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Old 10-11-2011 | 07:13 PM
  #6499  
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Carl Spackler
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Originally Posted by gloopy
And even if we get to see some or all of the survey, it was laid out in a pick your poison type of way with many questions.

The one where we had to weigh points to scope, pay, retirement, work rules, etc is especially dangerous. As scope weakens, all the other things weaken as well. Yet how does one answer that question. Technically scope should get 100 out of 100 points, but I'm sure few if any answered it like that, even if scope is vitally important to each of us.

Some guys probably put similar weight values to all those things because, obviouslly, all are important. Some may be focused on pay, so they weighed that a lot more, but by weighing scope less, that makes it that much harder to get and keep pay...not to mention the advancement that helps drive pay and QOL.

So I'm sure the average pilot probably put several things equal to or greater than scope, not because they didn't think scope is vitally important but because they had to weigh other things because scope isn't a perk...it is the entire foundation upon which everything else is built. So how do you "weigh" that against the things that are built upon it in the first place? So the results could be used as justification that other things are as important or more important than scope by treating the foundation of all the issues as a separate issue and presto...worst case we "sell" more scope and best case we keep our insanely unacceptable level of mass quantity outsourcing where it is and those in power can say they were listening to us all along.

What if we had a survey asking if people would rather give up their first, second or third born child to adoption. There is no right answer to that, so it doesn't really matter what the results were.

Likewise the question about what percentage raise on DOS would be minimally acceptable could be taken out of context. No matter what the number is, it depends on what else is in there. A contract that does away with outsourcing and has a smaller raise is better than a contract that outsources more with a higher raise, and that's not even getting into issues of retirement, work rules, etc.

So even if we get to see the results, we could still be hoodwinked with embedded Sophie's choices and creative statistical interpretation, especially if the parent organization has a history of dropping the ball with those issues in the first place.
That's why I think we should simply put SWAPA's contract on the table and say: "we'll take this plus 5%. You want to call the NMB, or should we?"

Between their pay rates, the minimum pay per day, the guarantee for reserve, the overtime rules, and that incredible Scope language, it would be an amazing result for us. And the company would have no defense against it in front of the NMB.

Carl
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