Total Rewards

instructor’s Manual

Columbus Custom Carpentry:

A Compensation Case Study
By Douglas Reys, SPHR
Student Materials

Columbus Custom Carpentry Case Overview

This case is presented as close as possible to the way you may encounter it in
working life. Your role is that of a newly hired HR manager. You will learn about the
company by reading the employee handbook, talking with various employees and
reviewing the human resource information system (HRIS) database.

When you first join an organization, you will have an idea of what the organization
is like, and there will be a few things of which you feel certain, but your list of
unknowns will be much longer. Each interaction with employees provides more
data, but you will find that not everyone agrees on the facts of a particular situation.
Sometimes you may find that the people you are speaking with do not know the
information you are asking about; at other times, they know a great deal about
the issue but choose to manage the information they provide to you for their own
benefit.

We will not intentionally mislead you in this case, but do not expect everything to
fall neatly into place. Uncertainty, differences of opinion and competing priorities
are the norm in the professional world.

In your role as the HR manager, you are expected to analyze the situation, identify
the problems and develop workable solutions. For the purpose of this case, you are
asked to provide a written and oral presentation to the company president (your
professor). While there is no single best answer, you must identify the key issues so
that the solutions you propose are appropriate to the situation.

Columbus Custom Carpentry is a small, successful company. Recently, though, labor

costs per unit have risen faster than gross revenue per unit. The company president
has also found that human resource issues are taking up more and more of his time
and frequently result in production problems. Both overtime and late shipments are
increasing. Until now, the president’s administrative assistant has handled all HR-
related administrative activities. You are the newly hired HR manager.

Subject matter knowledge you will apply in this case includes:

nn Internal and external pay equity.
nn Job grades and pay range/structure creation.
nn Market pricing using salary data.
nn Turnover.
nn Job analysis and job description development.

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 3

 Management Interviews
Monday, 7:45 a.m.
Jennifer Reen, receptionist
“Good morning, welcome to Columbus Custom Carpentry. You must be our new
HR manager. Here is a copy of your schedule for today. The president has already
sent out an announcement about you. We are not a big company, so you should get
to know the office employees pretty fast. Manufacturing is a bigger department, so
getting to know those employees will take more time. The warehouse employees
come and go so fast, you will probably get to know them only through the
recruiting process. Mr. Cooney told me not to schedule any interviews for you today,
but there is a stack of applications in your inbox. Cary Dobbins wants three new
hires for next Monday morning.”

4 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

Monday, 8:00 a.m.
Anthony Cooney, president/CEO
“Welcome to the Columbus Custom Carpentry family. We have a busy day laid
out for you, so I won’t take up too much of your time. You will begin with
Barbara Duff, my administrative assistant. She will take you through our employee
orientation and get you set up for payroll and benefits. Next, Matt Lee from
accounting will give you your computer password and explain our network and
backup procedures. The rest of your day will be devoted to meetings with various
employees so you can get to know everyone and learn more about our company.

“We had talked during your interview about the employee issues we are having, and
I hope your outside perspective will help us get a better understanding of what the
underlying problems really are. I would like to meet again on Friday, and you can
give me a preliminary idea of what you see as the primary issues. After that, we’ll
give you a couple more weeks to develop an action plan to deal with these problems.
That may seem like a very fast schedule, but I want you to jump on this before
your time gets filled up with other activities. I recently read about the concept of
a ‘honeymoon’ during an HR manager’s first 100 days. The article indicated that
during this period, you are able to accomplish things that will become impossible
later. I want—we need—to make the most of this opportunity.”

Monday, 8:15 a.m.

Barbara Duff, president’s administrative assistant
“I have been doing the employment tasks and record keeping. I’m sure you will
find everything in order. I’ll take you through the regular orientation and benefits
enrollment process. I’m glad you are here, because I have been asking Mr. Cooney
for help for quite a long time; all this HR stuff keeps me from getting my real job
done. We will get started by completing the I-9 form.”

A couple of videos and reams of benefit forms later, she gives you the employee
handbook and returns to her desk.

Monday, 10:00 a.m.

Matt Lee, accounting database administrator
Matt meets you at your office to go over the company network and show you how to
access the HRIS database. At this company, the HRIS is an Excel file maintained by
the president’s administrative assistant. Your e-mail inbox has already been created
and contains 87 messages. As he is leaving, Matt says, “I’ve been doing the payroll
because we didn’t have an HR department. Now that you are here, we should talk
about transitioning that function over to you.”

Monday, 10:30 a.m.

Mike Cooney, chief financial officer (CFO)
“We operate in a narrow niche market. We have to maintain a price advantage
over the true custom manufacturers, or our customers will have no reason not
to take advantage of the wider choices and individualized solutions. This means

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 5

 that efficiency of operations is our primary competitive advantage. If we lose that
operating cost advantage, our business plan collapses like a house of cards.

“We cannot produce at the incredibly low-cost level maintained by the mass market
manufacturers. We would not get costs that low even if we mimicked their limited
product lines and quality levels. We compete with them by creating styles and
options that they don’t offer. Finding the balance between production costs and
proliferation of models is a continuing struggle.

“We need to cut out the current levels of overtime to maintain our cost structure. It
is not clear why we need this overtime. Our labor hours per unit made have stopped
going down and are even up somewhat. Adding overtime to that increases our labor
cost per hour as well. Turnover has been useful in the past, allowing us to replace
higher-paid workers with more lower-paid new hires, but the pattern seems to be
changing, and now it is our new hires who are leaving. The warehouse manager
wants to increase wages in his area, but that raises our costs per labor hour without
explaining how it will help us get our total costs down.”

Monday, 11:30 a.m. (lunch meeting)

Derwin Boyer, manufacturing manager
“A variety of people issues are hindering our productivity. We have bottlenecks in
the warehouse areas. These bottlenecks spill into our manufacturing area because
we have to pull people off assembly work to get their own raw materials or to move
finished product out of the production area. This also means that we are doing
with more expensive manufacturing labor what should be done with less expensive
warehouse labor. To operate at our needed levels of efficiency, employees need to be
doing the jobs they are trained for. Driving around on a forklift just to find materials
or to find a place to put finished units is not efficient.

“We operate under the concept of mass customization. Using modular parts, we can
produce designs with features that appear to the end user as custom work but have
the manufacturing advantages of mass production.

“The assembly jigs we have developed are the heart of our system. You can think
of them as big clamps. They hold the material in just the right arrangement. If the
assembler puts in the wrong part, the jig will not close, preventing the assembler
from wasting materials. Once the materials are in place, the jig closes and a single
lever pull will drill any needed holes in the right place, in the right size and to
the proper depth. It is fast, mistake-free and simple for the operator. Much of our
assembly is gluing. Here is where the big clamp analogy is the closest. Once the jig
is locked with just a couple of levers, proper clamping pressure is applied at exactly
the right places. Assemblers no longer spend time placing individual clamps. Once
closed, the jigs are tilted upright and rolled on their own rollers to a drying area. If
they are to get painted, the paint hanger goes on before the jig is released and no
one even has to touch the door unit until it is crated. Zero damage and zero waste in
this part of the process.”

6 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

Monday, 1:30 p.m.
John Brown, manufacturing supervisor
“It is hard to keep the guys working efficiently. We are always running out of
raw materials, or the finished product builds up and I have to pull guys off the
production floor to deal with it. The warehouse manager doesn’t do his job, but if I
have my guys take loads over, he complains that they did not get stacked right and
that the damage is our fault.”

Monday, 2:00 p.m.

Cary Dobbins, warehouse manager
“We are treated like stepchildren; the manufacturing department pays more and
has the best equipment. If I do get a good employee, this person transfers to
manufacturing at the first opportunity. I tried blocking a transfer once, but the
employee got mad and quit. If we get behind, manufacturing just drops product
anywhere, and when it gets damaged, they blame it on us. They think anybody can
do our job, but they can’t seem to put a blue crate into a blue bin without hitting
something.

“I waste time interviewing and training when I should be working on the crating
jig project that is supposed to reduce our damage ratio and make packing easier. My
best guys can pack better than the jig right now, but I have to train new people all
the time, and some just don’t seem to get it. Crating may not be rocket science, but
putting nails in crooked damages the doors. Miss a corner—and the whole thing
will fall apart the first time we try to move it. People get the idea that because it is
manual labor rather than an automated machine, it is simpler. The opposite is closer
to the truth. My forklift drivers don’t want to do crating because it has so much
bending over and lifting that it is much harder physically than their regular work.
The crating jig should make it possible for less-skilled people to do the crating job.
This will eventually allow us to save money both on labor costs and the cost of
replacing damaged goods.”

Monday, 3:00 p.m.

Brandon Swift, marketing manager
“It is critical that we are seen by our customers as top quality because we charge
more than the prices they see at the big-box stores. Damaged goods and shipping
problems reflect poorly on our product, even if it is good quality. How many end
users can truly judge the quality of our product? Not many; it’s all perception.

“We work directly with the homeowners in the design process, but the builders are
the ones who refer the homeowners, do the sizing, place the orders and install the
product. They are the ones who take the heat for shipping delays or damage. When
they need service, parts or replacements, they want them now, not tomorrow or the
day after. Time is money to contractors. We have to win on design but deliver at a
price that makes our products a better value.”

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 7

 Monday, 3:45 p.m.
Stephen Moore, crater (new hire)
“I took this job to get off of second shift, but I am hoping to transfer to the
manufacturing group as soon as I can. My friend who works over there told me
about this place, but they make you start in the warehouse and work your way up.
What I don’t get is why the crating job pays less than the forklift job; running the
forklift is easier work. Besides, working on the crating jig is really like working
in the manufacturing side, where they use similar jigs to make the doors. The
manufacturing techs get paid a lot more than craters. It sure is nice being home with
my family in the evening, but if I don’t get that transfer and the raise that goes with
it, I will have to get a second job to make ends meet.”

Monday, 4:00 p.m.

Nathan Smith, production technician (manufacturing assembly)
“When I first got here, we made the doors from scratch. You could take pride in a
door you made yourself. Now we just throw parts into a jig and stick them together.
It allows new people to make a quality door with little training, but it is kind of sad
for those of us who consider ourselves craftsmen. Most of my old co-workers have
moved into the housing industry as finish carpenters. I came from there originally,
and I’m afraid of going back just in time to lose my job due to a downturn in the
housing market.”

Monday 4:15 p.m.

Jeffery Green, raw materials warehouse
“I like running the forklift in raw materials. I know I could make a little more in
production, but I think it would be boring doing the same thing all day. We have
a good team in my area; most of us have been here awhile and know our jobs. The
supervisor spends most of his time working on orders and inventory issues rather
than standing over us. I like that. It’s not the same in production. The supervisors
are always on their tails, and if anything goes wrong, there is lots of yelling. They are
always trying to blame other departments because they are under so much pressure
to produce. They’ll switch models on the fly, then complain that we don’t have the
parts bin correctly stocked. The worst is when they try to help. Talk about screwing
things up in a hurry! We should take away all of their forklift licenses.”

8 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

 Total Rewards
Employee Handbook

Columbus Custom Carpentry:

Employee Handbook
By Douglas Reys, SPHR
Project Team
Author: Douglas Reys, SPHR

SHRM project contributors: Bill Schaefer, SPHR, CEBS

Nancy A. Woolever, SPHR

External contributor: Sharon H. Leonard

Copy editing: Courtney J. Cornelius, copy editor

Design: Jihee K. Lombardi, graphic designer

© 2010 Society for Human Resource Management. Douglas Reys, SPHR

For more information, please contact:

SHRM Academic Initiatives
1800 Duke Street, Alexandria, VA 22314, USA
Phone: (800) 283-7476 Fax: (703) 535-6432
12-0761-EH
Columbus Custom Carpentry:
Employee Handbook
HISTORY
Columbus Custom Carpentry is a family-owned company founded in 1946. While
our product line has changed over time, we have evolved into a stable and profitable
business. We operate in a niche market, producing semi-custom interior doors for
residential applications. We do not compete directly with mass manufacturers of
traditional doors, nor do we sell through mass-market big-box stores.

Our success has come about through the development of various jigs and special
tools to produce replacement antique-styled doors for the restoration market. We
also have a line of contemporary doors that are more aggressively styled than their
standard mass-market competitors. Our proprietary tools and systems allow us to
underprice the build-to-order custom manufacturers and to be profitable at volumes
well below what would be required for profitability in the mass-market arena.

This success has resulted in steady growth over the last few years. We are still in a
single Midwest location, but we now have four buildings and 135 employees. Our
annual sales exceed $15 million.

BUSINESS UNITS
Our employees work in a number of different roles supporting various departments,
which are grouped into four overall units: manufacturing, warehousing,
administration and marketing.

Our manufacturing group is composed of three departments: preprocessing,

assembly and finishing. Together, these departments are the core of our business.
This is where we actually make our residential doors. Preprocessing is primarily
a sawing and sanding operation, where raw materials are turned into the specific
pieces that will eventually be assembled into doors. Assembly, as its name implies, is
the area where the parts are assembled into complete door products. The finishing
department applies paints or stains to those products that are sold primed, painted,
stained or custom-finished.

Our warehousing group is also made up of three departments: receiving, crating

and finished goods. The receiving department unloads incoming shipments of raw
materials and supplies used by our company. It is also responsible for keeping the
manufacturing areas stocked with materials and supplies. The crating group receives
products directly from the assembly and finishing departments when the products
are completed. The crating group packages them to avoid damage in storage and
shipment. Finally, the finished goods warehouse takes ready-to-ship items from stock

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 1

 and loads them onto outbound trucks according to the customer orders sent by
customer service.

Our administrative group includes corporate accounting and corporate services. The
corporate department is made up of the president, an administrative assistant, the
receptionists and the HR manager. Accounting pays our bills and collects payments
from our customers. It also reports on our financial progress. Our corporate services
group does everything from running the mail room to cutting the grass.

The marketing department includes sales, customer service and new product
development. Sales are the people who get out there and talk with builders,
architects and contractors to create demand for our products. Customer service is
the group that handles everyday contact with our customers. It is responsible for
receiving new orders and for problem resolution. New product development is also
a marketing function. It keeps our products up-to-date and creates the special tools
that allow us to produce more efficiently than our competitors.

Organization Chart

President

Administrative Human Resource

Assistant Manager

Receptionists

Administration Marketing Manufacturing Warehouse

Corporate
Sales Preprocessing Receiving
Accounting

Corporate
Customer Service Assembly Crating
Services

New Product
Finishing Finished Goods
Development

2 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

VALUES: Our “CCC” Way to Success
Customers First
Our highest responsibility is to meet our customers’ needs with high-value products
and excellent service. We work for our customers, who are both the builders and the
owners of the fine homes our doors are a part of. If we do not provide a superior
combination of quality and price, then it is only logical that our customers will buy
from our competitors.

Craftsmanship
We demonstrate pride in our work through attention to detail in the design and
consistent production of our products. Each person’s work is not only a reflection
of his or her own character, but of the team’s character as well. Good craftsmanship
creates a lasting impression that reflects on the entire company. It is through our
combined efforts and expertise that we optimize our performance.

Corporate Responsibility
We promise to uphold the safety and health of not only our team members, but
that of our customers and our neighborhoods as well. We do our part to protect the
beauty and environmental quality of our land, air and water.

OUR PLEDGE OF QUALITY

Our customers live with our products on a daily basis and expect them to last 50
years or longer. Our customers expect and demand top quality, and they buy from us
because we provide it affordably and with style.

MISSION STATEMENT
We will be successful if we meet our customers’ needs by providing better products
and services than offered by the lowest-cost providers, but at a better price than
offered by our top-quality competitors. To do this, we must operate more efficiently
than our competitors and offer a superior buying experience.

EQUAL EMPLOYMENT OPPORTUNITY STATEMENT

Columbus Custom Carpentry provides equal employment opportunities to all
qualified applicants and employees without regard to race, age, religion, sex, national
origin, citizenship, disability, military status or sexual orientation. This policy applies
to all terms and conditions of employment, including but not limited to hiring;
promotion; termination; layoff; leaves of absence; compensation; and opportunities
for training or advancement.

The company expressly prohibits any form of harassment based on age, religion, sex,
race, national origin, citizenship, disability, military status or sexual orientation.
Interference with the ability of the company’s employees, vendors or customers to
perform their jobs is not permitted. Harassment, regardless of its origin or type,
violates the dignity of individuals and will not be tolerated.

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 3

 Columbus Custom Carpentry complies with all federal, state and local laws. Those
protections of employee rights, including equal employment opportunity, hold a
special importance for our company.

HARASSMENT
We trust that employees of Columbus Custom Carpentry will act responsibly to
maintain a pleasant working environment free of discrimination, allowing each
employee to perform to his or her maximum potential. The company encourages
employees to report concerns or complaints. When management is made aware of
harassment, prompt corrective measures will be taken to stop such conduct.

Employees who are being harassed should confront the harasser immediately and
report the behavior to their supervisor. If the harassed individual feels uncomfortable
approaching the harasser, the problem must be immediately reported to the
supervisor. Any employee who becomes aware that another employee is experiencing
harassment of any kind should report the alleged act immediately. A prompt
and thorough investigation will take place, with violators subject to appropriate
corrective action, up to and including termination.

Sexual harassment includes unwelcome verbal behavior, such as comments,

suggestions, jokes or derogatory remarks based on sex; physical behavior, such as
pats, squeezes, repeatedly brushing against someone’s body, or impeding or blocking
normal work or movement; visual harassment, such as posting of sexually suggestive
or derogatory pictures, cartoons or drawings (even at one’s work station); unwanted
sexual advances, such as pressure for sexual favors and the basing of employment
decisions (such as an employee’s performance evaluations, work assignments or
advancement) upon the employee’s acquiescence to sexually harassing behavior in the
workplace.

Our Working Environment

Internal Communication
Good communication is important to the success of any organization, and
Columbus Custom Carpentry is no exception. We believe that sharing ideas and
information results in better workplace relations and improved products. We
recognize that the people actually doing the work have a unique perspective that
differs from that of supervisors and management. We value this perspective and
encourage you to share your ideas.

Misunderstandings or conflicts can arise between people in any organization.

To ensure that we maintain effective working relationships, it is important
that such matters be resolved before serious problems develop. Most incidents
resolve themselves naturally; however, should a situation persist that you believe
is detrimental to you or to the company, you should bring your problem to
management’s attention.

4 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

Supervisory Relations
Successful organizations function as a team, made up of individuals like you.
We recognize your value as an individual; your views are important, and we
encourage you to share them with management. Your supervisor is your first line
of communication with management. Your supervisor is responsible for your
department meeting its goals and also shares responsibility for your personal success.
We want what is best for you to be the same as what is best for your department
and the company. With all of us working together, we can make our company a
great place to work. If your supervisor cannot help resolve your issue, you may speak
directly with your manager or the company president. We understand that you may
be uncomfortable discussing certain issues with your supervisor; we encourage you
to bring these issues directly to your manager or the company president.

Position Announcements
The company posts available jobs whenever possible, but we do not post every
opening. This most often occurs when a promotion is given to someone from within
that department. On rare occasions, we may come across an outside applicant that
impresses us so much that we bring him or her in directly. In another unusual and
unfortunate circumstance, we might need to fill a position that is currently filled by
an underperforming employee. However, the company is committed to promoting
from within whenever practical.

Bulletin Boards
To improve communication, bulletin boards are located in the main break room,
the administrative office area and the employee entrance lobby. Postings include
employment laws, environmental health and safety regulations, benefits information,
job openings, and company activities.

Annual Report
The president will present an annual report to employees to discuss profitability and
future plans.

Facilities
A smoke-free break room is available for your use. Automatic vending machines
provide food, snacks and beverages.

Use of Office Equipment

Employees are reminded that office equipment is company property. Therefore,
employees are restricted from using fax machines, computers, e-mail, phones, voice
mail, copiers and any related services, supplies or equipment for personal use, unless
permission is given in advance. Limited incidental use is allowed. If you do not
understand the difference between limited and excessive use, please discuss this
with your supervisor before using the equipment. Employees are restricted from
using company stationery or postage for personal use. All communication services
and equipment are company property, and the company has the right to access and
monitor all communication. If instances of abuse or use that is disruptive, harmful

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 5

 or offensive are found, then disciplinary action up to and including termination may
be taken.

Employment of Relatives
The company permits the employment of qualified relatives as long as such
employment does not create a conflict of interest (for example, an employee
reporting to his or her spouse). Judgment may be required in the placement of
related employees, and we generally limit the number of relatives to no more than
two. Employees who marry while employed are treated in accordance with these
guidelines. Thus, if a conflict arises as a result of the marriage, one of the employees
will be transferred at the earliest practical time.

Immigration Control Act Requirements

Successful candidates for employment are required to present documents to
establish their identity and eligibility to work in the United States. New employees
must complete an I-9 form. Should a new employee fail to submit satisfactory
documentation within the first three days of employment, his or her employment
will be terminated.

Compensation
Work Hours
The regular workweek is 40 hours, Monday through Friday. The normal work
hours for production and warehouse employees are 7:30 a.m. to 4:00 p.m., with a
30-minute unpaid lunch break, normally taken between 11:00 a.m. and 1:00 p.m.
Part-time employees work hours as arranged. Office employees work eight hours
between 7:00 a.m. and 5:00 p.m., with a 60-minute unpaid lunch break. The exact
schedule is set by your supervisor. Employees are given two 10-minute breaks (one
for every four hours worked) each day. These breaks will be scheduled by your
supervisor based on department needs.

Summer Schedule Program

During 10 weeks in mid-summer and dependent on business conditions, production
may go on a “4-9s and a 4,” with Friday afternoons off. The office version of this
schedule (for exempt employees) is nine nine-hour days (81 hours over 2 weeks),
with every other Friday off. Employees pair off to cover the department functions,
each taking an opposite Friday off. This schedule may not be available for everyone,
depending upon company needs.

Recording Work Hours

Hourly nonexempt employees must clock in each day. A time clock is located in
the production area; office employees use their computers to clock in. Resolve any
missed punches or other discrepancies within the same week. You should review
and sign your time card at the end of each week. If you are absent the last day of
the week, go to the accounting department first thing upon your return to sign the
card. Please be sure that hours worked and leave time taken are recorded accurately.

6 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

Falsification of a time record may result in disciplinary action up to and including
termination.

Pay
All employees are paid by direct deposit on a bi-weekly basis; a pay stub is mailed to
your home each payday. Please review it for errors so that they can be corrected as
soon as possible.

Overtime Pay Procedures

We will try to provide advance notice of overtime and will use voluntary overtime
whenever possible, but we may, on occasion, require employees to stay late at the last
minute to meet a customer’s needs. In limited situations, overtime or weekend work
may be considered mandatory. Employees receive payment for overtime in the pay
period in which the overtime is worked, provided time cards are properly submitted.
Exempt employees do not receive overtime pay but are expected to work overtime
as needed. Exempt employees receive 24 hours of personal time each year in lieu of
overtime pay.

Hourly nonexempt employees will be paid at their regular rate of pay for hours up to
40 in a workweek. Hours worked in excess of 40 hours will be paid one-and-one-half
times the employee’s regular hourly rate of pay.

Payroll Deductions
The direct-deposit pay stub will show what pay has been earned and what deductions
have been made. The stub should be retained until you receive a W-2 for the year.
Certain deductions are required by law and must be withheld from paychecks. These
include federal income tax (FIT), Social Security tax (FICA), state and, in some
locations, school district taxes. City taxes are withheld only for Columbus. You may
owe additional taxes to your city of residence. Other deductions are optional and
will be taken from your check only if you have signed a written authorization for
these deductions.

Compensation and Performance Reviews

It is our policy to pay for performance and to evaluate employees according to the
factors in the individual’s job description. In addition to these job-specific factors,
individuals will be judged on knowledge, attitude and teamwork. Employees
will meet with their supervisor at least one time each year to discuss their overall
performance. New hires are reviewed after 90 days.

Profit-Sharing Plan
Employees are offered a cash (nonretirement) profit-sharing program that provides
employees the opportunity to share in our profits. The employees’ share is based
on operating income less an allowance for reinvestment in equipment and facilities.
Payments are quarterly.

To be eligible for profit sharing, the employee must have been employed on a full-
time basis at the end of the quarter. The success of this program rests with individual
effort contributing to group productivity. When you find ways to utilize time or

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 7

 resources more effectively, eliminate waste and save costs, you increase profit sharing
for all of us. If you know of a process or person that is holding back the rest of us,
you owe it to yourself and your co-workers to speak up. Profit sharing will vary along
with economic forces beyond our internal control; our business is especially tied to
new home construction, which is a cyclical business sector.

Spot Bonuses
An employee who makes a special contribution to profitability may receive a one-
time spot bonus as recognition. All awards are determined by the president on a
case-by-case basis. Employees are encouraged to nominate their co-workers when
they make a special contribution.

Benefits
To be eligible for benefits, employees must be full-time and work a minimum of 30
hours per week. New employees become eligible after 90 days. The group benefits
programs are described more completely in the plan description booklets. Brief
summaries are included in this section of the handbook. In case of contradictions
between this handbook or other benefits summaries and the information that
appears in the master plan documents, the master contracts or master plan
documents shall govern. For more complete information regarding our benefits
programs, please contact the receptionist.

Retirement Plan
Columbus Custom Carpentry offers employees a retirement program called a 401(k)
plan. This plan helps employees save for retirement through payroll deductions and
supports employees’ efforts with company-matching funds. Employee savings in the
401(k) are deducted before tax, resulting in more money going into your account
than the amount of reduction in your take-home pay. The company match is 100
percent of the first 2 percent of savings and 50 percent for 3-4 percent of savings,
then 25 percent for 5-6 percent contributed. Employee contributions are held in a
trust separate from company assets, except in the brief period between deduction
and transfer to the investment company. The company match becomes vested (the
employee earns an unrestricted right to the money) based upon years of service.
After two years, the employee is 40 percent vested, 60 percent after three years, 80
percent after four years and 100 percent after five years of service. Employees must
complete one year of service to be eligible. See the plan document for more details.

Medical Coverage
The medical plan is a combination of two types of plans—a preferred provider
network and a traditional indemnity plan that does not require a network.
Employees are automatically covered under both and will receive the better preferred
provider organization (PPO) network benefits whenever they use a PPO provider.
Our PPO network offers high-quality care at a discounted price. Benefits provided
under this plan are only for services done by a PPO member. These are referred to as
network providers.

8 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

A prescription drug plan is included with the medical plan. All full-time employees
and their eligible dependents qualify for participation in the group dental insurance
program. Coverage for eligible employees is effective after 30 days of employment.

COBRA Continuation of Coverage

The Consolidated Omnibus Budget Reconciliation Act (COBR A) gives workers
and their families who lose their health benefits the right to choose to continue
group health benefits provided by their group health plan for limited periods of time
under certain circumstances such as voluntary or involuntary job loss, reduction
in the hours worked, transition between jobs, death, divorce and other life events.
Qualified individuals may be required to pay the entire premium for coverage up to
102 percent of the cost to the plan.

(Source: www.dol.gov/dol/topic/health-plans/cobra.htm)

Life and Accidental Death and Dismemberment (AD&D) Insurance

The cost to provide this benefit is paid completely by the company. All full-time
employees are eligible to participate in the life insurance program. Coverage is for
employees only; dependent coverage is not provided. Coverage for employees is
effective after 90 days of employment. Under this program, employees are covered
by a life insurance benefit of two times their annual base salary up to a maximum
of $300,000. Additional coverage for the same amount is provided in the event of
accidental death or dismemberment. There is also a seat belt rider that will pay an
additional $10,000 if death occurs while wearing a seat belt.

Life insurance of more than $50,000 is considered “excess” by the government. The
cost of providing this excess coverage is taxable to the employee and will appear on
the employee’s pay stub as “Grp-Life.”

Supplemental Life Insurance

Employees and their dependents are eligible for supplemental life insurance. To be
eligible, an employee must have been employed for 90 days. The enrollment period
is in December of each year, with coverage effective January 1. The plan can be
dropped at any time.

Travel Accident Coverage

Employees traveling on business overnight or more than 400 miles from the office
are covered by an additional $400,000 of life insurance.

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 9

 Vacation, Holiday and Time-off Benefits
Vacation and Holiday Benefits
Vacations and holidays are some of our most popular benefits. All employees are
eligible; persons working part-time receive prorated benefits. Benefits are set by
length of service as of January 1, according to the following schedule:

Years of Service Vacation Weeks

< 1 year Prorated (by months of service/12 x 2 weeks)
1 year 2 weeks
5 years 3 weeks
10 years 4 weeks

Vacation time will be granted each January 1. By seniority, employees can reserve
one week per year. Once all employees have had the option to choose their first
week, employees may choose to reserve additional weeks by seniority. Supervisors
may limit the number of people on vacation at any one time by department or
position.

Vacation time of up to five days can be carried over to the next calendar year.
Employees terminating employment for any reason are entitled to payment for
unused vacation time when they give their two weeks’ notice.

Holidays
The following are paid holidays. Employees are eligible immediately upon
employment; persons working less than full-time will be paid on a pro-rated basis.

New Year’s Day Thanksgiving Day and the Day after Thanksgiving
Memorial Day One half day on Christmas Eve
Independence Day Christmas Day
Labor Day The day before/after July 41
1
We take the day before July 4 when it falls on a Tuesday; the day after when
it fall on a Thursday; or a personal holiday on your choice of dates when the
holiday falls on other days.
Sick Leave
Nonexempt Employees
Five days of sick leave per calendar year are available to each employee. Sick leave
is earned beginning January 1 each year by all full-time employees who worked a
minimum of 1,500 hours in the previous calendar year. First-year employees receive
a prorated amount. Sick leave is not carried over from one calendar year to the next,
but unused sick time as of the end of the year will be paid out in a lump sum in
January.

Exempt Employees
Exempt employees continue to receive their regular salary until their sick time
or disability exceeds 30 days in a calendar year. After that, they will either go on
disability at 60 percent of pay or be converted to hourly status and made ineligible

10 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

for sick time until they are able to return to work on a regular basis. Exempt
employees do not receive a lump-sum payment for unused sick leave.

Short-Term Disability
When medical documentation proves a need for disability, leave will be granted for
up to six months to a disabled employee. Full-time employees will receive disability
pay at 60 percent of their base pay beginning the first day of an accident or after five
working days of illness. Part-time employees may take leave on an unpaid basis.

Long-Term Disability
Coverage is provided at 60 percent of base earnings for disabilities lasting more than
six months. After two years, continuation of coverage requires that the employee be
unable to work at any job, not just his or her current position. Additional limits exist
for disability due to mental health conditions.

Family and Medical Leave Act (FMLA)

The Family and Medical Leave Act (FMLA) provides certain employees with up to
12 weeks of unpaid, job-protected leave per year. It also requires that their group
health benefits be maintained during the leave. FMLA is designed to help employees
balance their work and family responsibilities by allowing them to take reasonable
unpaid leave for certain family and medical reasons. It also seeks to accommodate
the legitimate interests of employers and promote equal employment opportunity for
men and women.

(Source: www.dol.gov/dol/topic/benefits-leave/fmla.htm)

The employee must provide a written request for FMLA leave. This request must
state specific reasons why the leave is necessary and the anticipated start and the
duration of the leave. This request must also be timely when possible—30 days
in advance of the start of the leave. If the situation is an emergency, the employee
should notify his or her supervisor or manager as soon as possible. Supporting
documentation is required.

Bereavement Leave
If a death occurs in an employee’s immediate family, he or she will be paid for time
lost from the regular workweek up to three days (five days if out-of-state travel is
required). Leave will be granted as needed for the death of non-immediate family
members on an unpaid basis.

Jury Duty
Employees called for jury duty are allowed the time off. The company will pay
employees the difference between their regular pay and what they receive from the
court, up to a maximum of 10 days every two years.

Military Leave
When an employee has a military obligation, the company will follow the rules set
forth under the Uniformed Services Employment and Reemployment Rights Act
(USERR A).

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 11

 USERR A protects service members’ reemployment rights when returning from
a period of service in the uniformed services, including those called up from
the reserves or National Guard, and prohibits employer discrimination based on
military service or obligation. The U.S. Department of Labor’s (DOL) Veterans’
Employment and Training Service (VETS) administers USERR A.

(Source: www.dol.gov/COMPLIANCE/LAWS/COMP-USERRA.HTM)

Additional Benefits
Parking
Free parking is available to all. Please be courteous in the parking area. While
the company cannot be held responsible for accidents, theft or vandalism in the
parking area, any employees engaging in such activities will be subject to immediate
disciplinary action up to and including termination. Employees are expected to
observe the parking rules at all times. In addition, the parking areas are company
property, and all company policies apply. Employees will use the parking lot at their
own risk. The company will provide one space for each employee; diagonal parking
is not permitted. Overnight parking is prohibited unless the vehicle is disabled. If
the vehicle is disabled, the employee will be given 24 hours to move the vehicle.
Repairing vehicles on the parking lot will be permitted only in an emergency
situation. Notify the receptionist in either of these situations to ensure your vehicle
is not towed away.

Tuition Assistance Benefit

We encourage employees to continue their education. Full-time employees who
have been employed at least one year are eligible for educational assistance. Annual
educational assistance is available up to $5,250 per year (the IRS tax-free maximum).
Assistance is paid at 75 percent for employees whose studies relate to their current
job; 50 percent for studies that may be applicable to jobs at our company; and 25
percent for courses of study unrelated to our business. The company president will
make this determination upon first application for benefits, which may be filed prior
to enrollment.

Employees that stay with the company for more than one year after graduation will
be eligible to apply for an additional 25 percent of one year’s costs up to the $5,250
maximum after each year of additional service. Four years after graduation, the
full 100 percent of four years’ tuition will have been collected. Conversely, if the
employee leaves the company within 12 months of completing his or her last class,
the final year of tuition support shall be repaid to the company.

Employee Assistance Program (EAP)

The company has contracted with an outside organization to provide a confidential
employee assistance program (EAP). The EAP is a network of professionals—
lawyers, psychologists, financial counselors and others—who assist employees in
their areas of personal need. This program offers employees (and their families) free

12 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

counseling and referral services to help resolve problems that may occur in their
personal lives.

Product Discounts
Employees are permitted to receive company products for personal use at a 20
percent discount from our regular wholesale prices. Resale of these products,
including flea markets, eBay or other methods, is not permitted. The company
reserves the right to refuse a sale to an employee using an unusual or unexplained
amount of product. We understand that an employee building a house may use a
large amount of product in one year, but we would not expect this to be repeated
frequently. An employee with international contacts who believes he or she could sell
our product overseas may act as an overseas sales representative. See the marketing
manager for details on this opportunity.

Health and Safety

We are committed to both the letter and the spirit of safety and environmental laws.
The company has proven faithful to these values by committing substantial resources
to protecting and enhancing the environment. Being good corporate citizens and
good neighbors is the responsibility of every employee.

We comply with all federal Occupational Safety and Health Administration (OSHA)
regulations. It is everyone’s job to help us maintain our good safety record. Signs
alerting employees and visitors to safety issues and responsibilities have been posted
in the plant for your protection. These signs contain safety instructions and must be
followed by all employees and visitors at the company. Report dangerous conditions
or safety hazards immediately.

Smoke-Free Environment
We recognize that smoking in the workplace can adversely affect employees’ health.
Due to the large amount of wood stored in our buildings, smoking is a safety hazard
at our company. In addition, the City of Columbus has enacted an indoor smoking
ban. For these reasons, smoking and the use of other tobacco products is prohibited
in all areas except inside an employee’s personal car or truck. Smoking is not
permitted in company vehicles. This policy applies to visitors as well as employees.
Employees who violate the policy will be subject to disciplinary action. Employees
who wish to report violations of this policy or the smoke-free workplace law
should contact the receptionist. You also have the right to contact the City Health
Department.

Wellness
We offer employees a $100 subsidy toward a fitness membership. Employees who can
submit a log showing 100 days of use of a fitness facility receive an additional $100.
We also pay for 50 percent of entry fees for recreational activities (up to $100 per
year) that include aerobic activity. See the receptionist for details and limitations. We
will pay for 100 percent of the cost of a smoking-cessation program if the participant
remains smoke-free for 12 months following the end of the program.

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 13

 Alcohol- and Drug-Free Workplace
Columbus Custom Carpentry is a drug-free workplace. The use of alcohol or
controlled substances is inconsistent with the safe behavior required of our
employees. More importantly, it subjects all employees and visitors to our facilities
to safety risks and undermines our ability to operate effectively and efficiently. The
unlawful distribution, possession, sale or use of alcohol or a controlled substance in
the workplace or while engaged in company business on or off company property is
prohibited. To the extent that it impairs an employee’s ability to perform on the job
or threatens the reputation of our company, such behavior is also prohibited during
nonworking time. Misuse of legal drugs is also covered by this policy. The company
will take such disciplinary action as is required to enforce this policy. Employees
should not expect warnings prior to termination for these offenses.

Eye Protection
Employees and visitors are required to wear safety glasses in the manufacturing
areas. All employees who work in or travel through plant areas requiring eye
protection will be provided safety glasses.

Hearing Protection
Continuous exposure to excessive sound can permanently damage hearing. The
company will provide hearing protectors at no cost to employees. Areas where
hearing protection is required, such as the saw room, will be identified with signs.
Use of hearing protection in other areas is voluntary.

Hand Protection
It is appropriate in many areas of the plant to wear gloves to protect hands from
splinters or abrasions. The company will make gloves available at no cost to
employees. Employees may choose to supply their own gloves if desired. Employees
in preprocessing are required to wear gloves.

Foot Protection
Steel-toed safety shoes are required by all employees working in the plant. Office
personnel who visit the plant must also wear approved safety shoes except in green
zones indicated by floor paint. If in doubt, ask!

Respiratory Protection
Where feasible, exposure to air contamination will be controlled by filtering the
source of the contamination and by ventilation. If this is not possible, respiratory
protection equipment may be required. Employees required to wear respiratory
protection in their jobs must comply with all OSHA requirements. Employees in
other areas may choose to wear respirators as needed. The company will provide
respirators and dust masks.

14 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

Safety and Workers’ Compensation
All occupational injuries, regardless of severity, must be reported immediately to the
employee’s supervisor. An accident report form must be completed within 48 hours
of the accident. The health and safety officer is available to assist with completing
workers’ compensation forms. The OSHA safety standards encourage employees to
learn and understand health and safety hazards, emergency operations and safe work
practices. We will provide both general and process-specific training.

Operating a Forklift
Forklifts are often used in the production and warehouse areas for material handling
purposes. Because these trucks are operated in areas where employees are working,
only certified employees are permitted to operate a forklift. Forklift certification is
required for advancement in many areas; new employees should watch for postings of
training classes.

© 2010 Society for Human Resource Management. Douglas Reys, SPHR 15

 EMPLOYEE ACKNOWLEDGMENT
This acknowledges your receipt of the employee handbook.

This employee handbook is not a contract. It is provided to give a general description

of current working conditions and personnel policies at Columbus Custom
Carpentry. The management determines these policies and may modify, withdraw or
eliminate the information or programs described herein at any time.

Employee’s Signature:________________________________ Date:_________________

Please sign and return to the receptionist.

16 © 2010 Society for Human Resource Management. Douglas Reys, SPHR

 1800 Duke Street
Alexandria, VA 22314-3499
Columbus Custom Carpentry - Active Employees
First Name Last Name Sex Age EEO FT/PT Status LOS Job Title Department Salary FLSA Group Average
Anthony Fox M 60 W Full-Time A 3,2 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $26 886 Nonexempt
Chad Chafins M 22 W Full-Time A 1,8 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $24 886 Nonexempt
Jeffrey Green M 38 B Full-Time A 13,7 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $28 239 Nonexempt
Molly Maynard F 29 W Full-Time FMLA 2,7 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $25 886 Nonexempt
Daniel Murray M 25 W Full-Time A 1,8 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $24 886 Nonexempt
Brook Reed M 40 W Full-Time A 1,9 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $24 886 Nonexempt
James Reeves M 56 B Full-Time A 33,4 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $32 989 Nonexempt
Brian Kelley M 61 W Full-Time A 22,4 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $31 585 Nonexempt
Scott Scott M 42 W Full-Time A 1,9 MATERIALS HANDLER RAW MATERIALS WAREHOUSE $24 886 Nonexempt $27 237
Ronnie Specht M 47 W Full-Time A 20,9 WAREHOUSE SUPERVISOR RAW MATERIALS WAREHOUSE $42 635 Exempt
Terry Evans M 37 W Full-Time A 13,7 MACHINE OPERATOR PREPROCESSING $33 256 Nonexempt
Stephen Hicks M 45 W Full-Time A 7,3 MACHINE OPERATOR PREPROCESSING $31 921 Nonexempt
Benny Woods M 45 W Full-Time A 0,9 MACHINE OPERATOR PREPROCESSING $28 000 Nonexempt
Don Rose M 47 W Full-Time A 2,0 MACHINE OPERATOR PREPROCESSING $29 862 Nonexempt
Roger Freck M 38 W Full-Time A 2,0 MACHINE OPERATOR PREPROCESSING $29 862 Nonexempt
Christopher Leffing M 62 W Full-Time A 9,6 MACHINE OPERATOR PREPROCESSING $32 254 Nonexempt
Raven Tatman M 58 W Full-Time A 3,6 MACHINE OPERATOR PREPROCESSING $30 326 Nonexempt
Brian Auer M 48 W Full-Time A 8,3 MACHINE OPERATOR PREPROCESSING $32 000 Nonexempt
Nikki Messer F 36 W Full-Time FMLA 13,7 MACHINE OPERATOR PREPROCESSING $33 529 Nonexempt
Theresa Maynard F 44 W Full-Time A 1,0 MACHINE OPERATOR PREPROCESSING $28 000 Nonexempt
Cheryl Rouse F 40 H Full-Time A 3,8 MACHINE OPERATOR PREPROCESSING $30 326 Nonexempt
Kermit Justice M 51 W Full-Time A 20,0 MACHINE OPERATOR PREPROCESSING $37 232 Nonexempt
Anthony Glenn M 63 W Full-Time A 17,0 MACHINE OPERATOR PREPROCESSING $35 111 Nonexempt
Lindsey Spaulding F 45 W Full-Time A 12,8 MACHINE OPERATOR PREPROCESSING $33 458 Nonexempt
Liam Porter M 50 B Full-Time A 7,8 MACHINE OPERATOR PREPROCESSING $31 667 Nonexempt
Barbara Houston F 38 W Full-Time A 10,6 MACHINE OPERATOR PREPROCESSING $32 642 Nonexempt
Jacquelyn Davy F 41 W Full-Time A 11,1 MACHINE OPERATOR PREPROCESSING $32 789 Nonexempt
Joseph Dye M 32 W Full-Time A 1,8 MACHINE OPERATOR PREPROCESSING $29 644 Nonexempt
Scott Locke M 61 W Full-Time A 20,9 MACHINE OPERATOR PREPROCESSING $37 232 Nonexempt
Andre Wagner M 37 W Full-Time A 1,9 MACHINE OPERATOR PREPROCESSING $29 421 Nonexempt $31 927
Kelly Keeton F 29 W Full-Time A 1,6 CUSTOMER SERVICE MARKETING $32 000 Exempt
Adam Howell M 55 W Full-Time A 2,6 CUSTOMER SERVICE MARKETING $33 000 Exempt
Joann Thomas F 61 W Full-Time A 16,0 CUSTOMER SERVICE MARKETING $40 200 Exempt
Rosalie Maddox F 43 W Full-Time A 3,6 CUSTOMER SERVICE MARKETING $34 000 Exempt
Jocelyn Ryan F 41 W Full-Time A 1,7 CUSTOMER SERVICE MARKETING $32 000 Exempt
Kevin Lindsey M 54 W Full-Time A 17,7 CUSTOMER SERVICE MARKETING $42 100 Exempt
Roland Fleige M 29 W Full-Time A 1,9 CUSTOMER SERVICE MARKETING $30 098 Exempt
Danielle Woods F 55 W Full-Time A 34,2 CUSTOMER SERVICE MARKETING $39 500 Exempt $35 362
Brandon Swift M 47 W Full-Time A 14,9 MARKETING MANAGER MARKETING $110 000 Exempt
Charles Watkins M 62 W Full-Time A 19,6 PRODUCT DESIGNER MARKETING $65 428 Exempt
Steven Mauger M 54 W Full-Time A 24,8 PRODUCT DEVELOPMENT TECH MARKETING $30 285 Exempt
Clayton Starkey M 46 B Full-Time A 27,0 SALES MARKETING $52 566 Exempt
Kevin Roberts M 61 W Full-Time A 20,9 SALES (Inside) MARKETING $62 098 Exempt
Tony Lester M 59 W Full-Time A 28,2 SALES MARKETING $75 964 Exempt
James Monford M 52 W Full-Time A 29,6 SALES MARKETING $76 901 Exempt $66 882
Derwin Bowyer M 63 W Full-Time A 11,3 MANUFACTURING MANAGER MANUFACTURING MANAGEMENT $103 000 Exempt
Michael Respress M 36 B Full-Time A 18,3 MANUFACTURING SUPERVISOR MANUFACTURING MANAGEMENT $57 232 Exempt
Chad Dent M 48 W Full-Time A 2,0 MANUFACTURING SUPERVISOR MANUFACTURING MANAGEMENT $53 722 Exempt
John Brown M 40 W Full-Time A 7,7 MANUFACTURING SUPERVISOR MANUFACTURING MANAGEMENT $54 266 Exempt
Kim Koranteng F 50 W Full-Time A 9,4 MANUFACTURING SUPERVISOR MANUFACTURING MANAGEMENT $55 414 Exempt
Stephen Stout M 60 W Full-Time A 8,2 PRODUCTION SCHEDULING SUPER MANUFACTURING MANAGEMENT $54 900 Exempt $54 839
Karen Webb F 35 W Full-Time A 2,1 PURCHASING MANAGER MANUFACTURING MANAGEMENT $53 500 Exempt
James Bailey M 57 B Full-Time A 6,5 PAINT ROOM TECH FINISHING $35 175 Nonexempt
Rose Orahood M 43 W Full-Time A 10,3 PAINT ROOM TECH FINISHING $36 300 Nonexempt
Douglas Muck M 38 W Full-Time A 9,8 PAINT ROOM TECH FINISHING $35 483 Nonexempt
David Hatfield M 43 W Full-Time A 11,1 PAINT ROOM TECH FINISHING $36 500 Nonexempt
Brian Barnett M 49 W Full-Time A 7,7 PAINT ROOM TECH FINISHING $35 950 Nonexempt
Nikki Vasko F 40 W Full-Time A 14,6 PAINT ROOM TECH FINISHING $36 960 Nonexempt
Gregory Howard M 34 B Full-Time A 3,7 PAINT ROOM TECH FINISHING $34 200 Nonexempt
Angela Lukas F 52 W Full-Time A 11,6 PAINT ROOM TECH FINISHING $36 963 Nonexempt
Michael Heselden M 34 W Full-Time A 8,1 PAINT ROOM TECH FINISHING $35 026 Nonexempt
Charles Junker M 48 B Full-Time A 1,1 PAINT ROOM TECH FINISHING $32 163 Nonexempt $35 472
Lowell Gullett M 41 W Full-Time A 1,8 CRATER FINISHED GOODS WAREHOUSE $21 850 Nonexempt
Timothy Hemingway M 32 W Full-Time A 0,2 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
David Coleman M 27 B Full-Time A 0,4 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Robert Kimber M 40 W Full-Time A 2,2 CRATER FINISHED GOODS WAREHOUSE $23 214 Nonexempt
Mary Mccomas F 32 W Full-Time A 11,3 CRATER FINISHED GOODS WAREHOUSE $32 000 Nonexempt
Mary Spencer F 21 W Full-Time A 0,3 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Daniel Dundon M 26 W Full-Time A 0,6 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Leigh Holdrieth M 34 W Full-Time A 1,7 CRATER FINISHED GOODS WAREHOUSE $22 880 Nonexempt
Charles Mahlman M 36 W Full-Time A 0,7 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Steven Weaver M 21 W Full-Time A 0,3 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Richard Griffin M 36 W Full-Time A 8,1 CRATER FINISHED GOODS WAREHOUSE $28 210 Nonexempt
Vesta Bailey F 25 W Full-Time A 0,1 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Stephen Moore M 33 W Full-Time A 0,4 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt
Thomas Nechovski M 33 W Full-Time A 1,5 CRATER FINISHED GOODS WAREHOUSE $22 880 Nonexempt
Douglas Stange M 23 W Full-Time A 0,8 CRATER FINISHED GOODS WAREHOUSE $20 800 Nonexempt $22 549
Michelle Doss F 56 B Full-Time A 10,6 FORKLIFT FINISHED GOODS WAREHOUSE $32 800 Nonexempt
Columbus Custom Carpentry - Active Employees
First Name Last Name Sex Age EEO FT/PT Status LOS Job Title Department Salary FLSA Group Average
Edward Marcum M 40 W Full-Time A 9,7 FORKLIFT FINISHED GOODS WAREHOUSE $32 300 Nonexempt
Amy Hunt F 50 W Full-Time A 18,1 FORKLIFT FINISHED GOODS WAREHOUSE $34 426 Nonexempt
Sherry Shipley F 22 W Full-Time A 3,0 FORKLIFT FINISHED GOODS WAREHOUSE $25 877 Nonexempt
Brooke Vasko F 30 W Full-Time FMLA 6,6 FORKLIFT FINISHED GOODS WAREHOUSE $27 110 Nonexempt
Donna Miles F 35 W Full-Time A 1,4 FORKLIFT FINISHED GOODS WAREHOUSE $24 886 Nonexempt
Junella Van Gundy F 47 W Full-Time A 3,2 FORKLIFT FINISHED GOODS WAREHOUSE $27 538 Nonexempt
Kerry Wortman M 40 W Full-Time A 1,9 FORKLIFT FINISHED GOODS WAREHOUSE $24 886 Nonexempt
Johnny Herold M 49 W Full-Time A 5,2 FORKLIFT FINISHED GOODS WAREHOUSE $26 312 Nonexempt
Heidi Bobbs F 53 W Full-Time A 8,1 FORKLIFT FINISHED GOODS WAREHOUSE $31 255 Nonexempt $28 739
Cary Dobbins M 62 W Full-Time A 1,9 WAREHOUSE MANAGER FINISHED GOODS WAREHOUSE $61 887 Exempt $61 887
Paul Fusco M 60 W Full-Time A 20,0 CRATING SUPERVISOR FINISHED GOODS WAREHOUSE $59 681 Exempt
Shirley Swingle F 43 W Full-Time A 13,3 WAREHOUSE SUPERVISOR FINISHED GOODS WAREHOUSE $49 692 Exempt $54 687
John Essen M 62 H Full-Time A 9,0 BUILDING SUPERVISOR CORPORATE SERVICES $43 119 Exempt $43 119
Lorenzo Tention M 38 H Full-Time A 10,5 CUSTODIAN CORPORATE SERVICES $34 726 Exempt $34 726
Drew Morris M 38 W Full-Time A 7,5 HANDYMAN CORPORATE SERVICES $37 145 Exempt $37 145
Daniel Gray M 65 B Full-Time A 28,3 MAIL/SHIPPING CLERK CORPORATE SERVICES $27 726 Exempt $27 726
Open Position M 50 W Full-Time A 21,1 DIRECTOR OF HR CORPORATE $70 000 Exempt $70 000
Barbara Duff F 55 W Full-Time A 1,6 ADMINISTRATIVE ASSISTANT CORPORATE $52 394 Exempt $52 394
Anthony Cooney M 58 W Full-Time A 30,6 PRESIDENT CORPORATE $145 000 Exempt $145 000
Desiree Jones F 51 W Full-Time A 8,5 RECEPTIONIST/OFFICE CLERK CORPORATE $38 214 Exempt
Jennifer Reen F 35 W Full-Time A 2,6 RECEPTIONIST/OFFICE CLERK CORPORATE $31 000 Exempt $34 607
Jacquelin Campbell F 26 B Full-Time A 1,7 PRODUCTION TECH ASSEMBLY $28 500 Nonexempt
Donald Mccarty M 34 W Full-Time A 1,8 PRODUCTION TECH ASSEMBLY $28 500 Nonexempt
John Charles M 39 W Full-Time A 1,8 PRODUCTION TECH ASSEMBLY $28 500 Nonexempt
Christina Phillips F 45 W Full-Time A 1,8 PRODUCTION TECH ASSEMBLY $28 500 Nonexempt
Michael Oswalt M 37 W Full-Time A 1,8 PRODUCTION TECH ASSEMBLY $28 500 Nonexempt
Gwen Wildermuth F 29 W Full-Time A 2,1 PRODUCTION TECH ASSEMBLY $29 500 Nonexempt
Andre Riley M 39 H Full-Time A 2,1 PRODUCTION TECH ASSEMBLY $29 500 Nonexempt
Jeffrey Weiland M 26 W Full-Time A 3,0 PRODUCTION TECH ASSEMBLY $30 500 Nonexempt
Charles Kalb M 23 W Full-Time A 3,1 PRODUCTION TECH ASSEMBLY $30 500 Nonexempt
John Carver M 24 W Full-Time A 3,3 PRODUCTION TECH ASSEMBLY $30 500 Nonexempt
Toni Jones F 30 W Full-Time FMLA 3,4 PRODUCTION TECH ASSEMBLY $30 942 Nonexempt
Kelly Hicks F 42 W Full-Time A 3,4 PRODUCTION TECH ASSEMBLY $30 921 Nonexempt
Joe Samczuk M 37 W Full-Time A 3,4 PRODUCTION TECH ASSEMBLY $32 121 Nonexempt
Terry Montavon M 56 H Full-Time A 3,6 PRODUCTION TECH ASSEMBLY $32 224 Nonexempt
Shawn Webb M 43 W Full-Time A 5,2 PRODUCTION TECH ASSEMBLY $33 417 Nonexempt
Kimberly Smith F 35 W Full-Time A 5,2 PRODUCTION TECH ASSEMBLY $32 417 Nonexempt
Michael Pierce M 48 W Full-Time A 5,2 PRODUCTION TECH ASSEMBLY $33 621 Nonexempt
Daniel Brown M 40 W Full-Time A 5,3 PRODUCTION TECH ASSEMBLY $33 511 Nonexempt
Gregory Foreman M 41 W Full-Time A 7,9 PRODUCTION TECH ASSEMBLY $34 998 Nonexempt
Brian Riley M 48 W Full-Time A 8,4 PRODUCTION TECH ASSEMBLY $34 815 Nonexempt
Deanna Diles F 30 W Full-Time A 9,2 PRODUCTION TECH ASSEMBLY $32 417 Nonexempt
Gregory Ward M 53 W Full-Time A 10,1 PRODUCTION TECH ASSEMBLY $35 256 Nonexempt
Richard Williams M 36 W Full-Time A 10,4 PRODUCTION TECH ASSEMBLY $35 500 Nonexempt
Yancey Staats M 42 W Full-Time A 10,9 PRODUCTION TECH ASSEMBLY $35 918 Nonexempt
Bobby Mox M 40 W Full-Time A 11,1 PRODUCTION TECH ASSEMBLY $36 959 Nonexempt
Stephen Hand M 29 W Full-Time A 11,3 PRODUCTION TECH ASSEMBLY $36 989 Nonexempt
Carla Klinedinst F 37 W Full-Time A 14,8 PRODUCTION TECH ASSEMBLY $37 294 Nonexempt
Ronald Bowen M 39 W Full-Time A 15,6 PRODUCTION TECH ASSEMBLY $37 345 Nonexempt
Joey Jackson M 43 W Full-Time A 22,1 PRODUCTION TECH ASSEMBLY $38 232 Nonexempt
Nathan Smith M 55 B Full-Time A 26,4 PRODUCTION TECH ASSEMBLY $38 875 Nonexempt $32 892
Bonnie Blair F 43 W Full-Time A 1,5 AP CLERK ACCOUNTING $27 200 Exempt
Sue Ranke F 64 W Full-Time A 25,5 AR CLERK ACCOUNTING $29 293 Exempt
Jacquetta Guinn F 62 B Full-Time A 13,9 AR CLERK ACCOUNTING $28 688 Exempt $28 394
Michael Cooney M 31 W Full-Time A 3,3 CFO ACCOUNTING $87 250 Exempt
Matthew Lee M 41 A Full-Time A 9,7 DATABASE MANAGER ACCOUNTING $57 000 Exempt
Yolanda Harris F 48 W Full-Time A 12,4 STAFF ACCOUNTANT ACCOUNTING $49 528 Exempt