/-f £; ' LIBRARY _^ ANNEX ^tm fork ^mt aioUegc of Agriculture Kt afarnell IntnEraitH 3lll(aca, N. 8. STATE or NEW YORR D^fPARTMENT OF LABOR SPECIAL BULLETIN issued Under the Direction of THE INDUSTRIAL COMMISSION EDWARD F^ BOtLE,,Clialnnan IBS M. LTNCH FRARCES PERKIRS . URY D. SAYER CYRUS W. PHULK^ EDWARD W. BUCKLEY, Secretary BERNARD L. SHIENTAG, Counsel Ho. 100 JULY, 1»20 srr THE TELEPHONE INDUSTRY ■^ i\ report. submUtefl to ALFRED E. SMITH Gpvernor of tKe State of Ne-w YorK Prepared bj THfi BUREAU OF WOMEN |R IHDUSTRY Cornell University Library The original of tiiis book is in tine Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924014541373 REPORT SUBMITTED RELATIVE TO THE Telephone Industry in New York State TO HIS EXCELLENCY, THE GOVERNOR OF THE STATE OF NEW YORK PREPARED BY THE BUREAU OF WOMEN IN INDUSTRY ALBANY J. B. LYON COMPANY. PRINTERS 1920 TABLE OF CONTENTS PAGE Recommendations k Introduction 7 Scope of Study j^q Systems of Employment and Training n For New York City Advertising I5 Dormitory . j^g Employment Standards I7 Training School -, ig For Up-State 23 Labor Organization: The Operating Force 24 Loading ; 26 Basic Hours of Labor vs. Actual Working Hours 30 One Day's Rest in Seven 33 Absenteeism 34 Broken Time 35 Wages 35 Labor Turnover and Length of Service 39 Working Conditions: Ventilation 47 Seats 48 Washing FaciUties and Toilets 48 Lockers 48 Night Accommodations 48 Rest Rooms 49 Lunch Room Service 50 Supervision , 51 The PubUc's Part 52 Rest Periods 53 Medical Department 54 Employees' Benefit Fund: Pensions 58 Death Benefits 59 Accident Disability Benefits 59 Sickness DisabiUty Benefits 59 Miscellaneous Benefits: Anniversary Payments 62 Other Benefits 62 Employees' Jlepresentative Plan 64 [3] APPENDIX— STATISTICAL TABLES PAGE Names and approximate size of exchanges covered in hour and wage inquiry 69 Schedules of wage payments 72 Total hours worked by those working a full week 75 Number of operators working overtime 76 Number of operators working overtime 78 Showing number of days worked by regular time operators 80 Table showing percentage of operators on split trick 82 Table showing percentage of absentees Decemlber 8, 9, 10 83 Table showing percentage of operators with broken time December S, 9, 10 83 Productive hours lost 84 Number of times days of absence and broken time were or were not paid for by company 85 Table showing number of workers at each basic wage 86 Increases above basic wage 88 Earnings 91 Earnings 93 Cumulative table of earnings 93 Table showing period of service, exclusive of students in training school . . 94 [4] RECOMMENDATIONS The Bureau of Women in Industry recognizes that recommenda- tions for the improvement of the labor policy of the Telephone Company fall under two general headings : First, reduction of labor turnover. A telephone operator is not a real asset to the Company until she has been with it for one year. Therefore, every effort should be made to retain the operators. Second, an increased number of operators. Traffic has increased 27.5% from January, 1919, to January, 1920. It is necessary, therefore, that the number of operators increase proportionately to the increase in traffic. As means of meeting the problems presented by these two fac- tors, the Bureau of Women in Industry would therefore recommend : (1) Scientific selection of suitable operators by the Employ- ment Department in order to decrease the labor turnover within the Training School itself. (2) A re-organization of labor management, so that the same department, preferably the Employment Department, is responsi- ble for employing, dismissing and accepting resignations of operators, thus securing co-ordinated methods of handling labor supply. (3) The limitation of the number of working days to six. (4) Compulsory rest periods of 15 to 20 minutes at reasonable intervals for every operator, preferably splitting the trick in two equal parts. (5) The elimination of all overtime, and the gradual establish- ment of a seven-hour shift for the day and the night operators similar to the seven-hour shift for evening and split-trick operators. (6) A higher maximum wage rate, and a faster rate of pro- motion for an employee who has been in the service two years. Increase in wage, after this period, which marks the beginning of 100% efficiency, should be such that it will be an incentive to remain with the Company. [£■] 6 (Y) The extension of the facilities of the Medical Department to give operators periodical physical examinations with particular reference to nervous strain and its effect on health and efficiency. In order to make this effective, complete medical records for each employee should he kept. (8) A democratic system of organization and representation among the employees, through which they may express their de- sires and by which they may acquire a sense of responsibility toward their work. The Bureau of Women in Industry would recommend further : (1) An amendment or amendments to the Labor Law which shall include telephone exchanges as subject to the supervision of the Industrial Commission as prescribed for factory and mercan- tile establishments under Section 51-a of the Labor Law. (2) The serious consideration by the Public Service Commis- sion of the items in this report which have a bearing upon the much complained of inadequacy of the telephone service, with such action to remedy these defects as is possible under its broad powers. INTRODUCTION The service which the public received from the Telephone Com- pany in the pre-war period was almost above criticism. In the last two years, especially during the year 191;9', the service deterio- rated to such an extent that business was crippled and the public seriously inconvenienced. By December, 1919, the situation had become so acute that the Governor, desirous of throwing some light on the relation of the working conditions of telephone oper- ators to the increasingly inefBcient service rendered the public, sent the following letter to the Industrial Commission of the State of New York : December 22, 1919. The Honorable, The State Industrial Commission, 230 Fifth Avenue, New York City: You are hereby directed to request the Bureau of Women in Industry to make an investigation of the conditions of employment for women in the telephone exchanges throughout the State with especial reference to 1st — Wages 2lud — Hours of labor 3rd — Sanitation 4th — Labor turnover and its causes ; that this special investigation be made for the purpose of supplying your Commission and the Public Service Commission with necessary information. According to the newspapers some investigation of the telephone exchanges has been made by the Health Commissioner of the City of New York. I am also informed that the employees of the telephone companies have asked for a hearing on the question of their wages, before the Public Service Commission. I am given to understand that this hearing is to be held some- time in January. Truly yours, ALFRED E. SMITH. On December 23, 1919, the Industrial Commission of the State of ISTew York passed a resolution requesting the Bureau of Women in Industry to make the investigation of the conditions of employ- ment for women in the telephone exchanges throughout the State, with special reference to wages, hours of labor, sanitation, labor turnover and its causes. Telephony is one of the newest of our large commercial indus- tries, dating only from 1876. In the earlier years of its history [7] the telephone industry employed only men and boys, but m its development it has become one of the largest employers of women and girls. Executives in the telephone industry make the claim that vyomen are much more successful and satisfactory operators than men or boys, and heace the replacement of men and boys by v7omen and girls on the operating force. There is perhaps no other industry that has so rapidly increased in improvements and vfhere invention has played such a large part. The farmer living in remote districts of the Middle West is in close communication, by means of the telephone, with his neigh- bor and the country store. The business man, spending his sum- mer on the coast of Maine, can be kept in constant contact, by means of the telephone, with his oiSce in New York City. From coast to coast, all over the country, the telephone has come to play an important part in economic, social and industrial life. The American Telephone and Telegraph Company system prac- tically controls the great national net-work of toll lines. The !N"ew York Telephone Company is a subsidiary Company of the Ameri- can Telephone and Telegraph Company and in New York City handles only local and suburban calls. The telephone industry is a continuous one — it must operate twenty-four hours of the day and seven days of the week. Because of the fact that it is a public utility the fixing of rates and stand- ards is within the power of the Public Service Commission. This Commission, however, has never done anything more than the fixing of rates. It has never exercised its power to go into the efficiency of the organization from the point of view of the worker. The women who are employed by the ISTew York Telephone Company are not subject to any of the regulations of the New York State Labor Laws. The laws limiting the hours of factory and mercantile workers to nine a day and fifty-four a week, and • prohibiting their employment at night, do not cover the telephone operators. Two studies of importance have already been made. The first was published in 1907, and was a report of the Eoyal Commission on a dispute respecting hours of employment between the Bell Tele- phone Company of Canada and the operators of Toronto, Ontario. 9 This dispute hinged on the point that the working time of the operators was to be lengthened from 5 to 8 hours. The operators contended that it was a physical impossibility to stand such long hours. The Company at that time refused to deal with them in any way and a strike was threatened, which would so seriously have affected the public's interest that the Canadian Government stepped in to settle the dispute. The second investigation was that of the Department of Com- merce and Labor of the United States Government in 1910, after a resolution was introduced into the Senate asking that an investi- gation be made of the telephone companies engaged in the conduct of inter-state business as to their method of business, wages, hours, etc. Both these reports threw considerable light on telephony, and are significant in that these official bodies at that time argued that the wages of the workers were too low and the hours too long. SCOPE OF STUDY Eollowing the suggestions in the Governor's letter, the points covered in the study submitted deal generally with hours, wages and labor turnover. Sanitation was not considered to any great extent in this investigation, because of lack of time and because the Board of Health of the City of New York had so recently made a survey of sanitary conditions in the Telephone Company. In conference between officials of the Telephone Company and the Chief of the Bureau of Women in Industry, the week ending December 13, 1919, was decided upon as a typical period of time in which to study the pay-roll and the hours of the operating force. The hour and wage discussions which are considered in this repon cover only this week. The labor turnover, however, is taken on a yearly basis for the year 1919, and in other parts of the report, wherever possible, records for the entire year are used. Roughly speaking the study covers two-thirds of the girls em- ployed in the exchanges of each geographical division, totaling 12,326 operators. The choice of exchanges was also reached in conference with officials of the JSTew York Telephone Company, in order that we might have a correct picture. In undertaking this study of the New York Telejihone Com- pany, the Bureau of Women in Industry had the fullest co-opera- tion and support from the officials of the Company. An office was assigned to the Bureau in the New York Telephone Company's building and the officials of the Company gave unsp-aringly of their time and assistance. The Bureau of Women in Industry began this study on January 2, 1920, and is submitting the final report to the ludustrial Com- mission of New York State on April 6, 1920. [10] SYSTEMS OF EMPLOYMENT AND TRAINING The main difficulty in the Telephone Company in New York City at the present time is the fact that there is not a sufficient supply of trained operators to care adequately for the central office positions. The employment methods of the Company are then of paramount importance. Prior to July, 1919, the employment for the New York Tele- phone Company was handled locally through the division Super- intendents of Traffic in co-operation with the Advertising and Publicity Departments and the Training Schools, and ordinarily there was a waiting list of girls who wished to become telephone operators. This is still true in some parts of the State at the present time. In Albany, for instance, there were 50 girls on ih" waiting list in January of this year. In Xew York City, however, the situation had become so serious by July of last year that the employment work was separated from the Training School and made into a department, with an Employment ilanager in charge. In September, 1919, the main employment office for operators at 1158 Broadway was opened, after some $5,600 had been spent on remodeling and furnishing the necessary rooms. A staff of seven are employed at this office, where everything has been arranged to show the applicants who come in that telephone operating is an attractive occupation. The policy of the Employment Department has been one made necessary by the desperate need of the Company — a policy of securing operators at any cost, by any legitimate means. No money lias been spared. Few experiments in systems of advertis- ing, bonus plans, etc., have been left, untried. The Employment Department, created because of the serious situation due to a shortage in operators, has had that unhappy problem of attempting to meet ever increasing difficulties. With the public clamoring on one hand for better service, with operators constantly and increasingly leaving, on the other hand, the Employment Depart- ment has had to struggle somehow to meet the situation as best it- might, and its course has not been an easy one. By February iirst [11] 12 the Department was maiiitaining six offices not including the executive offices of the Employment Manager, and the staff num- bered ninety. Efforts are made to reach every possible source of supply through talks given at schools and women's clubs, personal pleas made to school teachers and ministers, advertising, and recruiting through the Company's employees. A special recruit- ing staff of over 60 persons to visit girls at their homes and follow up every possible applicant has been established. Every clue which may result in securing a new operator is followed up. When one takes into account the fact that the head of the Training School considers a girl an actual cost to the Company until she has been with it at least a year, and that the traffic engi- neers do not feel that a girl can carry a complete " load " until she has been in the service two years, the securing and retaining of the right type of worker seems of paramount importance. With the general industrial situation such as it has been and is, and with the former wages and increases offered by the Telephone Company no special inducement, it has been impossible, hereto- fore, to secure the type of applicant desired in many instances. Before the need of operators became so desperate certain tests were given almost in the nature of examinations and it was pos- sible to select from among a group of girls and choose after consideration the ones best fitted for telephone operating. A tra- dition of social position, carefully fostered by the Company, sur- rounded the telephone operator and many girls preferred telephone operating to factory or store work for this reason. At the present time while every effort is made, of course, to secure the best type of girl, it has been impossible to live up to the old standards and the Company eagerly accepts any girl who seems at all likely. The choice of operators must of necessity be governed by the number and quality of the applicants, and the number and quality of the applicants now being obtained by the Telephone Company is different from the number and quality of the girls who entered the telephone service a few years ago. In order to know something of the type of girl now being em- ployed by the Telephone Company, the records of 816 applicants, considered eligible in December and January, were gone over by the Bureau. Almost two-iifths of these girls were 16 and 17 years 13 of age, and 71 per cent were under 21. Eifty-five (55) children of 14: and 15 years of age, with working papers, had been taken on to be trained to become operators, usually serving as messengers for the first few weeks. Considering the youth of these girls and the desire of the Company to secure workers direct from school, it is surprising that only 23 per cent applying for operator's posi- tions had never worked before. The industrial experience which the 77 per cent had had, however, had been for the most part very short and of a changing and spasmodic character. The largest pro- portion of these girls had had some clerical experience and a num- ber almost equally large had done factory work. About 15 per cent had worked in stores, run elevators, been domestic servants, etc., and 12 per cent — 9|9 — had had previous experience in telephone operating. The largest single group of the girls — 13 per cent — had received at their last work $12 per week, which was the starting Avage paid by the Telephone Company at the time they applied. Twenty per cent (20%) had been receiving under $12, and 51 per cent of them had been receiving less than $15.00. Only 5 per cent had earned $18 or more. Seven hundred and fifty-two (752) of the girls were living at home or with relatives; the remaining 64 were living alone or with a friend. There were 88 married women among the appli- cants, 14 of whom were widows. It was known that 37 of these applicants had children, in all cases young children. Seventy- four (74) of the 88 had definitely asked for night work and in many eases special notes were found on the applications stating that the woman wished night work in order that she might be free during the day to attend to her children and household duties. Of the 99 girls who had had previous telephone experience, more than half had been telephone operators for less than a year. The Company, however, is making a special effort to get back the girls who have had some experience and it hopes to be able to induce an increasing number of girls who have left the Telephone Company to return. So far as wage scales are concerned in these cases, the Company's policy is to credit the girl with all her exper- ience if she has been away from the Company less than a year. If she has been out of the service more than a year, 6 months 14:' credit from her previous service period is deducted. At the discre- tion of the chief operator, a girl who has been away between 12 and 15 months may be credited with her entire experience. Benefits and anniversary gifts are, of course, affected by any break in service and the girl is obliged to " begin again." Dr. Kichardson has stated that " concentration, accuracy, self- control and co-ordination " are the most important factors in effi- cient telephone operating. The education and general intelligence of the operators is therefore significant. The application blanks in 801 cases contained a statement made by the interviewer as to the girl's general intelligence. Five hun- dred and sixty (560) times this general intelligence was rated as fair; 115 times, or in 14 per cent of the cases, it was questioned or marked as doubtful, and in 55 cases it was definitely stated that the girl was not " bright." Only 27 times were the applicants rated as " good " as to their intelligence. Of course these ratings vary with the interviewer, and it was noted that in some cases an applicant who had been turned down as ineligible by one inter- viewer, would be reconsidered and classed as " eligible " by some- one else. It was also significant that in a large number of cases the inter- viewers had recommended that the girl return and re-apply after some minor difficulty had been adjusted, such as securing glasses for some minor eye trouble, or seeing to some matter of cleanliness. Apparently every effort was being made by the interviewers to secure whatever material seemed possible. Once an applicant has been rated as eligible, everything possible is done to have her enter the school at once. Aside from former employers, a reference is usually desired from the minister or priest of the girl's church. A reference from an employee of the Company is considered sufficient, and additional information in these cases is seldom secured. Form letters are, of course, sent out in many instances to secure recommendations, but often the replies to these do not come in until sometime after the girl has been placed in the training school. The fact of the matter is that absolute necessity for securing operators without delay has governed every experiment or policy of the Employment Department, Girls must be brought into tho 15 service of the Telephone Compaiiv ; no cost in efforts to secure them is too gi'eat. Once secured, they must be pushed into th(j school quickly and standards which at a more normal time in the employment situation of the Company would be rigidly upheld, are modified or waived. The large labor turnover in the training school may be in a measure accounted for by the attempt to try out girls whose ability is questioned from the first, to make the neces- sary physical examinations after the girl enters training, rather than before, and to secure the minimum in the way of reference, in order to save time. Advertising. For the months of October, November and December, 1919, the Company spent in " help wanted " advertisements in the New York daily newspapers $37,564. Added to this, it spent, over the same length of time, $14,600 for its recruiting system, that is sending out special agents to recruit girls for the service. The Company also paid, during the same period of time, $1,125 as bonuses to the people in their employ who brought in new workers. Five hundred and fifty-four (554) days off were given to em- ployees bringing in new recruits, which, figured at about $2.50 per day, makes this cost approximately $1,385. In addition to this, the Company utilized $3,200 worth of news- paper space a week, for which they had formerly contracted, which up to this time had been used for purposes other than advertising for help; making a total for 12 weeks of $28,400. Thus the sum total of $93,074 was spent during the last three months of the year 1919 in attempts to secure operators. According to the Company's own figures for these same three months, the total acquisition to their operating force was 592 operators — gaining 1,549 to their force and losing 957. Newspaper " ads " is one of the most common and successful methods of securing young and unskilled workers. Its greatest weakness is that it is indiscriminating and entails considerable expense in the weeding out of undesirable applicants. There were 19,862 applicants in the year 1919. Out of this number, 7,810, or less than one-half, were notified to report for training. Not a stone has been left unturned by the Company to secure 16 operators. A large sum of money has been spent and the number of girls applying last year (19,862) has shown that the methods used by the Company for obtaining applicants have been highly successful. The outstanding weakness has been the lack of a well- defined and well-applied policy to retain the girls, and the estab- lishment of a goal in length of service that is worthy of attainment. Dormitory. In aa effort to increase the number of operators, the Telephone Company entered upon a policy in New York City which was adopted during the period of the war in Washington to meet the emergency of increased traffic. This was the " living in " system. The Cathedral Dormitory was opened by the Telephone Company and operators were brought to New York from up-state, living in the dormitory entirely at the expense of the Company. These operators received the same rate of pay which they had been receiv- ing for work up-state. Although in the majority of instances this rate was lower than that paid the New York City girls, if taken together with free living, it became a wage out of all pro- portion with that paid the regular New York City operators. The Company spent $14,313.95 in alterations to make the buildinej adaptable for dormitory use; $18,822.77 was then spent in equipping the dormitory with the necessary furniture, making the total initial expenditure on the part of the Company $33,196.72. In September the average number of operators accommodated in the dormitory was 109; in October, 138; in November, 155; and in December, 145. Over against 10,9 accommodated in Sep- tember there was a total expenditure for supervision, miscella- neous and house service of $8,941.85 ; in October over against 138, there was a total expenditure of $9,256.76; in November over against 155, there was a total expenditure of $9,086.64; and in December over against 145, there was a total expenditure of $9,812.95. At an expense of about $67 per month per person, irrespective of the $33,196.72 spent on alterations and equipment, the Com- pany has been able to increase its operating force approximately 145 girls. This policy is purely a temporary one and will be discontinued at the earliest ODDortunitv. 17 Employment Standards. The Comjjany definitely desires a certain type of girl — in age she should be between 16 and 23, with excoptions for night work operators, where the maximum is 35. The Company has in mind the growing policy of the State on the prohibition of night worif, particularly for younger women, and is endeavoring to raise the age of night workers to over 21 years. Sixteen (16) is, however, the predominating age for the bulk of the new employees, accord- ing to actual figures. During December, 1919, for instance, of 512 girls who reported for work, 409 were 21 years of age or under. So far as experience goes, the Company much prefers girls who come direct from school, without industrial experience. Such girls are more amenable to instruction and discipline, and can fit into the Company's organization with less eflFort. The Company also desires girls who are living at home, and who have had at least a good grammar school education. The fact that the average telephone operator is so young and so inexperienced has undoubtedly had much to do with the develop- ment of the spirit of the Company toward its employees. This spirit is of great significance in considering the problems con- fronting the Telephone Company at the present time. It is keenly felt in every branch of the service. It is the spirit of a kindly guardian, who will plan what is best for those under kis care, down to the minutest detail. From the moment the applicant enters the Training School she is made conscious that she has become a member of an army where obedience, loyalty, and appre- ciation ai'e expected. Eest periods are arranged for her, her meals ai"e planned, and she is, in the words of the Company, " sheltered and provided with every comfort and convenience." The operator needs little initiative at the switch board where she has been drilled in set phraseology, and even in the tone of voice which she is to use. Just so, initiative is at a discount when she is off duty, for her needs have been arranged for, and are adequately supplied. She is, in a sense, still going to school and her attitude is that of the school girl. She is part of an institution which publishes a paper for her, gives her parties, tells her what she should and what she should not do. Young persons are preferred by the Telephone Company because of the greater facility with which they learn to work and 18 acquire dexterity, and because their reactions are much quicker than the reactions of older girls. Yet the years 16 to 23 are those during which the nervous and physical system of a woman is peculiarly sensitive to strain and susceptible to injury. Injury sustained at this time of life is apt to be more far-reaching than would he the effects from similar causes in maturer years. The effects upon posterity caused by undennining or weakening the constitutions of these young women gives rise to serious consideration. In connection with the youth of the operators, attention must also be called to the fact that telephone operating does not seem to fit a woman for any other occupation or calling. Additional significance is, therefore, to be given to the fact that the average time spent by operators in the service is from 2 to 3 years and that the period of service is usually given at the time when a yo.ung woman is best able to learn with advantage the trade or calling which is to put her in the way of acquiring a livelihood during the years of her life. Training School. In the Manhattan-Bronx Division of the ISTew York Telephone Company in 1902, the training of girls for telephone service was recognized as a definite problem and the Training School was opened, where girls were given a carefully planned four weeks' course of study before they were sent to central offices. This was a radical change from the former system of training, where the girl learned as best she could from her fellow workers and super- visors, and secured her training by working directly at the central office positions. At the present time the Training School for ~Sew York and vicinity is in New York City. The school has grown so that it became necessary in the fall of 1919 to open a second small school in Bowling Green. This school is used, however, simply as an over-flow, accommodating at the most but 100 students, and is under the supervision of the Director of the main Training School on Houston Street. The school staff at the present time numbers 140, 10 of whom are doing clerical work in connection with the school. Fourteen ID (14) of the staff are designated as lecturers and the balance are instructors in the practice room. The training staff is flexible and interchangeable. The average instructor has had at least five years' experience with the Telephone Company, and when the entire staff is not needed at the school, the instructors are used as supervisors in the central offices, but remain constantly on call. The school is able to accommodate 500 students. It is aimed to make the classes no more than 50 each, and in the practice roim each gi'oup of 3 girls has a special supervisor so that individual attention and special help is possible. The school has six class rooms and one large lecture room. The most complete possible equipment is available in the practice and repetition rooms, where the girls are taught the actual processes of telephone operating. The Company furnishes text books, and the practice work on the switch board follows each day the text book lesson and the class lecture. The girls are all taught at the present time "A" board operating. If they become efficient "A" board oper- ators it is a simple matter for them to acquire a knowledge of the " B " board work, and they can be assigned to the " B " board in the central offi.ces as the need arises. The Company is now work- ing out a special text book on " B " board operating and it is pos- sible that in the near future special training will be given for " B " board operators, just as special training is now given in " long distance " operating, outside New York City. In New York City and vicinity, the " long distance " work is at the present time handled entirely by the American Telephone and Telegraph Com- pany, and consequently the training work of the New York Bell Telephone Company in these divisions is confined to local operating. The only lectures coming into the school course which do not bear directly on the technical knowledge necessary to telephone operating are the lectures given by the Company physicians at the training school. These lectures seem of particular importance when one considers the needs of the average girl who is now a student in the school, and it is to be regretted that the doctor can meet the girls only once a week, which means but two lectures at the present time, when the training course is reduced to two weeks. In these two lectures she attempts to give them general health 20 principles in the most elemeutaiy way. Slie discusses with tliem tlie care of the sl%:in, questions of cleanliness, and the unfortunate results of using too much paint and powder. Such things as proper shoes and clothing are considered, and she tries to tell them what the outstanding essentials of healthful living are. The school day is divided into periods approximately an hour in length. The girls assemble between 8:30 and i9 :00 a. m., when the first period begins. After an hour's lecture, they go to the practice room for an equal period, then back for another lecture or to the repetition room. The day continues in this manner until five o'clock, with some irregular periods due to appointments for physical examinations, etc. The students always have an hour for lunch, and a special dining room and a rest and recreation room is provided for them. The practice room is equipped for 84 students. The room gives the general appearance of being a regular central office and some of the girls do not realize that they are not dealing directly with the public. The board positions are like those in the central offices, except that the students have six pairs of cords to handle instead of twelve. A supervisor walks up and down behind each three girls, helijing them make the necessary connections and correcting them when they make mistakes. Each student is supplied with her own head-piece and she keeps in her locker the mouth-piece which she uses. These mouth pieces are sterilized at the end of each week. The calls to the students come from special instructors' desks, of which there are fourteen. In this way the calls can be given in as rapid succession as the girl is able to handle them and can be of a type which will drill her in what she has learned from lectures and text book. It is, therefore, possible for each girl to advance as fast as she herself can master the work, which is a great advantage when the need is so great and the training, of necessity, is superficial. Each girl follows through her classes with the same lecturer and the same two practice room instractors, and this also makes possible a certain amount of individual atten- tion and understanding. The repetition room is equipped for 30 students, and is simply a practice room where additional training can be given in help- ing the students to find the numbers on the boards quickly. 21 The regular length of the training course has always been four weeks, but unfoilunately, because of the shortage of operators, this has had to be shortened to two weeks, which means that at the present time only the fundamental knowledge essential to the simplest form of local operating can be taught in the school. With the four weeks' course, it was possible to instruct the girls regard- ing irregailaritici in making connections, " busy " calls, " don't answer " calls, etc., now only actual 0. K. calls are considered, and the training deals with the most elementary knowledge and leaves all questions involving complications to the central office instmetors. The method of teaching is extremely simple and resembles that of a primary school. The girls are seldom called on as individuals, rxcept when they read in turn paragraph by paragraph from the text book. The atmosphere and discipline is that of elementary school rooms, and all explanations are made in the simplest forms possible. The lecturer is furnished with every possible help in the way of blackboards, model telephones and switch boards, etc. FoT the most part, the girls answer in concert to questions asked, or repeat the standard phrase after the lecturer. Their so-called study periods, when they work from the text book, are supervised by the lecturer who explains each paragraph of the text book as it is read. The work in the practice room is considered the important part of the training. There the girl is actually in contact with the connecting cords and the whole apparatus with which she is to deal when she becomes a regular telephone operator. The lec- tures and class instruction are used to make possible and clear this practice work and to vary the strain and fatigue which would eventually result should an inexperienced girl be kept in the prac- tice room too long at a time. She must gradually get used to switching her head-piece, which is supposed to be changed every half hour from ear to ear, and she must adjust herself to the new sounds and strains which come to her when she enters the tele- phone industry. To the girl who comes direct from school, the method of train- ing must seem logical and the discipline natural. Bells sound at the end of each period, girls march from room to room in an orderly manner, there is constant supervision by a teacher and the 22 constant giggling and foolery of elementary school girls. It is easy to understand, however, how the older girl, who has worked m other industries, would find it difficult to adjust herself to this atmosphere. The training school in JSTew York City accepts as students Long Island and Westchester girls, as well as those from Man- hattan, Brooklyn and the Bronx. This means that dc certain percentage of the expenses of the training school — 29.1 per cent in the case of Long Island, and 2.1 per cent in the case of West- chester — is charged to the different division offices. The salaries of the students while in training — now $15 per week — are also charged to the expenses of the training school. During 1919, the total cost of maintaining this school equalled $382,070.85. Excluding students' salaries, the portion charged to the Manhat- tan-Bionx Division for maintaining the training department for the year was $111,985.14. This item included their portion of the salaries and wages of the school staff and of a second miscel- laneous item, of which the largest amount went for advertising, since much of the advertising and printing done by the Employ- ment Department is still charged to the training school account. The very short period of training now given in the school has made necessary the extension of training to the central offices. A plan was originated some eight months ago, and has gradually developed since that time, whereby the students are placed under special central office instructors when they leave the school. The plan started with one instructor at each central office, but this has been increased in proportion to the number of students placed in the different exchanges. The plan has been so successful and has proven so conclusively the need for special supervision after the student leaves the school, that it is now planned to continue having central office instructors for the new operators even when it is possible to return to the original four weeks' course in the training school. At the present time there are 72 on the instruc- tion force in the central offices. The instructors rank above the ordinary supervising force in the central offices, and the average salary of an instructor is $25.50 per week. The maximum salary possible for her is set at $29. For the week ending January 17, 1920, the cost of maintaining this central office instruction force 23 amounted to $1,620.47. This cost is divided between the offices and charged to the reguh\r central office accounts. In the estimate for the coming year, the Company is preparing to enlarge this instruction force to 140 in order to meet the needs of a student body estimated for the year 1920 at 7,000. TJp-State. The methods of training used throughout the state vary so, according to the number of students and pressure of work, that it is impossible to consider them in detail. Training schools similar to the ISTew York school, but on a smaller scale are main- tained in the larger cities such as Albany and Eochester. In cei'- tain cases, however, girls from these centers are sent to New York to receive special training in order to become chief operators or to fill some particular position. These smaller training schools send out instructors to nearby cities when the situation seems to warrant this. At the present time a special instructor from the Albany training school is working with a group of girls in the Schenectady exchange. The number of students and instructors and the equipment for tra-ining purposes varies in the different schools. In the smaller towns and where the contract system is in operation, girls are still trained by their fellow workers at regular operating positions. Because of tTie close connection between the employment prob- lem and the question of training the situation throughout the state is very different from that which exists in New York City. Just as in the case of labor turnover, inefficient service, and the other difficulties now confronting the Telephone Company, the crux of the matter is found in conditions in New York City where indu.strial upheavals are centered. When we consider the efforts of the Employment Department to secure telephone operators for Manhattan, and the type of applicant who is now classed as eligible, we begin to realize some of the difficulties which are confronting the staff of the training school in their attempt to make efficient operators out of, too often, obviously poor material. LABOR ORGANIZATION Tl\e Operating Force. A count made during November, 1919, shows that in the Man- hattan-Bronx Division there were 4.114 day operators, 2, 205 even- ing operators, 833 night operators, making a total of 7,152. In the Westchester Division there were 219 day operators, 43 even- ing operators, 55 night operators, making a total of 4S7. In the Long Island Division there were 1,20'9 day operators, 1,407 even- ing operators, 291 night operators, making a total of 2,907. In the Hudson Division there were 408 day operators, 438 evening operators, 92 night operators, making a total of 938. In the Cen- tral Division there were 600 day operators, 490 evening operators and 90 night ojx'rators, making a total of 1,180' operators. In the Western Division there were 829 day operators, 733 evening operators, 236 night operators, making a total of 1,798. In the iN^ew Jersey Division, which includes Staten Island and must therefore be taken into consideration, but which also inchides suburban JSTew Jersey, there were 884 day operators, 887 evening operators, 259 night operators, making a total of 2,0'30. Therefore, in what is the New York Telephone Company, in the operating force for the month of November there were 8,263 day operators, 6,373 evening operators and 1,856 night operators, mak- ing a grand total of 16,492 operators. The split trick operators fall either in the day or evening group. The industry is necessarily continuous for the public demands service all hours of the day and night. The Company must be so equipped that it will know when to expect the peak of the " load " in each central office. In other words, it must know that the down-town business district of New York City is busiest between 10:00 and 12:00 in the morning and 2:30 and 4:30 in the afternoon; that a certain suburban office is busiest in the early evening ; that a certain apartment house district carries a heavy Sunday " load," and it must plan its operating force to meet these " loads " most efficiently. In nearly all telephone offices the operating force is divided into four divisions or shifts — day, evening, night and split trick. [2A] 25 It is the universiil policy to have employees in any exchange, except the all-night operators, come in a few at a time so that the change at the switch board will be made gradually and with- out interruption of service. Although definite hours will not be discussed here, the following general definition of operators may bo assumed for the different shifts: Day ojjerator (basic 8 hour day) — an operator who begni? work not earlier than 7 :00 a. ni. and stops not later than 7 -.W p. m. Evening operator (basic 7 hour day) — an operator who begins work not earlier than 11:3'0 a. m. and ends not later than 11:00 p. m. Split trick operator (basic 7 hour day) — an operator whose work is separated into two divisions by a period of more than two hours and not more than five hours. -N^ight operator (basic S hour day) — an o])crator whose work begins not earlier than 7 :00 p. m. and ends not later than 7 :00 a. m. The Xew York Telephone Conipajiy, in so far as is jn-acticable, permits the operators to select the exchange in which they will work, and makes every reasonable effort to get girls into exchanges near their homes. The split trick operators who live farther than ten blocks from their exchanges are paid 10 cents car fare per day to allow them to go home between swings. A choice of tricks or operating shifts is very often granted to girls, although this depends, of course, on the need of operators and it also depends upon the co-operative spirit of the supervisors. There seems to be no general rule of the Company about the length of time a girl shall work on a particular shift. The most difficult trick to fill is the evening trick, which for the most part breaks into the girl's afternoon and takes up the whole or part of her evening. Girls of the age of telephone operators quite naturally wish their evenings free for recreation. The Telephone Company has offered special inducement to evening operators by placing their evening trick on a basic 7 hour day and paying $1.00 more than to day operators. Strange to say, the split trick is very popular among telephone operators. One of the favorites is working all morning, off all 26 afternoon, coming on duty about 5:00 or 6:00 p. m. and working until 8 :00 or 9 :00 p. m. This gives the girl practically all her afternoons and evenings free. Many of the girls on the split tricks testify that it is a great physical relief to have anywhere from two to five hours off between swings, that physically they are very much more able to stand telephone operating because of this break. The most unpopular shifts are naturally the ones which call for Saturday afternoon or Sunday work, as Saturday afternoon and Sunday is the time when the girls' friends are free and has come to be thought of as the play time of working men and women. It is extremely hard fox the telephone operator on duty that after- noon to be content with her lot. Sunday employment is divided among the operators. In some exchanges where the trafiic is light on Sunday, as for instance those in the down-town business section, the operators take turns working on Sunday and it may mean working only every fifteenth week. In other exchanges, where the Sunday " load " is heavy, such as the up-town apartment- house districts, an operator may be on duty once or twice a month. This, too, is regarded as a hardship by the operato.rs, even though time and a half is paid for the first Sunday and double time for Sundays in excess of one in any calendar month, and many em- ployees leave the Telephone Company for no other reason than that it means Saturday afternoon and Sunday work. While numbers of the night and evening operators change to the day force, those dropping out of the day force drop out of the service altogether, except for the few going into, supervisory groups. It is not difficult to find operators who have left the Telephone Company and gone into private exchanges or into other woxk, not that the new work always offers better opportunities or higher wages, but that they are free from Saturday afternoon and Sun- day labor. A corresponding day off during the week, even thougb it brings rest and relaxation, is in no way fully compensates for Sunday work. Loading. What happens when you, Mr. Subscriber, at Madison Square 9500, call Beekman 3000 is something like this: taking down your receiver causes a small light to flash at number 9500 in 27 front ol au "A" board operator in the Madison Square central office. The operator takes up au inside cord, known as an answer- ing cord, inserts the plug beneath the lamp signal, opens the cor- responding listening key which is toward the face of the switch- board, thus putting out the light and permitting her to talk to the subsci'iber. Central says " JsTumber please " and you say " Beek- mau 3000." The operator then closes the listening key and presses a small key marked " Beekman," which is on her table board. The '"A" board operator at the Madison Square exchange is in this way connected with a " B " board operator at the Beekman exchange, and the Madison Square "A" board operator gives the " B " board operator at the Beekman exchange the Beekman num- ber. The " B " board operator at the Beekman exchange then assigns to the "A" board operator of the Madison Square exchange a trunk line number, as, for example, trunk line 30. The " B " board operator at the Beekman exchange puts a plug, which is numbered as trunk 30, into Beekman 3000 and the Madison Square "A" board operator takes the connecting cord correspond- ing to the answering cord connected with Madison Square 9500 and places it in trunk line 30, closes the listening key and the connection is made. When both parties are through talking and hang the receivers on the hook a light flashes on the disconnected signal of the "A" board operator, who disconnects by taking down first the inside cord, then the outside cord. The removal of the outside cord by the "A" board operator at Madison Square gives a disconnect signal to the " B. " board operator at the Beekman exchange, who takes down the trunk line cord and returns it to its originfil position. The "A" board operator, therefore, in making a connection under normal conditions, with everything favorable, must go through fourteen processes in order to complete a call. In smaller cities it is not necessary to have the " B " board, as the majority of local calls can be completed on the "A" board, and therefore the work is less complicated and the human factor does not play so large a part in the service. While considering the operations necessary to complete a call, it is significant to bear in mind the number of calls an. h^ur which an operator can handle efficiently. The engineers in the Traffic De- partment have fixed 230 units per hour as the theoretical " load." 28 This is applicable on the "A" board with all positions filled. The engineers have further estimated that a girl in the employ of the Telephone Company for one month is able to carry with reason- able proficiency 25% of this load; that a girl in the service 3 months is able to carry 54% ; that a girl in the service 6 months is able to carry 75% ; that a girl in the service 12 months is able to carry 90% ; that a girl in the service 24 months is able to carry 10'0i%. This applies to offices in E'ew York City. In single-office cities such as Poughkeepsie, they fiugure that a girl can carry 230 units per hour with reasonable proficiency after being in the employ of the Company 18 months. In multi-office cities such as Albany, they figure that a girl can carry 230 units per hour after 21 months' service. In New York City the following units were carried during the busy hours on December 4 and 5, 1919 : Cortlandt Stuyvesanv Harlem Fordham 246 284 202 233 John Vanderhilt Rector Cathedral 254 213 2.33 212 Orchard Cotimibus Cana I Melrose 261 231 264 203 Watkms Lenox Chelsea ^y estchesAer 228 2-jii 270 183 Murray Hill Bowling Green Madison Square Momvngside 257 236 250 218 Longacre Frankli/n Bryant Intervale 182 258 229 195 Rhinelandor Sprimg Plaza Kingsiridge 258 294 277 208 Broad Gramerctj fichuyler A udubon 243 275 266 214 Beekman Greeley Riverside Trenrwnt 232 223 260 170 Forsyth Circle WadswortJi Olenville 239 232 224 186 Two hundred and thirty (230) units do not mean 230 calls. For example, a connection between a subscriber of the Madison Square exchange and Beekman would be 1.55 units, but a call from a pay station, where money would have to be returned if the call was not made, would be l.YO units. As will be noted from the above figures, the load carried by the operators diiring the busy 29 hour is often iu excess of the theoretical " load " established by the engineers in the Traffic Department irrespective, in most in- stances, of the length of sei-vice of the operator. This is one explanation of the inadequate and inefficient service that the public: has been receiving- during the past few mouths. In the matter of efficiency of service rendered it is the experi- ence of the Company that an " under-load " is almost as bad as an " o-\er-load; " that unless an operator has enough to keep her busy she is inclined to do poorly the little she has to do. Operators very generally agree with the management on this point. The standards were worked out, so far as can be learned, solely by the Traffic Department. Apparently the emphasis has been placed largely on the degree of efficiency and speed possible Irom each position, and little consideration has been given to the human element. The scientific measurement of fatigue of the operator should certainly be considered in relation to scientific measure- ment of a possible " load." Though it is true that the ordinary methods of measuring fatigue are of little value in the telephone industry because of the large personal factor involved — the pos- sible emotional strain from dealiuigs with irritable subscribers, uncongenial supervision, etc. — these very difficulties make the study of the problem all the more essential. The work of telephone operating under any conditions entails some strain on the nervous system; the faculties are kept con- stantly on the alert, there is high tension on the special senses, and a certain amount of mental worry. The strain is in propor- tin to the nervous force exhausted, and exhaustion is a matter only of degree depending upon the duration and intensity of employment. Telephone operating differs from most other occu- pations in which women are employed in its call on the special senses of sight, of hearing and of speech. Even when not actually busy, operators are not resting or relaxing, because they are neces- sarily on the alert. The Telephone Company has tried to overcome the physical strain of continuous sitting by allowing the girls to stand at inter- vals. It has also tried to reduce the physical strain of stretching and reaching by limiting the size of the board which the girls operate. In a sense, these efforts have been successful. 30 The liability of injury from shock, the harsh words and abuse from telephone users, the intense strain due to the constant flash- ing of the lights by impatient subscribers, the sense of crowding when work accumulates, and the inevitable anxiety in seeking to make the necessary connection whenever a rush takes place, all combine to accentuate the strain of the work, and are all factors more or less absent in other callings in which women are engaged. The question of " loading " and the physical strain upon the worker should be most carefully considered in connection with the hours of work of the operator. Basic Hours of Labor vs. Actual Working Hours The double heading of this section suggests the complexity of the problem of hours in the telephone industry. In considering the matter of overtime, it must be remembered that operators are supposed to have one day's rest in seven. For operators on the day aud night shifts, overtime means any time worked over 8 hours a day or night for six days a week. For operators on the evening and split tricks, overtime means any time worked beyond 1 hours six days a week. It must be understood that all switch board employees on a given shift do not come to their work at the same time, work a given time, take their lunch at the same time and then return and work until the same quitting time as do employees in most other indiistries. They come on one or two at a time, get their relief periods at different times, have different hours for luneh and get off at different hours. For this reason, while the basic hours of labor might be the same for all, the actual working hours would be very different for the different employees on the same shift. The number of operators required in an excliange at a given time depends largely upon the " load " that the particular ex- change carries during certain hours of the day. For example, the down-town business district requires eveiy position filled from 10:00 to 12:00 in the morning and from 2:00 to 4:30 in the afternoon, but requires very little evening service and next to no night service. Just the reverse might be true of a suburban district. PERCENTAGES OF OPERATORS WORKING OR NOT \W0RKINO OVERTIME OPERATOR'S HAVING PERFECT ATTENDANCE OPERATORS HAVING IMPERFECT ATTENDANCE TOTAL OPERATORS ai The number of split trick operators in the State of Xew York is indicative of the fluctuation of " loads," since the number of split trick operators in the different localities depends largely upon the " loads "' the various exchanges carry at certain times of the day. In New York City, according to figures sent in from the exchanges, about 6% oi the operators are split trick operators. The number of split trick operators throughout the rest of the State is considerably larger. In Brooklyn and Queens about 27^/2% are split trick operators, while in the western division 23%%, and in the Westchester Division about 31% are split trick operatois. Taking as a basis of computation 12,156* operators studied by the Bureau, 29.84% of the total operating force worked overtime during the week ending December 13, 1919. In general, a little over one-fourth of the operating force in New York State worked some overtime. The amount of overtime varied considerably in the different localities. In the Manhattan Division (Schedule I), 30% of the operating force worked beyond their regular assignment of hours ; in Brooklyn and lower Bronx (Schedule II), 51.65%. Under Schedule III, which includes part of Westchester and Long Island, 31.8% of the operating force worked beyond their regular assign- ment of hours. Under Schedule IV, which includes Albany, Buf- falo, Little Palls, Syracuse and Utica, 10.46% of the operating force worked beyond their regular assignment of hours. Under Schedule V, which includes Auburn, Binghimiton, Dunkirk, Ithaca and Watertown, 6.4% of the operating force worked beyond their regular assignment of hours. Under Schedule VI, which includes Bayshore, Canandaigua, Geneva, Glens Falls, Hunting- ton and Hornell, 8.55% of the operating force worked beyond their regular assignment of hours. The highest peak of overtime for the entire State is reached by the number of operators (35.76%) who worked from 3 to 6 hours beyond their regular assignment. The next highest peak (35.02%) is reached by those operators who worked from 6 to 9 hours beyond their regular assignment. • The records of 170 operators presented difficulties In Interpretation of time worked. 32 The largest amount of overtime existed among the evening operators, of whom 2,381 worked overtime as against 1,035 day operators and 211 night operators. In discussing the matter of hours in the Xew York Telephone Company, it must also be remembered that while the 48-hour week is considered as the basic work week, about one-fourth of the workers work a 44-hour week, having Saturday afternoon free. The operators who work Saturday afternoon are practically paid double time for any time worked beyond the 44 hours. The Com- pany does this fully cognizant of the unattractiveness of Saturday afternoon labor. The Telephone Company has gone farther than many other industries in the State in the reduction of its basic work day from ,9 to 8 hours, and in the case of evening and split trick shifts, from 9 to 7 hours ; but the fact that over one-fourth of the opera- tors in New Yoik State work beyond their regular assignment of hours is indicative of a weakness in the labor policy of the Company. In the testimony of the Royal Commission of Toronto, Canada, physicians recommended that the telephone operators should have a work day of 7 hours, spread over a 9 hour period, and that this time should be divided as follows: 2 hours work — % hour relief iy2 hours work — % hour intermiasion 2 hours work — % hour relief iy2 hours work They testified further, however, that this was simply a compro- mise and that a 1 hour working day would still be too long for telephone operators. The working day should eventually be re- duced to R hours actual labor, spread over a period of from 8 to 8y2 hours. It was not possible for the Bureau of Women in Industry, in the short time allotted to it, to make any scientific study from the point of view of fatigue and its relation to the working hours of the operators. The Bureau is convinced, however, as a result of this study, that the actual working hours of the operator should be considerably reduced. The Company might well begin trying to eliminate entirely its overtime work. With almost one-fourth SKowin^ "OvBr-Ume Wo''ked \oy Oberai-ors w»tU Perfect AH end ance ho. Optr. 2tor« IZOO Day Operators Evening Operators Nii^W+'OporaTorS I loo looO fao 8(M 1<^ (,00 Soo AOQ- 3oo Zoo loo Hours - "t*"" ohov,^ini VV> Xwvperfec+ Attendance Opef. IZoo lloe looo ei-ators Niolrt Operators . 3oo 2oo loo Hour, "?'•'■ 3-6 6-«? ^ .^ ^ 9-/2 lZ-15- ^5,» «mov«t el Ov«jrtime Worked fcy O^eraVors no.| Opar- atc<:s iZoo noo looc V» Zoo loo\ "Day Operators Evenino Operators- MioK+' Opera+orS O! Hoor^-'^r ^-« 6-rnpai>y Tlote : floatsence of less tUan one day's duretion er cent of the operators had been with the Com- pany 6 months or less, 28.22% ; with 15.61% with the Company over 6 months and through 1 year, and 10.00% with the Com- pany over 1 year and through 2 years, making a total of 54.43% who had been with the Company less than 2 years. Under kSchedule III, which includes part of Westchester and Long Island, 23.89% of the operators had been with the Company for 6 months or under, 12.23% had been with the Company over 6 months and through 1 year, and 18.47% had been with the Company over 1 year and through 2 years, making a total of 54.60% of the operators who had been with the Company less than 2 years. Under Schedule IV, which includes such places as x\lbany, Buffalo, Syracuse, Little Falls and Utica, there was 17.20% of the operators who had been with the Company 6 months or under, 9.67% for over 6 months and through 1 year, and 19.49% for over 1 year and through 2 years, making a total of 46.35% of the operators in the larger cities of the State who had been with the Company 2 years or less. L'^nder Schedule V, which includes Auburn, Binghamton, Dun- kirk, Ithaca, Poughkee]>sie and ^^'atertown, 11.95% of the opera- tors had been with the Company (i months or under, 11.20% over 6 months and through 1 year, and 1S.74%> over 1 year and through 2 years, making a total of 41.88% of the operators who had been with the Company less than 2 years. Under Schedule VI, including such places as Bay shore, Canan- daigua, Geneva, Glens Falls, Huntington, Hornell and South- ampton, 9.92% of the operators had been with the Company 6 months or under, 7.14% had been with the Company over 6 ^»^- TV ri o J of S«rvie« of Op«ra-t-or« wri + K Company <'»""■- Ho-t More tV^an Six Y«are StofS HZoo 3600 33oo ,3000 2*0 Zteo lico Woo noo 3oe O— V 'z. — I am* Years- under Ovor 1-2 over 2-3 3- A 4-5 Over 5-6 No. ! Op«r- atari Ter.od of Service of K II Opei-atorS 7»oo Soeo 7>oo ^oos Sooo Mooo 3oo« Zoo« looo -!— ^- ouar Over Over Over Over over' /„der 5-7o 10-I5 «S-20 2o-25 25-30 3o ^ars 41 months and through 1 year, and :iil.7y% had been with the (Jom- pany over 1 year and through 2 years, making a to.tal of 43.82'/ of the operators who had been witli the Company less than 2 years. In shoil, 50.l7o of the total opernting force in Xew Vork State had been with the Company 2 years or less. It is significant to note that the largest per cent of the operators who had been with the Company less than 2 years was in the Brooklyn and (Jucens Division, and that Manhattan ranked next, with a gradual decrease in the number of those with less than 2 years" service in the smaller cities. It is also very significant to note that in the Manhattan and Brooklyn Divisions practically three-fourths of the operators had been with the Company less than 5 years. The fact that the Company does not increase its wage rate after 5 or 6 years of service may account to a considerable degree for three-fourths of the ojierators leaving after the fifth year. This percentage drops in the smaller cities, except under Schedule III, which includes such cities as Xew Kochelle and ilt. Vernon, where it is slightly higher than in ilanhattan and Brooklyn. Since the differences in the percentages varj^ so very slightly, it is impossible to place a finger on what contributes toward this difference, but the signifi- cant thing is that the difference between the larger cities and smaller cities is not great enough to constitute any vital difference and the problem of the Telephone Company throughout the entire State is in retaining operators beyond the 2-year period. There were 2.G75 resignations from the force during 1919. Of these 92s had been with the Company 3 months or less, and 1,704 had been with the Company less than 1 year. Assuming that the efficiency rating of the Company is correct, these operators have actually been an expense to the Company. This being the case, it would seem that the Company could afford to spend a considerable amount of money annually to make service with the Company increasingly attractive, and make it in the future, as it has been in the past, one of the most aristocratic classes of labor in which women are employed. It was the lowest paid and short-service girls who left the serv- ice of the Company in 1919. Of the 3,224 girls who left the Company (2,675 resignations, 186 dismissals and 363 transfers, 42 pensions and deceased) 2,148 or 66.Qfo had a basic wage of less than $15.00 per week. During the year 1919, 5,858 operators were added to the force; 3,224 was the total loss in the operating force for the same period. The alleged causes for resigning as given by the 3,224 girls were as follows : Resignations TVT ■ . ■ 398 Marriage Home duties ^^^ Return to school 107 Leave city Disability ^^ Take P. B. X ^^^ Other employment *^ Hours of work *^ Wages ^^ Other working conditions 308 Discouraged or indifferent ' Miscellaneous Reason not obtained ■* Total : 2,675 Dismissals Poor attendance 1" Poor work ^^ Violation of rules 1^ Disobedience 5 Undesirable '^^ Miscellaneous ^^^ Total • 186 Transferred, pensioned and deceased 363 Total 3,224 From the table it will be noted that the marriage rate among telephone operators is high. That 398 should leave the telephone service to marry is quite a normal proportion where so many girls of a marriageable age are employed. The most significant reasons why girls left the Company are under the headings of " Other Employment" 433, and "Hours of Work" 433. "Home Duties " is the reason given by 379 girls, and 308 girls gave the reason for leaving as " Other Work Conditions ; " while 334 left 43 to take positions on private switch boards. That 334 should leave to take positions on private switch boards is a natural advance. The pay of the private switch board operator is higher than in the Telephone Company, the hours are moie regular, with Saturday afternoon and Sunday free, and the Telephone Company itself believes that when girls leave the Company to go to private switch boards it increases the efficiency of its own system. The most vital problem that the Kew York Telephone Company has is the short service of its operators and the high labor turnover resulting. It is, of course, recognized that the year 1919 was an abnormal year, with industry all over the country in a more or less unsettled state, and the Telephone Company has so far been unsuccessful in the efforts which it has made to materially reduce its labor turnover and to stop the ever increasing flow of girls out from its employ. The labor turnover records kept by the Company cannot be taken too seriously, as many of the girls fail to give their real reason for leaving. According to the Company's records, but 12 girls out of 2,675 gave " inadequate wages" as a reason for leav- ing. Yet the fact that two-thirds of these girls were receiving less than $15.00 a week when they left the Company is in itself a clear indication that wage conditions actually played a large part in causing loss among the operating force. Again, 379 leav- ing for " Home Duties " and 308 leaving for " Other Work Con- ditions " may mean anything. These figures unless more carefully analyzed are of no help whatever in securing a real picture of the Company's problem. The Company's system of receiving and recording the reasons for leaving is not one which will bring from the girl the real truth. If a girl is to leave the Company she talks first to the chief operator and tells her of her reasons for leaving. The chief operator cannot be a good chief operator and employ- ment manager at the same time. If a girl has worked under a chief operator for any length of time she is not likely to tell her the real reason, if it at all reflects upon the Company. If the reason is one that reflects on the chief operator, it is that much more difficult to get at the truth. The reason given by about 25 girls, interviewed by the Bureau of Women in Industry, who have left the telephone service and 44 have now taken other positiojis, is a lack of co-operation between the supei-vising and the operating force. Nowhere in the labor turnover record is there an opportunity for recording such a cause, and yet this is one which might be very easily remedied by the Company if it were cognizant of this lack of cooperation. Many of the operators complain of the strict discipline and the lack of sympathy and understanding of the supervising force with the operating force. J^aturally, a girl would not complain of this to her chief operator. Some girls interviewed by the Bureau of Women in Industry, have reported that they left because they could not get on well with their supervisors. This might jiot have been the fault of either the operator or the supervisor. It might have been simply a clash of personalities. Here is a group of girls leaving, whom the Company have taken in and trained at great expense, and who could easily have been retained by means of an intelligent and understanding system of interviewing. If some system of transferring girls from one supervisor to another were inaugurated, a certain pei'centage of the Company's losses would be eliminated. In other words, it should be the function of a well-organized and equipped department to interview girls as they contemplate leaving,' to try to adjust grievajices, having the power to transfer, etc. This might well be done by the Employment Department, and in this way that Department would have a much clearer understanding and vision of the elements that enter into the job of an operator. By a sympathetic and understanding inter- view by an impartial person, adjustment might be made very readily. Anyone who has worked with girls of the age of tnose employed by the Telephone Company will not doubt the statement that girls m-ost often leave their work for reasons which can be very easily adjusted, if understood. After every effort has been made to retain the girl, the causes of grievances and of leaving should be carefully analyzed and the Company would then have a picture of the main problems of turnover that confront it. This picture of mal-adjustment will indicate remedies in som.e instances, and in others it will direct further study. The underlying cause should be sought out and removed whenever possible. In the Telephone Company, where th-^ training; of an o|.)rrator is so ecspensive to the Company and where she does not reach the point 45 of greatest usefulness until she has been with the Company two years, too much effort cannot be made to retain an operator once she is employed. The method which the Telephone Company era- ploys along this line is indeed archaic. The students loss for the year 1919 was 33.7% of the total number of students, that is, approximately one-third of the students who entered fox training never iinished. Since the cost to the Company of training students varies anywhere from $68 to $100 per student, the cost of the one-third of the students who were lost during the year 1919 amounted to a considerable sum. In connection with the loss in the training school one must consider the Telephone Company's policy of selection. Many- girls during the past year have been induced to apply to the Tele- phone Company by the Company's fascinating advertisements. Of course, in their policy of selection even the most careful scrutiny will not reveal in all instances that a girl is unable to qualify as an operator. The Company during the past year, owing to the shortage of workers, has been neccessarily less careful in its selection. It was practically willing to try out anyone, while previously it was able to pick and choose only the best. This accounts in part for the large turnover among its students. Of the 2,373 students in the past year, 837 resigned. The most significant reasons given are : Left to take other employment 109 Complained of hours of work Ill CJomplained of " other working conditions " 190 1,536 students were dismissed; 831 for poor attendance, and 618 came under the miscellaneous group. In analyzing the miscella- neous group, we find that 463 of this number were physically unfit. More caa-eful and thorough medical examinations, tests of the sight and hearing, given before the girl is taken on for train- ing, might have reduced considerably the number of students dis- missed because of the physical tmfitness. While up until this past year, the 'New York City Telephone Company has always had a waiting list from which it could pick and choose, this past year has seen it with an actual shortage of from 700 to 1,000 operators, a fact which has necessitated frantic 46 advertising for help. They have not secured as high a standard of workers as in the past, which has also reacted on the efficiency of the service. The oificers of the Telephone Company have always taken a just pride in the type of operator which it secured fostering a tradition that it was a privilege to be employed by the Telephone Company. The war changed the status of the industrial woman, created new standards and opened up new opportunities. It placed the working women of this country on a new basis industrially and competition was more keen. The Telephone Company did not begin to consider its employment policy seriously until it was actually face to face with an emergency such as it had never before laiown in its history. WORKING CONDITIONS In order to fulfill ideally the Company's requirements, an oper- ator must be always alert, have quick vision, auditory nerves, always be ready to catch the wojds of the supervisor or subscriber, have steady hands, clear voice, and ability to keep her temper unruffled. Xot only should she be alert in answering calls, but she must watch even when she sees no signal lest one escapes her notice. In view of the fact that it is necessary for an operator to be in excellent physical condition in order to come up to the ideals of the Company, the physical condition of the operating rooms plays an important part in the health of the operators. In order to keep the physical condition of the operators at a high standard, good ventilation, freedom from irritating dusts and drafts must be striven for and ample light must be provided. Light, heat and ventilation and general comfort all play their part in the quality of service rendered. The Company itself recognizes these facts, for on the whole better working conditions exist in the telephone exchanges than in the average factory or office regarding lighting, heating and ventilation. There are exceptions to this statement, chiefly in the exchanges which are in rented quarters not built especially for the purpose to which they have been put. The day light in the operating room must not be too bright lest it make less noticeable the glowing of the signal lights on the switch board. Ventilation. Lack of sufficient ventilation seems to be one of the greatest faults to be found in the operating rooms. When the switch bonrd is placed in a " U " shape around the room, the fresh air is largely cut off because the switch board makes an effective screen. The larger exchanges in 'New York City have systems of ventila- tion, forced systems of drafts, etc., which keep the air changed, but in other instances windows and fans have to be relied upon. It must be born in mind that operators are seated closely side by side and when the room is in constant use every hour of the twenty-four, every day of the year, work day and holiday alike, [4r] 48 there is never any considerable period of time when the room can be flooded with fresh air and all windows opened without causing it to be too cold or drafty. Seats. Operators are seated during working hours and special adjust- able chairs are provided for their use. The New York Telephone Company is to be congratulated on the standards of chairs us 7. Yonkers 84 5-i Total 898 Schedule IV Ail-any. 1. Main . . 2. West . . Buffalo. 1. Abbott 2. Howard 3. Seneca . 4. Toll . . . 163 90 50 107 266 142 5. Tupper 169 3. Charlotte 4. Delmar 5. East Syracuse 6. Little Falls . . , 7. Xew Hartford 8. Niagara Falls 9. Portchester . . . 7 3 3 19 3 88 25 10. Rochester. 1. Chase . . 2. Genesee . 3. Main . . . 11. Scarsdale . . 12. Schenectady 13. SyracnsP. l". Toll .... 2. Warren . 14. Tarrytown 15. 'I'roy 16. Utica Toll.. 17. Waterford . Total 73 66 147 10 127 86 209 19 1,35 55 5 2,067 Schedule V 1. Auburn (local) 2. Batavia 3. Binghamton 4. Briarcliff 5. Dunkirk 6. East Aurora 7. Elmira S. Endicott 9. Garden City 10 Glen Cove 1 1 . Haverstraw 12. lllnca 13. Ithaca (Federal) 11. Kingston 48 15. Long Beach Z 45 27 93 5 14 15 85 10 38 14 7 23 20 16. Lockport 17. Mt. Kisco IS. Nyack 19. Olean 20. Piermont 21. Port Washington 22. Poughkeepsie . . . 23. Rookville Center 24. Rome 25. Roslyn 26. Salamanca 27. Tonawanda 28. Watertown Total 46 14 18 40 6 9 64 24 26 7 19 26 56 801 u Schedule 1. Albion 18 23. 2. Avon .(Federal) 4 24. 3. Bay Shore 11 25. 4. Brockport 6 26. 5. Canandaigua 7 27. 6. Canastota 8 28. 7. Canaseraga (Federal) ... 2 29. 8. Catakill 11 30. 9. Corning 27 31. 10. Cortland 43 32. 11. Dansville (Federal) 5 33. 12. Easthampton 6 34. 13. East Rochester 6 35. 14. Fairport (Federal) ....... 5 36. 15. Fort Edward 7 37. 16. Geneva 8 38. 17. Genesee 9 39. 1-8. Glen Falls 53 40. 19. Goshen 9 41. 20. Greenport 7 42. 21. Hamburg 10 22. Honeoye Falls 7 VI Hoosick Falls 8 Hornell 27 Horaeheads 5 Huntington 11 Leroy (Federal) 5 Medina 16 Mt. iVIorris 10 Norwich 17 Oswego 43 Patchogue 12 Penn Yan 22 Pittaford (Federal) 5 Eiverhead 10 Rush 5 Saugerties 10 Sayville 5 Silver Creek 6 Southampton 8 Victor 6 Yaphank 9 Total 509 75 OTAL HOURS WORKED BY THOSE WORKING A FULL WEEK (i.e. by those who were not absent at all nor had any broken time) Shift 38i to 42 42 to 4U 46 to 50 60 to 64 54 and over Total No. % No. % No. % No. % No. % No. % D* E» N* X* D* E* N* T* D* E* N* T* D* E* N* T* D* E* N* T* D* E* N* T» D* E* N* T* 988 210 1,649 543 313 2,505 779 935 237 1,95] 207 139 64 410 574 13 88 675 228 6 59 293 136 19 49 204 3,573 1,655 810 6,038 60 lis 83148 57.99 76 19 49 144 44 1 15 60 13 1 1 15 10 3 's'.ie 153 I 73 86 7 246 3 73 1.75 1,198 181 99 28.76 5.90 4,166 100 II 43 43 1.84 280 76 164 11.98 2.57 2!i2 3 2 1 1 4 11 .13 2,337 100 III 38 IV 38 5.37 240 128 6X7 33.95 .,57 707 100 41 IS 29 10 41 2.73 745 56 233 49.67 44,91 13 6 .86 1.93 1,503 100 V 14 VI 14 2.29 289 25 102 47.22 47.88 57 195 66.61 48.58 89.40 62.40 6 6 3 1 10 155 27 66 248 .98 2185 2.89 .79 7.29 2.58 10 3 1 4 8 182 88 30 300 1.63 612 100 3 3 .35 127 1,454 1,425 36.08 27.11 41.83 2.27 3.39 2.58 3.31 3.10 352 6,364 3.407 906 9,677t 100 inn .tal 212 6.22 100 inn 212 2.19 2,879 29.75 100 " Day, Evening, Night, Total. \ Exclusive of 234 (2.36%) women for whom information was not complete. 76 ■tS S3 CO : 1 si i o W o d 2: §; 00 CC' ■ lO lO 00 ^=" ?3 S""" r- O-fi rH c-i ^ : ■^ C/-F ■ DO rJf'M lO o 1- OJ - CD ■ CO • CO lO m lO • M ■ lO CO t, .1 00 -■^ ■ - —-.-I LO rJHCO O ^ G s ; 1 h ■ CO r- I> OrH 1— 1 cq w CO Ost3S 2 00 ^ CO OS CD l> >o CO g g CO d coco 00 03 CO -*rH CO ON IC OOIO .-1 CDCO CO o COOS .-(CO s CD.-1 t- ^ . .-1 COO- 1-H C3SCJS 00 CO Oi (N •a COIN Til !N S 'O o m CD i-t rH tH ■ ■^ es Tt< !>.S H CO M« CO Tji^ g SS3 CO 00 OS M ■ 00 CO - CO *^- '. 00 t--co 8 CO • ■ OG CO • CD lO • lO 00-tJ< CM CO • CO eg 1-H 00 s oco CO OJIN .-1 •<:♦*■* .-« OSCO oc P (DO CD CO-* mm o i>cq CO •* ^ c:s CD g"' OS lO C»(N i-H (M '. 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CO . . .X • ■ • ^^ h H £? lO 01 O . . -t^ 1 ... ■ ■ -C! • - ■ d eu 3'^ O o M O r~-c0O WCO ..-1 . 6 iO(N 00 *"* a A o ■< Q to Q C3 Tt) CO - . -x . . . lO l^ o o ; . ^b d 1^ Q ca COh-^ OICM . -*t ,-lCO^ lO uo c. ^ -^ ■ to ■ CO w -^Ol . •^ « o CN o ^ ft 1 QW^ 1 QB^ 1 QHiz; 3 o BH^I QSI? o B eS H H H a ►J D g O CQ M l-l W > > »H 81 ■■■■■ 1 §88 8 MOm CO Tj3cso OS CN^ '.it 695 321 191 207* CDTilr-« g rK OO-HOO r-1 CSO'-H -0 COOOi CO coco t- 8 SSS Oi ^ ,-idd O (M-* • CD cqt-tN r>co s ^ OOOO) 00 «M>-'ra o CO ^ dcgo (N COfN'*' 00 82 TABLE SHOWING PERCENTAGE OF OPERATORS ON SPLIT TRICK (Taken in exchanges where number of split trick operators was reported) Division Number of exchanges Total number of operators in exchanges Total number of spUt trick operators Per cent of split trick operators Manhattan and Bronx (No. of exchanges, 29)*. , . Brooklyn and Queens (No. of exchanges, 25)*. . . . 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S; aooQt-cn ■ • CO & goo-" — J;0<0«-- o Ao OOINM.-H . ■ TP 8§ Tt< CO Tj* X- M - b-CO ss COXCOOCO - ?3 CO r- m CI t* .-H g OCfl^CDh-CM OOOJNPO s ^CJiCOOJiOiO rHi-H CO cqcDiot-cooo OOC^-^OON WW lO 8§ CO 00 CO 00 wo Oir^lNMCO—i CO O) to & Q w g CO 1 c 92 ccio-rfioio-^ ^6 coeot^f-©Tji l> ti^ ^C^ W o * g§ :-':::: - gs li ^s ■ ii i°> IOtJJ .(N • ■ ^ 8°; rH i§ t^CDi-ICO ■ ■ b- ^3 « tA t3 P H W o CO "aaV>^ ^ CO ^ P.I 93 EARNINGS WAGE GROUP ScHEDrLE I II III IV V VI Total Under S12 32 482 677 669 793 572 453 287 187 115 54 25 12 7 8 6 4 47 234 193 609 601 385 285 139 111 87 26 17 10 4 1 4 1 1 46 68 149 173 121 64 78 39 17 14 8 6 1 85 204 470 373 285 151 136 48 18 6 4 2 5 2 1 63 98 186 139 100 49 38 14 6 1 1 63 69 85 102 64 23 13 3 i 1 336 $12-$14 1,155 14- 16 1,760 16- 18 2,065 18-20 1,864 20-22 1,244 22- 24 . . . 1,003 24-26 530 26-28 339 28-30 224 30- 32 94 32- 34. . 50 34- 38 28 36-38 13 38- 40. 10 40- 42 10 42- 44 . . 5 44- 46 1 Total. ... 4,383 2,655 784 1,790 695 424 10,731 CUMULATIVE TABLE OF EARNINGS WAGE GROUP Schedule I II III IV V VI Total T'^nder S12 32 514 1,191 1,860 2,653 3,225 3,678 3,965 4,152 4,267 4,321 4,346 4,358 4,365 4,373 4,379 4,383 4,383 47 281 474 1,083 1,584 1,969 2,254 2,393 2,504 2,591 2,617 2,634 2,644 2,648 2,649 2,653 2,654 2,655 46 114 263 436 557 621 699 738 755 769 777 783 784 784 784 784 784 784 85 289 759 1,132 1,417 1,668 1,704 1,752 1,770 1,776 1,780 1,782 1,787 1,789 1,790 1,790 1,790 1,790 63 161 347 486 586 636 073 687 693 694 695 695 695 695 695 695 695 696 63 132 217 319 383 406 419 422 422 423 424 424 424 424 424 424 424 424 336 Under 14 1,491 Under 16 3,251 Tinder 18 6,316 Under 20 7,180 Under 22 8,424 Under 24 9,427 9,957 Tinder 28 10,296 10,520 TTnder 32 10 , 614 TTnder 34 10 , 664 10,692 Tinder 38 10,705 TIndpr 40 10,715 10,725 TTndpr 44 10,730 10,731 94 b- 1> CO CD l> iJ o -< 0. g g -*CgiOrHOC^ -* ■§ OJ ■* 00 l>. lO -* CO CO C-l CD •>t lO CO Gs 3 eocq "-I t» 2; c5 o>oco C3S O IT) CD CO ■* CO cq tP H pq £ 111 fe SS miocococoirq CO a. ira CO CO 00 iM i-H (Ji ^S cq^H vO o S 1 1 lO o> i> in ■* !N cq CO 00 IXDCiUXSi-i c* %% OSCDXOOOO 00 ^ H 0) CM a; rt [3 tOioeoot^rH (N Xi b.o;i>cccoiO CO H Pi a Ttirt ^ o o S 3" iz; % O CO G3 '^ CO O i-H P Q < < o ci d cq (N r-i d !2 » H 0) I-" 1-li-Ki-H .-H <-t < n, \ K & te CO (-0 !> -* cq »o OS j3 O t-- CTi to O »0 00 P4 Pi B 3 locq c>).-H 1 Z ■g CO S -* Tj< t> i> CO P s CD o eqoMcscoco ■* u ^ rH rH ,-1 .-< cq tH {„ ftH ■"■(N i§ O Tt« O) CO r-« 03 >C JD OOcDO-^eo CO a CO CO .H^rHW ^- °s '"' 05 oi rt OOrHCOt^OTji (N £ 0) ooioxcncxico JO ^ CDIOOOSCOCO lO s CDtCi-I.-| »o £ 1 '-' Ttfcofflowcq 1-4 u coo> CO 2 rt a n H Tjl OO' Co' r-" r-1 OS (N H p QJ cq oq oi .-< rH cq S '^ (14 I'' >-< coeow^oo ^ J3 CO cq .H tQ OS to Ol i-i^oo IN c: t^ § rH oi ^ H 1^ P Q 1*1 w m o M >-I M > |> H- . 95 o H a H H OB OH |S OH "S 5| EMS P ^8 nig 3 CI •PUS 8 x 88SSSS g88SS8 b-t--fflr^^iH ^lOUSiOCOOa i-H Tt* Cfl CO ■-< ffl OOOOCO»OCO Mh.co«r^o 3 M > P Q OS )-((-lt-l>.J>.JH