506 506 477 507 375 490 499 511 539 418  200  9  6  8 9  -  -  -  12  7  3 5 1 4 1 2 1 1 9 5 4 5 3  -  9 4 3 5  6 4 4 4 3 9 8 6 7 6  19 11 7 10 5  1  19  17  9 7 5 4 1 13  13 13 2 2  20 20 4 4  13 13 2 2  9 9 1 1  -  (3)  -  450  -  1 1 2  (3) 1 6 9 6 15 3  -  -  12 7 7 4 9  14 12 12 17 9  -  3  425  -  475  500  550  600  650  700  750  800  475  500  550  600  650  700  750  800  850  850 and over  1 1 2 2 3 1 2 6 7 3 7 2 6 16 13 13 21 9  52 53 21 23 4 30 51  -  -  -  -  -  -  15 16 54 1 1  14 15 1 21 36  -  -  -  -  -  -  -  -  -  -  -  -  450  -  -  -  3 3 12  11 14 20 12 29 4 24 25 21 27 60 21  (3) 1 3 9 9 10 8  -  9  12  9  12  5 7 10  5 4  1 2 3 1 1  1 1 1 19 30 60  -  (3) 8 46 7 8 8 6 9 17 9 9 8 2  (3) 1 7  (3) 5 1 2 1  (3) 1  (3) 1  1 1 1 2  (3)  -  10  9 9 8 2 1 12  5 5 29 29  5 5 5 5  -  -  -  7 8 1  5  -  27 27  -  (3) 1 9  -  6 9 2 11 61  -  6 6 13 1 2 6  -  1  (3)  -  1 2 6 1 3  -  (3)  -  (3)  -  (3) (3)  (3) 1  1 1 4  -  -  -  -  5 10 1 17 44  15 29 52 13 32  -  -  -  26 33 45 60 4  16 21 28 36 1  (3) (3) (3)  -  -  9 9 5 5  -  -  -  -  (3) 1  -  -  1 2 1 2 3  1 2  -  -  -  -  (3) (3)  -  1 (3) 1 2  -  -  -  -  -  -  6 6 1 9 30  -  -  -  -  -  (3)  2 3 4 2 7  -  -  -  (3) (3)  (3) (3)  1  -  -  1 1 1 1  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  1  -  -  -  -  -  -  -  1 1 1  -  1  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  Table A-8. Establishments employing 500 workers or more: Weekly hours and earnings of clerical occupations, St. Louis, MO-IL, March 1992-Continued  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars) 2  Mean  Median  Percent of workers receiving straight-time weekly earnings (in dollars) of175 and under 200  Middle range  200  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  225  250  275  300  325  350  375  400  425  450  475  500  550  600  650  700  750  800  850  15 14 2 17 11 7 3  21 18 10 20 4 9 9 6 11  11 8 10 8  8 8 14 7 4 20 14 17 13  16 17 42 12 4 10 8 6 10  5 6 10 5 6 13 16 23 12  3 3 8 2 8 10 13 10 15  1 2 2 2 2 12 14 23 10  {3) (3)  3 4 2 4 15 1 1 2  3 3  8 11 3 18 2 2 2 1 2 1  13 18 14 22 6 2 3 1 4  17 17 15 19 17 9 9 3 13 11 2 2 2 3  15 14 11 17 15 13 13 7 18 12 4 3 2 5 1 7 1 1 1 1 4  14 11 20 4 19 14 13 13 13 18 6 5 2 10 1 8 3 3 3 4 5  7 5 7 3 10 15 15 20 11 14 9 10 8 11 1 6 3 3  9 5 10  Key Entry Operators Level I .......... ............................ Private industry .... ... ........................... Manufacturing ..... ............................ Service producing ........................... Transportation and utilities ........ . Level 11 ....•. ....•...........•........ •.••..•............ . Private industry .................................. Manufacturing ................................. Service producing ...........................  357 309 59 250 53 199 145 52 93  39.8 39.8 40.0 39.8 40.0 39.7 39.7 40.0 39.6  $325 329 355 323 402 364 377 389 371  $303 307  $273 272  $362 373  1 2  11 12  294 408 348 379  259 255 317 323  372 526 403 415  2 4  15 15  366  317  414  5  Secretaries Level I ....... ........................ Private industry ... ............. Manufacturing ................. Service producing ......... State and local government ... ... Level II .. .... ............................................. Private industry .. ................................ Manufacturing ............ .......... ........... Service producing .................. ......... State and local government ............ Level 111 ..••....•..•....... ....•...•..••......•.••..••.... Private industry . ................................ Manufacturing ............................... Service producing ... ....... ....... .......... Transportation and utilities ......... State and local government ............ Level IV .. ... ...... ·· ························ ······ ···· · Private industry ......................... ......... Manufacturing ... .............................. Service producing ......... .................. State and local government ............ Level V ............................... ..... ......... ..... Private industry ... ...... ......... ................ Manufacturing .................................  797 488 221 267 309 1,586 1,224 556 668 362 1,598 1,405 783 622 155 193 700 645 410 235 55 135 132 105  39.8 39.8 40.0 39.6 39.9 39.6 39.8 39.9 39.7 39.0 39.8 39.9 39.9 39.8 40.0 39.3 39.8 39.9 39.9 39.9 39.5 39.8 39.8 39.8  374 363 391 340 392 426 430 444 418 414 486 489 498 478 564 464 568 569 572 565 549 680 682 655  364 347 386 326 391 418 417 433 395 420 479 480 492 461 576 474 548 548 548 538 564 655 657 634  325 313 339 298 348 374 373 399 355 382 430 431 449 410 497 430 501 502 519 466 490 593 596 584  415 392 434 359 430 460 473 483 459 455 531 544 546 529 634 504 631 631 625 669 615 749 749 718  3 4  Switchboard Operator-Receptionists .. .. Private industry .................................. Service producing .... .....  133 111 87  39.6 39.9 39.9  304 287 267  294 288 269  258 229 210  355 346 295  Word Processors Level I ... .... ....... ................... Level 11 .... .... ....•. .•..••..•.•..•.. .•..•..••• .••.•..•.•. Private industry ........................... Service producing .................. ......... State and local government ............ Level 111 .••............•.....•. ........•.......•..•.•.••.•  184 199 125 82 74 79  40.0 39.9 39.8 39.7 40.0 39.8  335 375 373 363 378 470  330 373 353 340 391  285 335 323 323 373  377 391 407 375 391  2  7 1 1 1 2  (3) (3)  (3)  (3) 1 2 2 1 1 1  (3) {3)  1  (3) (3)  11 13 16  9 11 14  1  (3) 6 4 1 2 2  (3) 16 12 12 15 9 14 12 12 10 14 3 13 4 4 2 8 2 1 1  7 5 9 1 10 12 9 10 7 22 14 14 15 12 5 17 5 6 5 7 2 1 2 2  (3) 2 1 1  3 3 5 2 4 7 6 10 3 9 15 14 16 13 19 19 6 6 6 7 9 1 2 2  4 19 2 3  1 1 2  4  2  3 3 5 3 1 6 7 10 5  8 10 7 12  18 16 20 11 16 27 28 29 36 17 20 5 5 7  10 11 14 7 15 2 15 14 17 10 27 19 18 21  5 5 7  14 16 21  18 18 23  8 7 3  8 9 3  7 6 6  9 11 5  2 3 2  2  7  4  14 1  16 10 15 15  12 9 11 16 4 3  22 16 22 28 4  7 17 13 15 23 6  7 32 12 12 65 8  4 6 8 6 1 9  4 4 5  10 2 3  2 3  2 2 2  1 9  15  23  24  1 Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  15 13 8 16  2 8 2 3 4 2  850 and over  (3) (3)  1 2 2  (3) (3) 1  6 6 6 7 25  3 3 2 5 14  11 12 12 10 4 19 19 22  8 7 7 7 24 12 12 11  1 1 1  (3)  1 1  (3) 1  1 5 6 4 10  6 7 6 9  2 2 1 2  16 16 15  9 9 7  4 5 4  (3) (3) (3)  4  10 11 7  3 4 6 3  3  Less than 0.5 percent. Workers were distributed as follows: 3 percent at $850 and under $900; 2 percent at $900 and under $950; 4 percent at $950 and under $1,000; 1 percent at $1,000 and under $1 ,050; and 1 percent at $1 ,150 and under $1,200. 4  NOTE: Because of rounding , sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  14  Table A-9. Establishments employing 500 workers or more: Hourly earnings of maintenance and toolroom occupations, St. Louis, MO-IL, March 1992 Hourly earnings (in dollars) 1 Occupation and level  Number of workers  Mean  Median  General Maintenance Workers ...... Private industry .. ......................... Service producing ................. ... State and local government .....  348 148 102 200  $9.97 9.35 8.44 10.44  $9.67 8.60 8.05  Maintenance Electricians ................ Private industry ... ........................ Manufacturing ... ... .................. .. State and local government ·····  1,620 1,500 1,250 120  Percent of workers receiving straight-time hourly earnings (in dollars) of-  10.10  $8.43 8.00 7.30 9.26  - $10.86 9.81 8.60 - 11 .23  -  18.36 18.70 18.67 14.20  19.33 19.33 19.33 13.96  17.83 18.20 18.20 12.15  -  -  -  Maintenance Electronics Technicians Level II .............................. ············ Private industry ........................... Manufacturing .......................... Service producing ...... .. ... ......... Transportation and utilities .... ... ............................ State and local government ..... Level Ill .......................................... Private industry ........................... Manufacturing ..........................  802 756 204 552  16.82 16.94 15.32 17.53  17.08 17.08 16.08 17.08  16.54 16.54 13.21 17.08  532 46 111 104 96  17.71 14.99 17.11 17.11 17.05  17.08 15.10 17.91 17.91 17.91  17.08 13.77 15.10 15.10 14.77  -  Maintenance Machinists ................. Private industry .. ......... ... ...... .. ..... Manufacturing ..........................  692 677 642  17.84 17.91 17.85  18.62 18.62 18.62  15.64 15.64 15.64  Maintenance Mechanics, Machinery ....... ................................ Private industry ........................... Manufacturing .......................... Service producing .................... State and local government .....  781 741 463 278 40  16.38 16.57 16.09 17.38 12.82  17.14 17.14 17.14 16.38 12.66  14.45 14.71 14.45 15.45 11.61  752 405 94 311  15.28 16.59 16.59 16.60  14.84 16.56 17.08 16.56  13.40 15.86 15.64 15.86  271 347  16.70 13.75  16.99 13.40  16.56 13.30  -  16.61 16.61 16.23  -  Maintenance Mechanics, Motor Vehicle ............................................. Private industry ........................... Manufacturing .......................... Service producing .............. ...... Transportation and utilities .... .. ........................... .. State and local government .....  6.50 and Under under 6.50 7.00  Middle range  19.74 19.74 19.74 14.65  i  -  -  -  20.01 20.01 20.01  -  -  -  18.20 18.20 18.20 19.63 14.12  -  -  -  -  -  Maintenance Pipefitters .................. Private industry ........................... Manufacturing .......................... State and local government .....  659 630 541 29  17.94 17.95 17.76 17.58  17.99 17.99 17.81  -  -  -  Tool and Die Makers ...................... Private industry ........................... Manufacturing ...................... ....  520 520 520  18.68 18.68 18.68  19.24 19.24 19.24  18.35 18.35 18.35  -  9.50  9.50  10.00 10.50 11 .00 11 .50 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 22.00  1 2 2  3 4 6 2  15 25 36 7  6 7 10 5  17 12 2 21  -  -  -  -  (2)  -  (2)  -  (2) (2)  -  -  -  9.00  9.00  -  17.83 15.18 19.26 19.26 19.26  -  8.50  8.50  -  -  -  8.00  8.00  -  17.83 17.83 16.54 17.83  -  -  7.50  7.50  6 14 21  2 3  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  '  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  (2)  -  (2)  -  -  -  -  -  -  -  -  -  -  -  -  -  -  -  19.24 19.24 19.24  -  -  -  -  -  -  -  (2)  -  -  -  -  (2) (2)  -  -  -  -  (2)  -  (2)  -  -  -  -  3  2  -  -  (2) (2) (2)  11  2 2  17 18 55 4  4 43 4 3 3  4  17 8 7 7  (2) 9 8 9 9  2 1 1  2 2 2  22 22 23  1 1 1  2 2 2 2 10  15 14 13 15 35  6 7 4 12  11 11 3 24  5 4 6  1 (2) (2)  6 5 8  23  (2) 18  -  1 {2) 1  5 1 4 (2)  1 3  (2) 9  -  1 1 1  -  3 2  1 2  -  -  -  (2) 13  3  -  4 8 9 9  -  4  -  7  4 4 4  4  -  -  3 5 17 1  -  -  1  -  17  -  -  9 10 12  -  (2) (2) (2) 7  -  1 1 1  32  5 3  -  -  -  5  8 12 12 13  2 7  3 3  -  69  4 4 5  -  -  -  -  -  -  3 2 1  -  53 56  -  77 80 2 32 35 35  -  -  5 5  27 27 27  19 20 30 3  19 20 32  4 13 28 30 32 7 7 4  -  33 34 36  8 9  -  -  -  -  4 5  10 10  10  -  -  2 2 2  -  (2)  -  -  -  20  -  -  -  -  2 2 2  3  -  23  17 17 17  -  -  42  -  6  -  37  -  2 2  11 21 31 18  -  (2) {2) 1  -  -  -  5 6 5 6  1 2  23  -  (2) (2)  -  19  -  13 23 36 20  25 26 30  3  -  -  -  (2)  -  15 28  9 10 11  -  7 7  -  -  9 10 11  -  -  -  -  -  -  -  12 12 14  2 2 2  4 3 1 4  -  -  55 58 56 12  -  -  -  -  8 9 9  -  -  -  -  -  4 4 4  5 3 1 4  -  -  -  3 3 7 1  -  1 1 1  -  2  4 3 7 1  -  3  1  -  2 2 4 1  -  -  -  3 3 12  -  4 9  5 4 4 18  -  (2)  -  4 1 1 37  2  6 2 3 10  1 1 1 9  -  -  -  1 3 5  2 1 1 12  -  2 3  -  7  -  -  1  (2)  (2)  -  -  -  -  -  (2)  9  (2)  -  -  -  -  -  1 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  1 1 2  -  2  2 2 2  -  -  -  -  19.75 19.75 19.75  -  -  (2) (2)  -  -  -  -  -  -  -  -  -  -  (2)  17.65 13.43  -  -  -  -  -  -  1 1 1  7 1  5  -  2  -  -  -  -  -  -  -  -  9 5 2 12  (2)  -  -  -  1  -  (2)  -  -  -  7 3 1 11  -  -  -  11 9 10 13  1 1 4 (2)  -  17.08 17.75 19.41 17.65  -  10.00 10.50 11.00 11.50 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00 21 .00 22.00 and over  7.00  -  -  -  -  -  -  -  2  -  4  29 28 21 52  14 14 16 14  -  (2)  -  -  68 68 68  -  -  -  -  -  -  -  -  7  -  Less than 0.5 percent.  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  15  Table A-10. Establishments employing 500 workers or more: Hourly earnings of material movement and custodial occupations, St. Louis, MO-IL, March 1992 Hourly earnings (in dollars) ' Occupation and level  Number of workers  Mean  Median  Percent of workers receiving straight-time hourly earnings (in dollars) of-  4.25 4.50 and under 4.50 5.00  Middle range  - $18.91  Forklift Operators .... ........... .............. Private industry .. ........................ . Manufacturing ................ ....... .. Service producing ........ ····· ······  1,158 1,153 807 346  Guards Level 1................ ···························· Private industry ........................... Manufacturing ............... ........... Service producing ........ ....... ..... State and local government .. ... Level II ...........................................  1,557 1,360 162 1,198 197 440  6.87 6.53 14.34 5.47 9.27 13.10  5.65 5.25 14.41 5.02 8.89 13.18  4.75 4.59 13.69 4.50 8.20 12.17  Janitors .. .... .. ......... .................... ........ Private industry ........................... Manufacturing ... ....................... Service producing ................ .. .. Transportation and utilities ........... ......... ... ............ State and local government .. ...  5,843 4,034 561 3,473  6.70 5.82 12.13 4.80  5.00 4.35 11.38 4.35  4.30 4.30 9.43 4.25  72 1,809  9.66 8.65  10.37 9.11  6.00 7.41  Material Handling Laborers ............ Private industry ........ ............. ... ... Manufacturing ............ .............. Service producing .......... ..... .. ... Transportation and utilities .. ........... ......................  1,081 1,052 821 231  13.52 13.54 13.30 14.38  13.68 14.39 12.11 14.99  10.80 10.80 10.80 14.99  -  66  13.09  12.75  10.62  -  15.78  Order Fillers ............ ....... ................... Private industry ...........................  161 161  11.15 11 .15  9.60 9.60  9.59 9.59  -  -  14.99 14.99  Shipping/Receiving Clerks .. ........... Private industry ..... ...................... Manufacturing .......................... Service producing ....................  685 676 330 346  12.18 12.19 13.33 11 .12  12.00 12.00 13.55 11 .95  9.60 9.60 9.94 8.75  -  125 95 30 284 1,056 1,056 935  9.06 8.80 9.89 12.73 16.13 16.13 16.17  8.27 8.21  7.18 7.00  -  -  11.69 16.26 16.26 16.26  10.04 15.31 15.31 15.31  -  677  16.50  16.26  16.26  1,089 1,025 162 863 64  13.90 14.13 11 .02 14.71 10.26  14.99 14.99 12.12 14.99 9.51  12.43 12.69 9.66 14.99 8.82  Truckdrivers Light Truck .. ......... .... . ···················· Private industry ........................... State and local government ..... Heavy Truck .................................. Tractor Trailer ............................ .... Private industry .. .. ..................... Service producing ............... ..... Transportation and utilities .... .. ....... ........ .............. Warehouse Specialists ........ ............ Private industry .. ...... .. .......... .. ..... Manufacturing .... ...................... Service producing .................... State and local government .. .. .  $14.76 $15.09 14.77 15.09 14.46 13.35 15.50 15.09  $12.38 12.38 11 .05 15.09  -  -  5.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  5.50  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  -  -  -  3 3 4  1 1 2  -  18.91 18.91 16.98  -  -  -  -  12 13  -  17 20  18 21  -  -  15  23  24  -  7.61 6.59 16.13 6.15 10.70 14.97  -  8.94 5.05  -  -  -  -  -  -  -  -  9 14  7 10  -  -  -  16.26 17.21 17.21 17.10  -  -  17.21  -  -  15.17 15.17 12.43 16.16 11.73  -  1  1  -  -  -  -  4 5  4 24  7 15  3 3 4  1 1 1 1  38  1  2 (2) 3 (2)  2 2 17 (2)  (2) (2) (2) (2)  1 1 5  1 1 5  3 4 28  6  4 1  -  17 17 19 12  9 10 12 2  38  -  -  22  (2)  -  19 (2)  (2)  5 3 3 2  4 4 4 3  11 12 2 47  3 3 2 4  7 6 10 3  2 2 2 2  2 2 1 2  13 12 2 23  14 14 15 13  6 6 5 6  3 3  14 9 27  6 6 3  17 21 3 2 2 2  11 13 7  6 4 10 4  1 1  -  -  -  -  -  -  (2)  -  1 1 1 1 5  -  -  -  -  -  -  (2)  2 2 11 (2) 2  -  1 1 2 (2)  2  (2)  -  (2) 2 2  -  -  -  -  -  -  1 (2) 1 (2) 16  2 2 4 1 11  -  1 1 2 1 3  -  7  6  19  50 16  -  -  -  -  -  -  -  -  3 2 15  3 3 10 1 17  (2) (2) 2 (2) 2  14  -  -  15 20  -  1 1 1  (2)  2 1 1 1 8  4 4 4 3  -  -  -  -  -  -  16 16 14 17  8 8 16  6 6 12  -  -  -  (2) 1  3 27 27 31  26 31 31 35  -  -  11 (2)  -  1  4  49  42  15 15 46 9 3  3 2 1 2 14  34 36 1 43  10  18 19 1 23  2 2  -  (2)  -  -  1 1 2  -  1 1  -  4  10 3 12 3  -  (2) (2)  27 27 30  -  8 8  -  -  1 1 2  2  5 5 7  -  (2)  -  1  -  -  -  -  (2)  -  -  -  -  4 4 6 2  12  -  -  -  -  3 3 2 4  -  -  8  3 3 2 4  2  -  -  2 2 1 2  -  1 1 7 1  -  2  3 3  -  -  -  -  -  -  2 2  4  -  7 8 10 (2)  1 1  4  -  -  36  -  -  9 9 7 19  -  -  -  17 17 19 10  31 31  11  -  -  (2)  -  -  -  5 6 46  -  -  5 5  -  26  26 26 37  -  6 6  2  -  (2) (2)  -  -  6 6  -  8 8  -  1 1  -  -  14  1 1  -  -  26  28 28  8 11  -  -  -  1 1  -  -  -  3 4  -  -  6 8  (2)  -  -  -  1 (2) 23 7  -  -  3 4  -  1  -  (2)  (2)  (2)  2 2  2  (2)  (2)  (2)  1 1 6 (2)  3  5  -  3 3 4  (2)  3 3 25  2 2  3  -  -  -  5 1 3  8 (2)  2 2 15  5 5  -  -  -  (2)  3 4  -  (2) 8 1  3 (2)  -  -  2 2  4  -  12  2 4  (2)  (2)  -  28 29 10 71  1 1  2  ' Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  5  (2)  1 (2)  (2)  1 1 1  1 1 2  14 14 ° 19 3  4 4  -  -  -  (2)  1  1 (2)  (2)  5 5 7 (2)  6 6  -  -  -  -  -  -  2 2  (2) (2)  (2)  -  3 2 10 (2)  (2) (2)  -  -  -  3 2 7 1  8 9 11 1  -  2 1 1 1 13  -  5 5 7  2 1 6 1  -  (2) (2)  -  -  4 1 2  6 9  -  -  -  3 4  -  11 .79 9.44  -  -  7 7 10  2 (2) 1 (2) 13 1  6 7  -  -  -  -  5 5 1  8  1 1 1  3 1 2 1 19 1  3 5  15.88 15.88 15.88 15.78  1 1  -  -  15  -  -  3 1 2 1 15 2  19 1  -  -  -  5 5  6 7  11  -  15.17 15.33 16.54 13.21  12 13  -  3 1 1 1  12.12 9.65  -  -  2 1 1 1  -  -  -  3 1 2 1  16  -  -  6  -  -  -  3 2 1 2  63  -  5 5  -  -  -  -  38 55  -  -  - · 15.25 4.75  -  -  -  10.00 10.50 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 and 10.00 10.50 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 over 9.50  -  -  Less than 0.5 percent.  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria. Overall occupation or occupational levels may include data for categories not shown separately.  I  16  Table A-11. State and local governments: Weekly hours and earnings of professional, administrative, technical, protective service, and clerical occupations, St. Louis, MO-IL, March 1992  Occupation and level  Average Number weekly of hours 1 workers (standard)  Weekly earnings (in dollars)2  Percent of workers receiving straight-time weekly earnings (in dollars) of-  275 Mean  Median  Middle range  Under  275  and under  300  300 325  325 350  350 375  375 400  400 425  425  450  500  550  600  650  700  750  800  850  900  950  1000  1050  1050  and over  450  500  550  600  650  700  750  800  850  900  950  1000  2 2  67 11 2  17 31  8 44 4  6 7 7 4  5 21  29  13 12  4 44  20 20  16  4  8 9  10 16  13  10 16  13  3  12 10 16 4  2 18 19 4  1 3 9 20  1 7 24 4  1 10 4  4  33  2  Professional Occupations Accountants Level I ................. ·································· Level 11 ...................................... ............. Level 111 .................................................. Level IV ........................ .........................  36 55 56 25  39.6 39.9 39.9 39.7  $491 556 733 842  $562 716  Attorneys Level 1................................. .. . Level 11 ..... .. ............................................ Level 111 .................... ..............  33 40 32  39.8 39.9 40.0  631 779 994  607 757 980  579 739 887  Engineers Level I ... ················································ Level 11 .... .... .. ........................... .............. Level 111 ..... .. ........................................... Level IV ...... ................ .................... Level V ...........................................  51 125 126 151 25  39.1 38.5 39.5 39.3 39.6  556 691 772 928 1,067  553 684 758 938  548 621 683 840  Buyers/Contracting Specialists Level 11 ......... ......... ............  27  40.0  569  Computer Programmers Level II .......................................... Level 111 ....... ·······································  27 46  39.4 39.9  564 662  664  648  731  Computer Systems Analysts Level 11 .. ............... ......  55  39.7  797  780  703  900  Personnel Specialists Level II .. Level Ill ........ ...... .........  60 29  39.9 39.7  557 711  556  504  595  Computer Operators Level II ····················· ·····························  42  39.1  404  409  Drafters Level 11 ...........  25  39.6  477  83 247 129  39.3 38.9 38.5  408 514 639  3 $501 675  $598 792  -  703 832 1,077  12 5  574 738 855 989  43  27 5  53 14 2  30  4 26 5  3 3  17 21  15 13  20 21 6  12 45  6 12 5  Administrative Occupations  15 2  15  22  74  4  15 13  48 4  15 20  4 22  4  33  5  5  7  18  20  4  30 17  15 7  5 10  17  34  7  6 9  2 13  8  5  35 3  7  5  3  Technical Occupations  .......................  Engineering Technicians, Civil or Survey Technicians/Construction Inspectors Level 11 ............................................ ....... Level 111 .............................. ............ ....... Level IV ........................ .........................  404 499 593  363  374 457 538  438  434 555 729  12  12  6  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  17  7  7  33  8  8  4  18  18  22 6  7  23 17  17  2  40  40  8 28 12  4 23 18  2  13 23  6 6  3  4  5  3 34  11 64  Table A-11. State and local governments: Weekly hours and earnings of professional, administrative, technical, protective service, and clerical occupations, St. Louis, MO-IL, March 1992-Continued  Occupation and level  Weekly earnings Percent of workers receiving straight-time weekly earnings (in dollars) ofAverage (in dollars)2 Number weekly f-------.---,--------+------,---.---,----.-------,---,-----.-------.----.------,---,-----.--.-----,-- -,-------,------,,------,-----,--,-----of hours ' 275 950 1000 1050 850 900 375 400 425 450 500 550 600 650 700 750 800 300 325 350 workers (stanand and Mean Median Middle range Under under dard) 900 950 1000 1050 over 400 425 450 500 550 600 650 700 750 800 850 325 350 375 275 300  Protective Service Occupations Corrections Officers ..  855  39.2  $426  $408  $343  $524  Firefighters ... .......... .  1,031  46.4  645  630  563  683  Police Officers, Uniformed Level I.......... ......... .................. .... ... ... ...  3,616  39.9  586  594  519  647  35  10  8  5  30 14  8  21  17  3 23 23  3 23  3  29 15  1 21  27  19  24  19  4  8  2  Clerical Occupations Clerks, Level Level Level  Accounting 11 ....... . 111 ............. . IV ... ........  187 270 61  39.6 39.5 39.6  352 402 456  336 401 447  305 354 432  396 450 525  Clerks, Level Level Level  General 11 .. .......... .. ..................... .... .. Ill . IV  683 995 274  39.6 39.8 39.7  326 335 378  325 322 374  299 290 328  353 374 418  7  Key Entry Operators Level I ......................... ...................... .  64  39.8  310  314  282  323  8  Personnel Assistants (Employment) Level II ...... .... ..... .......... ........... ..........  29  40.0  417  Secretaries Level I Level II ............... .. Level 111 ............... ...... ..... ...................... . Level IV .. ...................... .  328 467 270 71  39.9 39.2 39.5 39.6  392 413 476 564  391 420 477 585  352 377 430 506  430 455 515 630  Switchboard Operator-Receptionists ....  61  39.3  366  356  312  433  Word Processors Level II ..... ....................... ..... .. ... ...... ... ...  74  40.0  378  391  373  391  10  11 9  16  19 11 3  13  4  9 5  16  19 8  13 11  2  7  7  24 20 19  18 15  17  7 7 17  9  17  10 13  9  1  10  12  10  28  33  6  17  24  24  10  28  14 13  20 16  13 13  5  9 4  4 3  15 18 12 1  13 29 33  25  15  10 3  16 22  14  3  20  26  2  13  4  4  23  (6)  8  7  25  18  65  5 Workers were distributed as follows: 20 percent at $1,050 and under $1,100; 32 percent at $1,100 and under $1 ,150; 4 percent at $1,200 and under $1,250; 4 percent at $1,250 and under $1 ,300; and 4 percent at $1,300 and under $1,350. 6 Less than 0.5 percent. 7 Workers were distributed as follows: 1 percent at $175 and under $200; 1 percent at $200 and under $225; 4 percent at $225 and under $250; and 7 percent at $250 and under $275. 8 Workers were distributed as follows: 3 percent at $225 and under $250; and 13 percent at $250 and under $275.  ' Standard hours reflect the workweek for which employees receive their regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates) , and the earnings correspond to these weekly hours. 2 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges . 3 Workers were distributed as follows: 13 percent at $1 ,050 and under $1 ,100; 16 percent at $1 ,100 and under $1 ,150; 3 percent at $1 ,150 and under $1 ,200; and 3 percent at $1 ,250 and under $1 ,300. 4 Workers were distributed as follows: 2 percent at $1 ,050 and under $1 ,100; 4 percent at $1 ,100 and under $1 ,150; 3 percent at $1 ,150 and under $1 ,200; and 1 percent at $1 ,200 and under $1 ,250.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  6  7  15 28  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria.  18  Table A-12. State and local governments: Hourly earnings of maintenance, toolroom, material movement, and custodial occupations, St. Louis, MO-IL, March 1992 Hourly earnings (in dollars) 1 Occupation and level  Number of workers  Mean  Median  Percent of workers receiving straight-time hourly earnings (in dollars) of-  Middle range  5.00 and Under under 5.00 5.25  10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 and over  5.25  5.50  5.75  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  5.50  5.75  6.00  6.50  7.00  7.50  8.00  8.50  9.00  9.50  10.00 11 .00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00  2  2  10  7  20  Maintenance and Toolroom Occupations General Maintenance Workers ......  256  $10.18  $9.98  $9.08  Maintenance Electricians ........ ..  120  14.20  13.96  12.15  Maintenance Electronics Technicians Level II .. .................................. .......  46  14.99  15.10  Maintenance Mechanics, Machinery ...... ....................... ............  40  12.82  Maintenance Mechanics, Motor Vehicle ................................. ............  385  13.56  Maintenance Pipefitters ... ... .......... ..  29  17.58  Guards Level 1 •• ••••• ••• ... ........•• •••••••••••••• •••••• •• Level II ···········································  211 70  9.06 9.06  8.89 9.94  7.89 7.00  10.38 10.81  Janitors ·············································  2,561  8.30  8.41  6.98  9.65  33  12.28  13.40  13.40  13.40  39 215  9.78 11 .21  11.04  9.86  11 .99  65  10.23  9.51  8.82  11 .61  2  18  -  2  18  9  37  18  13.77  -  15.18  2  9  4  17  9  12.66  11 .61  -  14.12  3  35  18  10  35  13.40  13.20  -  13.41  6  12  62  7  (4)  (4)  10  7  23  14.65  $11 .00  4  2  43  15  3  13  5  72  4  3  24  3  2  2  Material Movement and Custodial Occupations  Material Handling Laborers ..... Truckdrivers Light Truck Heavy Truck ... Warehouse Specialists ..... ....  3  2  3  5 3  1 11  5 17  14  18  12 1  12  13  1 11  10 24  3  10  4  8  10  7  4  6  19  19  3  6  3  3  9  21  5  2  2  5  4 (4) 6  5  15  31 5  25  18  38 28  15  11  14  18  8  3  (4)  (4)  76  10 14  3  4 Less than 0.5 percent. Workers were distributed as follows: 52 percent at $19 and under $20; 14 percent at $20 and under $21 ; and 7 percent at $23 and under $24.  1 Excludes premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are performance bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases, but not bonuses, under cost-of-living clauses, and incentive payments, however, are included. See Appendix A for definitions and methods used to compute means, medians, and middle ranges. 2 Workers were distributed as follows: 12 percent at $19 and under $20; and 3 percent at $21 and under $22. 3 All workers were at $19 and under $20.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  2  21 13  5  NOTE: Because of rounding, sums of individual intervals may not equal 100 percent. Dashes indicate that no data were reported or that data did not meet publication criteria.  19  Table 8-1. Late-shift pay provisions for full-time blue-collar workers in manufacturing, St. Louis, MO-IL, March 1992 (All full-time manufacturing blue-collar workers  =  100 percent)  Shift differential  Second shift  Third shift  Total workers (in percent) ..... .......................... .  100.0  100.0  Workers in establishments with late-shift provisions ' ................................................................ .  Shift differential Total workers (in percent) .  Second shift  Third shift  100.0  100.0  86.0  74.6  Workers employed on late shifts  24.5  8.9  With no pay differential ................... .. ...  1.2  2.7  Receiving differential .....  24.2  8.9  With pay differential ......... ..................... .  84.8  71 .9  Not receiving differential  .2  .1  64.2  51.8  By type and amount of pay differential: Uniform cents per hour Under 5 cents . 5 cents ... ..... . 10 cents ........... ... ... ................... .. 15 cents ......................... Over 15 and under 20 cents .. .. .. .. 20 cents ..................................... . Over 20 and under 25 cents ........ . 25 cents ........................................ . 30 cents ............................................... Over 30 and under 35 cents ....................... . 35 cents ... ........................................... ... ........ . Over 35 and under 40 cents 40 cents .................................. . 45 cents .... . 50 cents ..... 55 cents .......... .................. . 60 cents ........ .. ........ ..................................... . 80 cents ........................... ........... . Over 100 cents .......................... .. .............. . Uniform percentage 5 percent ...................... 8 percent ............... 10 percent . Other formal paid differential ................. ... ..... .... . Full days pay or reduced hours plus cents per hour ............................................ .......... . Full days pay or reduced hours plus percent ............. ........ ................................ ... . Other formal paid differential .. ........... .... Average pay differential (in cents or percent): Uniform cents-per-hour differential .. Uniform percentage differential ... ..... ......... .  By type and amount of pay differential:  .2  1.1 1.9 5.6 1.9 6.4 3.2 15.8 13.2  1.5 4.0 1.1  .8 7.4  7.5 7.5 1.9 10.3 1.7 5.7  1.5 3.1  3.3  .9  .9  1.5 1.4  4.5  19.0 15.3  15.6  .6  3.1  15.6  1.5  4.5 2.4  1.5  30.6 5.9  .6 1.5  42.0 10.0  16.6  Uniform percentage ............ .. .. 5 percent ......... .. .............. ............................... . 8 percent ....................... .. 10 percent .. .............................. ... ..... .  6.8 6.0 .1  1.1  .7  1.1  Other formal paid differential ... Full days pay or reduced hours plus cents per hour .. .. ......... ..... ...................... ... ........... Full days pay or reduced hours plus percent ..................... ... ....................... ... Other formal paid differential  .8  .8  Average pay differential (in cents or percent): Uniform cents-per-hour differential ... Uniform percentage differential ..  1 Includes all blue-collar workers in establishments currently operating late shifts, and in establishments with formal provisions covering late shifts, even though the establishments were   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Uniform cents per hour ..... .. ... .............. . Under 5 cents ............. ... ... ....... .. .. . 5 cents ... 10 cents ..... . 15 cents Over 15 and under 20 cents 20 cents ..... .............. ............ ... . Over 20 and under 25 cents 25 cents .................................. . 30 cents ....... . Over 30 and under 35 cents ........ 35 cents ................. ... Over 35 and under 40 cents .................. 40 cents ...... .................................. . 45 cents ........................ .. 50 cents ............... . 55 cents ... . 60 cents .................................. ........ ....... ...... .. 80 cents ....... . Over 100 cents ....  not currently operating late shifts. 2 Less than 0.05 percent.  20  .2 .4 1.0 .7 1.4 1.1 4.6 3.5  1.4  .5  1.2  .6  .9 .4  .7  .2  .3 1.2  .3 .7 .1 .4 .6  .3  .7  .6  .8  31 .6 5.6  44.9 10.0  Table B-2. Scheduled weekly hours and days of full-time first-shift workers, St. Louis, MO-IL, March 1992 White-collar workers  Blue-collar workers  Private industry Item  All full-time day-shift workers (in percent)  All industries  Total  100  100  1 9  1 8  6  6  Manufacturing  100  Private industry Serviceproducing industries  State and local government  100  100  2 11 9  16  76  83  All industries  Total  100  100  3 1 3 1 90 2  3 2 2 1 90 2  Manufacturing  100  Serviceproducing industries 100  State and local government  100  Scheduled to work: Under 35 hours-5 days ..................................... . 35 hours-5 days ................................................ .. 37.5 hours-5 days .............................................. Over 37.5 and under 40 hours-5 days ........ .. .. 40 hours .. ....................................... ....................... . 4 days ........................................................ ..... . 4.5 days ........................................................ .. 5 days ............................................................. . 6 days ............................................................. . Over 40 hours .................... ................................. .. 4 days .............................................................. 5 days ................. ............................................ . 5.5 days ........................................... .............. . 6 days ............................................................. . Average weekly schedule (in hours) ....................... .. 1  83  (1) (1)  83  (1) (')  3 2 95  (1)  3 3  6  95 3  84  90  92  83  89  1 2  (1)  (1)  82 1 2  82 1 2  1  1  (1)  (')  39.8  39.8  94  74 2 2  83  (1)  (1)  (1)  39.8  (1)  39.8  1 3  2  1  (')  39.9  88  88 (1) 2  2  Less than 0.5 percent.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  7  (1)  (1) 2 1  1  (1)  (') (')  39.5  39.5  (1) 39.9  39.0  40.0  NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no data were reported.  21  Table B-3. Annual paid holidays for full-time workers, St. Louis, MO-IL, March 1992 Blue-collar workers  White-collar workers  Private industry  Private industry Item  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All full-time workers (in percent) .................... .  100  100  100  100  100  100  100  100  100  100  In establishments not providing paid holidays ........ . In establishments providing paid holidays  (') 100  (1) 100  (') 100  (' ) 100  4  100  95  5 95  99  10 90  1 99  1 6 7  2 1  4  2 2  2 9 12 (')  4  6 8  8  9  9  10 (')  1 7  7 18 13  Number of holidays: Under 6 days .... ................................................ 6 holidays ................................ ... ........................... . 7 holidays ............................................................... Plus 1 half day ... ..... ... .. ................................. Plus 2 half days ....... ......................... ...... ...... . 8 holidays ................... .. .. ..... ......... ......................... . Plus 1 half day .... .................. .... .. .... 9 holidays ................................. ......... ......... .... ...... .. Plus 1 half day .............................................. . Plus 2 half days .... .. ..... ................................. . 1o holidays ... ..................... .... .......................... ....... Plus 1 half day ............................................... Plus 2 half days ............................................ . Plus more than 9 half days ......................... . 11 holidays .... ... ..... ................................................ . 12 holidays ...................... ...................................... Plus 1 half day ............................................. .. 13 holidays ............... ............................................. . 14 holidays ............................................ Plus 1 half day ................................... ..... ...... . 15 holidays ..................................................... ....... . Over 15 days .........................................................  (') (')  (') (') 7  (') 13 (') (') 30  9 (') 14 (') (1) 30  (') 11  13 (') 16  18  (') 10  18 10 (') 29  3  3  8  38  6  (')  2  28  (') (')  1  1 7 37 4  (')  1  6  2 10 4 (') 11  8  (')  (')  1 (') 10  (')  1  3 4 8  (')  (')  10  (') 23 (') 1 12 7 1 6 (1)  11  12  (') 3  19  6  24  (') 15  50  (') 20  3  13 6 1 7  22 11  3  (')  10 16  13 (1)  (' )  4  (' )  6  7  12 2  (')  2  (')  Total paid holiday time2 2 days or more .... ...... ..... ...................... ............... . 3 days or more ............................................... ...... . 4 days or more .. ... ...... .... ................................. . 5 days or more ...... ... ........... ................................. . 6 days or more ......................... ...... ...................... . 7 days or more ............ ................... ....................... 8 days or more .... .............................. .................. . 9 days or more ................................................. .... . 10 days or more .......... ................................ ..... .. .. . 11 days or more ......................................... ... ....... . 12 days or more ................................... ...... .......... . 13 days or more .............................. ..................... . 14 days or more ... . .. ..... ...... ................................. . 15 days or more ................. .................................. Average number of paid holidays where provided (in days) .. ............................. .............................. .  99 99 99 98 98 92 85 77 65 35 24 15 5 2  10.1  100 99 99 99 99 92 84 75 61 31 19 15 4  9.8  100 100 100 100 100 98 96 95 84 66 48 38 9 2  100 99 99 98 98 89 77 64 48 10 2  11 .4  8.9  1  (')  1  94 94 93 92 91 83 74 69 59 35 22 14 8 7  94 93 93 92 91 82 72 66 55 35 22 15 8 8  99 99 99 99 99 98 91 90 87 63 41 29 16 15  12.1  9.8  9.7  11.4  89 87 86 84 83 65 52 40 21 6  97 97 97 94 94 93 92 92 86  33  1 1  23 7 6 2  7.8  10.4  (')  NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no data were reported.  Less than 0.5 percent. Full and half days are combined. For example, the proportion of workers receiving 1O or more days includes those receiving at least 1O full days, or 9 full days plus 2 half days, or 8 full days and 4 half days, and so on. 2   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  96 96 95 94 94 93 93 93 91 63 55 18 15 12  22  Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992 Wh ite-collar workers  Blue-collar workers  Private industry Item  All full-time workers (in percent) . In establishments not providing paid vacations .. .... . In establishments providing paid vacations .......... .. .. Length-of-time payment ............................. . Percentage payment ........... ........................  All industries  Private industry  Total  Manufacturing  Serviceproducing industries  100  100  100  100  (' )  (1)  (' )  (' )  100 100  100 100  100 100  100 100  2 49 3 2  1 59 4  3 44 2 2  (')  State and local government  All industries  100  State and local government  Total  Manufacturing  Serviceproducing industries  100  100  100  100  100  100 99 1  3 97 93 4  3 97 92 5  1 99 94 5  6 94 90 4  100 99  4 19 4  5  26 40  18  6 19  18  23 32  (')  (')  (1)  54 1 37 1 1 2  60  61 2 31  16  By vacation pay provisions for 2: 6 months of service: Under 1 week .......................... . 1 week ....................... ...................... .............. Over 1 and under 2 weeks ........................ . 2 weeks ....................... ...... ........................... . Over 2 and under 3 weeks ........................ . 4 weeks .................................... ................... . 1 year of service: 1 week ................ ... .. ................................ .. .... Over 1 and under 2 weeks ........................ . 2 weeks ............................... ......................... . Over 2 and under 3 weeks ........................ . 3 weeks ................... ............................. ......... Over 3 and under 4 weeks ............... ......... . 4 weeks ... ........................... .... ...... ................ . Over 4 and under 5 weeks ............... . 2 years of service: 1 week ........ ................................................ ... Over 1 and under 2 weeks ........................ . 2 weeks ........................................................ . Over 2 and under 3 weeks ........................ . 3 weeks ........................................................ . Over 3 and under 4 weeks ............ . 4 weeks .................... ................................... . Over 4 and under 5 weeks ........................ . 3 years of service: 1 week ......................... ........ ...... ...... .............. 2 weeks .......................................... ... ....... .... . Over 2 and under 3 weeks ........................ . 3 weeks ... ......................................... ............. Over 3 and under 4 weeks ........... ............. . 4 weeks ......... ................................ ... .......... ... Over 4 and under 5 weeks ... ......................  2 47 7  1 (') (')  19 (1) 71 4  1  (')  (') (')  21  (') 74 3  11 (1) 85 3  28  4  (')  1 (') (')  (') (')  (') (')  33 1  35  31  2  60  59  60 3  55  4  (')  12 19  54 8 26 9 2  6 76 8 3 2 2  7 78 8 2  (')  1 (') (')  1 86 5 9  4 5  (1) (')  29  (')  3 90 4 2  (') (')  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  1  59 2 3 2 1  (')  2  1 45 6 12 19  54 8 26 9 2  (')  88  (')  (1)  (')  1  4  40  (')  (') 90 3 2  36 (1)  10  (')  87 3  52 8 26 9  59  1  85 4 1  7 (1) 83 4 4 1 (1)  8 (')  4  (') 67 3 1  2 84 5 7  3  23  1  1 2  7  5  4 77 12 3  3  10 79 3  57 7  12 19 5  Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued Blue-collar workers  White-collar workers  Private industry  Private industry Item  All industries  Total  Manufacturing  1 88 4  1 84  5  10  Serviceproducing industries  State and local government  All industries  52 5 31 9 2  75 8 6 2 2  Total  Manufacturing  Serviceproducing industries  5 78 8 4  3 75 12 6  7 80 3 3  State and local government  By vacation pay provisions for 2 :-Continued 4 years of service: 1 week .......................................................... . 2 weeks .......................... ....... ..... .................. . Over 2 and under 3 weeks ......................... 3 weeks ..... ................................................... . Over 3 and under 4 weeks .. ...................... . 4 weeks ................................................... ..... . Over 4 and under 5 weeks ....................... ..  (') (')  (') (')  (') (' )  5 years of service: 1 week ................. ......................................... . Over 1 and under 2 weeks ........................ . 2 weeks ..... ....... ....... ..................................... . Over 2 and under 3 weeks ........................ . 3 weeks ........... ............................................. . Over 3 and under 4 weeks ........................ . 4 weeks ................................. ....................... . Over 4 and under 5 weeks ......... ........... ..... 5 weeks ... ................ ................... .................. .  (') (') 48 3 43 1 4 (') (' )  (') (')  (') (' )  1  1 10  3  (') (')  (' ) (')  (') 2  (')  (') (')  (') (')  19 2 71 2 3 (' ) 2  20 3 71  (') (') 12 4 80 1  8 years of service: 1 week ................................................. ......... . Over 1 and under 2 weeks ............. ......... .. . 2 weeks ..... ... ...... .............................. ............. Over 2 and under 3 weeks ......................... 3 weeks ...................... ..... ...... ................ ....... . Over 3 and under 4 weeks ...................... ... 4 weeks ................................. ....................... . Over 4 and under 5 weeks ........................ . 5 weeks .............. .......................................... . 6 weeks .............. ...................................... ..... 10 years of service: 1 week ..... ......................... ........ ... ................. . 2 weeks ....... ...... ..... ...................................... . Over 2 and under 3 weeks .......... ... ............ 3 weeks ..................... ................... ........... ...... Over 3 and under 4 weeks ................... ...... 4 weeks ......... ......................... ...................... . Over 4 and under 5 weeks .......... .............. . 5 weeks ..... ................................................... . 6 weeks ............. ........................................... . 7 weeks ... ... ............ ...................................... . 12 years of service: 1 week ..................... ... .................... .... .. ........ . 2 weeks ................................... ....... .............. . 3 weeks .. ................................................ ...... . Over 3 and under 4 weeks ...... ...... ... .... ..... . 4 weeks .................................................... .... . Over 4 and under 5 weeks ..................... ... . 5 weeks ................ ... ...................................... Over 5 and under 6 weeks ...................... ... 6 weeks ................................ ........................ . 7 weeks  1 84 4 9  5  1  52 3 40  53 (') 39  1 3  55  1 2  4  (') 2  52 5 41  8  36  6  1 (') (')  1 22 3 63  (') 60 2 28  65 2 26  34 2 52  (') 3 (') 76 6 13 (' ) (') 2  (')  (')  2  3  82  80  84  1  1  1  11 (') (' ) 2  13  10  (') (' ) 6  2 71 6 17  1 1 (' ) 2  (') 2 78 1 15 (') 1  1 74  1  1  5  2  48  3 (' ) 30 4  55 2  4  1  1  1  4  6  6  (')  3 13  (')  (') 72 8 8  74 12 10  69 4 5  27 40 25 2  67 9 12 (')  2  (' )  4  1  1  3 (') 32 18 42 1  3  4 70 8 11  22 37 32 7  12 1 59 3 19  3  1  1  19 1 4  1  3 65 9 16  13 (' )  44  25 4 47  4  3 80  1  68 3 20  (') (')  (')  18  62 2 31  2  51  1  (')  (')  3  1 (') 37  54 7 15 19 5  3  1 (')  2  1 (') 7 (') 74 7 10 (') 2  3  1  (') 69 12 14  1 1  3 8 71 4 9  24 18 48 6  (') 2  6  2  24  4  (')  1  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  5  2 91 4 3  3  Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued Blue-collar workers  White-collar workers  Private industry  Private industry Item  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  By vacation pay provisions for 2:-Continued 15 years of service: 1 week .............................................. ........... .. 2 weeks .................................... .......... .......... . 3 weeks ........................... .......... .... ............ .. .. Over 3 and under 4 weeks ............... ... ...... . 4 weeks ........................ .. ....... ..... ...... ............ . Over 4 and under 5 weeks ........................ . 5 weeks ............. .... ........... ............................ . Over 5 and under 6 weeks ................ ........ . 6 weeks ......................... ... ................. ........... . 7 weeks .............. ... ............ ..... .............. .... ... .. Over 7 weeks ................. ..................... ........ . 20 years of service: 1 week ........ ................. ................................ . 2 weeks .................... .................... ................ . 3 weeks .. ...................... ........ ................ ........ . Over 3 and under 4 weeks .... ..................... 4 weeks ............... ....... ........... ... ....... .... .. .... .... Over 4 and under 5 weeks ....................... .. 5 weeks .............. .............................. ......... .... Over 5 and under 6 weeks ........................ . 6 weeks ..... ............... ................... ....... ...... .... . Over 6 and under 7 weeks .. .......... .. ......... .. Over 7 weeks ....... ... ................... . 25 years of service: 1 week ....... ..................................... .............. . 2 weeks ..... ........ ........ .... ............................. .. . 3 weeks ..... ...................................... .... ... ... ... . Over 3 and under 4 weeks .... ............ .... .... . 4 weeks ................ ........ ...... ............ .. ............ . Over 4 and under 5 weeks . 5 weeks .................................. ...................... . Over 5 and under 6 weeks ......... ............... . 6 weeks .... ........ ....... ........................... . Over 6 and under 7 weeks .............. ...... .... . Over 7 weeks ....... .................... .  (') 2 31  (') 57 5  (')  (') 2 34 (') 59 1  1 1 (')  (')  2  2  1 44 49  1  3 28 1 65 1  (') 40  33  1 (')  11 2  47 3 1 2 (')  1 3 41 1 47 1 1  (') 43 51  3 7 39 1 42 2  10 47 18 1 20 4  6 3  (') 2 10  (') 2 11  (')  (')  64 7 12 2  69 2 13  (') 4  73 16  (') (')  (')  2  2  6  (')  (')  2 8 (') 40 5 40  2 9 (') 41  1 2 (' ) 2  3  (')  1  66 4 11 (') (')  36 41 7 11 2  41 47  1 3 16  1 3 17  (')  (')  47 3 21 3  49 2 21 1  3  12 (') 42 2 39  (') 2 (')  6  25  3 26 30 28 11 2  (') 7 60 29  3 7 28 1 37 3 12 2  (') (')  1 3 16 (') 27 2 39 3 4 1 1  8 31 17 19 20 4 1  3  1  (')  1 4  1 42 (') 2 (') 2  3 15  See footnotes at end of table.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  14  1 3 37  1 3 17 (') 28 41 1 3 1 1  (') 7 31  58  (') 3  3 7 27 1 24 23 1 6 1  8 22 13 27 20 10  Table B-4. Paid vacation provisions for full-time workers, St. Louis, MO-IL, March 1992-Continued Blue-collar workers  White-collar workers  Private industry  Private industry Item  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  By vacation pay provisions for 2:-Continued 30 years of service: 1 week ...................... ......... ........... . 2 weeks ...... .... .............................. .. . 3 weeks ....................................... . Over 3 and under 4 weeks ........ . 4 weeks ................ ....................... ........... . Over 4 and under 5 weeks ........ . 5 weeks ... .... .. .. .................. . Over 5 and under 6 weeks ........ . 6 weeks ........... ......................... .. ... ..... . Over 6 and under 7 weeks ......................... 7 weeks ..................................... . Over 7 weeks ........................... . Maximum vacation available: 1 week ......................... ............................... . 2 weeks .......................... . 3 weeks .. .... .. .......... ...................... ... ..... .. Over 3 and under 4 weeks ........................ . 4 weeks ...................... ... .............................. . Over 4 and under 5 weeks ........................ . 5 weeks ................................................... .. .... Over 5 and under 6 weeks ............... 6 weeks ..... .. ........................ . Over 6 and under 7 weeks ...... .. . 7 weeks .......................... . .. ... ..... .... .......... . Over 7 weeks  (') 2 8 (') 39 5 35 1 8 (')  (') 2 9  2  2  (' ) 2 8 (') 39 5 34 1 8 (' ) (') 2  (' ) 2 9 (' ) 41 1 36 (' ) 8  (' ) 41 1 36 (' ) 8 (' )  1 4 39 40 11  (' ) 7 (' )  1 4 39 39 11  (' ) 3 12 (' ) 42 2 34 (' ) 6  3  26 30 20 10 11  1 3 16 (') 27 2 32 3 10  1 3 17 (') 28 35 1 9 1 1 1  1 3 17 (' ) 28 34 1 9  (' )  1  1  1  2 1  2  6  1  Less than 0.5 percent. Payments other than " length of time " are converted to an equivalent time basis; for example, 2 percent of annual earnings was considered as 1 week's pay. Periods of service are chosen arbitrarily and do not necessarily reflect individual provisions for progression; for example, changes in proportions at 20 years include changes between 15 and 20 years. Estimates are cumulative. Thus,  (') 7 31 50 9  3 7 27 1 24 19 1 9 1 2  8  22 13 27 20 10 1  3  (') 7 31 48 10  3 7 27 1 24  8  19 1 7  22 13 21 20 16  1  1  4 3  the proportion eligible for at least 3 weeks' pay for 20 years include those eligible for at least 3 weeks' pay after fewer years of service.  2   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  26 30 28 10  1 3 16 (' ) 27 2 34 3 9 1  6  (' ) (' )  2  (') 3 12 (' ) 42 2 34  NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no data were reported .  26  Table B-5. Insurance, health, and retirement plans offered to full-time workers, St. Louis, MO-IL, March 1992 Blue-collar workers  White-collar workers  Private industry  Private industry Type of plan  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  All full-time workers (in percent) .................... .  100  100  100  100  100  100  100  100  100  100  In establishments offering at least one of the benefits shown below 1 ••••••• ••• •••• •••••••••••••• •••• . ••••••••••••  100  100  100  100  100  96  96  100  92  100 99 96  47 45  Life insurance ...... .. ........................................ ....... . Entirely employer financed ........... ..... ........ .  99 86  98 85  100 87  98 83  100 96  93 85  92 83  99 92  86 74  Accidental death and dismemberment insurance .. ... ........ ... ......................... ... ..... ... ....... . Entirely employer financed ........... ..............  79 68  84  92 79  80 68  41 38  74 67  78 70  91 85  64  72  93 33 30 82  92 37 33 80  88 29 28 76  95 41 36 82  100  83 55  81  90 80 74  71 42 36 37  6  3  Sickness and accident insurance or sick leave or both ................... ............................................. Sickness and accident insurance ............ .. Entirely employer financed .................. Sick leave (full pay, no waiting period) .... . Sick leave (partial pay or waiting period) .. ..................................................... .  9 7  100  50 43  61 56 36  26 21  38 36  92 56  83 47  90 76  48 22  57  39 15  87  29  69  54  70 48  78 48  60 42  78 70  34 21  49 35  41 33  37  39 31  35 28  66 60  7 4  10  38 27  19 16  17 14  22  12  37  19  8  33  97 37  93  97 80  86 56  84  90  52  57  78 46  99 89  89  100 69 100 69  85 72 74 68  83  78  97 91 90 89  93 83 83 79  72 62 58 58  98 65 98 65  70 9  86 5  61 12  36 5  40  46 6  35  65 45  59 34  68 52  57  31  30  54  26  25  Hospitalization, surgical, and medical insurance ....... ................................... ..... ............. Entirely employer financed ....... .. ... ...... .. .....  98 40  98  98 36  98  97  88  88  34  77  55  52  Health maintenance organizations .. .................. . Entirely employer financed .. ...................... .  70 23  66 15  75  62  25  9  95 81  53 30  Dental care ............................................................ Entirely employer financed ........................ .  79 36  81 34  92 35  74 33  69  Vision care ............................................................ . Entirely employer financed ........................ .  32 22  30 20  24 19  Hearing care .............................. ........................... . Entirely employer financed .........................  12  9 4  Alcohol and drug abuse treatment .................... . Entirely employer financed ............... ..... .....  95 41  94  Retirement plans2 ••••••••• ••••••••••••••• •• •. . •• ••••• ••. ... •• ••.• • Entirely employer financed ................. . Pensions .. ... .................................................. . Entirely employer financed ................. .  93 83 82 77  92 85 79  Lump sum .... ................................................ . Entirely employer financed ................. .  62  34  35  4  34  81  73 72  1  Estimates listed after type of benefit are for all plans for which the employer pays at least part of the cost. Excluded are plans required by the Federal Government such as Social Security and Railroad Retirement. 2 Establishments providing more than one type of retirement plan (e.g., an annuity and a lump-sum payment) may cause the sum of the separate plans to be greater than the total for all retirement   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  9  96  33 28  64 46  8  100 11  11  6  Long-term disability insurance ... ......................... . Entirely employer financed ................... ..... .  7  34  54  45 30  73  71 69  6  83  6  plans. 3 Less than 0.5 percent. NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no data were reported .  27  Table B-6. Health plan participation by full-time workers, St. Louis, MO-IL, March 1992 Blue-collar workers  White-collar workers  Private industry  Private industry Item  All industries  State and local government  All industries  Total  Manufacturing  100  100  100  100  100  45 42  62 44  62 43  66 48  58 39  58 53  19 4  35 34  20 15  17 11  17 13  17 9  41 41  66 32  43 40  59 45  58 43  63 46  51 39  70 66  18 15  32 21  28 26  35 30  33 27  35 30  30 25  55 54  5 4  9 4  14 14  16 14  16 13  20 18  12 8  16 16  83 33  79 75  76 56  72 51  77 57  67 45  99 94  31 3  2 2  11  6 (')  7 (')  12 (')  4  13  31 3  2  11  6 (')  7 (')  12 (')  4  11 1  31 3  11  6 (')  6 (')  12 (')  4  3 3  11  1 (')  (')  (' )  4  (')  (' )  Total  Manufacturing  100  100  100  100  100  Hospitalization, surgical, and medical insurance ............. Entirely employer financed  60 28  62 26  68 26  Health maintenance organizations Entirely employer financed .. ...  19 9  17 5  Dental care .... ... .... Entirely employer financed .  61 33  63 32  Vision care ...................... ......... Entirely employer financed .  27 20  27 19  9 5  8 4  76 39  75 33  Hospitalization, surgical, and medical insurance ................ .. ..... ....................... Entirely employer financed .... ...  13 2  13 3  Health maintenance organizations .......... Entirely employer financed ..........  13 1  Dental care .... Entirely employer financed .............  11 1  All full -time workers (in percent)  State and local government  Serviceproducing industries  Serviceproducing industries  Participating in:  Hearing care ........... ···································· Entirely employer financed ............... Alcohol and drug abuse treatment plans Entirely employer financed Participation data not available:  Vision care ........................... Entirely employer financed  2 1  Hearing care ...... ..................... Entirely employer financed .......... Alcohol and drug abuse treatment plans Entirely employer financed 1  11 1  11 1  31 3  Less than 0.5 percent.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  11  (')  11  6 (')  4  6 (')  12 (')  4  NOTE: Because of rounding, sums of individual items may not equal totals. Dashes indicate that no data were reported or that data did not meet publication criteria.  28  Table B-7. Other selected benefits for full-time workers, St. Louis, MO-IL, March 1992 Blue-collar workers  White-collar workers  Private industry  Private industry Item  All full-time workers (in percent) .....................  All industries  Total  Manufacturing  100  100  100  43  49  39  Serviceproducing industries  State and local government  All industries  Total  Manufacturing  Serviceproducing industries  State and local government  100  100  100  100  100  100  100  54  2  24  26  20  34  3  In establishments providing: Severance pay ................... ······························· Supplemental unemployment benefits ........... Cost-of-living adjustments ............ ....................  2 2  2  98  97  (1)  10  11  18  3  15  17  28  5  100  88  86  93  79  3  Paid leave: Jury-duty leave .............................................  98  97  100  Funeral leave ........................................ ........  95  97  98  97  82  85  86  93  79  79  Military leave .................... .............................  70  68  79  62  85  52  48  59  37  77  Personal leave 2 .... ............................. ..... ... .. . 1 day .................................................... ...... 2 days ........ ... ............................................. 3 days ...................................... ... ............... 3.5 days ..................................................... 4 days ........................................................ 5 days ........................................................ 6 days ........................................................ Variable or unspecified 3 .• . ••••• •••••••••••••••••••  25 3 9 3 (') 6 2 (') 1  24 2 9 2 (') 7 2 (') 1  17  28 3 9 3 (') 9 3  32 10 9 14  12 2  5  2  10 1 3 1  15 2 5 (')  29 10 8 11  3 1  3 1  2.9  3.0  3.1  Average amount of paid personal leave in establishments providing uniform and specified benefits (in days) .................  8 1 5 1 1 1  (') 1 1  6 1  (') 2  3.0  1  Less than 0.5 percent. 2 Plans intended for use as paid holidays, vacations, or sick leave are not reported as paid personal leave, but are reported as holidays, vacations, or sick leave in accordance with the intent of the plan. 3 Variable plans include those that provide differing amounts of leave based on length of service;   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  4  2.1  2.6  2.8  2.5  (')  2.9  2.1  unspecified plans are formal plans with no specified limit. NOTE: Because of rounding , sums of individual items may not equal totals. Dashes indicate that no data were reported.  29  Appendix A. Scope and Method of Survey  Scope This survey of the St. Louis, MO-IL Metropolitan Statistical Area covered establishments employing 50 workers or more in manufacturing; service producing industries (transportation, communications, electric, gas, and sanitary services; wholesale trade; retail trade; finance, insurance, and real estate; and services industries); and State and local governments. 1 Private households, agriculture, the Federal government, and the self-employed were excluded from the survey. Table 1 in this appendix shows the estimated number of establishments and workers within scope of the survey and the number actually included in the survey sample.  Sampling frame The list of establishments from which the survey sample was selected (the sampling frame) was developed from the State unemployment insurance reports for the St. Louis, MO-IL Metropolitan Statistical Area (March 1990). Establishments with 50 workers or more during the sampling frame's reference period were included in the survey sample even if they employed fewer than 50 workers at the time of the survey. The sampling frame was reviewed for completeness and accuracy prior to the survey and, when necessary, corrections were made: Missing establishments were added; out-of-business and out-of-scope establishments were removed; and addresses, employment levels, industry classification, and other information were updated.  occupations, the larger the establishment sample in that stratum. An upward adjustment to the establishment sample size also was made in strata expected to have relatively high sampling error for certain occupations, based on previous survey experiences. (See section on "Reliability of estimates" below for discussion of sampling error.)  Data collection and payroll reference Data for the survey were obtained primarily by personal visits of the Bureau's field economists to a sample of establishments within the St. Louis, MO-IL Metropolitan Statistical Area. Collection for the survey was from January 1992 through May 1992 and reflects an average payroll reference month of March 1992. Data obtained for a payroll period prior to the end of March 1992 were updated to include general wage changes, if granted, scheduled to be effective through that date.  Occupational earnings Occupations surveyed are common to a variety of public and private industries, and were selected from the following employment groups: (1) Professional and administrative; (2) technical and protective service; (3) clerical; (4) maintenance and toolroom; and (5) material movement and custodial. Occupational classification was based on· a uniform set of job descriptions designed to take account of interestablishment variation in duties within the same job. Occupations selected for study are listed and described in appendix B, along with corresponding occupational codes and titles from the 1980 edition of the Standard Occupational Classification  Survey design  Manual.  The survey design includes classifying individual establishments into groups (strata) based on industry and employment size, determining the size of the sample for each group (stratum), and selecting an establishment sample from each stratum. The establishment sample size in a stratum was determined by expected number of employees to be found (based on previous occupational pay surveys) in professional, administrative, technical, protective service, and clerical occupations. In other words, the larger the number of employees expected to be found in designated  Unless otherwise indicated, the earnings data following the job titles are for all industries combined. Earnings data for some of the occupations for all industries combined (or for some industry divisions within the scope of the survey) are not presented in the A-series tables because either (1) data did not provide statistically reliable results, or (2) there was the possibility of disclosure of individual establishment data. Earnings data not shown separately for industry divisions are included in data for all industries combined.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  A-1  Occupational earnings data are shown for full-time workers, i.e., those hired to work a regular weekly schedule. Earnings data exclude premium pay for overtime and for work on weekends, holidays, and late shifts. Also excluded are bonuses and lump-sum payments of the type negotiated in the auto and aerospace industries, as well as profit-sharing payments, attendance bonuses, Christmas or year-end bonuses, and other nonproduction bonuses. Pay increases--but not bonuses--under cost-ofliving allowance clauses and incentive payments, however, are included in the earnings data. Weekly hours for professional, administrative, technical, protective service, and clerical occupations refer to the standard workweek (rounded to the nearest tenth of an hour) for which employees receive regular straight-time salaries (exclusive of pay for overtime at regular and/or premium rates). Average weekly earnings for these occupations are rounded to the nearest dollar. A-series tables provide distributions of workers by earnings intervals; changes in the size of earnings intervals are indicated by heavy vertical lines. Average earnings reflect areawide estimates. Industries and establishments differ in pay levels and job staffing, and thus contribute differently to the estimates for each job. Therefore, average earnings may not reflect the earnings differential among jobs within individual establishments. Job descriptions used to classify employees in this survey usually are more generalized than those used in individual establishments to allow for minor differences among establishments in specific duties performed. The mean is computed for each job by totaling the earnings of all workers and dividing by the number of workers. The median designates position--one-half of the workers receive the same as or more and one-half receive the same as or less than the rate shown. The middle range is defined by two rates of pay; one-fourth of the workers earn the same as or less than the lower of these rates and one-fourth earn the same as or more than the higher rate. Medians and middle ranges are not provided when they do not meet reliability criteria. Occupational employment estimates represent the total in all establishments within the scope of the study and not the number actually surveyed. Because occupational structures among establishments differ, estimates of occupational employment obtained from the sample of establishments studied serve only to indicate the relative importance of the jobs studied.  Survey nonresponse Data were not available from 8.9 percent of the sample establishments (representing 30,031 employees covered by the survey). An additional 5.1 percent of the sample establishments (representing 22,593 employees) were either out of business or outside the scope of the survey. If data were not provided by a sample member, the weights (based on the probability of selection in the sample) of responding sample establishments were adjusted to account for the missing data. The weights for establishments which were   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  A-2  out of business or outside the scope of the survey were changed to zero. Some sampled establishments had a policy of not disclosing salary data for certain employees. No adjustments were made to salary estimates for the survey as a result of these missing data. The proportion of employees for whom salary data were not available was less than 5 percent.  Rellablllty of estimates The data in this bulletin are estimates from a scientifically selected probability sample. There are two types of errors possible in an estimate based on a sample survey--sampling and nonsampling. Sampling errors occur because observations come only from a sample, not the entire population. The particular sample used in this survey is one of a number of all possible samples of the same size that could have been selected using the sample design. Estimates derived from the different samples would differ from each other. Nonsampling errors can stem from many sources, such as inability to obtain information from some establishments; difficulties with survey definitions ; inability of respondents to provide correct information; mistakes in recording or coding the data obtained; and other errors of collection, response, coverage, and estimation of missing data. Although not specifically measured, the survey's nonsampling errors are expected to be minimal due to the high response rate, the extensive and continuous training of field economists who gather survey data by personal visit, careful screening of data at several levels of review, annual evaluation of the suitability of job definitions, and thorough field testing of new or revised job definitions.  Establishment practices and employee benefits The incidence of selected establishment practices and employee benefits was studied for full-time white-collar and blue-collar workers. White-collar workers include professional, technical, and related occupations; executive, administrative, and managerial occupations; sales occupations; and administrative support jobs, including clerical. Blue-collar workers include precision production, craft, and repair occupations; machine operators, assemblers, and inspectors; transportation and material moving occupations; handlers, equipment cleaners, helpers, and laborers; and service jobs, except private households. Part-time, seasonal, and temporary employees are excluded from both the white-collar and blue-collar categories. Employee benefit provisions which apply to a majority of the white-collar or bluecollar workers in an establishment are considered to apply to all white- or blue-collar workers in the establishment; a practice or provision is considered nonexistent when it applies to less than a majority. Benefits are considered applicable to employees currently eligible for the benefits. Retirement plans apply to employees currently eligible for participation and also to those who will eventually become eligible.  Shift differentials-manufacturing (table B-1 ). Data were collected on pay differential policies for blue-collar manufacturing workers on late shifts. Establishments considered as having policies are those which ( 1) have provisions in writing covering the operations of late shifts, or (2) have operated late shifts at any time during the 12 months preceding a survey. When establishments have several differentials which vary by job, the differential applying to the majority of the workers was recorded. When establishments had differentials which apply only to certain hours of work, the differential applying to the most common schedule was recorded. For purposes of this study, a late shift is either a second (evening) shift which ends at or near midnight or a third (night) shift which starts at or near midnight. Differentials for second and third shifts are summarized separately for (1) establishment policies (representing all blue-collar workers in the establishment at the time of the survey) and (2) effective practices (relating to workers employed on the specified shift at the time of the survey). Scheduled weekly hours and days (table B-2). Scheduled weekly hours and days refer to the number of hours and days per week which full-time first (day) shift workers are expected to work, whether paid for at straight-time or overtime rates. Paid holidays (table B-3). Holidays are included if workers who are not required to work are paid for the time off and those required to work receive premium pay or compensatory time off. They are included only if they are granted annually on a formal basis (provided for in written form or established by custom). Holidays are included even though in a particular year they fall on a nonworkday and employees are not granted another day off. Data are tabulated to show the percent of workers who ( 1) are granted specific numbers of whole and half holidays and (2) are granted specified amounts of total holiday time (whole and half holidays are aggregated) during the year. Paid vacations (table B-4). Establishments reported their method of calculating vacation pay (time basis, percent of annual earnings, flat-sum payment, etc.) and the amount of vacation pay provided. Vacation bonuses, vacation-savings plans, and "extended" or "sabbatical" benefits beyond basic vacation plans were excluded. Paid vacation provisions are expressed on a time basis. Vacation pay calculated on other than a time basis is converted to its equivalent time period. Two percent of annual earnings, for example, is tabulated as 1 week's vacation pay. Paid vacation provisions by length-of-service relate to all white-collar or blue-collar workers in the establishment Counts of these workers by actual length-of-service were not obtained in the survey. Insurance, health, and retirement plans (table B-5). Insurance, health, and retirement plans include plans for which the employer pays either all or part of the  https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  A-3  cost The benefits may be underwritten by an insurance company, paid directly by an employer or union, or provided by a health maintenance organization (HMO). Workers provided the option of an insurance plan or an HMO are reported under both types of plans. Federally required plans such as Social Security and Railroad Retirement are excluded. Benefit plans legally required by State governments, however, are included. Life insurance includes formal plans providing indemnity (usually through an insurance policy) in case of death of the covered worker. Accidental death and dismemberment insurance is limited to plans which provide benefit payments in case of death or loss of limb or sight as a direct result of an accident. Sickness and accident insurance includes only those plans which provide that predetermined cash payments be made directly to employees who lose time from work because of illness or injury, e.g., $200 week for up to 26 weeks of disability. Sick leave plans are limited to formal plans2 which provide for continuing an employee's pay during absence from work because of illness. Data collected distinguish between (1) plans which provide full pay with no waiting period, and (2) plans which either provide partial pay or require a waiting period. Long-term disability insurance plans provide payments to totally disabled employees upon the expiration of their paid sick leave and/or sickness and accident insurance, or after a predetermined period of disability (typically 6 months). Payments are made until the end of the disability, a maximum age, or eligibility for retirement benefits. Full or partial payments are almost always reduced by Social Security, workers' disability compensation, and private pension benefits payable to the disabled employee. Hospitalization, surgical, and medical insurance provide at least partial payment for: (1) Hospital room charges; (2) inpatient surgery; and (3) doctors' fees for hospital, office, or home visits. Such benefits may be provided through either independent health care providers or Preferred Provider Organizations (PPOs). Under PPOs, participants are free to choose any provider, but receive care at lower costs if treatment is provided by designated hospitals, physicians, or dentists. These plans typically cover other expenses such as outpatient surgery and prescription drugs. An HMO provides comprehensive medical care in return for pre-established fees. Unlike insurance, HMOs cover routine preventive care as well as care required because of an illness and do not have deductibles or coinsurance (although there may be fixed copayments for selected services). HMOs may provide services through their own facilities; through contracts with hospitals, physicians, and other providers, such as individual practice associations (IPAs); or through a combination of methods. Dental care plans provide at least partial payment for routine dental care, such as checkups and cleanings, fillings, and X-rays. Plans which provide benefits only for oral surgery or other dental care required as the result of an accident are not reported.  Vision care plans provide at least partial payment for routine eye examinations, eyeglasses, or both. Hearing care plans provide at least partial payment for hearing examinations, hearing aids, or both. Alcohol and drug abuse treatment plans provide at least partial payment for institutional treatment (in a hospital or specialized facility) for addiction to alcohol or drugs. Retirement pension plans provide for regular payments to the retiree for life. Included are deferred profit-sharing plans which provide the option of purchasing a lifetime annuity. Lump-sum plans are defined as those providing for a single payment at retirement; "other" plans include those providing for a fixed number of payments (more than one) after which payments are discontinued. Health plan participation (table B-6). Participation estimates are presented on the percent of white- and blue-collar workers participating in hospitalization, surgical, and medical insurance, HMOs, dental, vision, hearing, and alcohol and drug abuse treatment plans, with the percent based on the number of workers participating divided by the total number of workers for whom data are available. Other selected benefits (table B-7). Information on the incidence of severance pay, supplemental unemployment benefits, cost-of-living adjustments, jury-duty leave, funeral leave, military leave, and personal leave is presented in table B-7. These include plans for which the employer pays either all or part of the cost. Federally required plans such as Social Security and Railroad Retirement are excluded. Benefit plans legally required by State governments, however, are included. Severance pay plans provide one or a limited number of payments to employees permanently separated through no fault of their own for such reasons as   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  A-4  technological change or closing or scaling down of a plant or department Excluded are retirement, profit-sharing, or savings plans, or plans limited to workers separated without prior notice. Supplemental unemployment benefits (SUB) relate to formal plans designed to supplement benefits paid under State unemployment insurance systems. Cost-of-living adjustments relate to formal plans by which wage rates are adjusted periodically in keeping with changes in the BLS Consumer Price Index or some other measure. Paid funeral and jury-duty leave data relate to formal plans that provide at least partial payment for time lost as a result of attending funerals of specified family members, or serving as a juror. Military leave relates to formal plans providing excused absence from work with full or partial pay while on annual training duty. Plans that provide paid leave only for temporary emergency duty are excluded. Paid personal leave plans are designed to allow workers to be absent from work for a variety of personal reasons. Provisions intended for use as (or extension ot) paid holidays, vacations, or sick leave are not reported as paid personal leave, but are reported as holidays, vacations, or sick leave in accordance with the intent of the provisions. 1 For this survey, an establishment is an economic unit which produces goods or services, a central administrative office, or an auxiliary unit providing support services to a company. In manufacturing industries, the establishment is usually at a single physical location. In nonmanufacturing industries, all locations of an individual company in a Metropolitan Statistical Area are usually considered an establishment. In government, an establishment is defined as all locations of a government entity. 2 An establishment is considered as having a formal plan if it specifies at least the minimum number of days of sick leave available to each employee. Such a plan need not be written, but informal sick leave allowances determined on an individual basis are excluded.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Appendix table 1. Establishments and workers within scope of survey and number studied, St. Louis, MO-IL, March 1 1992 Workers in establishments  Number of establishments  Within scope of survey Industry division 2  Within scope of survey 3  Total 4 Number  Percent  Full-time white-collar workers  Studied  Full-time blue-collar workers  Studied 4  All establlshments  All establishments .... ... ....... ......................................... .. .  2,108  293  556,263  100  219,272  191,463  285,861  Private industry ................................ .... ......... ............. ... .... . Manufacturing ............................................ ...... .. .. ....... Service-producing industries ............ .. ....... ............... . Transportation, communication, electric, gas, and sanitary services 5 ................................... .. Wholesale trades ......... .................... ..... ............ .. . Retail trades .... ..................................... ............... . Finance, insurance, and real estates ...... ......... . Servicess ..............................................................  1,929 526 1,403  259 73 186  461 ,679 159,369 302,310  83 29 54  192,043 70,513 121 ,530  168,436 86,219 82,217  232,370 86,683 145,687  146 252 437 192 376  36 18 37 28 67  54,166 23,113 117,619 42,724 64,688  10 4 21 8 12  22,022 11 ,014 27,488 37,563 23,443  22,327 10,007 28,515 710 20,658  42,195 3,828 57,244 19,671 22,749  State and local government .. .................. ........................ .  179  35  94,584  17  27,229  23,027  53,491  All establishments ........... .. ................. .............................. .  184  99  331,266  100  141 ,032  100,716  254,158  Private industry ................................................ ..... ....... .. .. .. Manufacturing .... .. ........... .................................. .......... Service-producing industries .............. ... .. ................. . Transportation, communication, electric, gas, and sanitary services 5 .... . ....... ....... ........... .. .... . Wholesale trades ................................................ . Retail trades ........................................ ................. Finance, insurance, and real estates ............... . Services 6 •••• •••.••••••••• . ••••.•••••••• . ••••.••• • ••••• . •• ••••••••• . •••  144 45 99  84 26 58  260,277 93,934 166,343  79 28 50  118,273 47,613 70,660  84,993 45,321 39,672  204,198 76,975 127,223  17 6 36 15 24  14 3 20 8 13  39,789 6,147 74,834 22,990 22,583  12 2 23 7 7  17,962 2,920 17,510 20,935 11 ,333  13,661 2,747 15,729 207 7,328  38,579 2,633 54,428 17,051 14,532  State and local government ............... .................... .. ....... .  40  15  70,989  21  22,759  15,723  49,960  Large establishments  1  The St. Louis Metropolitan Statistical Area, as defined by the Office of Management and Budget through October 1988, consists of St. Louis City; Franklin, Jefferson, St. Charles, and St. Louis Counties, MO; and Clinton, Jersey, Madison, Monroe, and St. Clair Counties, IL. The " workers within scope of survey" estimates provide a reasonably accurate description of the size and composition of the labor force included in the survey. Estimates are not intended, however, for comparison with other statistical series to measure employment trends or levels since (1) planning of wage surveys requires establishment data compiled cimsiderably in advance of the payroll period studied, and (2) establishments employing fewer than 50 workers are excluded from the scope of the survey. 2 The Standard Industrial Classification Manual was used in classifying establishments by industry. ·  3 Includes all establishments with at least 50 total employees. In manufacturing, an establishment is defined as a single physical location where industrial operations are performed. In service-producing industries, an establishment is defined as all locations of a company in the area within the same industry division . In government, an establishment is defined as all locations of a government entity. 4 Includes part-time, seasonal, temporary, and other workers excluded from separate white- and blue-collar categories. 5 Abbreviated to "Transportation and utilities" in the A-series tables. Separate data for this division are not presented in the 8-series tables, but the division is represented in the "all industries" and "service-producing" estimates. 6 Separate data for this division are not shown in the A- and 8-series tables, but the division is represented in the " all industries" and " service-producing" estimates.  A-5  Appendix table 2. Percent of workers covered by labor-management agreements, St. Louis, MO-IL, March 1992  Appendix table 3. Percent of total workers In specified manufacturing Industries, St. Louis, MO-IL, March 1992 (All manufacturing workers equal 100)  Industry division All industries ........................................ . Private industry ................................. . Manufacturing ............................... . Service producing .......................... . Transportation and utilities ......... . State and local government .............. .  White-collar workers  Blue-collar workers  7 8 7  58 60  9  48 77 41  26 I  Transportation equipment ................................................................ Aircraft and parts ..... .............. .......... ............ ....... ............ .. ............ Motor vehicles and equipment ..................................................... Food and kindred products............................................................. Chemicals and allied products ................................................. ....... Primary metal industries ................. ...................... .............. .. ... ....... Industrial machinery and equipment .............. ... .... ... ............ .. ....... .. Printing and publishing ..... ............ ................. ....... ....... ... ..... .......... Fabricated metal products ............................................................... Instruments and related products .... ... .. ....... ................. .......... .. .......  71  NOTE: An establishment is considered to have an agreement covering all whitecollar or blue-collar workers if a majority of such workers is covered by a labormanagement agreement determining wages and salaries. Therefore, all other white- or blue-collar workers are employed in establishments that either do not have labormanagement agreements in effect, or have agreements that apply to fewer than half of their white- or blue-collar workers. Because establishments with fewer than 50 workers are excluded from the survey, estimates are not necessarily representative of the extent to which all workers in the area may be covered by the provisions of labor-management agreements.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  A-6  30 20 6 10 9 8 8 6 6  5  Appendix B. Occupational Descriptions  The primary purpose of preparing job descriptions for the Bureau's occupational pay surveys is to assist its field economists in classifying into appropriate occupations workers who are employed under a variety of payroll titles and different work arrangements from establishment to establishment and from area to area. This permits grouping of occupational wage rates representing comparable job content. Because of this emphasis on comparability of occupational content, the Bureau's job descriptions may differ significantly from those in use in individual establishments or those prepared for other pwposes. In applying these job descriptions, the Bureau's field economists are instructed to exclude working supervisors; apprentices; learners, beginners, and trainees; and parttime, temporary, and probationary wotkers, unless specifically included in the job description. Handicapped workers whose earnings are reduced because of their handicap are also excluded The titles and numeric codes below the job titles in this appendix are taken from the 1980 edition of the Standard Occupational Classification Manual (SOC), issued by the U.S. Department of Commerce, Office of Federal Statistical Policy and Standards. In general, the occupational descriptions of the Bureau of Labor Statistics are much more specific than those found in the SOC manual. The BLS occupation, "Attorney," for example, excludes wotkers engaged in patent work; the SOC occupation (code 211) includes patent lawyers. Thus, in comparing the results of this survey with other sources, factors such as differences in occupational definitions and survey scope should be taken into consideration.  covered by this definition are characterized by the inclusion of work that is analytical, creative, evaluative, and advisory in nature. The work draws upon and requires a thorough knowledge of the fundamental doctrines, theories, principles, and terminology of accountancy, and often entails some understanding of such related fields as business law, statistics, and general management. (See also chief accountant.) Professional responsibilities in accountant positions above levels I and II include several such duties as: Analyzing the effects of transactions upon account relationships; Evaluating alternative means of treating transactions; Planning the manner in which account structures should be developed or modified; Assuring the adequacy of the accounting system as the basis for reporting to management; Considering the need for new or changed controls; Projecting accounting data to show the effects of proposed plans on capital investments, income, cash position, and overall financial condition;  Professional  Intetpreting the meaning of accounting records, reports, and statements;  ACCOUNTANT  Advising operating officials on accounting matters; and  (1412: Accountant and auditor) Performs professional operating or cost accounting wotk requiring knowledge of the theory and practice of recording, classifying, examining, and analyzing the data and records of financial transactions. The work generally requires a bachelor's degree in accounting or, in rare instances, equivalent experience and education combined. Positions   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Recommending improvements, adaptations, or revisions in the accounting system and procedures. Accountant I and II positions provide opportunity to develop ability to perform professional duties such as those enumerated above.  B- 1  In addition to such professional worlc, most accountants are also responsible for assuring the proper recording and documentation of transactions in the accounts. They, therefore, frequently direct nonprofessional personnel in the actual day-to-day maintenance of books of accounts, the accumulation of cost or other comparable data, the preparation of standard reports and statements, and similar worlc. (Positions involving such supervisory work but not including professional duties as described above are not included in this description.) Some accountants use electronic data processing equipment to process, record, and report accounting data. In some such cases the machine unit is a subordinate segment of the accounting system; in others it is a separate entity or is attached to some other organization. In either instance, provided that the primary responsibility of the position is professional accounting worlc of the type otherwise included, the use of data processing equipment of any type does not of itself exclude a position from the accountant description nor does it change its level.  Excluded are: a.  Top technical experts in accounting, for an organization, who are responsible for the overall direction of an entire accounting program which includes general accounting and at least one other major accounting activity such as cost, property, sales, or tax accounting;  b.  Accountants above level VI who are more concerned with administrative, budgetary, and policy matters than the day-to-day supervision of an operating accounting program; and  c.  Accountants primarily responsible for 1) designing and improving accounting systems or 2) performing nonoperating staff worlc such as budget or financial analysis, financial analysis, or tax advising.  Accountant I General characteristics. At this beginning professional level, the accountant learns to apply the principles, theories, and concepts of accounting to a specific system. The position is distinguishable from nonprofessional positions by the variety of assignments; rate and scope of development expected; and the existence, implicit or explicit, of a planned training program designed to give the entering accountant practical experience. (Terminal positions are excluded.) Direction received. Worlcs under close supervision of an experienced accountant whose guidance is directed primarily to the development of the trainee's professional ability and to the evaluation of advancement potential. Limits of assignments are clearly defined, methods of procedure are specified, and kinds of items to be noted and referred to supervisor are identified   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Typical duties and responsibilities. Performs a variety of accounting tasks such as: examining a variety of financial statements for completeness, internal accuracy, and conformance with uniform accounting classifications or other specific accounting requirements; reconciling reports and financial data with financial statements already on file, and pointing out apparent inconsistencies or errors; carrying out assigned steps in an accounting analysis, such as computing standard ratios; assembling and summarizing accounting literature on a given subject; preparing relatively simple financial statements not involving problems of analysis or presentation; and preparing charts, tables, and other exhibits to be used in reports. In addition, may also perform some nonprofessional tasks for training purposes. Responsibility for the direction of others. Usually none.  Accountant II General characteristics. At this level, the accountant makes practical application of technical accounting practices and concepts beyond the mere application of detailed rules and instructions. Initial assignments are designed to expand practical experience and to develop professional judgment in the application of basic accounting techniques to simple problems. Is expected to be competent in the application of standard procedures and requirements to routine transactions, to raise questions about unusual or questionable items, and to suggest solutions. Direction received. Worlc is reviewed to verify general accuracy and coverage of unusual problems, and to insure conformance with required procedures and special instructions. Typical duties and responsibilities. Performs a variety of accounting tasks, e.g., prepares routine working papers, schedules, exhibits, and summaries indicating the extent of the examination and presenting and supporting findings and recommendations. Examines a variety of accounting documents to verify accuracy of computations and to ascertain that all transactions are properly supported, are in accordance with pertinent policies and procedures, and are classified and recorded according to acceptable accowiting standards. Responsibility for the direction of others. Usually none, although sometimes responsible for supervision of a few clerlcs.  Accountant Ill General characteristics. The accountant at this level applies well established accounting principles, theories, concepts, and practices to moderately difficult problems. Receives detailed instructions concerning the overall accounting system and its objectives, the policies and procedures under which it is operated, and the nature of changes in the system or its operation. Characteristically, the accounting system or assigned segment is stable and well established (i.e., the basic chart of accounts, classifications, the nature of the cost  B-2  accowiting system, the report requirements, and the procedures are changed infrequently). Depending upon the worlc load involved, the accountant may have such assignments as supervision of the day-to-day operation of: (a) the entire system of a relatively small organization; (b) a major segment (e.g., general accounting, cost accounting, financial statements and reports) of a somewhat larger system; or (c) in a complex system, may be assigned to a relatively narrow and specialized segment dealing with some problem, function, or portion of work which is appropriate for this level.  Direction received. A higher level professional accowitant normally is available to furnish advice and assistance as needed. Work is reviewed for technical accuracy, adequacy of professional judgment, and compliance with instructions through spot checks, appraisal of results, subsequent processing, analysis of reports and statements, and other appropriate means. Typical duties and responsibilities. The primary responsibility of most positions at this level is to assure that the assigned day-to-day operations are carried out in accordance with established accounting principles, policies, and objectives. The accountant performs such professional work as: developing nonstandard reports and statements (e.g., those containing cash forecasts reflecting the interrelations of accowiting, cost budgeting, or comparable information); inteipreting and pointing out trends or deviations from standards; projecting data into the future; predicting the effects of changes in operating programs; or identifying management informational needs, and refining accowit structures or reports accordingly. Within the limits of delegated responsibility, makes day-to-day decisions concerning the accowiting treatment of financial transactions. In expected to recommend solutions to moderately difficult problems and propose changes in the accounting system for approval at higher levels. Such recommendations are derived from personal knowledge of the application of well-established principles and practices.  Responsibility for the direction of others. In most instances is responsible for supervision of a subordinate nonprofessional staff; may coordinate the worlc of lower level professional accountants.  Accountant IV General characteristics. At this level the accountant applies well-established accowiting principles, theories, concepts, and practices to a wide variety of difficult problems. Receives instructions concerning the objectives and operation of the overall accounting system. Compared with level ill, the accounting system or assigned segment is more complex, i.e., (a) is relatively unstable, (b) must adjust to new or changing operational environments, (c) is substantially larger or (d) is complicated by the need to provide and coordinate separate or specialized accounting treatment and reporting (e.g., cost accowiting using standard cost, process cost, and job order techniques) for different internal operations or divisions.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Depending upon the work load and degree of coordination involved, the accowitant IV may have such assignments as the supervision of the day-to-day operation of: (a) an entire accounting system which has a few relatively stable accounting segments; (b) a major segment (e.g., general accounting, cost accounting, or financial statements and reports) of an accounting system serving a larger and more complex organization; or (c) in a complex system, may be assigned to a relatively narrow and specialized segment dealing with some problem, function, or portion of worlc which is of the level of difficulty characteristic of this level.  Direction received. A higher level accowitant normally is available to furnish advice and assistance as needed Work is reviewed by spot checks and appraisal of results for adequacy of professional judgment, compliance with instructions, and overall accuracy and quality. Typical duties and responsibilities. As at level ill, a primary characteristic of most positions at this level is the responsibility of operating an accounting system or major segment of a system in the intended manner. The accowitant N exercises professional judgment in making frequent, appropriate recommendations for: new accounts; revisions in the accowit structure; new types of ledgers; revisions in the reporting system or subsidiary records; changes in instructions regarding the use of accounts, new or refined account classifications or definitions; etc. Also makes day-to-day decisions concerning the accowiting treatment of financial transactions and is expected to recommend solutions to complex problems beyond incumbent's scope of responsibility.  Responsibility for the direction of others. Accowiting staff supervised, if any, may include professional accowitants.  Accountant V General characteristics. The accountant V applies accounting principles, theories, concepts, and practices to the solution of problems for which no clear precedent exists or performs work which is of greater than average responsibility due to the nature or magnitude of the assigned worlc. Responsibilities at this level, in contrast to accowitants at level IV, extend beyond accounting system maintenance to the solution of more complex technical and managerial problems. Worlc of accowitants V is more directly concerned with what the accowiting system (or segment) should be, what operating policies and procedures should be established or revised, and what is the managerial as well as the accowiting meaning of the data included in the reports and statements for which they are responsible. Examples of assignments characteristic of this level are supervision of the day-to-day operation of: (a) an entire accounting system which has a few relatively complex accounting segments; (b) a major segment of a larger and more complex accounting system; (c) an entire accounting system (or major segment) that is relatively stable and  B-3  conventional when the worlc includes significant responsibility for accounting system design and development; or (d) in a complex system, may be assigned to a relatively narrow and specialized segment dealing with some problem, function, or portion of work which is itself of the level of difficulty characteristic of this level.  Direction received. An accountant of higher level normally is available to furnish advice and assistance as needed. Work is reviewed for adequacy of professional judgment, compliance with instructions, and overall quality. Typical duties and responsibilities. The accountant V performs such professional work as: participating in the development and coordinating the implementation of new or revised accounting systems, and initiating necessary instructions and procedures; assuring that accounting reporting systems and procedures are in compliance with established administrative policies, regulations, and acceptable accounting practices; providing technical advice and services to operating managers, intetpreting accounting reports and statements, and identifying problem areas; and evaluating complete assignments for conformance with applicable policies, regulations, and tax laws. Responsibility for the direction of others. Accounting staff supervised generally includes professional accountants.  Accountant VI General characteristics. At this level, the accountant applies accounting principles, theories, concepts, and practices to specialized, unique, or nonrecurring complex problems (e.g., implementation of specialized automated accounting systems). The worlc is substantially more difficult and of greater responsibility than level V because of the unusual nature, magnitude, importance, or overall impact of the worlc on the accounting program. At this level the accounting system or segment is usually complex, i.e., (a) is generally unstable, (b) must adjust to the frequent changing needs of the organization, or (c) is complicated by the need to provide specialized or individualized reports. Examples of assignments at this level are the supervision of the day-to-day operation of: (a) a large and complex accounting system; or (b) a major segment (e.g., general accounting, property accounting, etc.) of an unusually complex accounting system requiring technical expertise in a particular accounting field (e.g., cost accounting, tax accounting, etc.).  Direction received. A higher level professional accountant is normally available to furnish advice as needed. Work is reviewed for adequacy of professional judgment, compliance with instructions and policies, and overall quality. Typical duties and responsibilities. Accountants at this level are delegated complete responsibility from higher authority to establish and implement new or revised accounting   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  policies and procedures. Typically, accountants VI participate in decision-making sessions with operating managers who have policy-making authority for their subordinate organizations or establishments; recommend management actions or alternatives which can be taken when accounting data disclose unfavorable trends, situations, or deviations; and assist management officials in applying financial data and information to the solution of administrative and operating problems.  Responsibility for the direction of others. Accounting staff supervised generally includes professional accountants.  ACCOUNTANT, PUBLIC (1412: Accountant and auditor) Performs professional auditing work in a public accounting firm. Work requires at least a bachelor's degree in accounting. Participates in or conducts audits to ascertain the fairness of financial representations made by client companies. May also assist the client in improving accounting procedures and operations. Examines financial reports, accounting records, and related documents and practices of clients. Determines whether all important matters have been disclosed and whether procedures are consistent and conform to acceptable practices. Samples and tests transactions, internal controls, and other elements of the accounting system(s) as needed to render the accounting firm's final written opinion.  Excluded are positions which do not require full professional accounting training. Also excluded are specialist positions in tax or management advisory services.  Accountant, Publlc I General characteristics. As an entry level public accountant, serves as a junior member of an audit team. Receives classroom and on-the-job training to provide practical experience in applying the principles, theories, and concepts of accounting and auditing to specific situations. (Positions held by trainee public accountants with advanced degrees, such as MBA's are excluded at this level.) Direction received. Complete instructions are furnished and worlc is reviewed to verify its accuracy, conformance with required procedures and instructions, and usefulness in facilitating the accountant's professional growth. Any technical problems not covered by instructions are brought to the attention of a superior. Typical duties and responsibilities. Carries out basic audit tests and procedures, such as: verifying reports against source accounts and records; reconciling bank and other accounts; and examining cash receipts and disbursements, payroll records, requisitions, receiving reports, and other accounting documents in detail to ascertain that transactions are properly supported and recorded. Prepares selected portions of audit worlcing papers.  B-4  Accountant, Publlc II General characteristics. At this level, the public accountant carries out routine audit functions and detail work with relative independence. Serves as a member of an audit team on assignments planned to provide exposure to a variety of client organizations and audit situations. Specific assignments depend upon the difficulty and complexity of the audit and whether the client has been previously audited by the firm. On moderately complex audits where there is previous audit experience by the firm, accomplishes complete segments of the audit (i.e., functional work areas such as cash, receivables, etc.). When assigned to more complicated audits, carries out activities similar to public accountant I. Direction received. Works under the supervision of a higher level public accountant who provides instructions and continuing direction as necessary. Work is spot checked in progress and reviewed upon completion to determine the adequacy of procedures, soundness of judgment, compliance with professional standards, and adherence to clearly established methods and techniques. All inteipretations are subject to close professional review.  on difficult technical matters is available. Work may be checked occasionally during progress for appropriateness and adherence to time requirements, but routine analyses, methods, techniques, and procedures applied at the work site are expected to be correct.  Typical duties and responsibilities. Is responsible for carrying out the technical features of the audit, leading team members and personally performing the most difficult work. Carries out field work in accordance with the general format prescribed in the audit program, but selects specific methods and types and sizes of samples and tests. Assigns work to team members, furnishes guidance, and adjusts work loads to accommodate daily priorities. Thoroughly reviews work performed for technical accuracy and adequacy. Resolves anticipated problems with established guidelines and priorities but refers problems of unusual difficulty to superiors for discussion and advice. Drafts financial statements, final reports, management letters, and other closing memoranda. Discusses significant recommendations with superiors and may serve as technical resource at "closing" meetings with clients. Personal contacts are usually with accounting directors and assistant controllers of medium size companies and divisions of large corporations to explain and inteipret policies and procedures governing the audit process.  Accountant, Publlc IV Typical duties and responsibilities. Carries out a variety of sampling and testing procedures in accordance with the prescribed audit program, including the examination of transactions and verification of accounts, the analysis and evaluation of accounting practices and internal controls, and other detail work. Prepares a share of the audit working papers and participates in drafting reports. In moderately complex audits, may assist in selecting appropriate tests, samples, and methods commonly applied by the finn and may serve as primary assistant to the accountant in charge. In more complicated audits concentrates on detail work. Occasionally may be in charge of small, uncomplicated audits which require only one or two other subordinate accountants. Personal contacts usually involve only the exchange of factual technical information and are usually limited to the client's operating accounting staff and department heads.  General characteristics. At this level, the public accountant directs field work including difficult audits--e.g., those involving initial audits of new clients, acquisitions, or stock registration--and may oversee a large audit team split between several locations. The audit team usually includes one or more level ill public accountants who handle major components of the audit. The audits are complex and clients typically include those engaged in projects which span accounting periods; highly regulated industries which have various external reporting requirements; publicly held corporations; or businesses with very high dollar or transaction volume. Clients are frequently large with a variety of operations which may have different accounting systems. Guidelines may be general or lacking and audit programs are intricate, often requiring extensive tailoring to meet atypical or novel situations.  Accountant, Publlc Ill General characteristics. At this level the public accountant is in charge of a complete audit and may lead a team of several subordinates. Audits are usually accomplished one at a time and are typically carried out at a-single location. The firms audited are typically moderately complex, and there is usually previous audit experience by the firm. The audit conforms to standard procedural guidelines, but is often tailored to fit the client's business activities. Routine procedures and techniques are sometimes inadequate and require adaptation. Necessary data are not always readily available. When assigned to more difficult and complex audits (see level N), the accountant may run the audit of a major component or serve as the primary assistant to the accountant in charge. Direction received. Works under the general supervision of a higher level public accountant who oversees the operation of the audit. Work is performed independently, applying generally accepted accounting principles and auditing standards, but assistance   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Direction received. Works under general superv1s1on. The supervisor sets overall objectives and resource limits but relies on the accountant to fully plan and direct all technical phases of the audit. Issues not covered by guidelines or known precedents are discussed with the supervisor, but the accountant's recommended approaches and courses of action are normally approved. Work is reviewed for soundness of approach, completeness, and conformance with established policies of the firm. Typical duties and responsibilities. Is responsible for carrying out the operational and technical features of the audit, directing the work of team members, and personally performing the most difficult work. Often participates in the development of the audit scope, and drafts complicated audit programs with a large number of concurrently executed phases. Independently develops audit steps and detailed procedures, deviating from traditional methods to the extent required. Makes program adjustments as necessary once an audit has begun; selects specific methods, types and sizes of samples, the extent to  B-5  which discrepancies need to be investigated, and the depth of required analyses. Resolves most operational difficulties and unanticipated problems.  Preparing and reviewing various legal instruments and documents, such as contracts, leases, licenses, purchases, sales, real estate, etc.;  Assigns worlc to team members; reviews work for appropriateness, conformance to time requirements, and adherence to generally accepted accounting principles and auditing standards. Consolidates worlcing papers, draft reports, and findings; and prepares financial statements, management letters, and other closing memoranda for management approval. Participates in "closing" meetings as a technical resource and may be called upon to sell or defend controversial and critical observations and recommendations. Personal contacts are extensive and typically include top executives of smaller clients and mid- to upper-level financial and management officers of large cotporations, e.g., assistant controllers and controllers. Such contacts involve coordinating and advising on work efforts and resolving operating problems.  Acting as agent of the organization in its transactions; Examining material (e.g., advertisements, publications, etc.) for legal implications; advising officials of proposed legislation which might affect the organization; Applying for patents, copyrights, or registration of the organization's products, processes, devices, and trademarlcs; advising whether to initiate or defend law suits; Conducting pretrial preparations; defending the organization in lawsuits; and  Note:  Excluded from this level are public accountants who direct field work associated with the complete range of audits undertaken by the firm, lead the largest and most difficult audits, and who frequently oversee teams performing concurrent audits. This type of work requires extensive knowledge of one or more industries to make subjective determinations on questions of tax, law, accounting, and business practices. Audits may be complicated by such factors as: the size and diversity of the client organizations (e.g., multinational cotporations and conglomerates with a large number of separate and distinct subsidiaries); accounting issues where precedents are lacking or in conflict; and, in some cases, clients who are encountering substantial financial difficulties. They perform most work without technical supervision and completed audits are reviewed mainly for propriety of recommendations and conformance with general policies of the firm. Also excluded are public accountants whose principal function is to manage, rather than perform accounting work, and the equity owners of the firm who have final approval authority.  Advising officials on tax matters, government regulations, and/or legal rights. Excluded from this definition are: Patent worlc which requires professional training in addition to legal training (typically, a degree in engineering or in a science); Claims examining, claims investigating, or similar work for which professional legal training and bar membership is not essential; Attorneys, frequently titled "general counsel" or "attorney general" (and their immediate full associates or deputies), who are responsible for participating in the management and fonnulation of policy for the overall organization in addition to directing its legal work. (The duties and responsibilities of such positions exceed level VI as described below);  ATTORNEY  Attorneys in legal firms; and,  (211: Lawyer) Attorneys primarily responsible for: prosecuting defendants; drafting legislation; defending the general public (e.g., public defenders, student's attorneys); and planning and producing legal publications.  Performs consultation and advisory worlc and carries out the legal processes necessary to effect the rights, privileges, and obligations of the organization. The worlc performed requires completion of law school with an L.L.B. degree ( or the equivalent) and admission to the bar. Responsibilities or functions include one or more of the following or comparable duties:   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Attorney jobs which meet the above definitions are to be classified and coded in accordance with the chart below.  B-6  Criteria for matching attorneys by level Level  Difficulty level of legal work  ResponSil>ility level of job  Experience required  I  This is the entry level. The duties and responsibilities after initial orientation and training are those described in D-1 and R-1.  Completion of law school with an L.L.B. or J.D. degree plus admission to the bar.  II  D-1  Sufficient professional experience (at least 1 year, usually more) at the "D-1" level to assure competence as an attorney.  R-2 or  D-2  R-1  III  D-2  R-2  At least 1 year, usually more, of professional experience at the "D-2" level.  N  D-2  R-3  Extensive professional experience at the "D-2" or a higher level.  or D-3 V  R-2  D-2  Extensive professional experience at the "D-3" or "R-3" levels.  R-4 or  VI  D-3  R-3  D-3  R-4  Extensive professional experience at the "D-3" and "R-3" levels.  D-1, -2, and -3, and R-1, -2, -3, and -4 are explained on the following pages. questions where there is a substantial amount of clearly applicable statutory, regulatory, and case material; and  Difficulty  D-1  c. Legal questions are characterized by: facts that are well-established; clearly applicable legal precedents; and matters not of substantial importance to the organization. (Usually relatively limited sums of money, e.g., a few thousand dollars, are involved.)  drawing up contracts and other legal documents in connection with real property transactions requiring the development of detailed infonnation but not involving serious questions regarding titles to property or other major factual or legal issues.  D-2 Examples of D-1 work are: a.  legal investigation, negotiation, and research preparatory to defending the organization in potential or actual lawsuits involving alleged negligence where the facts can be firmly established and there are precedent cases directly applicable to the situation;  b.  searching case reports, legal documents, periodicals, textbooks, and other legal references, and preparing draft opinions on employee compensation or benefit   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Legal wotk is regularly difficult by reason of one or more of the following: the absence of clear and directly applicable legal precedents; the different possible inteipretations that can be placed on the facts, the laws, or the precedents involved; the substantial importance of the legal matters to the organization (e.g., sums as large as $100,000 are generally directly or indirectly involved); or the matter is being strongly pressed or contested in formal proceedings or in negotiations by the individuals, cotporations, or government agencies involved.  B-7  Examples of D-2 work are: a.  advising on the legal implications of advertising representations when the facts supporting the representations and the applicable precedent cases are subject to different intei:pretations;  b.  reviewing and advising on the implications of new or revised laws affecting the organization;  c.  presenting the organization's defense in court in a negligence lawsuit which is strongly pressed by counsel for an organized group; and  d.  providing legal counsel on tax questions complicated by the absence of precedent decisions that are directly applicable to the organization's situation.  Responsibility R-1 Responsibility for final action is usually limited to matters covered by legal precedents and in which little deviation from standard practice is involved. Any decisions or actions having a significant bearing on the organization's business are reviewed. Is given guidance in the initial states of assignment, e.g., in planning and organizing level research and studies. Assignments are then carried out with moderate independence, although guidance is generally available and is sC1ught from time to time on problem points.  R-2  D-3 Legal woik is typically complex and difficult because of one or more of the following: the questions are unique and require a high order of original and creative legal endeavor for their solution; the questions require extensive research and analysis and the obtaining and evaluation of expert testimony regarding controversial issues in a scientific, financial, corporate organization, engineering, or other highly technical area; the legal matter is of critical importance to the organization and is being vigorously pressed or contested (e.g .• sums such as $1 million or more are generally ditectly or indirectly involved.) Examples of D-3 work are:  a.  advising on the legal aspects and implications of Federal antitrust laws to projected greatly expanded marketing operations involving joint ventures with several other organizations;  b.  planning legal strategy and representing a utility company in rate or government franchise cases involving a geographic area including parts or all of several States;  c.  preparing and presenting a case before an appellate court where the case is highly important to the future operation of the organization and is vigorously contested by very distinguished (e.g., having a broad regional or national reputation) legal talent;  d.  serving as the principal counsel to the officers and staff of an insurance company on the legal problems in the sale, underwriting, and administration of group contracts involving nationwide or multi-state coverages and laws; and  e.  performing the principal legal work in nonroutine, major revision of a company's charter or in effectuating new major financing steps.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Usually woiks independently in investigating the facts, searching legal precedents, defining the legal and factual issues, drafting the necessary legal documents, and developing conclusions and recommendations. Decisions having an important bearing on the organization's business are reviewed. Receives information from supervisor regarding unusual circumstances or important policy considerations pertaining to a legal problem. If trials are involved, may receive guidance from a supervisor regarding presentation, line of approach, possible line of opposition to be encountered, etc. In the case of nonroutine written presentations, the final product is reviewed carefully, but primarily for overall soundness of legal reasoning and consistency with organization policy. Some, but not all, attorneys make assignments to one or more lower level attorneys, aides, or clerks.  R-3 Carries out assignments independently and makes final legal determination in matters of substantial importance to the organization. Such detenninations are subject to review only for consistency with organization policy, possible precedent effect, and overall effectiveness. To carry out assignments, deals regularly with officers of the organization and top level management officials and confers or negotiates regularly with senior attorneys and officials in other organizations on various aspects of assigned work. Receives little or no preliminary instruction on legal problems and a minimum of technical legal supervision. May assign and review work of a few attorneys, but this is not a primary responsibility.  R-4 Carries out assignments which entail independently planning investigations and negotiations on legal problems of the highest importance to the organization and developing completed brief, opinions, contracts, or other legal products. To carry out assignments, represents the organization at conferences, hearings, or trials, and personally confers and negotiates with top attorneys and top-ranking officials in other organizations. On various aspects of assigned work, may give advice directly and personally to organization officials and top level managers, or (in extremely large and complex  B-8  organizations) may work through a higher level attorney in advising officials. Generally receives no preliminary instructions on legal problems. On matters requiring the concentrated efforts of several attorneys or other specialists, is responsible for directing, coordinating, and reviewing the work of the attorneys involved. OR As a primary responsibility, directs the work of a staff of attorneys, one, but usually more, of who regularly perform either D-3 or R-3 legal work. With respect to the worlc directed, gives advice directly to organization officials and top managers, or (in extremely large and complex organizations) may give such advice through counsel. Receives guidance as to organization policy but not technical supervision or assistance except when requesting advice from or briefing by a higher level attorney on the overall approach to the most difficult, novel, or important legal questions.  ENGINEER (162-3: Engineer) Performs professional work in research, development, design, testing, analysis, production, construction, maintenance, operation, planning, survey, estimating, application, or standardization of engineering facilities, systems, structures, processes, equipment, devices, or materials, requiring knowledge of the science and art by which materials, natural resources, and power are made useful. Work typically requires a B.S. degree in engineering or, in rare instances, equivalent education and experience combined. (Excluded are: safety engineers, industrial engineers, quality control engineers, sales engineers, and engineers whose primary responsibility is to be in charge of nonprofessional maintenance worlc.)  Engineer I General characteristics. At this beginning professional level, performs assignments designed to develop professional work knowledge and abilities. May also receive formal classroom or seminar-type training. (Terminal positions are excluded) Direction received. Worlcs under close supervision. Receives specific and detailed instructions as to required tasks and results expected. Work is checked during progress and is reviewed for accuracy upon completion. Typical duties and responsibilities. Performs a variety of routine tasks that are planned to provide experience and familiarization with the engineering staff, methods, practices, and programs of the employer.  Engineer II General characteristics. Performs routine engineering work requiring application of standard techniques, procedures, and criteria in carrying out a sequence of related engineering tasks. Limited exercise of judgment is required on details of worlc and in making preliminary selections and adaptations of engineering alternatives. Requires work experience acquired in an entry level position, or appropriate graduate level study. For training and developmental purposes, assignments may include some worlc that is typical of a higher level. Direction received. Supervisor screens assignments for unusual or difficult problems and selects techniques and procedures to be applied on non-routine work. Receives close supervision on new aspects of assignments. Typical duties and responsibilities. Using prescribed methods, performs specific and limited portions of a broader assignment of an experienced engineer. Applies standard practices and techniques in specific situations, adjusts and correlates data, recognizes discrepancies in results, and follows operations through a series of related detailed steps or processes. Responsibility for the direction of others. May be assisted by a few aids or technicians.  Engineer Ill General characteristics. Independently evaluates, selects. and applies standard engineering techniques, procedures, and criteria, using judgment in making minor adaptations and modifications. Assignments have clear and specified objectives and require the investigation of a limited number of variables. Performance at this level requires developmental experience in a professional position, or equivalent graduate level education. Direction received. Receives instructions on specific assignment objectives, complex features, and possible solutions. Assistance is furnished on unusual problems and work is reviewed for application of sound professional judgment. Typical duties and responsibilities. Performs work which involves conventional types of plans, investigations, surveys, structures, or equipment with relatively few complex features for which there are precedents. Assignments usually include one or more of the following: equipment design and development, test of materials, preparation of specifications, process study, research investigations, report preparation, and other activities of limited scope requiring knowledge of principles and techniques commonly employed in the specific narrow area of assignments.  Responsibility for the direction of others. Usually none.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-9  Responsibility for the direction of others. May supervise or coordinate the worlc of drafters, technicians, and others who assist in specific assignments.  1.  In a supervisory capacity, plans, develops, coordinates, and directs a large and important engineering project or a number of small projects with many complex features. A substantial portion of the worlc supervised is comparable to that described for engineer N.  2.  As individual researcher or worlcer, carries out complex or novel assignments requiring the development of new or improved techniques and procedures. Worlc is expected to result in the development of new or refined equipment, materials, processes, products, and/or scientific methods.  3.  As staff specialist, develops and evaluates plans and criteria for a variety of projects and activities to be carried out by others. Assesses the feasibility and soundness of proposed engineering evaluation tests, products, or equipment when necessary data are insufficient or confirmation by testing is advisable. Usually performs as a staff advisor and consultant in a technical specialty, a type of facility or equipment, or a program function.  Engineer IV General characteristics. As a fully competent engineer in all conventional aspects of the subject matter or the functional area of the assignments, plans and conducts work requiring judgment in the independent evaluation, selection, and substantial adaptation and modification of standard techniques, procedures, and criteria. Devises new approaches to problems encountered. Requires sufficient professional experience to assure competence as a fully trained worker; or, for positions primarily of a research nature, completion of all requirements for a doctoral degree may be substituted for experience. Direction received. Independently performs most assignments with instructions as to the general results expected. Receives technical guidance on unusual or complex problems and supervisory approval on proposed plans for projects. Typical duJies and responsibilities. Plans, schedules, conducts, or coordinates detailed phases of the engineering work in a part of a major project or in a total project of moderate scope. Performs work which involves conventional engineering practice but may include a variety of complex features such as conflicting design requirements, unsuitability of standard materials, and difficult coordination requirements. Work requires a broad knowledge of precedents in the specialty area and a good knowledge of principles and practices of related specialties. Responsibility for the direction of others. May supervise a few engineers or technicians on assigned work.  Engineer V General characteristics. Applies intensive and diversified knowledge of engineering principles and practices in broad areas of assignments and related fields. Makes decisions independently on engineering problems and methods and represents the organization in conferences to resolve important questions and to plan and coordinate work. Requires the use of advanced techniques and the modification and extension of theories, precepts, and practices of the field and related sciences and disciplines. The knowledge and expertise required for this level of work usually result from progressive experience, including work comparable to engineer N.  Responsibility for the direction of others. Supervises, coordinates, and reviews the worlc of a small staff of engineers and technicians; estimates personnel needs and schedules and assigns work to meet completion date. Or, as individual researcher or staff specialist, may be assisted on projects by other engineers or technicians.  Engineer VI General characteristics. Has full technical responsibility for interpreting, organizing, executing, and coordinating assignments. Plans and develops engineering projects concerned with unique or controversial problems which have an important effect on major programs. This involves exploration of subject area, definition of scope and selection of problems for investigation, and development of novel concepts and approaches. Maintains liaison with individuals and units within or outside the organization with responsibility for acting independently on technical matters pertaining to the field. W orlc at this level usually requires extensive progressive experience including worlc comparable to engineer V. Direction received. Supervision received is essentially administrative, with assignments given in terms of broad general objectives and limits. Typical duties and responsibilities include one or more of the following:  1. Direction received. Supervision and guidance relate largely to overall objectives, critical issues, new concepts, and policy matters. Consults with supervisor concerning unusual problems and developments. Typical duJies and responsibilities include one or more of the following:   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-10  In a supervisory capacity, a) plans, develops, coordinates, and directs a number of large and important projects or a project of major scope and importance, or b) is responsible for the entire engineering program of a company or government agency when the program is of limited complexity and scope. Extent of responsibilities generally requires a few (3 to 5) subordinate supervisors or team leaders with at least one in a position comparable to level V.  2.  3.  As individual researcher or worker, conceives, plans, and conducts research in problem areas of considerable scope and complexity. The problems must be approached through a series of complete and conceptually related studies, are difficult to define, require unconventional or novel approaches, and require sophisticated research techniques. Available guides and precedents contain critical gaps, are only partially related to the problem, or may be largely lacking due to the novel character of the project. At this level, the individual researcher generally will have contributed inventions, new designs, or techniques which are of material significance in the solution of important problems. As a staff specialist, serves as the technical specialist for the organization in the application of advanced theories, concepts, principles, and processes for an assigned area of responsibility (i.e., subject matter, function, type of facility or equipment, or product). Keeps abreast of new scientific methods and developments affecting the organization for the purpose of recommending changes in emphasis of programs or new programs warranted by such developments.  Responsibility for the direction of others. Plans, organizes, and supervises the work of a staff of engineers and technicians. Evaluates progress of the staff and results obtained, and recommends major changes to achieve overall objectives. Or, as individual researcher or staff specialist, may be assisted on individual projects by other engineers or technicians.  Engineer VII  segments or teams. Recommends facilities, personnel, and funds required to carry o"ut programs which are directly related to and directed toward fulfillment of overall objectives. 2.  As individual researcher and consultant, is a recognized leader and authority in the company or government agency in a broad area of specialization or in a narrow but intensely specialized field. Selects research problems to further program objectives. Conceives and plans investigations of broad areas of considerable novelty and importance, for which engineering precedents are lacking in areas critical to the overall engineering program. Is consulted extensively by associates and others, with a high degree of reliance placed on incumbent's scientific inteipretations and advice. Typically, will have contributed inventions, new designs, or techniques which are regarded as major advances in the field.  Responsibility for the direction of others. Directs several subordinate supervisors or team leaders, some of who are in positions comparable to engineer VI; or as individual researcher and consultant, may be assisted on individual projects by other engineers and technicians.  Engineer VIII General characteristics. Makes decisions and recommendations that are recognized as authoritative and have a far-reaching impact on extensive engineering and related activities of the company or government agency. Negotiates critical and controversial issues with top level engineers and officers of other organizations. Individuals at this level demonstrate a high degree of creativity, foresight, and mature judgment in planning, organizing, and guiding extensive engineering programs and activities of outstanding novelty and importance.  General characteristics. Makes decisions and recommendations that are recognized as authoritative and have an important impact on extensive engineering activities. Initiates and maintains extensive contacts with key engineers and officials of other organizations, requiring skill in persuasion and negotiation of critical issues. At this level, individuals will have demonstrated creativity, foresight, and mature engineering judgment in anticipating and solving unprecedented engineering problems, determining program objectives and requirements, organizing programs and projects, and developing standards and guides for diverse engineering activities.  Typical duties and responsibilities include one or both of the following:  Direction received. Receives general administrative direction.  1.  Direction received. Receives general administrative direction.  Typical duties and responsibilities include one or both of the following: 1.  In a supervisory capacity, is responsible for a) an important segment of the engineering program of a company or government agency with extensive and diversified engineering requirements, or b) the entire engineering program of a company or agency when it is more limited in scope. The overall engineering program contains critical problems the solution of which requires major technological advances and opens the way for extensive related development. Extent of responsibilities generally requires several subordinate organizational   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B - 11  In supervisory capacity, is responsible for a) an important segment of a very extensive and highly diversified engineering program of a company or government agency, or b) the entire engineering program of a company or agency when the program is of moderate scope. The programs are of such complexity and scope that they are of critical importance to overall objectives, include problems of extraordinary difficulty that often have resisted solution, and consist of several segments requiring subordinate supervisors. Decides the kind and extent of engineering and related programs needed to accomplish the objectives of the company or agency, chooses scientific approaches, plans and organizes facilities and programs, and inteiprets results.  2.  As individual researcher and consultant, formulates and guides the attack on problems of exceptional difficulty and marlced importance to the company, industry, or government. Problems are characterized by their lack of scientific precedents and source material, or lack of success of prior research and analysis so that their solution would represent an advance of great significance and importance. Performs advisory and consulting work as a recognized authority for broad program areas or in an intensely specialized area of considerable novelty and importance.  C.  Nursing supervisors and managers, e.g., head nurses, nursing coordinators, directors of nursing; and  d.  RN trainees primarily performing such entry level nursing care as: recording case histories; measuring temperature, pulse, respiration, height, weight, and blood pressure; and testing vision and hearing.  Registered Nurse II Responsibility for the direction of others. Supervises several subordinate supervisors or team leaders, some of whose positions are comparable to engineer VII, or individual researchers some of whose positions are comparable to engineer VII and sometimes engineer VIII. As an individual researcher and consultant may be assisted on individual projects by other engineers or technicians. Note:  Plans and provides comprehensive nursing care in accordance with professional nursing standards. Uses judgment in assessing patient conditions, interprets guidelines, and modifies patient care as necessary. Recognizes and determines proper action for medical emergencies, e.g., calls physician or talces preplanned emergency measures. Typical assignments include:  Individuals in charge of an engineering program may match any of several of the survey job levels, depending on the program's size and complexity. Excluded from the definition are: 1) engineers in charge of programs so extensive and complex ( e.g., consisting of research and development on a variety of complex products or systems with numerous novel components) that one or more subordinate supervisory engineers are performing at level VIII; 2) individuals whose decisions have direct and substantial effect on setting policy for the organization (included, however, are supervisors deciding the ''kind and extent of engineering and related programs" within broad guidelines set at higher levels); and 3) individual researchers and consultants who are recognized as national and/or international authorities and scientific leaders in very broad areas of scientific interest and investigation.  Staff In addition to the duties described at level I, usually performs more complex procedures, such as: administering blood transfusions; managing nasalpharyngeal, gastric suction, and other drainage tubes; using special equipment such as ventilator devices, resuscitators, and hypothermic units; or closely monitoring postoperative and seriously ill patients. Operating Room. Provides nursing service for surgical operations, including those involving complex and extensive surgical procedures. Confers with surgeons concerning instruments, sutures, prosthesis, and special equipment; cares for physical and psychological needs of patients; assists in the care and handling of supplies and equipment; assures accurate care and handling of specimens; and assumes responsibility for aseptic technique maintenance and adequacy of supplies during surgery.  REGISTERED NURSE (RN) (29: Registered nurse)  Psychiatric. Provides comprehensive nursing care for psychiatric patients. In addition to observing patients, evaluates and records significant behavior and reaction patterns and participates in group therapy sessions.  Provides professional nursing care to patients in hospitals, nursing homes, clinics, health units, private residences, and community health organizations. (Visiting nurses are included.) Assists physicians with treatment; assesses patient health problems and needs; develops and implements nursing care plans; maintains medical records; and assists patients in complying with prescribed medical regimen. May specialize, e.g., operating room nurse, psychiatric nurse, nurse anesthetist, industrial nurse, nurse practitioner, and clinical nurse specialist. May supervise LPN's and nursing assistants.  Health Unit/Clinical. Provides a range of nursing services, including preventive health care counselling. Coordinates health care needs and malces referrals to medical specialists; assesses and treats minor health problems; advises whether employees should return to woik, or be referred to physician; administers emergency treatment; performs limited portions of physical examinations; manages the stable phases of common chronic illnesses; and provides individual and family counselling.  Excluded are: a.  Nurse midwives;  b.  Nursing instructors, researchers, and consultants who do not provide nursing care to patients;   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Community Health. Provides a broad range of nursing services including adult and child health care, chronic and communicable disease control, health teaching, counselling, referrals, and follow-up.  B - 12  Administrative BUDGET ANALYST (141: Accountant, auditor, and other financial specialist) Formulates and analyzes and/or administers and monitors an organization's budget. Typical duties include: Preparing budget estimates to support programs; presenting and justifying budget estimates; administering approved budgets and determining funding requirements within authorized limits; evaluating and administering requests for funds and monitoring and controlling obligations and expenditures; and developing and inteipreting budget policies.  Budget Analyst II Performs routine and recurring budget analysis duties which typically facilitate more complex review and analysis performed by supervisors or higher-level budget analysts. Initial assignments are designed to expand practical experience and to develop judgment in applying basic budget analysis techniques. Follows specific guidelines and previous budget reports in analyzing budgets for operating programs which are uniform and repetitive. Typical duties include:  Budget development: Assisting operating officials in preparing budget requests and justifications by gathering, extracting, reviewing, verifying, and consolidating a variety of narrative and statistical data; examining budget requests for accuracy and conformance with procedures and regulations; and comparing budget requests with prior year estimates and current operating reports; and/or  In addition to the technical responsibilities described in levels I through IV, budget analysts may also supervise subordinate staff members. At levels I and II, the subordinate staff typically consists of clerical and paraprofessional employees; level ill may also coordinate the work of lower level analysts; and level IV may supervise one or two analysts. Positions responsible for supervising three or more budget analysts and support staff should typically be matched to the budget analyst supervisor definition.  Budget administration: Screening requests for allocations of approved budgets and recommending approval, disapproval, or modification based on availability of funds and conformance with regulations; analyzing operating reports to monitor program expenditures and obligations; and summarizing narrative and statistical data in budget forms and reports.  Excluded are: a.  Budget clerks and assistants performing clerical worlc in support of budget analysts;  b.  Program analysts evaluating the success of an organization's operating programs;  c.  Financial analysts evaluating the financial operations, transactions, practices and structure of an organization; and  d.  Budget analysts (above level IV) responsible for analyzing and administering highly complex budgets requiring frequent reprogramming and evaluating the impact of complicated legislation or policy decisions on the organization's budget.  Applies previously learned skills to perform routine worlc independently. Supervisor provides information regarding budgetary actions to be performed, organizational functions to be covered, and specific instructions for unfamiliar work or complex  problems.  Budget Analyst Ill  Budget Analyst I  Uses a knowledge of commonly used budgetary procedures and practices, regulations, and organizational policies to analyze budgets for relatively stable operations (e.g., minor budget reprogramming is required two or three times a year). Forecasts funding needs for operating programs with varying annual requirements for goods, services, equipment, and personnel. Typical duties include:  As a trainee, performs a variety of clearly-defined tasks assigned to increase the employee's knowledge and understanding of budget concepts, principles, practices, and procedures. Assists in the development of budgets by comparing projected costs to prior year expenditures, verifying totals and subtotals, preparing budget forms and schedules; or assists in budget administration by examining and highlighting obvious deviations in reports listing the status of financial obligations and expenditures. (Terminal positions are excluded)  Budget development: Reviews and verifies budget data for consistency with financial and program objectives; formulates and revises bud.g et estimates; validates justifications through comparisons with operating reports; and explores funding alternatives based on precedents and guidelines; and/or Budget administration: Certifies obligations and expenditures, monitors trends in spending, and anticipates funding and reprogramming needs; within established limits, recommends transfer of funds within accounts to cover  Work is performed under close supervision. Assignments are clearly defined, methods are specified, and items to be noted and referred to supervisor are identified.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 13  increased expenditures; assembles data for use in preparing budget and program evaluations; and recommends the approval of or revises requests for allotments. Carries out assignments independently in accordance with standard procedures and practices. Supervisor provides assistance on unfamiliar or unusual problems. May perform more complex assignments to assist supervisor or higher level analyst.  Budget Analyst Supervisor I Budget analyst III represents the full performance level of subordinate staff supervised. In addition, at least two staff members, as well as 25% of the total subordinate staff performs at the Budget Analyst III (or equivalent) level.  Budget Analyst Supervisor II Budget Analyst IV Provides analytical support for budgets which require annual modifications due to changing wotk processes, resource needs, funding requirements, or fluctuating revenue. Inteiprets guidelines and precedents and advises operating managers concerning budgeting policies. May recommend new budgeting techniques. Typical duties include:  Budget analyst N represents the full performance level of subordinate staff supervised. In addition, at least two staff members, as well as 25% of the total subordinate staff performs at the Budget Analyst N (or equivalent) level.  BUYER/CONTRACTING SPECIALIST (1449: Purchasing agent and buyer not elsewhere classified)  Budget development: Performs in-depth analysis of budget requests using techniques such as cost-benefit analysis and program trade-offs, and by exploring alternative methods of funding; writes and edits justifications for higher level approval; coordinates the compilation and evaluation of information required for executive level budget meetings; confers on modifications to budget requests; and inteiprets, revises, and develops procedures and instructions for preparing and presenting budget requests; and/or Budget administration: Prepares a variety of reports detailing the status of funds, expenses, and obligations; identifies trends and recommends adjustments in program spending; advises management on budgeting deadlines and alternative means of accomplishing budgetary objectives; and serves as budgeting liaison between managers and staff of various organizational programs. Participates with supervisor in determining deadlines for assigned projects, which are linked to the budget cycle and typically require more than a year for completion. Works independently for several months at a time, with little review, while wotk progresses.  BUDGET ANALYST SUPERVISOR (141 : Accountant, auditor, and other financial specialist) As a first-line supervisor, supervises 3-14 budget analysts and support staff. Work requires substantial knowledge of budget formulation, analysis, and execution. Duties include planning and delegating wotk; monitoring performance; providing technical counsel; and evaluating work products. Recommends hirings and promotions, resolves complaints, effects minor disciplinary action, and arranges training. May direct staff through subordinate team leaders.  Excluded are second-line budget analyst supervisory positions.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Purchases materials, supplies, equipment, and services (e.g., utilities, maintenance, and repair) and/or administers purchase contracts (assuring compliance after contract is awarded). In some instances items purchased are of types that must be specially designed, produced, or modified by the vendor in accordance with drawings or engineering specifications. Solicits bids, analyzes quotations received, and selects or recommends suppliers. At levels III and higher, formal contract negotiation methods are typically used where knowledge of malket trends and conditions is required. May interview prospective vendors. Purchases items and services or negotiates contracts at the most favorable price consistent with quality, quantity, specification requirements, and other factors. Prepares or supervises preparation of purchase orders from requisitions. May expedite delivery and visit vendors' offices and plants. Normally, purchases are unreviewed when they are consistent with past experience and are in conformance with established rules and policies. Proposed purchase transactions that deviate from the usual or from past experience in terms of prices, quality of items, quantities, etc., or that may set precedents for future purchases, are reviewed by higher authority prior to final action. Contract administration includes determining allowable costs, monitoring contractor compliance with contract terms, resolving problems concerning obligations of the parties, explaining and renegotiating contract terms, and ensuring satisfactory contract completion.  In addition to wolk described above, some (but not all) buyers or contracting specialists direct the wolk of one or a few clerks who perform routine aspects of the work. As a  B- 14  seconduy and subsidiary duty, some buyers may also sell or dispose of surplus, salvage, or used materials, equipment, or supplies. Note:  Some buyers or contracting specialists are responsible for the purchasing or contract administration of a variety of items and materials. When the variety includes items and wolk described at more than one of the following levels, the position should be considered to equal the highest level that characterizes at least a substantial portion of the buyer's time.  Excluded are: a.  buyers of items for direct sale, either wholesale or retail;  b.  brokers and dealers buying for clients or for investment pwposes;  tools, furniture, services, etc. Transactions usually involve local retailers, wholesalers, jobbers, and manufacturers' sales representatives. Quantities purchased are generally small amounts, e.g., those available from local sources. Examples of items purchased include: common stationery and office supplies; standard types of office furniture and fixtures; standard nuts, bolts, screws; janitorial and common building maintenance supplies; or common utility services or office machine repair services.  OR c. positions that specifically require professional education and qualifications in a physical science or in engineering (e.g., chemist, mechanical engineer); d. buyers who specialize in purchasing a single or a few related items of highly variable quality such as raw cotton or wool, tobacco, cattle, or leather for shoe uppers, etc. Expert personal knowledge of the item is required to judge the relative value of the goods offered, and to decide the quantity, quality, and price of each purchase in tenns of its probable effect on the organization's profit and competitive status; e. buyers or contracting specialists whose principal responsibility is the supervision of a purchasing or contracting program; f. persons whose major duties consist of ordering, reordering, or requisitioning items under existing contracts; g.  positions restricted to clerical functions or to purchase expediting work;  h. positions not requiring: 1) three years of administrative, technical, or substantive clerical experience; 2) a bachelor's degree in any field; or 3) any equivalent combination of experience and education yielding basic skills in problem analysis and communication; and i. contracting specialists above level V having broad responsibilities for resolving critical problems on major long-tenn purchases, developing new approaches or innovative acquisition plans, and/or developing procurement policies and procedures. These specialists use extensive judgment and originality to plan procurement strategies for large scale acquisition programs or systems.  Buyer/Contracting Speclallst I  As a trainee, perfonns various clearly defined procurement tasks designed to increase the employee's knowledge and understanding of procurement and contracting concepts, principles, practices, and procedures. Examples of duties include: assisting in the preparation of solicitation documents; analyzing prices, discounts, and delivery dates; making procurement recommendations; and drafting simple contract provisions and supporting documentation. Work is perfonned under close supervision.  Buyer/Contracting Speclallst II Purchases "off-the-shelf' types of standard, generally available technical items, materials, and services. Transactions may involve occasional modification of standard and common usage items, materials, and services, and include a few stipulations about unusual packing, malking, shipping, etc. Transactions usually involve dealing directly with manufacturers, distributors, jobbers, etc. Limited contract negotiation techniques may be used, primarily for developmental purposes to increase employee's skill and knowledge. Quantities of items and materials purchased may be relatively large, particularly in the case of contracts for continuing supply over a period of time. May be responsible for locating or promoting possible new sources of supply. Usually is expected to keep abreast of market trends, changes in business practices in the assigned markets, new or altered types of materials entering the market, etc. Examples of items purchased or under contract include: standard industrial types of hand tools, · gloves, and safety equipment; standard electronic parts, components, and component test instruments; electric motors; gasoline service station equipment; PBX or other specialized telephone services; special pwpose printing services; custodial services for a large building; and routine purchases of common raw materials such as standard grades and sizes of steel bars, rods, and angles. ·  Purchases "off-the-shelf' types of readily available, commonly used materials, supplies,   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-15  Also included at this level are buyers of materials of the types described for Buyer I when the quantities purchased are large, so that local sources of supply are generally inadequate and the buyer must deal directly with manufacturers on a broader than local scale.  special characteristics; and protective services where security presents an especially significant problem.  OR  Negotiates and/or administers purchase contracts for complex and highly technical items, materials, or services, frequently specially designed and manufactured exclusively for the purchaser.  In a developmental position, assists higher level buyers or contracting specialists in purchasing, and/or negotiating contracts for items, materials, or services of a technical and specialized nature. Assigned work is designed to provide diversified experience, as a background for future higher level worlc. Examples of duties include: reviewing requisitions and drafting solicitations; evaluating bids and the dependability of suppliers; meeting with commercial representatives; and monitoring the progress of contractors. Supervisor provides general instructions, monitors worlc, and reviews recommendations. Standard or routine aspects of work are performed with greater independence.  Buyer/Contracting Speclallst Ill Purchases items, materials, or services of a technical and specialized nature, usually by negotiating a standard contract based on reimbursement of costs and expenses or a fixed price ceiling. May be responsible for overseeing the postaward (contract administration) functions (e.g., monitoring contract compliance, recommending action on problem situations, and negotiating extensions of delivery schedules) of such contracts. The items, while of a common general type, are usually made, altered, or customized to meet the user's specific needs and specifications. The number of potential vendors is likely to be small and price differentials often reflect important factors (quality, delivery dates and places, etc.) that are difficult to evaluate. The quantities purchased of any item or service may be large. Many of the purchases involve one or more such complications as: specifications that detail, in technical terms, the required physical, chemical, electrical, or other comparable properties; special testing prior to acceptance; grouping of items for lot bidding and awards; specialized processing, packing, or packaging requirements; export packs; overseas port differentials; etc.  Is expected to keep abreast of marlcet and product developments. May be required to locate new sources of supply.  Buyer/Contracting Speclallst IV  Transactions require dealing with manufacturers and often involve persuading potential vendors to undertake the manufacture of custom designed items according to complex and rigid specifications. Negotiation techniques are also frequently involved with convincing the vendor to reduce costs. Quantities of items and materials purchased are often large in order to satisfy the requirements for an entire large organization for an extended period of time. Complex schedules of delivery are often involved. Contracting specialists determine appropriate quantities to be contracted for at any given period of time and negotiate with vendors to establish or adjust delivery schedules. Negotiations and contract administration are often complicated by the following: requirements for spare parts, preproduction samples and testing, or technical literature; patent and royalty provisions; or renegotiation of contract terms. In reviewing contract proposals, extensive cost analysis is required to evaluate the cost of such factors as 1) numerous technical specifications, and 2) potential changes in manufacturing processes that might affect projected cost figures. These complications result in the incorporation of numerous special provisions and incentives in renegotiated contracts. In addition to the worlc described above, a few positions may also require supervision of a few lower level buyers, contracting specialists or clerks. (No position is included in this level solely because supervisory duties are performed.) Examples of items purchased include: special purpose high-cost machine tools and production facilities; specialized condensers, boilers, and turbines; raw materials of critically important characteristics or quality; and parts, subassemblies, components, etc., specially designed and made to order (e.g., communications equipment for installation in aircraft being manufactured; component assemblies for missiles and rockets; and motor vehicle frames).  Buyer/Contracting Speclallst V Some positions may involve assisting in the training or supervision of lower level buyers or clerlcs. Examples of items purchased include: castings; special extruded shapes of normal size and material; special formula paints; electric motors of special shape or speeds; production equipment; special packaging of items; raw materials in substantial quantities or with   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Performs one of the following: 1.  B - 16  Serves as lead negotiator or contract administrator for: new or unique equipment; extensive technical or professional services; or complex construction projects where there is a lack of previous experience or competition, extensive subcontracting, or  similar complications. Examples of contracts include prototype development of sophisticated research and testing equipment, software systems development, scientific studies involving waste and transportation systems, facilities for production of weapons systems, and research laboratories requiring special equipment.  In contrast, at levels N and V, some programming analysis must be performed as part of the programming assignment. The analysis duties are identified in a separate paragraph at levels I, II, III, and N, and are part of each alternative described at level V. However, the systems requirements are defined by systems analysts or scientists. Excluded are:  2.  Performs large-scale centralized purchasing or contract administration for a multi.unit organization or large establishment that requires either items with unique requirements as to construction, testing, durability, or quality characteristics, or organization-wide services. Examples of contracts include organization-wide software or communication systems, and industry-specific testing equipment with unique specifications.  May persuade suppliers to expand their plants or convert facilities to the production of new items or services. Transactions are often complicated by technological changes, urgent needs to override normal production, great volume of production, commodity shortages, and lack of competition among vendors. Frequent technological changes require delays or modifications to contract proposals or to existing contracts. In-depth cost analysis is required, often with little pricing precedent due to the unique aspects of the products.  a.  Positions which require a bachelor's degree in a specific scientific field (other than computer science), such as an engineering, mathematics, physics, or chemistry degree; however, positions are potential matches where the required degree may be from any of several possible scientific fields;  b.  Positions responsible for developing and modifying computer systems;  c.  Computer programmers who perform level N or V duties but who perform no programming analysis;  d.  Workers who primarily analyze and evaluate problems concerning computer equipment or its selection or utilization;  e.  Computer systems programmers or analysts who primarily write programs or analyze problems concerning the system software, e.g., operating systems, compilers, assemblers, system utility routines, etc., which provide basic services for the use of all programs and provide for the scheduling of the execution of programs; however, positions matching this definition may develop a "total package which includes not only writing programs to process data but also selecting the computer equipment and system software required;  f.  Employees who have significant responsibility for the management or supervision of workers (e.g., systems analysts) whose positions are not covered in this definition; or employees with significant responsibility for other functions such as computer operations, data entry, system software, etc.; and  g.  Positions not requiring: 1) three years of administrative, technical, or substantive clerical experience; 2) a bachelor's degree in any field; or 3) any equivalent combination of experience and education yielding basic skills in problem analysis and communication.  Contracts are usually long-term (exceeding 2 years) and involve numerous subcontracts and special provisions that must be changed and renegotiated throughout the duration of the contract.  COMPUTER PROGRAMMER (397: Programmer) Performs programming services for establishments or for outside organizations who may contract for services. Converts specifications (precise descriptions) about business or scientific problems into a sequence of detailed instructions to solve problems by electronic data processing (EDP) equipment, i.e., digital computers. Draws program flow charts to describe the processing of data and develops the precise steps and processing logic which, when entered into the computer in coded language (COBOL, FORTRAN, or other programming language), cause the manipulation of data to achieve desired results. Tests and corrects programs and prepares instructions for operators who control the computer during runs. Modifies programs to increase operating efficiency or to respond to changes in work processes; maintains records to document program development and revisions. At levels I, II, and ill, computer programmers may also perform programming analysis such as: gathering facts from users to define their business or scientific problems and to investigate the feasibility of solving problems through new or modified computer programs; developing specifications for data inputs, flow, actions, decisions, and outputs; and participating on a continuing basis in the overall program planning along with other EDP personnel and users.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Positions are classified into levels based on the following definitions.  Computer Programmer I At this trainee level, assignments are usually planned to develop basic programming skills because incumbents are typically inexperienced in applying such skills on the job. Assists higher level staff by performing elementary programming tasks which concern limited and simple data items and steps which closely follow patterns of previous work  8 - 17  done in the organization, e.g., drawing flow charts, writing operator instructions, or coding and testing routines to accumulate counts, tallies, or summaries. May perform routine programming assignments (as described in level under close supervision.  m  In addition, as training and to assist higher level staff, may perform elementary fact finding concerning a specified worlc process, e.g., a file of clerical records which is treated as a unit (invoices, requisitions, or purchase orders, etc.); reports findings to higher level staff. Receives classroom and/or on-the-job training in computer programming concepts, methods, and techniques and in the basic requirements of the subject matter area. May receive training in elementary fact-finding. Detailed, step-by-step instructions are given for each task and any deviation must be authorized by a supervisor. Worlc is closely monitored in progress and reviewed in detail upon completion.  Computer Programmer II At this level, initial assignments are designed to develop competence in applying established programming procedures to routine problems. Performs routine programming assignments that do not require skilled background experience but do require knowledge of established programming procedures and data processing requirements. Works according to clear-cut and complete specifications. The data are refined and the format of the final product is very similar to that of the input or is well defined when significantly different, i.e., there are few, if any, problems with interrelating varied records and outputs. Maintains and modifies routine programs. Makes approved changes by amending program flow charts, developing detailed processing logic, and coding changes. Tests and documents modifications and writes operator instructions. May write routine new programs using prescribed specifications; may confer with EDP personnel to clarify procedures, processing logic, etc. In addition, and as continued training, may evaluate simple interrelationships in the immediate programming area, e.g., whether a contemplated change in one part of a simple program would cause unwanted results in a related part; confers with user representatives to gain an understanding of the situation sufficient to formulate the needed change; and implements the change upon approval of the supervisor or higher level staff. The incumbent is provided with charts, narrative descriptions of the functions performed, an approved statement of the product desired (e.g., a change in a local establishment report), and the inputs, outputs, and record formats. Reviews objectives and assignment details with higher level staff to insure thorough understanding; uses judgment in selecting among authorized procedures and seeks assistance when guidelines are inadequate, significant deviations are proposed, or when unanticipated problems arise. Worlc is usually monitored in progress; all worlc is reviewed upon completion for accuracy and compliance with standards.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Computer Programmer Ill As a fully qualified computer programmer, applies standard programming procedures and detailed knowledge of pertinent subject matter (e.g., worlc processes, governing rules, clerical procedures, etc.) in a programming area such as: a recordkeeping operation (supply, personnel and payroll, inventory, purchasing, insurance payments, depositor accounts, etc.); a well-defined statistical or scientific problem; or other standardized operation or problem. Worlcs according to approved statements of requirements and detailed specifications. While the data are clear cut, related, and equally available, there may be substantial interrelationships of a variety of records and several varied sequences of formats are usually produced. The programs developed or modified typically are linked to several other programs in that the output of one becomes the input for another. Recognizes probable interactions of other related programs with the assigned program(s) and is familiar with related system software and computer equipment. Solves conventional programming problems. (In small organizations, may maintain programs which concern or combine several operations, i.e., users, or develop programs where there is one primary user and the others give input.) Performs such duties as: develops, modifies, and maintains assigned programs; designs and implements modifications to the interrelation of files and records within programs in consultation with higher level staff; monitors the operation of assigned programs and responds to problems by diagnosing and correcting errors in logic and coding; and implements and/or maintains assigned portions of a scientific programming project, applying established scientific programming techniques to well-defined mathematical, statistical, engineering, or other scientific problems usually requiring the translation of mathematical notation into processing logic and code. (Scientific programming includes assignments such as: using predetermined physical laws expressed in mathematical terms to relate one set of data to another; the routine storage and retrieval of field test data; and using procedures for real-time command and control, scientific data reduction, signal processing, or similar areas.) Tests and documents woik and writes and maintains operator instructions for assigned programs. Confers with other EDP personnel to obtain or provide factual data. In addition, may carry out fact-finding and programming analysis of a single activity or routine problem, applying established procedures where the nature of the program, feasibility, computer equipment, and programming language have already been decided. May analyze present performance of the program and take action to correct deficiencies based on discussion with the user and consultation with and approval of the supervisor or higher level staff. May assist in the review and analysis of detailed program specifications and in program design to meet changes in worlc processes. Worlcs independently under specified objectives; applies judgment in devising program logic and in selecting and adapting standard programming procedures; resolves problems and deviations according to established practices; and obtains advice where precedents are unclear or not available. Completed worlc is reviewed for conformance to standards,  B- 18  timeliness, and efficiency. May guide or instruct lower level programmers; may supervise technicians and others who assist in specific assignments. OR Works on complex programs (as described in level IV) under close direction of higher level staff or supervisor. May assist higher level staff by independently performing moderately complex tasks assigned, and performing complex tasks under close supervision.  Computer Programmer IV Applies expertise in programming procedures to complex programs; recommends the redesign of programs, investigates and analyzes feasibility and program requirements, and develops programming specifications. Assigned programs typically affect a broad multiuser computer system which meets the data processing needs of a broad area (e.g., manufacturing, logistics planning, finance management, human resources, or material management) or a computer system for a project in engineering, research, accounting, statistics, etc. Plans the full range of programming actions to produce several interrelated but different products from numerous and diverse data elements which are usually from different sources; solves difficult programming problems. Uses knowledge of pertinent system software, computer equipment, work processes, regulations, and management practices. Performs such duties as: develops, modifies, and maintains complex programs; designs and implements the interrelations of files and records within programs which will effectively fit into the overall design of the project; working with problems or concepts, develops programs for the solution to major scientific computational problems requiring the analysis and development of logical or mathematic descriptions of functions to be programmed; and develops occasional special programs, e.g., a critical path analysis program to assist in managing a special project. Tests, documents, and writes operating instructions for all worlc. Confers with other EDP personnel to secure information, investigate and resolve problems, and coordinate work efforts.  about progress and unusual complications. Modifies and adapts precedent solutions and proven approaches. Guidelines include constraints imposed by the related programs with which the incumbent's programs must be meshed. Completed work is reviewed for timeliness, compatibility with other work, and effectiveness in meeting requirements. May function as team leader or supervise a few lower level programmers or technicians on assigned worlc.  Computer Programmer V At level V, workers are typically either supervisors, team leaders, staff specialists, or consultants. Some programming analysis is included as a part of the programming assignment. Supervision and review are similar to level N.  Typical duties and responsibilities include one or more of the following: 1.  In a supervisory capacity, plans, develops, coordinates, and directs a large and important programming project (finance, manufacturing, sales/marketing, human resources, or other broad area) or a number of small programming projects with complex features. A substantial portion of the worlc supervised (usually 2 to 3 workers) is comparable to that described for level N. Supervises, coordinates, and reviews the work of a small staff, normally not more than 15 programmers and technicians; estimates personnel needs and schedules, assigns and reviews work to meet completion date. These day-to-day supervisors evaluate performance, resolve complaints, and make recommendations on hiring and firing. They do not make final decisions on curtailing projects, reorganizing, or reallocating resources.  2.  As team leader, staff specialist, or consultant, defines complex scientific problems (e.g., computational) or other highly complex programming problems (e.g., generating overall forecasts, projections, or other new data fields widely different from the source data or untried at the scale proposed) and directs the development of computer programs for their solution; or designs improvements in complex programs where existing precedents provide little guidance, such as an interrelated group of mathematical/statistical programs which support health insurance, natural resources, marlceting trends, or other research activities. In conjunction with users (scientists or specialists), defines major problems in the subject-matter area. Contacts co-workers and user personnel at various locations to plan and coordinate project and gather data; devises ways to obtain data not previously available; arbitrates differences between various program users when conflicting requirements arise. May perform simulation studies to determine effects of changes in computer equipment or system software or may assess the feasibility and soundness of proposed programming projects which are novel and complex. Typically develops programming techniques and procedures where few precedents exist. May be assisted on projects by other programmers or technicians.  In addition, performs such programming analysis as: investigating the feasibility of alternate program design approaches to determine the best balanced solution, e.g., one that will best satisfy immediate user needs, facilitate subsequent modification, and conserve resources; on typical maintenance projects and smaller scale, limited new projects, assisting user personnel in defining problems or needs and determining worlc organization, the necessary files and records, and their interrelation with the program; or on large or more complicated projects, participating as a team member along with other EDP personnel and users and having responsibility for a portion of the project. Works independently under overall objectives and direction, apprising the supervisor   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 19  COMPUTER SYSTEMS ANALYST (1712: Computer systems analyst) Analyzes business or scientific problems for resolution through electronic data processing. Gathers information from users, defines work problems, and, if feasible, designs a system of computer programs and procedures to resolve the problems. Develops complete specifications to enable computer programmers to prepare required programs: analyzes subject-matter operations to be automated; specifies number and types of records, files, and documents to be used and outputs to be produced; prepares work diagrams and data flow charts; coordinates tests of the system and participates in trial runs of new and revised systems; and recommends computer equipment changes to obtain more effective operations. May also write the computer programs. Excluded are:  a.  Trainees who receive detailed directives and worlc plans, select authorized procedures for use in specific situations, and seek assistance for deviations and problems;  b.  Positions which require a bachelor's degree in a specific scientific field (other than computer science), such as an engineering, mathematics, physics, or chemistry degree; however, positions are potential matches where the required degree may be from any of several possible scientific fields;  familiarity with related computer programming practices, system software, and computer equipment. Carries out fact finding and analysis as assigned, usually of a single activity or a routine problem; applies established procedures where the nature of the system, feasibility, computer equipment, and programming language have already been decided; may assist a higher level systems analyst by preparing the detailed specifications required by computer programmers from information developed by the higher level analyst; may research routine user problems and solve them by modifying the existing system when the solutions follow clear precedents. When cost and deadline estimates are required, results receive close review. The supervisor defines objectives, priorities, and deadlines. Incumbents worlc independently; adapt guides to specific situations; resolve problems and deviations according to established practices; and obtain advice where precedents are unclear or not available. Completed worlc is reviewed for conformance to requirements, timeliness, and efficiency. May supervise technicians and others who assist in specific assignments.  Computer Systems Analyst II  c.  Computer programmers who write computer programs and solve user problems not requiring systems modification;  d.  Workers who primarily analyze and evaluate problems concerning computer equipment or its selection or utilization; and  e.  Computer systems programmers or analysts who primarily write programs or analyze problems concerning the system software, e.g., operating systems, compilers, assemblers, system utility routines, etc., which provide basic services for the use of all programs and provide for the scheduling or the execution of programs; however, positions matching this definition may develop a "total package" which includes not only analyzing work problems to be processed but also selecting the computer equipment and system software required. Positions are classified into levels on the basis of the following definitions.  Applies systems analysis and design skills in an area such as a recordkeeping or scientific operation. A system of several varied sequences or formats is usually developed, e.g., systems for maintaining depositor accounts in a bank, maintaining accounts receivable in a retail establishment, maintaining inventory accounts in a manufacturing or wholesale establishment, or processing a limited problem in a scientific project. Requires competence in most phases of system analysis and knowledge of pertinent system software and computer equipment and of the work processes, applicable regulations, worlc load, and practices of the assigned subject-matter area. Recognizes probable interactions of related computer systems and predicts impact of a change in assigned system. Reviews proposals which consist of objectives, scope, and user expectations; gathers facts, analyzes data, and prepares a project synopsis which compares alternatives in terms of cost, time, availability of equipment and personnel, and recommends a course of action; and upon approval of synopsis, prepares specifications for development of computer programs. Determines and resolves data processing problems and coordinates the work with program, users, etc.; orients user personnel on new or changed procedures. May conduct special projects such as data element and code standardization throughout a broad system, working under specific objectives and bringing to the attention of the supervisor any unusual problems or controversies.  Computer Systems Analyst I At this level, initial assignments are designed to expand practical experience in applying systems analysis techniques and procedures. Provides several phases of the required systems analysis where the nature of the system is predetermined. Uses established fact finding approaches, knowledge of pertinent work processes and procedures, and  https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Worlcs independently under overall project objectives and requirements; apprises supervisor about progress and unusual complications. Guidelines usually include existing systems and the constraints imposed by related systems with which the incumbent's worlc must be meshed. Adapts design approaches successfully used in precedent systems. Completed worlc is reviewed for timeliness, compatibility with other work, and  B-20  effectiveness in meeting requirements. May provide functional direction to lower level assistants on assigned work.  and overall requirements are defined in the organization's EDP policies and standards; the primary constraints typically are those imposed by the need for compatibility with existing systems or processes. Supervision and nature of review are similar to levels II and ill.  OR  Typical duties and responsibilities include one or more of the following: Works on a segment of a complex data processing scheme or broad system, as described for computer systems analyst level ill. Works independently on routine assignments and receives instructions and guidance on complex assignments. Worlc is reviewed for accuracy of judgment, compliance with instructions, and to insure proper alignment with the overall system.  1.  As team or project leader, provides systems design in a specialized and highly complex design area, e.g., interrelated business statistics and/or projections, scientific systems, mathematical models, or similar unprecedented computer systems. Establishes the framework of new computer systems from feasibility studies to post-implementation evaluation. Devises new sources of data and develops new approaches and techniques for use by others. May serve as technical authority for a design area. At least one or two team members perform worlc at level ill; one or two team members may also perform worlc as a level N staff specialist or consultant as described below.  2.  As staff specialist or consultant, with expertise in a specialty area (e.g., data security, telecommunications, systems analysis techniques, EDP standards development, etc.). plans and conducts analyses of unique or unyielding problems in a broad system. Identifies problems and specific issues in assigned area and prepares overall project recommendations from an EDP standpoint including feasible advancements in EDP technology; upon acceptance, determines a design strategy that anticipates directions of change; designs and monitors necessary testing and implementation plans. Performs work such as: studies broad areas of projected work processes which cut across the organization's established EDP systems; conducts continuing review of computer technological developments applicable to system design and prepares long range forecasts; develops EDP standards where new and improved approaches are needed; or develops recommendations for a management information system where new concepts are required.  Computer Systems Analyst Ill Applies systems analysis and design techniques to complex computer systems in a broad area such as manufacturing; finance management; engineering, accounting, or statistics; logistics planning; material management, etc. Usually, there are multiple users of the system; however, there may be complex one-user systems, e.g., for engineering or research projects. Requires competence in all phases of systems analysis techniques, concepts, and methods and knowledge of available system software, computer equipment, and the regulations, structure, techniques, and management practices of one or more subject-matter areas. Since input data usually come from diverse sources, is responsible for recognizing probable conflicts and integrating diverse data elements and sources. Produces innovative solutions for a variety of complex problems. Maintains and modifies complex systems or develops new subsystems such as an integrated production scheduling, inventory control, cost analysis, or sales analysis record in which every item of each type is automatically processed through the full system of records. Guides users in formulating requirements; advises on alternatives and on the implications of new or revised data processing systems; analyzes resulting user project proposals, identifies omissions and errors in requirements, and conducts feasibility studies; recommends optimum approach and develops system design for approved projects. Interprets information and informally arbitrates between system users when conflicts exist. May serve as lead analyst in a design subgroup, directing and integrating the work of one or two lower level analysts, each responsible for several programs.  Computer Systems Analyst V  Supervision and nature of review are similar to level II; existing systems provide precedents for the operation of new subsystems.  As a top technical expert, develops broad unprecedented computer systems and/or conducts critical studies central to the success of large organizations having extensive technical or highly diversified computer requirements. Considers such requirements as broad organization policy, and the diverse user needs of several organizational levels and locations. Works under general administrative direction.  Computer Systems Analyst IV  Typical duties and responsibilities include one or more of the following:  Applies expert systems analysis and design techniques to complex system development in a specialized design area and/or resolves unique or unyielding problems in existing complex systems by applying new technology. Work requires a broad knowledge of data sources and flow, interactions of existing complex systems in the organization, and the capabilities and limitations of the systems software and computer equipment. Objectives  1.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 21  As team or project leader, guides the development of broad unprecedented computer systems. The information requirements are complex and voluminous. Devises completely new ways to locate and develop data sources; establishes new factors and criteria for making subject-matter decisions. Coordinates fact finding, analysis, and design of the system and applies the most recent developments in data  processing technology and computer equipment. Guidelines consist of state-of-theart technology and general organizational policy. At least one team member performs work at level W. 2.  As staff specialist or consultant, is a recognized leader and authority in a large organization (as defined above). Performs at least two of the following: a) has overall responsibility for evaluating the significance of technological advancement and developing EDP standards where new and improved approaches are needed, e.g., programming techniques; b) conceives and plans exploratory investigations critical to the overall organization where useful precedents do not exist and new concepts are required, e.g., develops recommendations regarding a comprehensive management information system; or c) evaluates existing EDP organizational policy for effectiveness, devising and formulating changes in the organization's position on broad policy issues. May be assisted on individual projects by other analysts.  Base level of work The base level of work is the highest level of nonsupervisory work under the direct or indirect supervision of the supervisor/manager which (when added to the nonsupervisory levels above it) represents at least 25 percent of the total nonsupervisory, nonclerical staff and at least two of the full-time positions supervised. To determine the base level of nonsupervisory, nonclerical work: 1) array the positions by level of difficulty; 2) determine the number of workers in each position; and 3) count down from the highest level (if necessary) until at least 25 percent of the total nonsupervisory, nonclerical staff are represented  Level of supervision Supervisors and managers should be matched at one of the three LS levels below which best describes their supervisory responsibility.  COMPUTER SYSTEMS ANALYST SUPERVISOR/MANAGER (1712: Computer systems analyst)  LS-1  Plans, coordinates, and evaluates the work of a small staff, normally not more than 15 programmers, systems analysts, and technicians; estimates personnel needs and schedules, assigns, and reviews work to meet completion date; interviews candidates for own unit and recommends hires, promotions, or reassignments; resolves complaints and refers group grievances and more serious unresolved complaints to higher level supervisors; may reprimand employees.  LS-2  Directs a sizable staff (normally 15-30 employees), typically divided into subunits controlled by subordinate supervisors; advises higher level management on work problems of own unit and the impact on broader programs; collaborates with heads of other units to negotiate and/or coordinate work changes; makes decisions on work or training problems presented by subordinate supervisors; evaluates subordinate supervisors and reviews their evaluations of other employees; selects nonsupervisors (higher level approval is virtually assured) and recommends supervisory selections; hears group grievances and serious or unresolved complaints. May shift resources among projects and perform long range budget planning.  Supervises three or more employees, two of whom perform systems analysis. Work requires substantial and recurring use of systems analysis skills in directing staff. May also supervise programmers and related clerical and technical support personnel.  Excluded are: a.  Positions also having significant responsibility for the management or supervision of functional areas (e.g., system software development, data entry, or computer operations) not related to the Computer Systems Analyst and Computer Programmer definitions;  b.  Supervisory positions having base levels Analyst II or Computer Programmer IV; and  C.  Managers who supervise two or more subordinates performing at Computer Systems Analyst Supervisor/Manager level IV.  below  Computer  Systems  Classlflcatlon by level Supervisory jobs are matched at one of four levels according to two factors: a) base level of work supervised; and b) level of supervision. The table following the explanations of these factors indicates the level of the supervisor for each combination of factors.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Note:  LS-3  B - 22  In rare instances, supervisory positions responsible for directing a sizable staff (e.g., 20-30 employees) may not have subordinate supervisors, but have all other LS-2 responsibilities. Such positions should be matched to LS-2. Directs two subordinate supervisory levels and the work force managed typically includes substantially more than 30 employees. Makes major decisions and recommendations (listed below) which have a direct, important, and substantial effect on own organization and work. Performs at least three of  PERSONNEL SPECIALIST  the following:  (143: Personnel, training, and labor relations specialist) decides what programs and projects should be initiated, dropped, expanded, or curtailed; determines long range plans in response to program program goals, and redefines objectives;  Plans, administers, advises on, or performs professional work in one or more personnel specialties, such as:  changes, evaluates  Job Analysis/Evaluation: Analyzing, evaluating, and defining occupations or positions based on duties, responsibilities, and qualification requirements in order to establish or maintain a framework for equitable compensation.  determines changes to be made in organizational structure, delegation of authority, coordination of units, etc.;  Salary and Benefit Administration: Analyzing and evaluating compensation practices, participating in compensation surveys, and recommending pay and benefit adjustments.  decides what compromises to make in operations in view of public relations implications and need for support from various groups;  Recruitment and Placement: Recruiting applicants through various sources (e.g., schools, colleges, employment agencies, newspapers, professional societies); evaluating applicants using qualification ratings, test scores, interviews, and reference checks; and recommending applicant placement.  decides on the means to substantially reduce operating costs without impairing overall operations; justifies major equipment expenditures; and officials; decides, or resolves differences between key subordinate significantly affects final decisions, on personnel actions for supervisors and other key officials.  Employee Development: Planning, evaluating, and administering employee training and development programs to achieve both organizational goals and personnel management objectives.  CRITERIA FOR MATCHING COMPUTER SYSTEMS ANALYST SUPERVISORS/MANAGERS Base level of nonsupervisory job(s) Matched in the Computer Programmer Definition  N V   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Matched in the Computer Systems Analyst Definition Il  m  N V  Employee Relations and Services: Providing guidance, advice, and assistance on such matters as employee services and benefits; management-employee communications; performance appraisals, grievances and appeals; equal employment opportunity; and employee conduct and discipline.  Level of supervisor  LS-1  LS-2  Il  Il  N Exclude N Exclude Exclude  m  N  Labor Relations: Advising and assisting management on a variety of labor relations matters, and negotiating and administering labor agreements on behalf of management.  m  I  m  Equal Employment Opportunity: Planning, evaluating, and administering equal opportunity provisions.  LS-3  In addition to the technical responsibilities described in levels I through VI, personnel specialists may also manage personnel functions and supervise subordinate staff. At levels I and Il, the subordinate staff typically consists of clerks and paraprofessionals;  B-23  level ill may coordinate the work of lower level specialists; and levels IV and above may supervise subordinate specialists. Positions which are primarily supervisory, rather than technical, in nature (i.e., they are not readily matchable to the level-to-level distinctions in this definition) should be matched to the personnel supervisor/manager definition. This broad, generic occupation includes specialists: (1) working in personnel operations; (2) reviewing and evaluating the quality of personnel programs; and (3) developing and revising personnel programs and procedures.  Personnel Speclallst I (operations only) As a trainee, receives classroom and/or on-the-job training in the principles, procedures, and regulations of the personnel program and in the programs, policies, and objectives of the employing organization. Assignments provide experience in applying personnel management principles, procedures and techniques, while performing a variety of uncomplicated tasks under close supervision.  Personnel Speclallst II Excluded are: a.  Positions matched to the personnel supervisor/manager definition;  b.  Directors of personnel, who service more than 250 employees and have significant responsibility for administering all three of the following functions: Job evaluation, employment and placement, and employee relations and services. In addition, worlcers in these excluded positions serve top management of their organization as the source of advice on personnel matters and problems;  c.  Clerical and paraprofessional positions;  d.  Labor relations specialists who negotiate with labor unions as the principal representative of their overall organization;  e.  Specialists with matchable titles (e.g., labor relations specialist, equal opportunity specialist) which are not part of the establishment's personnel program;  f.  Specialists in other occupations (e.g., nursing, organizational development, payroll, safety and health, security, and training), even if these positions are part of the establishment's personnel program;  g.  Positions not requiring: (1) three years of administrative, technical, or substantive clerical experience; (2) a bachelor's degree in any field; or (3) any equivalent combination of experience and education yielding basic skills in problem analysis and communication; and  h.  Positions employed by personnel supply service establishments (S.I.C. 736).  Classlflcatlon by level Establishment positions which meet the above criteria are matched at one of six levels. Primary leveling concepts are presented for each of the three options: (1) operations, (2) program evaluation, and (3) program development. These leveling concepts take precedent over typical duties and responsibilities in determining the level of a match. Job duties that are "moderately complex" in one establishment may be "procedural" in another establishment.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Operations. Performs standard procedural duties which require the use of personnel management principles and techniques to identify and analyze personnel problems. Provides limited advice to management, such as informing departmental supervisors of typical duty patterns which comprise an occupational level or of types of candidates available for a particular type of job. Receives specific instructions with each new assignment. Program evaluation and development. Assists higher level specialists in preliminary phases of evaluation or development. Receives increasingly difficult assignments under close supervisory guidance and review. Typical duties include: analyzing and evaluating nonexempt jobs using standard procedures; participating in recruitment or compensation surveys for nonexempt jobs; rating applicants using established guides; explaining established policies, procedures, or regulations to employees or management; and performing limited tasks to assist higher level specialists in employee development, employee relations, and labor relations programs.  Personnel Speclallst Ill Operations. Performs moderately complex assignments following established policies and guidelines. Work requires experience both in a personnel specialty and in the organization serviced. Advises management on the solution to personnel problems of limited scope for which there are precedents. Renders advice concerning own specialty, but discusses impact on other personnel areas. Worlcs independently under specified objectives; closer supervision is provided for complex assignments, precedent-setting actions, and actions that impact either other functional areas or key working relationships. Program evaluation and development. Assists higher level specialists or managers by studying less complex aspects of personnel programs (e.g., merit promotions, incentive awards}, resolving problems of average difficulty, and reporting findings to be included in evaluation reports. Typical duties include: analyzing, evaluating, and defining both exempt and nonexempt jobs in various occupational groups using established procedures; participating in surveys of broad compensation areas; recruiting and screening applicants for both exempt and  8- 24  nonexempt jobs, checking references and recommending placement; assisting in identifying training needs and arranging training, initiating personnel actions or awards, and inteipreting established personnel policy, regulations, and precedents; or participating in preparing for and conducting labor negotiations.  Personnel Speclallst IV Operations. Applies to three different worlc situations. In situation (1), specialists use technical knowledge, skills, and judgment to solve complex technical problems. Advisory services to management are similar to those described at level Ill Situation (2) combines typical level ill operating skills with comprehensive management advisory services. Advisory services require high technical skills, along with broad personnel knowledge, to solve problems from a total personnel management perspective. In situations (1) and (2), specialists plan and complete worlc following established program goals and objectives. Their judgments and recommendations are relied on for management decisions. Situation (3) applies to specialists who are solely responsible for performing moderately complex assignments (as described in level Ill) and for rendering final decisions on assigned personnel matters under general administrative supervision. Responsibilities include planning and scheduling worlc and coordinating and integrating program(s) with other personnel, management, and operational activities.  Program evaluation. Conducts on-site review of personnel actions in several organizational units; determines factual basis for personnel actions, evaluates actions for consistency with established guidelines, and reports significant findings. Program development. procedures.  Independently develops supplemental guidelines for existing  Typical duties include: analyzing, evaluating, and defining difficult exempt jobs, i.e., those in research and development, administration, law, and computer science; planning and conducting broad compensation surveys and recommending pay and benefit adjustments; developing training plans and procedures for an organizational segment; participating in complex employee-management relations issues such as controversies, poor morale, and high turnover; or developing plans and procedures for labor negotiations in a moderately complex organization.  Supervision and guidance relate largely to program goals and time schedules. Specialists are authorized to make decisions for their organizations and consult with their supervisors concerning unusual problems and developments.  Program evaluation. Independently evaluates personnel programs to determine the degree to which they are achieving goals and objectives, ascertaining weaknesses in programs and guidelines, and making recommendations for improvements. Conclusions are reported to top management. Program development. Applies expertise in modifying procedures and guidelines. Projects are usually narrow in scope, i.e., limited to an occupational field or to a specific program area May have full technical responsibility for personnel projects, studies, policies, or programs that are less complex than described at level VI. Typical duties include: Participating in the development of personnel policies and procedures; analyzing, evaluating, and defining unusually difficult jobs, e.g., those in emerging occupations which lack applicable guidelines, or in organizations so complex and dynamic that it is difficult to determine the extent of a position's responsibility; recruiting candidates for one-of-a-kind jobs; participating in employee-management relations where the underlying issues are difficult to identify; planning and administering a comprehensive employee development program; or performing labor relations assignments for a large conglomerate.  Personnel Speclallst VI Program evaluation. Applies to three different worlc situations. In situation (1), specialists evaluate the personnel management program of large, complex organizations. Such evaluations require broad understanding and sensitivity both to the interrelationships between different personnel programs and to complex organizational and management relationships. In situation (2), specialists provide advice to management in improving personnel programs in unusually complex organizations. Such expertise extends beyond knowledge of guidelines, precedents, and technical principles into areas of program management and administration. In situation (3), specialists serve as evaluation experts assigned to uniquely difficult and sensitive personnel problems, e.g., solutions are unusually controversial; specialists are required to persuade and motivate key officials to change major personnel policies or procedures; or problems include serious complaints where facts are vague.  Personnel Speclallst V Operations. Applies to two different work situations. In situation (1), specialists solve unusually complex and unprecedented problems which require creative solutions. In situation (2), specialists are assigned complex technical problems (as described in level N - situation (1) combined with responsibility for providing comprehensive advice to management. Management advisory services are complicated by jobs and organizations that are complex, new, or dynamic, and by the abstract nature of the worlc processes.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Program development. Specialists have full technical responsibility for unusually complex personnel projects, studies, policies, or programs. The scope and impact of these assignments are broad and are of considerable importance to organizational management. Supervision received is essentially administrative, with assignments given in terms of broad general objectives and limits.  B-25  PERSONNEL SUPERVISOR/MANAGER (143: Personnel, training, and labor relations specialist) Supervises three or more personnel specialists and/or clerks and paraprofessionals. Although the worlc is supervisory in nature, it requires substantial knowledge of personnel policies, procedures, and practices. Excluded are:  a.  Positions matched to the personnel specialist definition:  b.  Directors of personnel, who service more than 250 employees and have significant responsibility for administering all three of the following functions: Job evaluation, employment and placement, and employee relations and services. In addition, worlcers in these excluded positions serve top management of their organization as the source of advice on personnel matters and problems;  Establishment supervisory positions matched in the personnel specialist series should be counted as "non-supervisory" in computing the base level for personnel supervisor/manager matches. Due to the unique nature of this particular occupation series, the mechanics of the base level concept are often not applicable in determining the appropriate job level of a personnel supervisor/manager. See Alternative Criteria For Matching Personnel Supervisors/Managers at the end of this definition for assistance in assuring correct job matches. Level of Supervision Supervisors and managers should be matched at one of the three LS levels below which best describes their supervisory responsibility. LS-1  Plans, coordinates, and evaluates the work of a small staff, normally not more than 10 personnel specialists, paraprofessionals, and clerlcs; estimates staffing needs for personnel unit and schedules, assigns, and reviews work to meet completion date; interviews candidates for own unit and recommends hires, promotions, or reassignments; and resolves complaints, referring group grievances and more serious unresolved complaints to higher level supervisors; may reprimand employees.  LS-2  Directs a sizable staff (normally 10-20 employees), typically divided into sulr units controlled by subordinate supervisors; advises higher level management on work problems of own unit and the impact on broader programs; collaborates with heads of other units to negotiate and/or coordinate work changes; makes decisions on work or training problems presented by subordinate supervisors; evaluates subordinate supervisors and reviews their evaluations of their employees; selects nonsupervisors (higher level approval is virtually assured) and recommends supervisory selections; and hears group grievances and serious or unresolved complaints. May shift resources among projects and perform long range budget planning.  Conceptually, the base level of worlc is the highest level of nonsupervisory worlc under the direct or indirect supervision of the supervisor/manager which (when added to the nonsupervisory levels above it) represents at least 25 percent of the total nonsupervisory, nonclerical staff and at least two of the full-time positions supervised.  Note:  In rare instances, supervisory positions responsible for directing a sizable staff (e.g., 10-20 professional employees) may not have subordinate supervisors, but have all other LS-2 responsibilities. Such positions should be matched to LS-2.  To determine the base level of nonsupervisory, nonclerical work: 1) array the positions by level of difficulty; 2) determine the number of worlcers in each position; and 3) count down from the highest level (if necessary) until at least 25 percent of the total nonsupervisory, nonclerical staff are represented.  LS-3  Directs 2 subordinate supervisory levels and the work force managed typically includes substantially more than 20 employees. Makes major decisions and recommendations (listed below) which have a direct, important, and substantial effect on own organization and work. Performs at least three of the following:  c.  Labor relations positions which are primarily responsible for negotiating with labor unions as the principal representative of their overall organization;  d.  Supervisory positions having both a base level below personnel specialist ill and requiring technical expertise below personnel specialist IV; and  e.  Positions also having significant responsibility for functional areas beyond personnel (e.g., payroll, purchasing, or administration) . .  Classification  by Level  Supervisory jobs are matched at one of five levels according to two factors: a) base level of work supervised, and b) level of supervision. The table following the explanations of these factors indicates the level of the supervisor for each combination of factors. Base Level of Work   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-26  decides what programs and projects should be initiated, dropped, expanded, or curtailed;  Alternative criteria for matching Personnel Supervisor/Managers a.  determines long range plans in response to program changes, evaluates program goals, and redefines objectives; determines changes to be made in organizational structure, delegation of authority, coordination of units, etc.;  Base level artificially low. The leanness of subordinate staff often combines with the appropriate LS level to produce a level of supervisor/manager which is below the supervisor/manager's level of technical expertise, as measured by the personnel specialist definition. In these instances, raise the level of the supervisor/manager match to correlate to the equivalent level of personnel specialist (see chart above).  TAX COLLECTOR decides what compromises to make in program operations in view of public relations implications and need for support from various groups; decides on the means to substantially reduce program operating costs without impairing overall operations; justifies major equipment expenditures; and resolves differences between key subordinate officials; decides, or significantly affects final decisions, on personnel actions for subordinate supervisors and other key subordinates.  Table B-2. Criteria for matching personnel supervisors/managers Base level of nonsupervisory job(s) matched in the personnel specialist definition  m  Level of supervisor LS-1 LS-2 LS-3  I  n  N  m  V VI  N  n  m  m  N  N  V Exclude  V  Table B-3. Level equlvalents of personnel professlonal occupations  (141: Accountant, auditor, and other financial specialist) Collects delinquent taxes, canvasses for unreported taxes due, secures delinquent tax returns, and counsels taxpayers on filing and paying obligations. Tax collection typically begins after office examination of tax returns and financial records and subsequent notices of tax liability fail to collect full payment. Obtains and analyzes financial information, selects appropriate administrative or judicial remedy, and liquidates tax liability through such measures as compromise, installment agreements, and seizure and sale of property or other assets. Establishes liability for and imposes various penalties under State or County revenue codes. Serves summonses, takes testimony under oath, and testifies in court. W mk typically requires at least three years experience in general business or financial practices or the equivalent in education and experience combined. Level I is primarily for training and development. Level Il is the full worlcing level for tax collectors who follow standard procedures and level ill includes specialists, team leaders, and quasi-supervisors solving moderately complex tax collection problems. Tax collection involves two overlapping functions - returns investigation and collection of delinquent taxes. Returns investigations involve analyzing financial records, examining taxpayer's situation or business operations, and counseling taxpayers on statutory requirements and preparation of delinquent returns. Tax collectors primarily performing returns investigation worlc are not typically found above level II.  N  I  I  Collection of delinquent taxes involves analyzing a taxpayer's financial worth and ability to pay. In resolving delinquency, tax collectors evaluate ( or use appraisers to evaluate): market value of assets; equity shares of other creditors; liens and ownership rights; taxpayer earning capacity; and the potential of taxpayer businesses. H bankruptcy is imminent, tax collectors file notices of lien to give their agency priority over subsequent creditors. H necessary, collectors take action for seizure and make arrangements for selling property. However, before resorting to enforced collection procedures, they may recommend alternatives such as installment payments, appointing escrow agents, or accepting collateral or mortgage arrangements to protect their agency's equity.  V VI  m  m  Excluded are:  N V  N  Personnel Specialist  Personnel Supervisor/Manager  Director of Personnel  I  n m   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  n  n V  a.  B-27  Tax collection supervisors. Incumbents in these full supervisory positions typically assign, coordinate, and review worlc; estimate personnel needs and schedules;  evaluate performance; resolve complaints; and make recommendations for hiring and firing; and  Loads equipment with required items (tapes, cards, paper, etc.); Switches necessary auxiliary equipment into system;  b.  Tax auditors responsible for determining taxpayer liability. Starts and operates control console;  Tax Collector I Diagnoses and corrects equipment malfunctions; Receives formal training in: internal revenue laws, regulations, and procedures; collection enforcement techniques and laws of evidence and procedures; and business fundamentals. On-the-job training is provided and progressively broader assignments are given for development pwposes. Most assignments are simple, although more difficult worlc such as that encountered at level Il may be performed under close supervision and guidance. Individuals hired typically have 1-2 years experience in accounting, loan, collection, or related area or equivalent education in accounting, business law, or related field of study.  Tax Collector II Follows standard procedures to collect delinquent tax accounts and secure delinquent returns. Receives specific assignments from supervisor and worlcs out details independently. Explains to tax debtors sanctions which may be used in the event of nonpayment and procedures for appealing tax bills or assessments. Compiles prescribed records and reports. Refers problems to supervisor which cannot be resolved by applying standard procedures.  Reviews error messages and makes corrections during operation or refers problems; Maintains operating record. May test run new or modified programs and assist in modifying systems or programs. Included within the scope of this definition are fully qualified computer operators, trainees working to become fully qualified operators, and lead operators providing technical assistance to lower level positions. Excluded are: a.  Worlcers operating small computer systems where there is little or no opportunity for operator intervention in program processing and few requirements to correct equipment malfunctions;  b.  Peripheral equipment operators and remote terminal or computer operators who do not run the control console of either a mainframe digital computer or a group of minicomputers;  C.  Worlcers using the computer for scientific, technical, or mathematical work when a knowledge of the subject matter is required; and  d.  Positions above level V; in addition to level V responsibilities, worlcers in these excluded positions use a knowledge of program language, computer features, and software systems to assist in (1) maintaining, modifying, and developing operating systems or programs; (2) developing operating instructions and techniques to cover problem situations; and (3) switching to emergency backup procedures.  Tax Collector Ill As a tax collection specialist, team leader, or quasi-supervisor, conducts moderately complex investigations to detect or verify suspected tax violations according to established rules, regulations, and tax ordinances. Selects methods of approach, resolves problems referred by lower level tax collectors, and applies all remedies available to collect delinquent taxes. Prepares comprehensive records and reports. Trains lower level tax collectors and assists them in uniformly enforcing tax laws. May also assign, review, and coordinate work of lower level tax collectors.  Technical COMPUTER OPERATOR  Computer Operator I  (4612: Computer operator) Monitors and operates the control console of either a mainframe digital computer or a group of minicomputers, in accordance with operating instructions, to process data. Work is characterized by the following:  Receives on-the-job training in operating the control console (sometimes augmented by classroom training). Works under close personal supervision and is provided detailed written or oral guidance before and during assignments. As instructed, resolves common operating problems. May serve as an assistant operator worlcing under close supervision or performing a portion of a more senior operator's work.  Studies operating instructions to determine equipment setup needed;   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-28  Computer Operator II  DRAFTER (372: Drafting occupation)  Processes scheduled routines which present few difficult operating problems (e.g., infrequent or easily resolved error conditions). In response to computer output instructions or error conditions, applies standard operating or corrective procedure. Refers problems which do not respond to preplanned procedure. May serve as an assistant operator, worlcing under general supervision.  Computer Operator Ill Processes a range of scheduled routines. In addition to operating the system and resolving common error conditions, diagnoses and acts on machine stoppage and error conditions not fully covered by existing.procedures and guidelines (e.g., resetting switches and other controls or making mechanical adjustments to maintain or restore equipment operations). In response to computer output instructions or error conditions, may deviate from standard procedures if standard procedures do not provide a solution. Refers problems which do not respond to corrective procedures.  Performs drafting worlc, manually or using a computer, requiring knowledge and skill in drafting methods, procedures, and techniques. Prepares drawings of structures, facilities, land profiles, water systems, mechanical and electrical equipment, pipelines, duct systems, and similar equipment, systems, and assemblies. Drawings are used to communicate engineering ideas, designs, and information. Uses recognized systems of symbols, legends, shadings. and lines having specific meanings in drawings. Excluded are:  a.  Designers using technical knowledge and judgment to conceive, plan, or modify designs;  b.  lliustrators or graphic artists using artistic ability to prepare illustrations;  c.  Office drafters preparing charts, diagrams, and room arrangements to depict statistical and administrative data;  d.  Cartographers preparing maps and charts primarily using a technical knowledge of cartography;  e.  Positions below level I; workers in these trainee positions either (1) trace or copy finished drawings under close supervision or (2) receive instruction in the elementary methods and techniques of drafting; and  f.  Supervisors.  Computer Operator IV Adapts to a variety of nonstandard problems which require extensive operator intervention (e.g .• frequent introduction of new programs. applications, or procedures). In response to computer output instructions or error conditions, chooses or devises a course of action from among several alternatives and alters or deviates from standard procedures if standard procedures do not provide a solution (e.g. reassigning equipment in order to worlc around faulty equipment or transfer channels); then refers problems. Typically. completed work is submitted to users without supervisory review.  Computer Operator V Positions are classified into levels based on the follo~g definitions. Resolves a variety of difficult operating problems (e.g., making unusual equipment connections and rarely used equipment and channel configurations to direct processing through or around problems in equipment, circuits, or channels or reviewing test run requirements and developing unusual system configurations that will allow test programs to process without interfering with on-going job requirements). In response to computer output instructions and error conditions or to avoid loss of information or to conserve computer time, operator deviates from standard procedures. Such actions may materially alter the computer unit's production plans. May spend considerable time away from the control station providing technical assistance to lower level operators and assisting programmers, systems analysts, and subject matter specialists in resolving problems.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Drafter I Prepares drawings of simple, easily visualized structures, systems, parts or equipment from sketches or marked-up prints. Selects appropriate templates or uses a compass and other equipment needed to complete assignments. Drawings fit familiar patterns and present few technical problems. Supervisor provides detailed instructions on new assignments, gives guidance when questions arise, and reviews completed work for accuracy. Typical assignments include: From marked-up prints, revises the original drawings of a plumbing system by increasing pipe diameters.  B-29  From sketches, draws building floor plans, determining size, spacing, and arrangement of freehand lettering according to scale.  technical guides. Independently resolves most of the problems encountered. Supervisor or design originator may suggest methods of approach or provide advice on unusually difficult problems. Typical assignments include:  Draws simple land profiles from predetermined structural dimensions and reduced survey notes. Traces river basin maps and enters symbols to denote stream sampling locations, municipal and industrial waste discharges, and water supplies.  From layouts or sketches, prepares complete sets of drawings of test equipment to be manufactured. Several cross-sectional and subassembly drawings are required. From information supplied by the design originator and from technical handbooks and manuals, describes dimensions, tolerances, fits, fabrication techniques, and standard parts to use in manufacturing the equipment.  Drafter II Prepares various drawings of such units as construction projects or parts and assemblies, including various views, sectional profiles, irregular or reverse curves, hidden lines, and small or intricate details. Worlc requires use of most of the conventional drafting techniques and a working knowledge of the terms and procedures of the occupation. Makes arithmetic computations using standard formulas. Familiar or recurring work is assigned in general terms. Unfamiliar assignments include information on methods, procedures, som:ces of information, and precedents to follow. Simple revisions to existing drawings may be assigned with a verbal explanation of the desired results. More complex revisions are produced from sketches or specifications which clearly depict the desired product. Typical assignments include:  From electronic schematics, information as to maximum size, and manuals giving dimensions of standard parts, determines the arrangement and prepares drawings of printed circuit boards. From precedents, drafting standards, and established practices, prepares final construction drawings for floodgates, navigation locks, dams, bridges, culverts, levees, channel excavations, dikes, and berms; prepares boring profiles, typical cross-sections, and land profiles; and delineates related topographical details as required. Prepares final drawings for street paving and widening or for water and sewer lines having complex trunk lines; reduces field notes and calculates true grades. From engineering designs, lays out plan, profile and detail appurtenances required; notifies supervisor of conflicting details in design.  From a layout and manual references, prepares several views of a simple gear system. Obtains dimensions and tolerances from manuals and by measuring the layout. Draws base and elevation views, sections, and details of new bridges or other structures; revises complete sets of roadway drawings for highway construction projects; or prepares block maps, indicating water and sewage line locations. Prepares and revises detail and design drawings for such projects as the construction and installation of electrical or electronic equipment, plant wiring, and the manufacture and assembly of printed circuit boards. Drawings typically include details of mountings, frames, guards, or other accessories; conduit layouts; or wiring diagrams indicating transformer sizes, conduit locations and mountings.  Drafter Ill Prepares complete sets of complex drawings which include multiple views, detail drawings, and assembly drawings. Drawings include complex design features that require considerable drafting skill to visualize and portray. Assignments regularly require the use of mathematical formulas to draw land contours or to compute weights, center of gravity, load capacities, dimensions, quantities of material, etc. Worlcs from sketches, models, and verbal information supplied by an engineer, architect, or designer to determine the most appropriate views, detail drawings, and supplementary information needed to complete assignments. Selects required information from precedents, manufacturers' catalogs, and   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Note:  Excludes drafters performing worlc of similar difficulty to that described at this level but who provide support for a variety of organizations which have widely differing functions or requirements.  Drafter IV Worlcs closely with design originators, preparing drawings of unusual, complex, or original designs which require a high degree of precision. Performs unusually difficult assignments requiring considerable initiative, resourcefulness, and drafting expertise. Assures that anticipated problems in manufacture, assembly, installation, and operation are resolved by the drawings produced Exercises independent judgment in selecting and interpreting data based on a knowledge of the design intent. Although worlcing primarily as a drafter, may occasionally interpret general designs prepared by others to complete minor details. May provide advice and guidance to lower level drafters or serve as coordinator and planner for large and complex drafting projects.  ENGINEERING TECHNICIAN (371: Engineering technologist and technicians) To be covered by these definitions, employees must meet all of the following criteria:  B- 30  1.  Provides semiprofessional technical support for engineers working in such areas as research, design, development, testing, or manufacturing process improvement.  2.  Work pertains to electrical, electronic, or mechanical components or equipment.  3.  Required to have some practical knowledge of science or engineering; some positions may also require a practical knowledge of mathematics or computer science.  Gathers and maintains specified records of engineering data such as tests, drawings, etc.; performs computations by substituting numbers in specified formulas; plots data and draws simple curves and graphs.  Engineering Technician II  Included are worlcers who prepare design drawings and assist with the design, evaluation, and/or modification of machinery and equipment. Excluded are: a.  Production and maintenance worlcers, including worlcers engaged in calibrating, repairing, or maintaining electronic equipment (see Maintenance Electronics Technician);  b.  Model makers and other craft worlcers;  c.  Quality control technicians and testers;  d.  Chemical and other nonengineering laboratory technicians;  e.  Civil engineering technicians and drafters;  f.  Positions (below level I) which are limited to simple tasks such as: Measuring items or regular shapes with a caliper and computing cross-sectional areas; identifying, weighing, and marking easy-to identify items; or recording simple instrument readings at specified intervals; and  Performs standardized or prescribed assignments involving a sequence of related operations. Follows standard worlc methods on recurring assignments but receives explicit instructions on unfamiliar assignments. May become familiar with the operation and design of equipment and with maintenance procedures and standards. Technical adequacy of routine worlc is reviewed on completion; nonroutine work may also be reviewed in progress. Performs at this level one or a combination of such typical duties as: Following specific instructions, assembles or constructs simple or standard equipment or parts; may service or repair simple instruments or equipment; Conducts a variety of tests using established methods. Prepares test specimens, adjusts and operates equipment, and records test data, pointing out deviations resulting from equipment malfunction or observational errors. Extracts engineering data from various prescribed but nonstandardized sources; processes the data following well-defined methods including elementary algebra and geometry; presents the data in prescribed form.  Engineering Technician Ill  g.  Engineers required to apply a professional knowledge of engineering theory and principles.  Performs assignments that are not completely standardized or prescribed. Selects or adapts standard procedures or equipment, using precedents that are not fully applicable. Receives initial instruction, equipment requirements, and advice from supervisor or engineer as needed; performs recurring work independently; work is reviewed for technical adequacy or conformity with instructions. Performs at this level one or a combination of such typical duties as:  Engineering Technician I  Constructs components, subunits, or simple models and adapts standard equipment. May troubleshoot and correct malfunctions requiring simple solutions.  Performs simple routine tasks under close superv1S1on or from detailed procedures. Work is checked in progress or on completion. Performs one or a combination of such typical duties as:  Follows specific layout and scientific diagrams to construct and package simple devices and subunits of equipment.  Assembles or installs equipment or parts requiring simple wiring, soldering, or connecting.  Conducts various tests or experiments which may require minor modifications in test setups or procedures as well as subjective judgments in measurement; selects, sets up, and operates standard test equipment and records test data.  Performs simple or routine tasks or tests such as tensile or hardness tests; operates and adjusts simple test equipment; records test data.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 31  Extracts and compiles a variety of engineering data from field notes, manuals, lab reports, etc.; processes data, identifying errors or inconsistencies; selects methods of data presentation.  outlines objectives, requirements, and design approaches; completed work is reviewed for technical adequacy and satisfaction of requirements. May train and be assisted by lower level technicians. Performs at this level one or a combination of such typical duties as:  Assists in design modification by compiling data related to designs, specifications, and materials which are pertinent to specific items of equipment or component parts. Develops information concerning previous operational failures and modifications. Uses judgment and initiative to recognize inconsistencies or gaps in data and seek sources to clarify information.  Designs, develops, and constructs major units, devices, or equipment; conducts tests or experiments; analyzes results and redesigns or modifies equipment to improve performance; and reports results. From general guidelines and specifications (e.g., size or weight requirements), develops designs for equipment without critical perfonnance requirements which are difficult to satisfy such as engine parts, research instruments, or special purpose circuitry. Analyzes technical data to determine applicability to design problems; selects from several possible design layouts; calculates design data; and prepares layouts, detailed specifications, parts lists, estimates, procedures, etc. May check and analyze drawings or equipment to determine adequacy of drawings and design.  Engineering Technician IV Performs nonroutine assignments of substantial variety and complexity, using operational precedents which are not fully applicable. Such assignments, which are typically parts of broader assignments, are screened to eliminate unusual design problems. May also plan such assignments. Receives technical advice from supervisor or engineer; worlc is reviewed for technical adequacy (or conformity with instructions). May be assisted by lower level technicians and have frequent contact with professionals and others within the establishment. Performs at this level one or a combination of such typical duties as: Develops or reviews designs by extracting and analyzing a variety of engineering data. Applies conventional engineering practices to develop, prepare, or recommend schematics, designs, specifications, electrical drawings, and parts lists. Examples of designs include: detailed circuit diagrams; hardware fittings or test equipment involving a variety of mechanisms; conventional piping systems; and building site layouts. Conducts tests or experiments requiring selection and adaptation or modification of a wide variety of critical test equipment and test procedures; sets up and operates equipment; records data, measures and records problems of significant complexity that sometimes require resolution at a higher level; and analyzes data and prepares test reports.  Plans or assists in planning tests to evaluate equipment performance. Determines test requirements, equipment modification, and test procedures; conducts tests using all types of instruments, analyzes and evaluates test results, and prepares reports on findings and recommendations.  Engineering Technician VI Independently plans and accomplishes complete projects or studies of broad scope and complexity. Or serves as an expert in a narrow aspect of a particular field of engineering, e.g., environmental factors affecting electronic engineering. Complexity of assignments typically requires considerable creativity and judgment to devise approaches to accomplish work, resolve design and operational problems, and make decisions in situations where standard engineering methods, procedures, and techniques may not be applicable. Supervisor or professional engineer provides advice on unusual or controversial problems or policy matters; completed worlc is reviewed for compliance with overall project objectives. May supervise or train and be assisted by lower level technicians. Performs, at this level, one or a combination of such typical duties as:  Applies methods outlined by others to limited segments of research and development projects; constructs experimental or prototype models to meet engineering requirements; conducts tests or experiments and redesigns as necessary; and records and evaluates data and reports findings.  Prepares designs and specifications for various complex equipment or systems (e.g., a heating system in an office building, or new electronic components such as solid state devices for instrumentation equipment). Plans approach to solve design problems; conceives and recommends new design techniques; resolves design problems with contract personnel, and assures compatibility of design with other parts of the system.  Engineering Technician V Performs nonroutine and complex assignments involving responsibility for planning and conducting a complete project of relatively limited scope or a portion of a larger and more diverse project. Selects and adapts plans, techniques, designs, or layouts. Contacts personnel in related activities to resolve problems and coordinate the work; reviews, analyzes, and integrates the technical worlc of others. Supervisor or professional engineer   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Designs and coordinates test set ups and experiments to prove or disprove the feasibility of preliminary design; uses untried and untested mea$urement techniques; and improves the performance of the equipment. May advise equipment users on redesign to solve unique operational deficiencies.  8- 32  Positions are classified into levels on the basis of the following definitions. Plans approach and conducts various experiments to develop equipment or systems characterized by (a) difficult performance requirements because of conflicting attributes such as versatility, size, and ease of operation; or (b) unusual combination of techniques or components. Arranges for fabrication of pilot models and determines test procedures and design of special test equipment.  Engineering Technician, Clvll or Survey Technician/Construction Inspector I Performs simple, routine tasks under close supervision or from detailed procedures. Worlc is checked in progress and on completion. Performs a variety of such typical duties as:  ENGINEERING TECHNICIAN, CIVIL OR SURVEY TECHNICIAN/CONSTRUCTION INSPECTOR  Data compilation - compiles engineering data from tests, drawings, specifications or field notes; performs arithmetic computations by substituting values in specified formulas; plots data and draws simple curves and graphs.  (1472: Construction inspector) (3733: Surveying technician)  Testing - conducts simple or repetitive tests on soils, concrete and aggregates; e.g. sieve analysis, slump tests and moisture content determination.  Provides semiprofessional support to engineers or related professionals engaged in the planning, design, management, or supervision of the construction (or alteration) of such structures as buildings, streets and highways, airports, sanitary systems, or flood control systems. Applies knowledge of the methods, equipment, and techniques of several of the following support functions:  Surveying - performs routine and established functions such as holding range poles or rods where special procedures are required or directing the placement of surveyor's chain or tape and selecting measurement points.  Data compilation and analysis/design and specification - gathering, tabulating and/or analyzing hydrologic and meteorologic information, quantities of materials required, traffic patterns, or other engineering data; preparing detailed site layouts and specifications; and reviewing and analyzing design drawings for feasibility, performance, safety, durability, and design content. Testing - measuring the physical characteristics of soil, rock, concrete or other construction materials to determine methods and quantities required or to comply with safety and quality standards; Surveying - measuring or determining distances, elevations, areas, angles, land boundaries or other features of the earth's surface; or  Constr~tion inspection - makes simple measurements and observations; may make preliminary recommendations concerning the acceptance of materials or workmanship in clear-cut situations.  Engineering Technician, Civil or Survey Technician/Construction Inspector II Performs standard or prescribed assignments involving a sequence of related operations. Follows standard worlc methods and receives detailed instructions on unfamiliar assignments. Technical adequacy of routine work is assessed upon completion; nonroutine work is reviewed in progress. Performs a variety of such typical duties as:  Construction inspection and monitoring - performing on-site inspection of construction projects to determine conformance with contract specifications and building codes. Levels V and VI include positions responsible for monitoring and controlling construction projects.  Data compilation and analysis - compiles and examines a variety of data required by engineers for project planning (e.g., hydrologic and sedimentation data; earthworlc quantities), applying simple algebraic or geometric formulas. Testing - conducts a variety of standard tests on soils, concrete and aggregates, e.g., determines the liquid and plastic limits of soils or the flexural and compressive strength, air content and elasticity of concrete. Examines test results and explains unusual findings.  Excluded are building, electrical, and mechanical inspectors; construction, maintenance, and craft workers; chemical or other physical science technicians; engineers required to apply professional rather than technical knowledge of engineering to their worlc; and technicians not primarily concerned with civil or construction engineering.  Surveying - applies specialized knowledge, skills or judgment to a varied and complex sequence of standard operations, e.g., surveys small land areas using rod, tape and hand level to estimate volume to be excavated; or records data requiring numerous calculations.  Also excluded are technicians below level I whose work is limited to very simple and routine tasks, such as identifying, weighing and marking easy-to-identify items or recording simple instrument readings at specified intervals.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B-33  Construction inspection - Applies a variety of techniques in inspecting less complex projects, e.g., the quality, quantity, and placement of gravel for road construction; excavations; and concrete footings for structures. Determines compliance with plans and specifications. May assist in inspecting more complex projects.  Engineering Technician, Clvll or Survey Technician/Construction Inspector Ill  Engineering Technician, Clvll or Survey Technician/Construction Inspector IV Plans and performs nonroutine assignments of substantial variety and complexity. Selects appropriate guidelines to resolve problems which are not fully covered by precedents. Petforms recurring work independently, receiving technical advice as needed. Petforms a variety of such typical duties as:  Design and specification - prepares site layouts for projects from such information as design criteria, soil conditions, existing buildings, topography and survey data; sketches plans for grading sites; and makes preliminary cost estimates from established unit prices. OR Reviews and develops plans, specifications, and cost estimates for standard modifications to the interior system (e.g. electrical) of a small, conventional building.  Performs assignments which include nonstandard applications, analyses or tests; or the use of complex instruments. Selects or adapts standard procedures using fully applicable precedents. Receives initial instructions, requirements and advice as needed; performs recurring work independently. Work is reviewed for technical adequacy and conformance with instructions. Performs a variety of such typical duties as:  Data compilation and analysis - applies knowledge and judgment in selecting sources, evaluating data and adapting methods, e.g., computes, from file notes, quantities of materials required for roads which include retaining walls and culverts; plots profiles, cross sections and drainage areas for a small earthwork dam.  Testing - conducts tests which require the selection and substantial modification of equipment and procedures. Recognizes and interprets subtle, i.e., fluctuating, test reactions. Surveying - makes exacting measurements under difficult conditions e.g., leads detached observing unit on surveys involving unusually heavy urban, rail or highway traffic; serves as party chief on conventional construction, property, topographical, hydrographic or geodetic surveys. Excluded are party chiefs responsible for unusually difficult or complex surveys.  Design and specification - assists in preparing plans and layouts for modifying specific structures, systems, or components by compiling pertinent design, specifications, and survey data. From detailed notes and instructions, prepares simple sketches or drawings for excavation, embankment, or structures to assist survey team in staking out worlc and in computing quantities.  Construction inspection - performs inspections for a variety of complete projects of limited size and complexity or a phase of a larger project, e.g., conventional one or two story concrete and steel buildings; parlc and forest road construction limited to clearing, grading and drainage. Interprets plans and specifications, resolves differences between plans and specifications, and approves minor deviations in methods which conform to established precedents.  Testing - conducts tests for which established procedures and equipment require either adaptation or the construction of auxiliary devices. Uses judgment to interpret precise test results. Surveying - uses a variety of complex instruments to measure angles and elevations, applying judgment and skill in selecting and describing field information. Assignments include: recording complete and detailed descriptive data and providing sketches of relief, drainage and culture; or running short traverse lines from specified points along unobstructed routes. Construction inspection - independently inspects standard procedures, items or operations of limited difficulty, e.g., slope, embankment, grading, moisture content, earthworlc compaction, concrete forms, reinforcing rods or simple batching and placement of concrete on road construction.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Engineering Technician, Clvll or Survey Technician/Construction Inspector V Petforms nonroutine and complex assignments involving responsibility for planning and conducting a complete project of limited scope or a portion of a larger, more complex project. Selects and adapts techniques, designs, or layouts. Reviews, analyzes and interprets the technical work of others. Completed work is reviewed for technical adequacy. Recommendations for major changes or costly alterations to basic designs are approved by supervisor. Performs a variety of such typical duties as:  B- 34  Design and specification - prepares plans and specifications for major projects such as roads and airport runways, bridge spans, highway structures, or electrical distribution systems. Applies established engineering practice; calculates dimensions, elevations, and quantities; and selects and adapts precedents to meet specific requirements. Applies applicable standards and guidelines in resolving design problems; refers difficult or novel requirements to supervisor. Construction inspection - Inspects projects of unusual difficulty and complexity, e.g., large multi-story hospitals or laboratories which include sophisticated electrical and mechanical equipment; airport runways for jet aircraft with exacting requirements. Independently interprets plans and specifications to resolve complex construction problems. Construction monitoring - Monitors progress of specialized phases of construction projects. For example, develops or revises specifications for clearing land for excavation; and building access roads, utilities, construction offices, testing facilities, and maintenance and storage facilities. OR Investigates prospective contractor's capabilities, operating methods, and equipment; or reviews contractor's cost estimates and operating reports for use in computing periodic payments.  Protective Service CORRECTIONS OFFICER (5133: Correctional institution officer) Maintains order among inmates in a State prison or local jail. Performs routine duties in accordance with established policies, regulations, and procedures to guard and supervise inmates in cells, at meals, during recreation, and on worlc assignments. May, if necessary, employ weapons or force to maintain discipline and order. Typical duties include: Taking periodic inmate counts; searching inmates and cells for contraband articles; inspecting locks, window bars, grills, doors, and grates for tampering; aiding in prevention of escapes and taking part in searches for escaped inmates; and escorting inmates to and from different areas for questioning, medical treatment, worlc, and meals. May act as outside or wall guard, usually on rotation. Excluded are:  a.  Worlcers receiving on-the-job training in basic correctional officer activities; and  b.  Positions responsible for providing counselling or rehabilitation services to inmates.  FIREFIGHTER  Engineering Technician, Clvll or Survey Technician/Construction Inspector VI Independently plans and accomplishes complete conventional projects or serves as an expert in a narrow aspect of a civil engineering field. Applies creativity and judgment to plan projects, resolve design problems, and adapt equipment, procedures, or techniques. Recommendations, plans, designs, and reports are reviewed for general adequacy and soundness of engineering judgment. Supervisor provides advice on unusual or controversial problems or policy matters. May direct or train lower level technicians.  (5123: Firefighting occupation) As a full-time paid member of the fire department, combats, extinguishes, and prevents fires and performs rescue operations in structural and airfield environments. Performs maintenance on own equipment and quarters. Wears protective clothing and breathing devices; drives fire and crash equipment; and operates a variety of firefighting equipment such as hoses, extinguishers, ladders and axes. May hold national certification as an Emergency Medical Technician. Excluded are:  Design and specification - Develops cost estimates for competitive bidding for a variety of multiple-use construction projects. Determines the construction processes involved, along with coordination and scheduling requirements. Compares types and capacities of construction equipment and calculates detailed cost estimates. OR Prepares designs and specifications for various utility systems of complex facilities; resolves design problems by adapting precedents or developing new design features. Construction inspection and monitoring - Inspects and monitors progress of multi-use construction projects typically requiring more than a year for completion. Uses a knowledge of construction systems, practices, and processes to determine if projects are progressing according to contract requirements and organizational policies.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  a.  Fire academy cadets;  b.  Positions receiving additional compensation for driving and operating structural pumpers and crash vehicles; and  c.  Worlc leaders and supervisors.  POLICE OFFICER, UNIFORMED (5132: Police and detective, public service) Enforces laws established for the protection of persons and property, by detaining, arresting, interrogating, and incarcerating suspected violators, and appearing as a witness  B- 35  at trials. armed.  Work is performed in uniform or civilian clothes and officers are typically  Excluded are:  reports, lists, calculations, postings, etc.; preparing journal vouchers; or making entries or adjustments to accounts.  a.  Supeivisory positions;  b.  Criminal investigators;  c.  Police detectives and specialists performing duties above those described for Police Officer Il;  Levels I and Il require a basic knowledge of routine clerical methods and office practices and procedures as they relate to the clerical processing and recording of transactions and accounting information. Levels ill and IV require a knowledge and understanding of the established and standardized bookkeeping and accounting procedures and techniques used in an accounting system, or a segment of an accounting system, where there are few variations in the types of transactions handled. In addition, some jobs at each level may require a basic knowledge and understanding of the terminology, codes, and processes used in an automated accounting system.  d.  Positions requiring the operation of an aircraft: and  Clerk, Accounting I  e.  Police academy cadets and positions receiving on-the-job training and experience in basic police activities.  Performs very simple and routine accounting clerical operations, for example, recognizing and comparing easily identified numbers and codes on similar and repetitive accounting documents, verifying mathematical accuracy, and identifying discrepancies and bringing them to the supervisor's attention. Supervisor gives clear and detailed instructions for specific assignments. Employee refers to supeivisor all matters not covered by instructions. Worlc is closely controlled and reviewed in detail for accuracy, adequacy, and adherence to instructions.  Pollce Officer, Uniformed I Carries out general and specific assignments from superior officers in accordance with established rules and procedures. Maintains order, enforces laws and ordinances, and protects life and property in an assigned patrol district or beat by performing a combination of such duties as: patrolling a specific area on foot or in a vehicle; directing traffic; issuing traffic summonses; investigating accidents; apprehending and arresting suspects; processing prisoners; and protecting scenes of major crimes. May participate with detectives or investigators in conducting surveillance operations.  Pollce Officer, Uniformed II In addition to the basic police duties described at level I, receives additional compensation to specialize in one or more activities, such as: canine patrol; special reaction teams (e.g., special weapons assault team, special operations reaction team); juvenile cases; hostage negotiations; and participating in investigations (e.g., stakeout, suiveillance) or other enfoICement activities requiring specialized training and skills.  Clerical CLERK, ACCOUNTING (4712: Bookkeeper and accounting and auditing clerlc) Performs one or more accounting tasks, such as posting to registers and ledgers; balancing and reconciling accounts; verifying the internal consistency, completeness, and mathematical accuracy of accounting documents; assigning prescribed accounting distribution codes; examining and verifying the clerical accuracy of various types of   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Clerk, Accounting II Performs one or more routine accounting clerical operations, such as: exammmg, verifying, and correcting accounting transactions to ensure completeness and accuracy of data and proper identification of accounts, and checking that expenditures will not exceed obligations in specified accounts; totaling, balancing, and reconciling collection vouchers; posting data to transaction sheets where employee identifies proper accounts and items to be posted: and coding documents in accordance with a chart (listing) of accounts. Employee follows specific and detailed accounting procedures. Completed work is reviewed for accuracy and compliance with procedures.  Clerk, Accounting Ill Uses a knowledge of double entry bookkeeping in performing one or more of the following: posts actions to journals, identifying subsidiary accounts affected and debit and credit entries to be made and assigning proper codes; reviews computer printouts against manually maintained journals, detecting and correcting erroneous postings, and preparing documents to adjust accounting classifications and other data; or reviews lists of transactions rejected by an automated system, determining reasons for rejections, and preparing necessary correcting material. On routine assignments, employee selects and applies established procedures and techniques. Detailed instructions are provided for difficult or unusual assignments. Completed work and methods used are reviewed for technical accuracy.  B- 36  Clerk, Accounting IV  Clerk, General I  Maintains journals or subsidiary ledgers of an accounting system and balances and reconciles accounts. Typical duties include one or both of the following: reviews invoices and statements (verifying information, ensuring sufficient funds have been obligated, and if questionable, resolving with the submitting unit, determining accounts involved, coding transactions, and processing material through data processing for application in the accounting system); and/or analyzes and reconciles computer printouts with operating unit reports (contacting units and researching causes of discrepancies, and taking action to ensure that accounts balance). Employee resolves problems in recurring assignments in accordance with previous training and experience. Supervisor provides suggestions for handling unusual or nonrecurring transactions. Conformance with requirements and technical soundness of completed work are reviewed by the supervisor or are controlled by mechanisms built into the accounting system.  Follows a few clearly detailed procedures in performing simple repetitive tasks in the same sequence, such as filing precoded documents in a chronological file or operating office equipment, e.g., mimeograph, photocopy, addressograph or mailing machine.  Note:  Excluded from level N are positions responsible for maintaining either a general ledger or a general ledger in combination with subsidiary accounts.  CLERK,GENERAL (463: General office occupation) Performs a combination of clerical tasks to support office, business, or administrative operations, such as: maintaining records; receiving, preparing, or verifying documents; searching for and compiling information and data; responding to routine requests with standard answers (by phone, in person, or by correspondence). The work requires a basic knowledge of proper office procedures. Workers at levels L II, and III follow prescribed procedures or steps to process paperwork; they may perform other routine office support work, (e.g., typing, filing, or operating a keyboard controlled data entry device to transcribe data into a· form suitable for data processing). Workers at level N are also required to make decisions about the adequacy and content of transactions handled in addition to following proper procedures. Clerical work is controlled (e.g., through spot checks, complete review, or subsequent processing) for both quantity and quality. Supervisors (or other employees) are available to assist and advise clerks on difficult problems and to approve their suggestions for significant deviations from existing instructions.  Excluded from this definition are: workers whose pay is primarily based on the performance of a single clerical duty such as typing, stenography, office machine operation, or filing; and other workers, such as secretaries, messengers, receptionists or public information specialists who perform general clerical tasks incidental to their primary duties.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Clerk, General II Follows a number of specific procedures in completing several repetitive clerical steps performed in a prescribed or slightly varied sequence, such as coding and filing documents in an extensive alphabetical file, simple posting to individual accounts, opening mail, opening mail through metering machines, and calculating and posting charges to departmental accounts. Little or no subject-matter knowledge is required, but the clerk needs to choose the proper procedure for each task.  Clerk, General Ill Work requires a familiarity with the terminology of the office unit. Selects appropriate methods from a wide variety of procedures or makes simple adaptations and inteipretations of a limited number of substantive guides and manuals. The clerical steps often vary in type or sequence, depending on the task. Recognized problems are referred to others. Typical duties include a combination of the following: maintaining time and material records, talcing inventory of equipment and supplies, answering questions on departmental services and functions, operating a variety of office machines, posting to various books, balancing a restricted group of accounts to controlling accounts, and assisting in preparation of budgetary requests. May oversee work of lower level clerks.  Clerk, General IV Uses some subject-matter knowledge and judgment to complete assignments consisting of numerous steps that vary in nature and sequence. Selects from alternative methods and refers problems not solvable by adapting or inteipreting substantive guides, manuals, or procedures. Typical duties include: assisting in a variety of administrative matters; maintaining a wide variety of financial or other records; verifying statistical reports for accuracy and completeness; and handling and adjusting complaints. May also direct lower level clerks. Positions above level N are excluded. Such positions (which may include supervisory responsibility over lower level clerks) require workers to use a thorough knowledge of an  B- 37  office's worlc and routine to: 1) choose among widely varying methods and procedures to process complex transactions; and 2) select or devise steps necessary to complete assignments. Typical jobs covered by this exclusion include administrative assistants, clerical supervisors, and office managers.  CLERK,ORDER (4664: Order clerlc) Receives written or verbal customers' purchase orders for material or merchandise from customers or sales people. Work typically involves some combination of the following duties: quoting prices; determining availability of ordered items and suggesting substitutes when necessary; advising expected delivery date and method of delivery; recording order and customer information on order sheets; checking order sheets for accuracy and adequacy of information recorded; ascertaining credit rating of customer; furnishing customer with acknowledgment of receipt of order; following up to see that order is delivered by the specified date or to let customer know of a delay in delivery; maintaining order file; checking shipping invoice against original order. Exclude workers paid on a commission basis or whose duties include any of the following : receiving orders for services rather than for material or merchandise; providing customers with consultative advice using knowledge gained from engineering or extensive technical training; emphasizing selling skills; handling material or merchandise as an integral part of the job. Positions are classified into levels according to the following definitions:  Clerk, Order I Handles orders involving items which have readily identified uses and applications. May refer to a catalog, manufacturer's manual, or similar document to insure that proper item is supplied or to verify price of ordered item.  Clerk, Order II Handles orders that involve making judgments such as choosing which specific product or material from the establishment's product lines will satisfy the customer's needs, or determining the price to be quoted when pricing involves more than merely referring to a price list or making some simple mathematical calculations.  Key Entry Operator I Worlc is routine and repetitive. Under close supervision or following specific procedures or detailed instructions, works from various standardized source documents which have been coded and require little or no selecting, coding, or interpreting of data to be entered. Refers to supervisor problems arising from erroneous items, codes, or missing information.  Key Entry Operator II Worlc requires the application of experience and judgment in selecting procedures to be followed and in searching for, interpreting, selecting, or coding items to be entered from a variety of source documents. On occasion may also perform routine work as described for level l  Note:  Excluded are operators above level II using the key entry controls to access, read, and evaluate the substance of specific records to take substantive actions, or to make entries requiring a similar level of knowledge.  PERSONNEL ASSISTANT (Employment) (4692: Personnel clerlc, except payroll and timekeeper) Personnel assistants (employment) provide clerical and technical support to personnel professionals or managers in internal matters relating to recruiting, hiring, transfer, change in pay status, and termination of employees. At the lower levels, assistants primarily provide basic information to current and prospective employees, maintain personnel records and information listings, and prepare and process papers on personnel actions (hires, transfers, changes in pay, etc.). At the higher levels, assistants may perform limited aspects of a personnel professional's work, e.g., interviewing candidates, recommending placements, and preparing personnel reports. Final decisions on personnel actions are made by personnel professionals or managers. Some assistants may perform a limited amount of work in other specialties, such as benefits, compensation, or employee relations. Typing may be required at any level.  Excluded are: a.  Worlcers who primarily compute and process payrolls or compute and/or respond to questions on benefits or retirement claims;  b.  Worlcers who receive additional pay primarily for maintaining and safeguarding personnel record files;  c.  W orlcers whose duties do not require a knowledge of personnel rules and procedures, such as receptionists, messengers, typists, or stenographers;  d.  Worlcers in positions requiring a bachelor's degree;  KEY ENTRY OPERATOR (4793: Data entry keyer) Operates keyboard-controlled data entry device such as keypunch machine or keyoperated magnetic tape or disc encoder to transcribe data into a form suitable for computer processing. Work requires skill in operating an alphanumeric keyboard and an understanding of transcribing procedures and relevant data entry equipment. Positions are classified into levels on the basis of the following definitions:   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 38  e.  Workers who are primarily compensated for duties outside the employment specialty, such as benefits, compensation, or employee relations; and  supplied on job applications; may maintain personnel records; and may administer typing and stenography tests.  f.  Positions above level N. Workers in these excluded positions perform duties which are similar to level N, but which are more complicated because they include limited aspects of professional personnel worlc for a variety of conventional and stable occupations.  Completes routine assignments independently. Detailed guidance is available for situations which deviate from established precedents. Clerlcs/assistants are relied upon to alert higher level clerks/assistants or supervisor to such situations. Work may be spot checked periodically.  Positions are classified into levels on the basis of the following definitions. The work described is essentially at a responsible clerical level at the low levels and progresses to a staff assistant or technician level. At level Ill, which is transitional, both types of worlc are described. Jobs which match either type of work described at level Ill, or which are combinations of the two, can be matched.  Personnel Assistant (Employment) I Performs routine tasks which require a knowledge of personnel procedures and rules, such as: providing simple employment information and appropriate lists and forms to applicants or employees on types of jobs being filled, procedures to follow, and where to obtain additional information; ensuring that the proper forms are completed for name changes, locator information, applications, etc. and reviewing completed forms for signatures and proper entries; or maintaining personnel records, contacting appropriate sources to secure any missing items, and posting items such as dates of promotions, transfer, and hire, or rates of pay or personal data. (If this information is computerized, skill in coding or entering information may be needed as a minor duty.) May answer outside inquiries for simple factual information, such as verification of dates of employment in response to telephone credit checks on employees. Some receptionist or other clerical duties may be performed. May be assigned worlc to provide training for a higher level position. Detailed rules and procedures are available for all assignments. Guidance and assistance on unusual questions are available at all times. W orlc is spot checked, often on a daily basis.  Personnel Assistant (Employment) II Examines and/or processes personnel action documents using experience in applying personnel procedures and policies. Ensures that information is complete and consistent and determines whether further discussion with applicants or employees is needed or whether personnel information must be checked against additional files or listings. Selects appropriate precedents, rules, or procedures from a number of alternatives. Responds to varied questions from applicants, employees, or managers for readily available information which can be obtained from file material or manuals; responses require skill to secure cooperation in correcting improperly completed personnel documents or to explain regulations and procedures. May provide information to managers on availability of applicants and status of hiring actions; may verify employment dates and places   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Personnel Assistant (Employment) Ill TypeA Serves as a clerical expert in independently processing the most complicated types of personnel actions, e.g., temporary employment, rehires, and dismissals and in providing information when it is necessary to consolidate data from a number of sources, often with short deadlines. Screens applications for obvious rejections. Resolves conflicts in computer listings or other sources of employee information. Locates lost documents or reconstructs information using a number of sources. May check references of applicants when information in addition to dates and places of past work is needed, and judgment is required to ask appropriate routine follow-up questions. May provide guidance to lower level clerks. Supervisory review is similar to level II. AND/OR  TypeB Performs routine personnel assignments beyond the clerical level, such as: orienting new employees to programs, facilities, rules on time and attendance, and leave policies; computing basic statistical information for reports on manpower profiles, EEO progress and accomplishments, hiring activities, attendance and leave profiles, turnover, etc.; and screening applicants for well-defined positions, rejecting those who do not qualify for available openings for clear cut reasons, refening others to appropriate employment interviewer. Guidance is provided on possible sources of information, methods of work, and types of reports needed. Completed written work receives close technical review from higher level personnel office employees; other worlc may be checked occasionally.  Personnel Assistant (Employment) IV Performs work in support of personnel professionals which requires a good worlcing knowledge of personnel procedures, guides, and precedents. In representative assignments: interviews applicants, obtains references, and recommends placement of applicants in a few well-defined occupations (trades or clerical) within a stable organization or unit; conducts post-placement or exit interviews to identify job adjustment problems or reasons for leaving the organization; performs routine statistical analyses related to manpower, EEO, hiring, or other employment concerns, e.g., compares one set of data to another set as instructed; and requisitions applicants through employment  B-39  agencies for clerical or blue-collar jobs. At this level, assistants typically have a range of personal contacts within and outside the organization and with applicants, and must be tactful and articulate. May perform some clerical worlc in addition to the above duties. Supervisor reviews completed work against stated objectives.  SECRETARY (4622: Secretary) Provides principal secretarial support in an office, usually to one individual, and, in some cases, also to the subordinate staff of that individual. Maintains a close and highly responsive relationship to the day-to-day activities of the supervisor and staff. Worlcs fairly independently receiving a minimum of detailed supervision and guidance. Performs varied clerical and secretarial duties requiring a knowledge of office routine and an understanding of the organization, programs, and procedures related to the worlc of the office. ·  Exclusions. Not all positions titled "secretary" possess the above characteristics. Examples of positions which are excluded from the definition are as follows: a.  Oerks or secretaries worlcing under the direction of secretaries or administrative assistants as described in e;  b.  Stenographers not fully performing secretarial duties;  c.  Stenographers or secretaries assigned to two or more professional, technical, or managerial persons of equivalent rank;  d.  Assistants or secretaries performing any kind of technical worlc, e.g., personnel, accounting, or legal wodc;  e.  Administrative assistants or supervisors performing duties which are more difficult or more responsible than the secretarial wodc described in LR-1 through LR-4;  f.  Secretaries receiving additional pay primarily for maintaining confidentiality of payroll records or other sensitive information;  g.  Secretaries performing routine receptionist, typing, and filing duties following detailed instructions and guidelines; these duties are less responsible than those described in LR-1 below; and  h.  Trainees.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Classlflcatlon by level  Secretary jobs which meet the required characteristics are matched at one of five levels according to two factors: (a) level of the secretary's supervisor within the overall organizational structure, and (b) level of the secretary's responsibility. The table following the explanations of these factors indicates the level of the secretary for each combination of factors. Level of secretary's supervisor (LS}  Secretaries should be matched at one of the three LS levels below best describing the organization of the secretary's supervisor. LS-1  Organizational structure is not complex and internal procedures and administrative controls are simple and informal; supervisor directs staff through face-to-face meetings.  LS-2  Organizational structure is complex and is divided into subordinate groups that usually differ from each other as to subject-matter,function, etc.; supervisor usually directs staff through intermediate supervisors; and internal procedures and administrative controls are formal. An entire organization (e.g., division, subsidiary, or parent organization) may contain a variety of subordinate groups which meet the LS-2 definition. Therefore, it is not unusual for one LS-2 supervisor to report to another LS-2 supervisor. The presence of subordinate supervisors does not by itself mean LS-2 applies, e.g., a clerical processing organization divided into several units, each performing very similar wodc is placed in LS-1. In smaller organizations or industries such as retail trade, with relatively few organizational levels, the supervisor may have an impact on the policies and major programs of the entire organization, and may deal with important outside contacts, as described in LS-3.  LS-3  B- 40  Organizational structure is divided into two or more subordinate supervisory levels (of which at least one is a managerial level) with several subdivisions at each level. Executive's program(s) are usually inter-locked on a direct and continuing basis with other major organizational segments, requiring constant attention to extensive formal coordination, clearances, and procedural controls. Executive typically has: financial decision making authority for assigned program(s); considerable impact on the entire organization's financial position  staff member, or other offices. May prepare and sign routine, non-technical correspondence in own or supervisor's name.  or public image; and responsibility for, or has staff specialists in, such areas as personnel and administration for assigned organization. Executive plays an important role in determining the policies and major programs of the entire organization, and spends considerable time dealing with outside parties actively interested in assigned program(s) and current or controversial issues.  b. Schedules tentative appointments without prior clearance. Makes arrangements for conferences and meetings and assembles established background materials, as directed. May attend meetings and record and report on the proceedings.  Level of secretary's responsibility (LR) This factor evaluates the nature of the worlc relationship between the secretary and the supervisor or staff, and the extent to which the secretary is expected to exercise initiative and judgment. Secretaries should be matched at the level best describing their level of responsibility. When the position's duties span more than one LR level, the introductory paragraph at the beginning of each LR level should be used to determine which of the levels best matches the position. (Typically, secretaries performing at the higher levels of responsibility also perform duties described at the lower levels.)  c. Reviews outgoing materials and correspondence for internal consistency and conformance with supervisor's procedures; assures that proper clearances have been obtained, when needed.  Carries out recu"ing office procedures independently. Selects the guideline or reference which fits the specific case. Supervisor provides specific instructions on new assignments and checks completed worlc for accuracy. Performs varied duties including or comparable to the following:  e. Explains to subordinate staff supervisor's requirements concerning office procedures. Coordinates personnel and administrative forms for the office and forwards for proce~.ffllg.  LR-1  d. Collects information from the files or staff for routine inquires on office program(s) or periodic reports. Refers nonroutine requests to supervisor or staff.  LR-3 a. Responds to routine telephone requests which have standard answers; refers calls and visitors to appropriate staff. Controls mail and assures timely staff response; may send form letters. b. As instructed, maintains supervisor's calendar, makes appointments, and arranges for meeting rooms.  a. Based on a knowledge of the supervisor's views, composes correspondence on own initiative about administrative matters and general office policies for supervisor's approval.  c. Reviews materials prepared for supervisor's approval for typographical accuracy and proper format.  LR-2  Uses greater judgment and initiative to determine the approach or action to take in nonroutine situations. Interprets and adapts guidelines, including unwritten policies, precedents, and practices, which are not always completely applicable to changing situations. Duties include or are comparable to the following:  d. Maintains recurring internal reports, such as: time and leave records, office equipment listings, correspondence controls, training plans, etc.  b. Anticipates and prepares materials needed by the supervisor for conferences, correspondence, appointments, meetings, telephone calls, etc., and informs supervisor on matters to be considered.  e. Requisitions supplies, printing, maintenance, or other services. Types, takes and transcribes dictation, and establishes and maintains office files.  c. Reads publications, regulations, and directives and takes action or refers those that are important to the supervisor and staff.  Handles differing situations, problems, and deviations in the work of the office according to the supervisor's general instructions, priorities, duties, policies, and program goals. Supervisor may assist secretary with special assignments. Duties include or are comparable to the following:  d. Prepares special or one-time reports, summaries, or replies to inquires, selecting relevant information from a variety of sources such as reports, documents, correspondence, other offices, etc., under general direction.  a.  e. Advises secretaries in subordinate offices on new procedures; requests information needed from the subordinate office(s) for periodic or special conferences, reports, inquires, etc. Shifts clerical staff to accommodate work load needs.  Screens telephone calls, visitors, and incoming correspondence; personally responds to requests for information concerning office procedures; determines which requests should be handled by the supervisor, appropriate   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 41  LR-4  Handles a wide variety of situations and conflicts involving the clerical or administrative functions of the office which often cannot be brought to the attention of the executive. The executive sets the overall objectives of the worlc. Secretary may participate in developing the worlc deadlines. Duties include or are comparable to the following:  Member of Congress, presidents of national unions or large national or international firms, etc.) in unique situations. These officials may be relatively inaccessible, and each contact typically must be handled differently, using judgment and discretion.  Criteria for matching secretaries by level a. Composes correspondence requiring some understanding of technical matters; may sign for executive when technical or policy content has been authorized  Level of secretary's supervisor  b. Notes commitments made by executive during meetings and arranges for staff implementation. On own initiative, arranges for staff member to represent organization at conferences and meetings, establishes appointment priorities, or reschedules or refuses appointments or invitations. c. Reads outgoing correspondence for executive's approval and alerts writers to any conflict with the file or departure from policies or executive's viewpoints; gives advice to resolve the problems.  LS-1 LS-2 LS-3  Level of secretary's responsibility LR-1  LR-2  LR-3  LR-4  I* I* I*  II ill IV  ill IV V  IV V V  *Regardless of LS level.  SWITCHBOARD OPERATOR-RECEPTIONIST (4645: Receptionist)  d. Summarizes the content of incoming materials, specially gathered information, or meetings to assist executive; coordinates the new information with background office sources; draws attention to important parts or conflicts. e. In the executive's absence, ensures that requests for action or information are relayed to the appropriate staff member; as needed, interprets request and helps implement action; makes sure that information is furnished in timely manner; decides whether executive should be notified of important or emergency matters.  Operates a single-position telephone switchboard or console, used with a private branch exchange (PBX) system to relay incoming, outgoing, and intrasystem calls and acts as a receptionist greeting visitors, determining nature of visits and directing visitors to appropriate persons. Work may also involve other duties such as recording and transmitting messages; keeping records of calls placed; providing information to callers and visitors; making appointments; keeping a log of visitors; and issuing visitor passes. May also type and perform other routine clerical work, usually while at the switchboard or console, which may occupy the major portion of the worlcer's time.  WORD PROCESSOR Exclude secretaries performing any of the following duties:  a. Acts as office manager for the executive's organization, e.g., determines when new procedures are needed for changing situations and devises and implements alternatives; revises or clarifies procedures to eliminate conflict or duplication; identifies and resolves various problems that affect the orderly flow of work in transactions with parties outside the organization. b. Prepares agenda for conferences; explains discussion topics to participants; drafts introductions and develops background information and prepares outlines for executive or staff member(s) to use in writing speeches.  (4624: Typist) Uses automated systems, such as word processing equipment, or personal computers or work stations linked to a larger computer or local area network, to produce a variety of documents, such as correspondence, memos, publications, forms, reports, tables and graphs. Uses one or more word processing software packages. May also perform routine clerical tasks, such as operating copiers, filing, answering telephones, and sorting and distributing mail. Excluded are: a.  c. Advises individuals outside the organization on the executive's views on major policies or current issues facing the organization; contacts or responds to contacts from high-ranking outside officials (e.g., city or State officials,   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  B- 42  Typists using automatic or manual typewriters with limited or no text-editing capabilities; worlcers in these positions are not typically required to use word processing software packages;  b.  Key entry operators, accounting clerks, inventory control clerks, sales clerks, supply clerlcs, and other clerlcs who may use automated word processing equipment for purposes other than typing composition; and  Maintenance and Toolroom GENERAL MAINTENANCE WORKER (6179: Mechanic and repairer, not elsewhere classified)  c.  Positions requiring subject-matter knowledge to prepare and edit text using automated word processing equipment.  Word Processor I Produces a variety of standard documents, such as correspondence, form letters, reports, tables and other printed materials. W orlc requires skill in typing; a knowledge of grammar, punctuation, and spelling; and ability to use reference guides and equipment manuals. Performs familiar, routine assignments following standard procedures. Seeks further instructions for assignments requiring deviations from established procedures.  Performs general maintenance and repair of equipment and buildings requiring practical skill and knowledge (but not proficiency) in such trades as painting, caipentry, plumbing, masonry, and electrical work. Worlc involves a variety of the following duties: Replacing electrical receptacles, switches, fixtures, wires, and motors; using plaster or compound to patch minor holes and cracks in walls and ceilings; repairing or replacing sinks, water coolers, and toilets; painting structures and equipment; repairing or replacing concrete floors, steps, and sidewalks; replacing damaged panelling and floor tiles; hanging doors and installing door locks; replacing broken window panes; and performing general maintenance on equipment and machinery. Excluded are:  Word Processor II a.  Craft worlcers included in a formal apprenticeship or progression program based on training and experience;  b.  Skilled craft worlcers required to demonstrate proficiency in one or more _trades; and  Editing and reformatting written or electronic drafts. Examples include: Correcting function codes; adjusting spacing and formatting; and standardizing headings, margins, and indentations.  c.  Worlcers performing simple maintenance duties not requiring practical skill and knowledge of a trade (e.g., changing light bulbs and replacing faucet washers).  Transcribing scientific reports, lab analyses, legal proceedings, or similar material from voice tapes or handwritten drafts. Work requires knowledge of specialized, technical, or scientific terminology.  (615: Electrical and electronic equipment repairer) (6432: Electrician)  Uses a knowledge of varied and advanced functions of one software type, a knowledge of varied functions of different types of software, or a knowledge of specialized or technical terminology to perform such typical duties as:  MAINTENANCE ELECTRICIAN  Work requires familiarity with office terminology and practices; incumbent corrects copy and questions originator of document concerning missing information, improper formatting, or discrepancies in instructions. Supervisor sets priorities and deadlines on continuing assignments, furnishes general instructions for recurring work, and provides specific instructions for new or unique projects. May lead lower level word processors.  Word Processor Ill Requires both a comprehensive knowledge of word processing software applications and office practices and a high degree of skill in applying software functions to prepare complex and detailed documents. For example, processes complex and lengthy technical reports which include tables, graphs, charts, or multiple columns. Uses either different word processing packages or many different style macros or special command functions. Independently completes assignments and resolves problems.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Performs a variety of electrical trade functions such as the installation, maintenance, or repair of equipment for the generation, distribution, or utilization of electric energy. Worlc involves most of the following: installing or repairing any of a variety of electrical equipment such as generators, transformers, switchboards, controllers, circuit breakers, motors, heating units, conduit systems, or other transmission equipment; worlcing from blueprints, drawings, layouts, or other specifications; locating and diagnosing trouble in the electrical system or equipment; working standard computations relating to load requirements of wiring or electrical equipment; and using a variety of electrician's handtools and measuring and testing instruments. In general, the worlc of the maintenance electrician requires rounded training and experience usually acquired through a formal apprenticeship or equivalent training and experience.  MAINTENANCE ELECTRONICS TECHNICIAN Maintains, repairs, and installs various types of electronic equipment and related devices  B-43  such as electronic transmitting and receiving equipment (e.g., radar, radio, television, telecommunication, sonar, and navigational aids); personal and mainframe computers and terminals; industrial, medical, measuring, and controlling equipment; satellite equipment; and industrial robotic devices. Applies technical knowledge of electronics principles in determining equipment malfunctions, and applies skill in restoring equipment operations.  Excluded are: a.  Repairers of such standard electronic equipment as household radio and television sets, and common office machines and telecommunication equipment such as typewriters, calculators, facsimile machines, telephones, and telephone answering machines;  b. c.  Production assem biers and testers; Workers primarily responsible for servicing electronic test instruments; and  d.  Workers providing technical support for engineers working in such areas as research, design, development, testing, or manufacturing process improvement (see Engineering Technician).  Maintenance Electronlcs Technician I Applies technical knowledge to perform simple or routine tasks following detailed instructions. Performs such tasks as replacing components and wiring circuits; repairing simple electronic equipment; and taking test readings using common instruments such as digital multimeters, signal generators, semiconductor testers, curve tracers, and oscilloscopes. Receives technical guidance, as required, from supervisor or higher level technician. Work is spot-checked for accuracy.  Maintenance Electronics Technician Ill Applies advanced technical knowledge to solve unusually complex problems that typically cannot be solved solely by referencing manufacturers' manuals or similar · documents. Examples of such problems include determining the location and density of circuitry, evaluating electromagnetic radiation, isolating malfunctions, and incorporating engineering changes. W orlc typically requires a detailed understanding of the interrelationships of circuits. Exercises independent judgment in performing such tasks as making circuit analyses, calculating wave forms, and tracing relationships in signal flow. Uses complex test instruments such as high frequency pulse generators, frequency synthesizers, distortion analyzers, and complex computer control equipment. Worlc may be reviewed by supervisor for general compliance with accepted practices. May provide technical guidance to lower level technicians.  MAINTENANCE MACHINIST (613: Industrial machinery repairer) Produces replacement parts and new parts in making repairs of metal parts of mechanical equipment. Work involves most of the following: inteq>reting written instructions and specifications; planning and laying out of worlc; using a variety of machinist's handtools and precision measuring instruments; setting up and operating standard machine tools; shaping of metal parts to close tolerances; making standard shop computations relating to dimensions of worlc, tooling, feeds, and speeds of machining; knowledge of the working properties of the common metals; selecting standard materials, parts, and equipment required for this work; and fitting and assembling parts into mechanical equipment. In general, the machinist's worlc normally requires a rounded training in machine-shop practice usually acquired through a formal apprenticeship or equivalent training and experience.  Maintenance Electronics Technician II MAINTENANCE MECHANIC, MACHINERY Applies comprehensive technical knowledge to solve complex problems by inteq>reting manufacturers' manuals or similar documents. Work requires familiarity with the interrelationships of circuits and judgment in planning worlc sequence and in selecting tools and testing instruments. Receives technical guidance, as required, from supervisor or higher level technician, and worlc is reviewed for compliance with accepted practices. May provide technical guidance to lower level technicians.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  (613: Industrial machinery repairer) Repairs machinery or mechanical equipment. Work involves most of the following: examining machines and mechanical equipment to diagnose source of trouble; dismantling or partly dismantling machines and performing repairs that mainly involve the use of handtools in scraping and fitting parts; replacing broken or defective parts with items obtained from stock; ordering the production of a replacement part by a machine shop or sending the machine to a machine shop for major repairs; preparing written specifications  B-44  for major repairs or for the production of parts ordered from machine shops; reassembling machines; and making all necessary adjustments for operation. In general, the work of a machinery maintenance mechanic requires rounded training and experience usually acquired through a formal apprenticeship or equivalent training and experience. Excluded from this classification are workers whose primary duties involve setting up or adjusting machines.  to complete task; making necessary shop computations; setting up and operating various machine tools and related equipment; using various tool and die maker's handtools and precision measuring instruments; working to very close tolerances; heat-treating metal parts and finished tools and dies to achieve required qualities; fitting and assembling parts to prescribed tolerances and allowances. In general, the tool and die maker's work requires rounded training in machine-shop and toolroom practice usually acquired through formal apprenticeship or equivalent training and experience.  MAINTENANCE MECHANIC, MOTOR VEHICLE Repairs, rebuilds, or ovemauls major assemblies of internal combustion automobiles, buses, trucks, or tractors. Work involves most of the following: Diagnosing the souICe of trouble and determining the extent of repairs required; replacing worn or broken parts such as piston rings, bearings, or other engine parts; grinding and adjusting valves; rebuilding carburetors; ovemauling transmissions; and repairing fuel injection, lighting, and ignition systems. In general, the work of the motor vehicle mechanic requires rounded training and experience usually acquired through a formal apprenticeship or equivalent training and experience. This classification does not include mechanics who repair customers' vehicles or who only perform minor repair and tuneup of motor vehicles. It does, however, include fully qualified journeymen mechanics even though most of their time may be spent on minor repairs and tuneups.  For cross-industry wage study puiposes, this classification does not include tool and die makers who (1) are employed in tool and die jobbing shops or (2) produce forging dies (die sinkers).  Material Movement and Custodial FORKLIFT OPERATOR (8318: Industrial truck and tractor equipment operator) Operates a manually controlled gasoline, electric or liquid propane gas powered forklift to transport goods and materials of all kinds about a warehouse, manufacturing plant, or other establishment.  GUARD (5144: Guard and police, except public service)  MAINTENANCE PIPEFITTER (645: Plumber, pipefitter, and steamfitter) Installs or repairs water, steam, gas, or other types of pipe and pipefittings. Work involves most of the following: laying out work and measuring to locate position of pipe from drawings or other written specifications; cutting various sizes of pipe to correct lengths with chisel and hammer or oxyacetylene torch or pipe-cutting machines; threading pipe with stocks and dies; bending pipe by hand-driven or power-driven machines; assembling pipe with couplings and fastening pipe to hangers; making standard shop computations relating to pressures, flow, and size of pipe required; and making standard tests to determine whether finished pipes meet specifications. In general, the work of the maintenance pipefitter requires rounded training and experience usually acquired through a formal apprenticeship or equivalent training and experience. Workers primarily engaged in installing and repairing building sanitation or heating systems are excluded.  TOOL AND DIE MAKER  Protects property from theft or damage, or persons from hazards or interference. Duties involve serving at a fixed post, making rounds on foot or by motorized vehicle, or escorting persons or property. May be deputized to make arrests. May also help visitors and customers by answering questions and giving directions. May be required to demonstrate 1) proficiency in the use of firearms and other special weapons and 2) continuing physical fitness.  Guard I Carries out instructions primarily oriented toward insuring that emergencies and security violations are readily discovered and reported to appropriate authority. Intervenes directly only in situations that require minimal action to safeguard property or persons. Duties require minimal training.  Guard II  (6811: Tool and die maker) Constructs and repairs jigs, fixtures, cutting tools, gauges, or metal dies or molds used in shaping or forming metal or nonmetallic material (e.g., plastic, plaster, rubber, glass). Work typically involves: planning and laying out work according to models, blueprints, drawings, or other written or oral specifications; understanding the working properties of common metals and alloys; selecting appropriate materials, tools, and processes required   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Enforces regulations designed to prevent breaches of security. Exercises judgment and uses discretion in dealing with emergencies and security violations encountered. Determines whether first response should be to intervene directly (asking for assistance when deemed necessary and time allows), to keep situation under surveillance, or to report situation so that it can be handled by appropriate authority. Duties require specialized training in methods and techniques of protecting security areas.  8- 45  JANITOR  d.  operating a crane or heavy-duty motorized vehicle such as forlclift or truck;  e.  loading and unloading ships (longshore workers); or  f.  traveling on trucks beyond the establishment's physical location to load or unload merchandise.  (5244: Janitor and cleaner) Cleans and keeps in an orderly condition factory working areas and washrooms, or premises of an office, apartment house, or commercial or other establishment. Duties involve a combination of the following: Sweeping, mopping or scrubbing, and polishing floors; removing chips, trash, and other refuse; dusting equipment, furniture, or fixtures; polishing metal fixtures or trimmings; providing supplies and minor maintenance services; and cleaning lavatories, showers, and restrooms.  Excluded are:  ORDER FILLER ( 4754: Stock and inventory clerk) Fills shipping or transfer orders for finished goods from stored merchandise in accordance with specifications on sales slips, customers' orders, or other instructions. May, in addition to filling orders and indicating items filled or omitted, keep records of outgoing orders, requisition additional stock or report short supplies to supervisor, and perform other related duties.  a.  Workers who specialize in window washing;  b.  Housekeeping staff who make beds and change linens as a primary responsibility;  C  Workers required to disassemble and assemble equipment in order to clean machinery; and  SHIPPING/RECEIVING CLERK  Workers who receive additional compensation to maintain sterile facilities or equipment.  Performs clerical and physical tasks in connection with shipping goods of the establishment in which employed and/or receiving incoming shipments. In performing day-to-day, routine tasks, follows established guidelines. In handling unusual nonroutine problems, receives specific guidance from supervisor or other officials. May direct and coordinate the activities of other workers engaged in handling goods to be shipped or being received.  d.  MATERIAL HANDLING LABORER (8726: Freight, stock, and material mover, not elsewhere classified) Performs physical tasks to transport or store materials or merchandise. Duties involve one or more of the following: manually loading or unloading freight cars, trucks, or other transporting devices; unpacking, shelving, or placing items in proper storage locations; or transporting goods by handtruck, cart, or wheelbarrow.  Excluded from this definition are workers whose primary function involves: a.  participating directly in the production of goods (e.g., moving items from one production station to another or placing them on or removing them from the production process);  b.  stocking merchandise for sale;  c.  counting or routing merchandise;   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  (4753: Traffic, shipping and receiving clerk)  Shipping duties typically involve the following: Verifying that orders are accurately filled by comparing items and quantities of goods gathered for shipment against documents; insuring that shipments are properly packaged, identified with shipping information, and loaded into transporting vehicles; and preparing and keeping records of goods shipped, e.g., manifests, bills of lading. Receiving duties typically involve the following: Verifying the correctness of incoming shipments by comparing items and quantities unloaded against bills of lading, invoices, manifests, storage receipts, or other records; checking for damaged goods; insuring that goods are appropriately identified for routing to departments within the establishment; and preparing and keeping records of goods received.  B-46  TRUCKDRIVER  WAREHOUSE SPECIALIST  (821: Motor vehicle operator)  (4754: Stock and inventory clerk)  Drives a truck within a city or industrial area to transport materials, merchandise, equipment, or workers between various types of establishments such as: Manufacturing plants, freight depots, warehouses, wholesale and retail establishments, or between retail establishments and customers' houses or places of business. May also load or unload truck with or without helpers, make minor mechanical repairs, and keep truck in good working order. Routesales and over-the-road drivers are excluded.  As directed, performs a variety of warehousing duties which require an understanding of the establishment's storage plan. Work involves most of the following: Verifying materials (or merchandise) against receiving documents, noting and reporting discrepancies and obvious damages; routing materials to prescribed storage locations; storing, stacking, or palletizing materials in accordance with prescribed storage methods; rearranging and taking inventory of stored materials; examining stored materials and reporting deterioration and damage; removing material from storage and preparing it for shipment. May operate hand or power trucks in performing warehousing duties.  For wage study purposes, truckdrivers are classified by type and rated capacity of truck, as follows:  Truckdriver, light truck (straight truck, under 11/2 tons, usually 4 wheels) Truckdriver, medium truck (straight truck, 1 1/2 to 4 tons inclusive, usually 6 wheels) Truckdriver, heavy truck (straight truck, over 4 tons, usually 10 wheels) Truckdriver, tractor-trailer   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Exclude workers whose primary duties involve shipping and receiving work (see Shipping/Receiving Clerk), order filling (see Order Filler), or operating forklifts (see Forklift Operator).  8-47  Occupational Compensation Survey Summaries The following areas are surveyed periodically under contract to the Employment Standards Administration of the U.S. Department of Labor for its use_in administering the Service Contract Act of 1965. Reports on the surveys shown below are available from any of the Bureau's regional offices while supplies last.  Alaska (statewide) Alaska-Air Transportation Albany,GA Albuquerque, NM Arkansas-Forestry Atlantic City, NJ Austin, TX Baton Rouge, LA Biloxi-Gulfport and Pascagoula, MS Binghamton, NY Birmingham, AL Bloomington-Vincennes, IN Brunswick, GA Charleston, SC Cheyenne, WY Clarksville-Hopkinsville, TN-KY Colorado Springs, CO Columbia-Sumter, SC Columbus, GA-AL   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Columbus, MS Connecticut (statewide) Corpus Christi, TX Deep Sea Freighters Deep Sea Tankers Dothan,AL Duluth, MN-WI Florence, SC Fort Wayne, IN Fresno, CA Gadsden and Anniston, AL Goldsboro, NC Green Bay, WI Greensboro-Winston-Salem-High Point,NC Greenville-Spartanburg, SC Harrisburg-Lebanon-Carlisle, PA Idaho-Forestry & Logging Joliet, IL Knoxville, TN Lorain-Elyria, OH Lower Eastern Shore, MD-VA-DE Madison, WI · Mansfield, OH Mississippi Forestry Mobile, AL Montana (statewide) Montana-Forestry & Logging Montgomery, AL Northwest Texas  Northwestern Florida Omaha, NE-IA Orlando,FL Oregon-Forestry & Logging Oxnard-Ventura, CA Pine Bluff, AR Poughkeepsie-Orange CountyKingston, NY Providence, RI Pueblo, CO Reno,NV Rio Grande Valley Salinas-Seaside-Monterey, CA Savannah, GA Selma,AL Shreveport, LA Southern Missouri Springfield, IL Syracuse-Utica-Rome, NY Toledo, OH Topeka, KS Tucson-Douglas, AZ Upper Peninsula, MI Vallejo-Fairfield-Napa, CA Vermont (statewide) Washington-Forestry & Logging West Virginia (statewide) Western Massachusetts Wichita, KS  Where to Find Information on  Employment and Unemployment •  Employment and Earnings:  Monthly periodical containing labor force and establishment data. National, State, and area figures on employment, unemployment, hours, and earnings. Order Employment and Earnings from Superintendent of Documents, U.S. Government Printing Office, Washington, DC. 20402. Includes text, statistical tables, and technical notes.  Employment Situation News Release: Copies of this national monthly release reach the public about a week after the release date. Write: Inquiries and Correspondence, Bureau of Labor Statistics, Washington, DC 20212.  Electronic News Release:  Quickest. Accessible electronically immediately at release time through BLS news release service. .Write the Office of Publications, Bureau of Labor Statistics, Washington, DC. 20212, or call (202) 606-5902. ~~-  !.--- ~~- =:  =·---r  ~~~-:.::::··.~=-~~--·:.:.:;  Telephone:  .Quick summary on 24-hour recorded message. Key numbers, plus other BLS indicators and upcoming release dates. Call (202) 606-STAT. Machine-Readable Form: Labor force data from the household survey and employment, hours, and earnings data from the establishment survey are available on both computer tape and diskette. For information, write the Office of Publications, Bureau of Labor Statistics, Washington, DC. 20212 or call (202) 606-STAT.   https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  Monthly Labor Review:  Employment and unemloyment statistics included in monthly 53-page summary of BLS data and in analytical articles. Available from the Superintendent of Documents, U.S. Government Printing Office, Washington, DC 20402.  Occupational Compensation Surveys Available by Subscription and lndivuidually  -----  Occupational Compensation Surveys may be ordered individually. A subscription, at $118.00, will bring you all the surveys published during the following 12 months. A total of 14 7 areas are being surveyed, 32 of these are critical areas.  Bulletin No.  Area Anaheim-Santa Ana, CA, Oct 1991 . . . . . . . . . . . . . . . . . . . . . Appleton-Oshkosh-Neenah, WI, Nov. 1989 ...... ... . .. . . Atlanta, GA-May 1991 . ... .... . . .. ... . . . . .. . .. . . ... . . . 1. Agusta, GA-SC, July 1991 . . . . ... .. . . . .... .. ... . .. . .. ... Austin, TX, Aug. 1990 . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . . . . . Baltimore, MD, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Bergen-Passaic, NJ, Sept 1990 . . . . . . . . . . . . . .. . .. . . . . . . . . BIIUngs, MT, Oct 1991 ..... .. .... .. ............ .. . . . . •... Boise City, ID, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . • . • • . . . . Boston, MA, Apr. 1991 . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . Bradenton, FL, June 1989... .... . .. ..... . . . . . . .. . . . ... ... Buffalo, NY, Aug. 1991 ....... . . .. ... . .. . .... .. .... . ... . . . Champaign-Urbana-Rantoul, IL, Sept 1991 . . . . . . . . . . . . . Charleston, SC, Nov. 1990 . . . . . .. . . . . .. • . . . . . . . . . . . . . . . . . Charlotte-Gastonia-Rock Hill, NC-SC, Sept 1991 . . . . . . . . Chicago, IL, May 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cincinnati, OH-KY-IN, July 1991 . . . . . . . . • . . . . . . . . . . . . . . Cleveland, OH, Sept 1991 . . . . . . . . . . .. . . . . .. . . .. . . . . . . . . . Columbus, OH, Nov. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corpus Christi, TX, July 1990 .. .. .. .. .. .. .. .. .. .. . .. .. . .. . Dallas, TX, Dec. 1991 . . . . .. . . . . . . . . . . .. . . . .. . . . . . . . . . . . . Danbury, CT, Feb. 1992...... .. .............. ... ...... . .. Davenport-Rock Island-Moline, IA-IL, Jan. 1992..... ... Decatur, IL, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . Denver, CO, Dec. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Detroit, Ml, Dec. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Elkhart-Goshen, IN, Oct 1991 ........................... Evansville, IN - KY, Feb. 1992 ........ .. ..... . .... ...... .. Florence, SC, Jan. 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fresno, CA, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Galnesville, FL, July 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gary-Hammond, IN, Feb. 1992 ........ .. .......... .. ....  Bulletin No.  Area  3055-52 3050-43 3060-14 3060-17 3055-26 3060-39 3055-37 306o-47 3055-33 3060-42 3050-15 3060-22 306o-35 3055-43 3060-27 3060-43 3060-19 3060-29  Hartford, CT, July 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Houston, TX, Apr. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Huntsville, AL, Jan. 1992.. ................... .. ....... .. . Indianapolis, IN, Sept 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jackson, MS, Jan. 1992 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Joliet, IL, Nov. 1990 . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . Kansas City, MO-KS, Sept 1991 .. .. .. .. .. .. . .. .. .. . .. .. Kokomo, IN, Jan. 1990 . . . . • . . . . . . . . . . . . . . .. . . . . . . . . . . . . . Lawrence-Haverhill, MA-NH, Nov. 1991 . . . . . . . . . . . . . . . . . Little Rock-North Little Rock, AR, Aug. 1991 . . . . . . . . . . . . . . Longview-Marshall, TX, Aug 1989 .. . . . . . .. .. . . . .. .. .. .. .. Los Angeles-long Beach, CA, Dec. 1990 . . . . . . . . . . . . . . . . . Louisville, KY-IN, Nov. 1991 .. .. .. .. .. .. .. .. .. .. .. . .. .. . Memphis, TN - AR-MS, Nov. 1991 . . . . . . . . . . . . . . . . . . . . . . Miami-Hialeah, FL, Oct 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Middlesex-Somerset-Hunterdon, NJ, Oct 1991 . . . . . . . . . . . . Milwaukee, WI, May 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Minneapolis-St. Paul, MN-WI, Feb. 1991 . . . . . . . . . . . . . . . . . Mobile, AL, July 1990 ........ ... ... .. ... .. ......... . ..... MonmoutlH)cean, NJ, Apr. 1991 . . . . . . . . .. . . .. .. .. .. .. .. . Nashville, TN, Sept 1989 .. .. .. .. .. . .. .. . .. .. .. .. .. .. .. .. Nassau-Sulfork, NY, Aug. 1991 . . . . . .. . . . . .. .. .. . .. .. . .. .. Newark, NJ, Feb. 1992 .. . . . . . . . . . . . .. .. .. .. .. . . . . .. . .. .. New Britian, CT, Feb. 1992 ... . .. . ... . .................... New Orleans, LA, Oct 1991 . .. . . .. . . .. . . . . . . .. .. . .. .. . .. . New York, NY, June 1991 . . . . . .. . . . . . . .. .. . .. .. .. . .. .. . . . Qakland, CA, Feb. 1991 .. . . . . . . . . .. .. . .. .. .. .. . .. . . . . . . . Omaha, NE - IA, Oct 1990 . .. . . .. . .. . .. .. .. .. . . .. . . . .. . . . Orlando, FL, Sept 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pawtucket-Woonsocket-Attleboro, RI-MA,, Sept. 1991 . . . . Philadelphia, PA-NJ, Oct. 1991 . . . . . . . . . . . . . . . . . . . . . . . . . . Phoenix, AZ, June 1991 .. .. .. . . .. .. .. .. . .. . . . . . . . . . . . . . .  3060-50  3055-22 3060-S1 3055- 1 3065- 4 306o-36  3060-59 306o-60 3060-S2 3065- 8 3055- 1 3055-34 3060-20 3065- 5  3055-27 3060-11 3065- 2 306o-34 3065 -3 3055-41 306o-30 3055 -2 3060-48 3060-28 3050-20 3055-55 306o-44 3060-45 3060-51 306o-41 3060-15 3060- 7 3055-23 3060-12 3050-30 306o-58 3065- 7 3065- 9 306o-44 3060-26 3000- 3 3055-42 3055-44 3060-25 3060-S3 3060-16  -..--  •  Bulletin A~a  N~  Pittsburgh, PA, Jan. 1992 .... . ......... . ........ . .. . ..... . Portland, ME, Dec. 1990 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Portland, OR, Aug. 1991 .. . . ... . ... . .. .. .................. Poughkeepsie, NY, Nov. 1991 .. . .... . ..................... Richmond-Petersburgh, VA, Aug. 1991 .......... .. ........ Riverside-San Bernardino, CA, Aug. 1991 ... . ............. Rochester, NY, Nov. 1991 ................................ Sacramento, CA, July 1991 . ........... . .................. St Cloud, MN, Oct 1989 .. ....................... . ....... St Louis. MO-IL, Mar. 1992 .... .......................... Salt Lake City-Ogden, Ut, Oct. 1991 ......... .. ............ San Angelo, TX, Mar. 1990 .. .. ..... . ... .. ......... . ...... San Antonio, TX, Sept. 1991 . .. . ... ... ... . ......... . .. .. . . San Diego, CA, Oct. 1991 . .... . .. . ........ ......... .. .... San Francisco, CA, Mar. 1991 ........... . ................. San Jose, CA, Mar. 1991 ....... ... ....................... Scranton- Wilkes-Barre, PA, Aug 1991 .................. . . . Seattle, WA, Nov. 1990 . . . . .. . .... . ... ...... . ............. Shreveport, LA, Nov. 1990 ... . . .. . . . . ..................... South Bend, IN, Aug. 1987 . . .. . . . . . . . .. .. . . . . . . . . . . . . . . . .. Tampa-St. Petersburg-Clearwater, FL, Aug. 1991 ..... .. ... . Toledo, OH, Dec. 1990 .. .. . .......... . . . .......... . ...... Trenton, NJ, Sept. 1991 .... . ........ . .................... Visalia- Tulare-Porterville, CA, Sept. 1991 .................. Washington, DC-MD-VA, Mar. 1991 . . .... . ......... . .... Wilmington, DE - NJ--MD, Oct. 1991 . . ................... Worcester, MA, Nov. 1989 ...... . .. . . ...... . .............. York, PA, Sept. 1991 .. ................. . .................  3065 -6 3055-52 3060-33 3060-56 3060-2 1 3060-23 306o-57 3060-18 3050-3 1 3065-10 3060-37 3055- 8 3060-3 1 306o-49 30SO- 5 3060-10 3060-24 3055-53 3055-47 3040-27 3060-53 3055-59 306o-40 3060-32 3060- 9 30S0-55 306o-46 3060-38  Total Order  --------------------------------------------------------------------------------------------------------------------------------------□ Please enter a 1-year subscription for Occupational Compensation Surveys, at a price of $118.00 per year Order Where to send order: New Orders Superintendent of Documents P.O. Box 371954 Pittsburgh, PA 15250-7954  or Prices of individual surveys vary by area. For curent price information, call GPO Documents Control Branch at (202) 512-2414.  https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis  form:  (outside U.S. add $29.50).  D Enclosed is a check or money order payable to Superintendent of Documents □  □  Charge to my GPO account no. Charge to my Account no.  Name (Organization (if applicable) (Street address) City, State, Zip code  · □ I VISA  j  □-  --===;;;;....___________________________  Expiration d a t e - - - - --  ..J  U.S. Department of labor Bureau of Labor Slalislics Washington. O~ 20212  Third Class Mail Postage & Fees Paid U.S. Department of Labor Permit No. G-738  Official Business Penally for private use, $300  Bureau of Labor Statistics Regional Offices Region I  Region II  Region Ill  Region IV  1 Congress Street 10th Floor Boston, MA 02114 Phone: 565-2327 Area Code 617  Room 808 201 Varick Street New York, NY 10014 Phone: 337-2400 (Area Code 212)  3535 Market Street PO Box 13309 Philadelphia, PA 19101 Phone: 596-1154 (Area Code 215)  Suite 540 1371 Peachtree St., NE Atlanta, GA 30367 Phone: 34 7-4416 (Area Code 404)  Connecticut Maine Massachusetts New Hampshire Rhode Island Vermont  New Jersey New York Puerto Rico Virgin Islands  Delaware District of Columbia Maryland Pennsylvania Virginia West Virginia  Alabama Florida Georgia Kentucky Mississippi North Carolina South Carolina Tennessee  ~  Region V  Region VI  Regions VII and VIII  Regions IX and X  9th Floor, 230 S. 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