Question. I move around from camp to camp. What address should I use? Answer. Arrangements should be made with your company office to receive your mail. They will forward it as they are in the best position to know your whereabouts. Question. Is there a general delivery box at the Alyeska Services Center? Answer. Yes. You may call for general delivery mail 24 hours a day. The correct address is c/o Alyeska Services Center, General Delivery Section, Fairbanks, Alaska 99716. Note: The zip code must be used to insure mail directed to General Delivery is held at the Alyeska Services Center. Question. What happens to my mail when I am on R & R? Answer. If you have left no instructions with the camp mail representative or made other arrangements to hold your mail it will be returned to us unclaimed. We will contact your company to determine your employment status and instructions regarding your mail. If you have been terminated the mail will be returned to sender. If your company advises that you are returning, the mail will be held for 10 days following your expected return date then returned to sender. Question. How quickly does my letter get into the U.S. mail system once it leaves camp? Answer. The same day. Your camp mail representative places all outgoing uncancelled U.S. mail in one bag. Each flight is met by an Alyeska Services Center mail clerk. The U.S. bags are then delivered to the post office. Our last delivery to the Post Office is made at midnight. Question. How much of a delay in incoming U.S. mail occurs at the Alyeska Services Center? Answer. For camps north of the Yukon, mail received from the U.S. Post Office at 4 p.m., 7 p.m. and midnight goes to the airlines at 6:30 a.m. Mail received at 7:15 a.m., 11:50 a.m. and 1:50 p.m. goes out on the afternoon flights. Mail delivery to camps south of the Yukon is entirely dependent on transportation. When it goes, all mail goes. Question. An Airmail letter has taken two weeks to reach me. How do you explain that? Answer. I cannot answer for the postal department but if the mail is correctly addressed i.e. Name: Camp/Company c/o Alyeska Services Center there should be no delay. Question. Is it possible to trace a first class or Air Mail letter? I sent a check to the bank and haven't received a deposit receipt. Answer. No. Use certified mail which can be traced. Question. How much mail are you handling each day? Answer. On a weekly average approximately 1100# daily. We expect this to increase to 3000#/day. Question. My mail service is great-how do you guys do it? APPENDIX E WHY ALASKANS QUIT THEIR JOBS (By Pat Parnell) "I'd give my eyeteeth if I could keep my employees," said the manager of a large Fairbanks business. His feeling is probably typical in this outpost Alaskan community of 50,000 located at the end of the Alaska Highway. The city's population includes many transients; and economic, social and psychological reasons combine to push the employe turnover above 200 per cent a year for many businesses. To find out the reasons behind high turnover, Alaska Industry talked to a cross-section of the business community. The result was a series of opinions as diverse as the personalities behind them. In the end it seems, good business relationships, like good personal relationships, depend on a mixture of qualities, many of them intangible. J. C. Penney Company in Fairbanks is one of the few organizations in the area to have a professional personnel manager. Also, in contrast to various other personnel offices which seem to act mainly as referral services for their organizations, the Penney's management is concerned with the subtle psychological and social factors that often mean the difference between a productive working relationship and a resignation or termination. "We still have a turnover of well over 100 per cent yearly," said Phil Shama, Penney's personnel manager, "but that's half what we had when the store opened five years ago. As we become better established, the working conditions have improved, and at present there is a large labor force in the area. The main difference, however, is that now we are selecting our people more carefully. We try to choose people who seem interested in the work, and who want to stay in Alaska. "Penney's has extensive training programs, and there is an effort made to motivate the individual to become interested in the work," he said. "If people become involved, they find that retailing is a fascinating business-dealing with people; giving them what they want when they want it. "We feel our employes are our biggest asset," said Shama, "and to encourage them to stay with the company, we offer a profit-sharing program and a lucrative benefit package that can almost double the person's effective income.' Although the turnover at Penney's would still be considered high in most parts of the nation, in Fairbanks where changes in staff occur at twice the rate in other areas of the U.S., a 100 per cent turnover is not unusual even in offices where the wages are double those paid in retailing. According to statistics from the Alaska Department of Labor, the mean wage for sales clerks in Fairbanks is only $2.60 per hour, 50 cents higher than the minimum wage. Secretaries earn $3.60 per hour in business, $3.75 in the construction industry, and $4.95 in government. SUPPLEMENT TO A GOOD SALARY "Money isn't the answer though," emphasized the manager of a super market where the turnover was estimated at 200 per cent. "Some of our girls have made $350 per week working overtime and double time on Sundays, as only a supplement to a good salary earned by their husbands; they left Alaska because they 'couldn't afford to live in Fairbanks.' But other wives work only half time to supplement their husbands' minimal salary, and manage somehow." According to the Department of Labor, the mean wage for grocery checkers in Fairbanks is $4.30, and for butchers, $5.50. In spite of wages more than double what might be expected in a city outside of Alaska, turnover is the store's biggest expense, and management doesn't even include new employes in the official figures unless they have been employed at least 60 days. If an individual leaves before two months is up, statistically he may as well have never worked at all. "We've made a lot of progress in cutting down turnover," said the store's manager. "The thing we look for now is a stable personality. We have found that many people who come to Alaska are running from some personal problem. They don't stay in Alaska though. Whatever their problem was-drinking, taxes, family or financial-they find it's still right with them, so they leave, Eighty to 90 per cent of our turnover is due to this kind of personality problem.' Some employers also mentioned the particular kind of situation that seems to have something to do with the Alaskan mystique-the feeling of freedom and opportunity that almost every Alaskan will mention in describing his life on the "Last Frontier." Alaskans have an independent streak that makes them indifferent to the ordinary pressures that will keep a man on the job for 40 years in other areas. An Alaskan often seems to be daring his employer to fire him, and will sometimes quit at the drop of a hat-or an insult, real or imagined. Everyone seems to have a sideline, whether by choice or by necessity. An electronic technician will drive a cat in the summer. A school teacher will have a part time job playing honky-tonk piano in a saloon, and a college professor will be a registered hunting guide. This versatility gives them a certain amount of independence; they are not afraid of being unable to find a job and as a result will not tolerate many of the minor inconveniences that are part of the routine in most places. Although many people claimed that money was not the only factor that influences employes to stay on the job, it seemed that there was a direct connection between rate of pay and employe permanence. Low paying jobs had the highest turnover, although in comparing businesses with the same pay scales, the effect of other factors could be seen. HAS A PSYCHOLOGICAL APPEAL Working in a bank, for example, has a psychological appeal to many people, even though the salaries are probably lower than any other business. The supervisory personnel have opportunities to make money when they hear about investment possibilities, but most low-level workers do not have the resources to take advantage of these opportunities. "We pay top competitive salaries in our field," said one banker, whose tellers make $2.50 per hour, "yet we can't compete salary-wise with governmentespecially considering the 25 per cent tax-free cost-of-living allowance for federal employes. Our earnings are strictly controlled by state law, and we cannot afford to compete with government salaries. For example our interest rates in Alaska are limited to 8 per cent compared to 12 per cent in Washington state or Illinois. "We probably have about a 40 per cent annual turnover," he continued. "We lose more from some departments than others. The tellers probably average 100 per cent a year or greater-but in our higher-paid managerial positions, there is practically no turnover." The high turnover in lower-paid positions was explained by citing the relatively numerous opportunities for unskilled workers to find work. A highly specialized, highly paid individual, on the other hand, often has few opportunities for changing jobs, if he wishes to stay in his field, even though he might like to change. CREW RETURNS EVERY YEAR In the construction industry, most workers will try to return year after year to work for the same company, according to management officials. "We have a basic crew who return every year," said one administrator in a large company. "I would say our turnover is less than 30 to 40 per cent, in spite of the seasonal nature of the work. Sometimes if we have a job in the field, they will look for work with another company that has a local job if they want to stay in town. And sometimes outsiders will only stay a season or two if they came north expecting to make big money. They find that $8 to $9 an hour sounds big outside, but up here it isn't much when you're only working eight or nine months, and when costs are so high.” One industry that has a built-in advantage in Alaska is air transportation. Most Alaskans are eager to work for the airlines because they tend to have a natural wanderlust, and because often they have friends and relatives still living in the "Lower 48." "We had a turnover of less than 10 per cent in 1971," said Kenneth S. Sitton, airport services manager for Pan American Airways in Fairbanks. "We are able to keep our people because the pay is good, they have a twelve-month year and employe benefits, and they can fly for only 10 per cent of the regular cost, plus some free travel. We pay for families, too, and that can mean a saving of two or three thousand dollars every year for those that take large families outside to visit relatives. Our passenger service people start about $900 per month, and the maintenance crew at $950. With the cost-of-living allowance, some with experience earn up to $1300." EITHER EXTREME HAS EFFECT Although there is great variation in the per cent turnover among various business and government agencies, all are usually affected to some degree by extremes of the labor market. Either extreme a large surplus of jobs or of workers-tends to cause increased turnover. If there are many jobs available, the workers can be selective; if there are many applicants, the employer can be selective and less tolerant of mediocre performance. In Fairbanks both extremes have been rather dramatically illustrated in the last three years, with the oil boom in 1970 and then the subsequent slowdown. "Many Fairbanks employers seem to feel that turnover isn't a problem for them, since they can easily replace people with the large supply of workers who are military dependents," said James E. O'Rourke, manager of the Fairbanks office of the state employment agency. "But they are beginning to realize that time and money is wasted in continually training new people. Recently, some have decided that they would prefer to hire Alaskan residents in preference to wives of military personnel who may be highly skilled, but who will be transferred to other areas within two years at most. "Sometimes, you find an organization will encourage a high turnover," said O'Rourke, "in order to avoid having to provide employe benefits. Sometimes it is financially better to have a high turnover than to have to pay for extras such as. pension plans or travel benefits." Even though it sometimes might be desirable to have a high turnover to keep down costs, in the long run, most businesses find that it is more economical to try and keep their employes as long as possible. Staff members at the Fairbanks office of the Alaska Employment Service gave the following possible reasons for high turnover: First: Unrealistic hiring requirements. "Over-qualified people are put in low level jobs with the expectation that they may be promoted to higher positions. If only a few will eventually be promoted to managerial positions, it is unrealistic. to expect the rest to stay in low level occupations. Second: Unrealistic expectations. Sometimes an employe may have misconceptions about a job. For example, a girl might take a job as an airline stewardess, thinking it will be glamorous, or she might expect that she will get rich working as a bank teller. Third: Poor job description on the part of the employer. Often employers. are inexperienced in their roles and they don't know how to describe a particular job to a prospective employe. Fourth: Low pay. Fifth: Lack of advancement opportunities. Sometimes even in an organization where there are opportunities for promotion to more interesting jobs, lowlevel employes are not made aware of the chance for advancement, and they leave the company out of boredom. Sixth: Shift work. Although shift work is attractive to certain individuals, most family-oriented people will try to find a job where they can spend time with their children and wives or husbands. Seventh: Transportation difficulties. If a job site is in an out-of-way location, the cost of transportation, especially in Alaska, often makes it impossible for low-salaried workers to continue working there. Eighth: Personality problems. Sometimes a supervisor will be hard to get along. with, and there will be high turnover in his section only. When all aspects of high turnover are considered, we see that this is a problem that is as complex as the personalities of the people involved. The effects of today's personal mobility, and the carefree attitude of many young people combine to indicate that the days of the "faithful old retainer" are gone forever. U.S. SENATE, COMMITTEE ON APPROPRIATIONS, Washington, D.C., September 30, 1974. Hon. E. T. KLASSEN, Postmaster General, Washington, D.C. DEAR TED: As you may know, at my request a Senate Post Office and Civil Service staff inquiry is currently being conducted in Alaska to measure what impact the trans-Alaska pipeline construction has had on the operation of the postal service. My assistant, in a preliminary report, has pointed out a couple of problem areas regarding needed facilities in Valdez and Anchorage. The community of Valdez is the Southern terminal port for the trans-Alaska pipeline and as such much of the construction there is of a more permanent nature than other sections of the pipeline. There are four construction camps serviced by the Valdez post office. The current post office, although only six years old, is totally unable to meet the need of this booming seaport. Current population is in the neighborhood of 2,000 with a conservative projection of 5,000 within a couple of years. I understand approval has been given to construct a 7,000 square foot building. However, little can be done until the land acquisition process has been finalized. I would appreciate any effort on the part of your real estate office to conclude the acquisition process in order for construction to start in the Spring. As you know, in Alaska a one month delay in one area can set back a whole project one year due to the severe winters and a short construction season. Ted, my assistant tells me it is like Christmas every day in the current post office, and that something needs to be done as soon as possible. The second area of concern centers around Anchorage. As you know, most of the mail in and out of Alaska goes thru Anchorage. Anchorage is the key for efficient service for the entire state. Consequently I am concerned with early completion of two projects now pending for approval. One project is an $8.8 million carriers station and vehicle maintenance facility. It is my understanding that the postal service has an option on an 8 acre tract of land near 26th Avenue and A street. Property around this choice location is selling for more than twice the option price. Time, however, is of the essence as the option expires on November 12 and the owner will not renew the option. As in Valdez, a months delay here could mean a years delay in construction of this needed facility. I urge that necessary steps be taken to secur this property before the November 12 deadline, as well as early approval of this much needed carrier station and vehicle maintenance facility. In addition, in Anchorage there exists a need for a new downtown station. As you know, the postal service will not have a station in the new Federal Building. Consequently action is needed now in approving any plans to have operational a new facility in the downtown Anchorage area. These facilities are badly needed, and even if approved may take two to four years before they could be occupied. I know you are aware of the action by the Federal Energy Office invoking the Defense Production Act giving pipeline contractors top priority in obtaining needed materials. I do hope the postal service will act with the same energy and spirit in looking at the mail needs of the pipeline construction workers and other Alaskans. With best wishes, O (33) TED STEVENS, U.S. Senator. |