Paid family and
medical leave a
benefit for all ages
By Chelsea Orvella
SPEEA Legislative Director
In Washington state, lawmakers in Olympia re discussing paid family and medical leave bills (HB 1116 / SB 5032) to provide paid
time off from work for:
• Mothers and fathers to care for a
newborn or newly-adopted child
• Workers to care for a family member
with serious health issues
• A worker’s own serious health issues
The reality is nearly everyone at some point in
their careers needs time away from work to care for
themselves, a child or a loved one. Paid family and
medical leave ensures workers of all ages have a
financial safety net during these critical life events.
Like similar programs administered in other
states, proposals in Washington would have
employers and employees contributing to the paid
leave fund. If the legislation becomes law, employers can provide more generous benefits than the
state program – either on their own initiative or
through a collective bargaining agreement.
To help foster a dialogue about this issue, SPEEA
is hosting a panel discussion with labor, community leaders and state lawmakers (schedules per-mitting) to talk more about the statewide effort to
secure paid family and medical leave. The event, at
the Museum of Flight, Saturday, May 6, includes
free admission to the museum in Seattle for members who sign up for the panel discussion. Space
is limited – details at
www.speea.org (see the
Northwest regional calendar online).
Tax incentive accountability – still time to take
action – see page 16.
Know your score to help
manage career growth
By Rich Plunkett
SPEEA Director of Strategic Development
The current SPEEA-Boeing contracts focus on performance-driven systems over straight seniority. Employees need to
understand and manage how their performance
is judged and assessed.
This year, SPEEA added information to the
Spotlite to promote even more communication
between line management and the employees
who report to them.
Employees receive the following evaluations at
• Performance Management ratings for
Business Goals & Objectives (BG&O)
and Performance Values (PV)
• Competency scores
• Individual Performance Assessment (IPA)
These are all integral to one’s retention and salary
level. See below.
At least annually, skill teams (groups of managers
with employees in a particular skill) evaluate and
place employees into the three retention levels
(R1, R2, R3).
They do so by first assessing employees in a par-
ticular retention group:
• Profs – Job Family and SMC (Skill
Management Code) - regardless of level
• Techs – Job Classification and SMC -
The starting point for this assessment is to use
each employee’s numeric scores for their BG&Os
and PVs. Management also assigns each employ-
ee a numeric score for the unique competencies
as determined by the skill team.
Employees receive their scores for the BG&Os
and PVs but have to ask management for their
competency score. The list of competencies is
included on the Retention Notice, however, the
employee’s score is not included.
Managers create a total ‘score’ by factoring
the BG&Os, PVs and competencies at 20%,
20% and 60% respectively (i.e. BG&O . 20 +
PV *. 20 + competency score .60) to arrange
employees, and then discuss why the resulting
distribution against the 40%/40%/20% forced
distribution for R1/R2/R3 does or doesn’t meet
the needs of the company.
While BG&Os can be highly individualized, the
standards for Performance Values and competencies
are not. Given that we generally see little devia-
tion on the Performance Values, we do see large
differences between individual competency scores.
Understanding how and why your manager
scored you is critical to understanding management’s assessment of your overall value as
compared to your peers. By definition, these
competencies represent the major components
required to contribute to the successful accomplishment of the company’s current and future
business relating to that skill.
Boeing moved away from raise management over
20 years ago. The focus now is on how much
an employee will receive in pay each and every
pay period (base pay) rather than how much of
a raise or increase an employee will receive in
any given year.
Management created the Pay Visibility Tool to
facilitate the process. The PVT does not look at
prior raises, but uses the salary adjustment fund,
the employee’s current (pre-exercise) base salary,
a market assessment (Salary Reference Table) and
an assessment of one’s performance to determine
a post-exercise salary level. Note: This process did
not change in 2017; only the determination of the
salary adjustment fund percentage that ‘feeds’ the
tool was changed.
The same skill teams who decide on the competencies also meet to determine which SRT (
job-mapping to Mercer SIRS data) is applicable to
the PVT as well as how to rate individuals for
the salary exercise. The IPA score feeds the PVT.
You would expect a direct correlation between
competency scores (see definition above) as they
compare to your peers (same skill) and one’s IPA
score. This translates to the correlation between
competency scoring and salary levels. This latter
correlation is now shown in our salary charts
www.speea.org – drop-down menu:
Not only should you have a discussion on competencies with your manager to better understand how you were assigned a retention rating,
also make sure to understand and discuss if (and
why) there isn’t a strong correlation between your
competency scores and your salary level.
Letter carriers’ union
hosts food drive
At this time of year, food banks are seeing their reserves drop to critical lows. The National Association of Letter Carriers
(NALC) will conduct its annual nationwide food
drive to help local food banks restock their shelves.
Plan to put groceries in a bag by your mailbox
on Saturday, May 13. Look for the union label
on products such as:
• Canned fruits and vegetables –
Del Monte, Mott’s, Libby’s, Green Giant
• Cereals – General Mills, Kellogg’s, Post
• Pasta and pasta sauce – American
Beauty, Classico, Prego, Ronzoni
SPEEA is a sponsor of local NALC food drive