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Mentor’s Manual

Writing:Lisa SiegleLee White

Interactives:Lee White

William Haldane

Artist: William Haldane

Graphic Design: Kristian Hansen

Mentor’s Manual

Take This Job and Keep It!

Table of Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Class 1: The Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Class 2: The Job Description . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Class 3: The Employee Manual and Contract . . . . . . . . . . . . . . 5-6

Class 4: Workplace Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Class 5: Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Class 6: Listening Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Class 7: More Listening Skills . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11

Class 8: I Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-13

Class 8: Bonus Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-37

1Take This Job & Keep It! Take 2 – Mentor’s Manual - Preface

Preface

Welcome to Take This Job and Keep It! Take 2 . This program gives an inside look at the workplace through the eyes of Boarder, an animated teen settling in on the first days of his first real job . Like most of us, he does a lot of things right, but he also makes some classic beginner bloopers that require him to listen, to learn and to grow in order to keep his job . Four bonus segments with interactive exercises give viewers more opportunity to practice positive communication skills, and four others explain and offer solutions for different types of harassment .

Specifically, this program helps users:

become familiar with key employment paperwork: the Job Announcement, Job Description, Resume, 1 .

Cover Letter, Job Application, Employee Manual, and Employment Contract

learn strategies for getting to work on time2 .

develop realistic expectations about acceptable workplace behaviors3 .

learn how to handle conflicts involving a supervisor or co-workers4 .

Approach

This manual will help you work through Take This Job and Keep It! Take 2 together . It provides a brief summary of each session, as well as recommended discussion questions . In some cases, sample answers appear in italics after a question, but you are encouraged to find your own answers based on what you learned in the class and your own experiences .

The program is divided down into eight short learning sessions which can be completed in about 30 minutes . Bonus segments at the end provide brief stories followed by interactive exercises, and each segment takes about five minutes .

We suggest you establish a schedule for working together . We recommend you complete one or two sessions each time you meet .

2Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 1: The Interview

Class 1: The InterviewWhat it Takes and The Interview

Preparation

Print out Boarder’s Resume and Cover Letter (see ��

Handouts) .

Purpose

To learn how to act during a job interview .��

Overview

In the first section, �� What it Takes, host Jonathan introduces the program and explains what most employers want in an employee .

In �� The Interview, Boarder interviews for and gets a job with Glassart . The owner of the shop gives Boarder a quick tour and introduces him to the shop foreman and others who work there . He also gives Boarder his Job Description, the Employee Manual, and the Employment Contract .

Watch What it Takes and The Interview

Discussion

What did Boarder do right that landed him an interview? ��

He prepared an effective resume and portfolio. �

Think about his job interview . He did some things right, but he did a few things wrong as well . Discuss ��

what he did right and what could have done better .

What he did right: He was friendly and polite, he showed he really wanted the job, he listened well. �

What he could have done better: He could have asked questions (such as about work clothes) and he could �have taken notes. In chapter 6 we’ll discuss another listening skill that would be useful in a job interview.

Activities

Take a look at the handout, Boarder’s Resume . Because he is young and has not had a lot of jobs, he had ��

to think about other ways to show his value to his potential boss .

Volunteer work, special skills, awards and your attitude say a lot about how you view the world and how ��

you might benefit the company . Take a few minutes to jot down a list of what you might include on your own resume and what you might talk about in an interview .

3Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 2: The Job Description

Class 2: The Job DescriptionJob Description and At Home

Preparation

Print out Glassart, Inc . Job Description, Job ��

Announcement, and Sample Application .

Purpose

To learn about job announcements and ��

descriptions .

To learn about the various ways employers ��

collect information about job applicants .

Overview

Job Description �� contains an interactive activity about job descriptions and job announcements .

In �� At Home, Boarder tells his mom and friends about the job and prepares for his first day of work . He tells his mom that the boss liked his resume and artwork pictures and that he was given a job description and an employee’s manual .

Watch Job Description; and At Home

Discussion

Every job has a job description, but not all job descriptions are written down or even very clear . Have ��

you ever been hired for a job that turned out to be quite different from the job description? How did that go?

If you are hired for a job and are not offered a written job description, what might you do? �� Take notes on your duties; if the job has many duties, ask your supervisor for a written list of your responsibilities.

4Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 2: The Job Description

Activities

Boarder provided a resume, a cover letter, ��

a portfolio of his artwork, and filled out an application . Some jobs require only an application; others require only a resume, or a resume and cover letter . Take time to read through the handouts .

If you have never filled out an application, ��

or it’s been a long time and your basic information has changed, we suggest you fill out the Sample Application . That will give you a chance to collect all the names, addresses and dates you need now so that you are prepared next time you apply for a job . You can take that completed sample with you when you apply for jobs to simplify filling out other applications .

If you don’t have a resume, Boarder’s Resume can serve as a model for your own . The same goes for his ��

cover letter .

5Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 3: The Employee Manual and Contract

Class 3: The Employee Manual and ContractThe Employee Manual, A Night to Remember, Contract Check List and Employee Contracts

Preparation

Print out Employee Manual and Employment Contract .��

Purpose

To understand the purpose and contents of employee manuals ��

and employment contracts .

Overview

In �� Employee Manual Jonathan explains what is in a typical employee manual .

In �� A Night to Remember, Boarder’s friend is injured in an accident and Boarder is at the hospital until early in the morning, which makes it hard for him to get out of bed in time for work . As a result, he is late for work, dressed in the wrong clothes, and without his identification .

In �� Contract Check List, Boarder has to read and sign the employee contract .

Employee Contracts�� has an interactive on employment contracts .

Watch Employee Manual; A Night to Remember; Contract Check List; and Employee Contracts

6Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 3: The Employee Manual and Contract

Discussion

An employee manual contains company rules and information for workers . ��

Read through Boarder’s employee manual . Discuss anything that might be confusing .��

If you aren’t given an employee manual, where might you get the information normally contained in one? ��

Some companies have bulletin boards with information like paid holidays and overtime, work schedules, drug testing policies, etc. Otherwise, ask your supervisor about those things and take notes on the answers.

An employment contract is a legal agreement between an employer and employee . Take a look at ��

Boarder’s contract . Have you ever had to sign an employment contract? Were you comfortable with everything in the contract? If not, what did you do?

Activities

Complete the interactive, �� Figuring When To Leave . Was it hard to do? Did it make you think differently about your morning routine? How so?

7Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 4: Workplace Conflicts

Class 4: Workplace ConflictsWhat’s Up With Jose and Conflicts

Purpose

To become more aware of unwritten workplace ��

expectations .

Overview

In �� What’s Up With Jose? Boarder encounters unexpected problems during his first day at work . When his co-worker Sierra notices he is stressed, she offers him advice .

Conflicts�� has an interactive on workplace conflicts .

Watch What’s Up with Jose? and Conflicts

Discussion

It is important to be sensitive to what is considered acceptable behavior ��

on the job . What are some ways a new employee could learn the unwritten behavioral rules? Observe what others are doing, wearing, saying, etc .; in other words, read the environment . Ask co-workers .

It is usually not okay to conduct personal business at work . How can you ��

take care of personal business during work hours?

Words have meaning . While on the phone, Boarder says, “I’d go down ��

there if I wasn’t stuck at work .” Jose appears to have heard him . What did that tell Jose about Boarder’s attitude about his job? Do you think Boarder feels “stuck” at Glassart? Can you think of a better way he could have said what he felt?

Conflict happens . If a supervisor seems angry, what should you do? Try to ��

determine if the supervisor is angry or merely busy . If he appears angry, talk to him . Pay attention to your own behavior and think about how others see it .

If you are having trouble with a co-worker, what should you do? Many of the ideas offered for dealing ��

with conflict in this and coming classes can help you work well with others . However, there are times when it is necessary to discuss a problem with a supervisor, especially in cases of harassment . Harassment is explored in several of the Bonus Exercises at the end of Chapter 8 .

What should you NEVER do in an attempt to deal with conflict? Argue, accuse, yell, name-call, etc .��

8Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 5: Time Management

Class 5: Time ManagementAbout Time, It’s All About Timing,

Figuring When to Leave, and On Time

Purpose

To develop strategies for getting to work on time .��

To introduce the concept of good listening as a preview to ��

Chapter 6

Overview

In �� About Time, Boarder’s mom gives him tips to help him organize his schedule so he can get to work on time the next day .

In �� It’s All About Timing, Jonathan breaks down the steps Boarder’s mom used to calculate what time he needs to get up .

In �� Figuring When To Leave there’s an interactive exercise on getting to work on time .

On Time�� is an interactive on getting to work on time, plus it introduces good listening skills .

Watch About Time; It’s All About Timing; Figuring When to Leave; and On Time

Discussion

What could Boarder do to help him get to work on time? ��

Make his lunch and lay out his clothes the night before, gather up everything he needs to take to work, calculate how long his morning routine and commute will take.

What needs to be built into a morning schedule? ��

Time to groom, eat, travel to work, etc.

If someone is routinely late for work, what might he do? ��

Activities

Take a few minutes to develop a personal schedule that ��

prepares you to be on time for classes, work, appointments, meetings, etc . for the next two days .

Does your schedule allow enough time to get from one commitment to another? ��

If not, what can you do?

9Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 6: Listening Skills

Class 6: Listening SkillsDo This, Do That; Hard of Hearing?; Listening Secrets; and

Do This Do That Continues

Purpose

To learn how good listening skills can help you avoid or deal with conflict .��

Overview

In �� Do This, Do That Boarder is unaware that the shop has different hours on Saturday and he showed up at the wrong time and learned that being on time is non-negotiable .

In Hard of Hearing, Jonathan talks with Boarder about how ��

Boarder handled the scene with the boss, and discusses listening skills .

In �� Listening Secrets, Jonathan summarizes the keys to good listening .

In �� Do This Do That Continues, Boarder has to work alone because Sierra is away for the morning, and he makes a few mistakes .

Watch Do This, Do That; Hard of Hearing?; Listening Secrets; and Do This Do That Continues

Discussion

Paraphrasing is a good listening strategy . What does ��

paraphrasing show the speaker?

Can you paraphrase what paraphrasing is?��

What other ways can a listener show he is paying attention? ��

Showing respect when listening is a great way to build ��

positive relationships . Why do you think that is true? What are some other signs of respectful listening?

Activities

For the next few days, practice paraphrasing and listening respectfully and pay attention to how the ��

speaker reacts . Also try to observe other people talking, paying special attention to the listening skills of the listener and the reaction of the speaker . After your experiment, take time to share your observations with each other .

10Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 7: More Listening Skills

Class 7: More Listening SkillsLet The Boss Know; and Repeating Back What Was Said

Purpose

To develop and practice good listening ��

skills .

Overview

In �� Let the Boss Know, Jonathan discusses with Boarder how using good listening skills could have prevented him from making mistakes .

Repeating Back What Was Said�� has an interactive on paraphrasing .

Watch Let the Boss Know; and Repeating Back What Was Said

Discussion

Practice reinforces good listening skills . How does active ��

listening help somebody paraphrase?

How did your experiment with paraphrasing and active ��

listening go?

Can you think of a time when active listening might have ��

helped you?

When could you use active listening skills in your daily life?��

11Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 7: More Listening Skills

Activities

Below are two realistic work scenarios . They start with a description of what is going on, followed by orders from the supervisor . Your task is to paraphrase the key steps in the order they should be completed after hearing them only once (remember, a boss isn’t going to give orders two or three times) . Key steps for each are at the bottom of the page, but try to make your own paraphrase without peeking .

The scene is a busy taco shop that provides eat-in and take-out. A large order is phoned 1 .

in during the lunch rush. The supervisor gives instructions on how to fill all the orders in a timely fashion and so that hot foods are warm when they are picked up. “Okay, I want Austin and Shenea to focus on the to-go order. Start by putting all the napkins, sporks and hot sauce packs in one of the small bags. Then fill all the drinks and put them in drink carriers in the cooler. Then I want you to make all the burritos – they can be kept hot under the heat lamp. Work together on that. Last, build the tacos, but move quickly because you can’t put them under the heat lamps or the lettuce and tomatoes will get limp. Put the burritos in the bottom of the boxes and put the tacos on top.”

The scene is a large car dealership. A storm has blown leaves and other crud onto the 2 .

vehicles and the boss wants them all cleaned up, fast. “Look, we got a national sales event going on the Whippets and the Swifts so start with those, but wash the red and black cars first, then white. I don’t care after that. Then let’s get the Gliders and the Minotaurs cleaned up, followed by the Gazelles. And park the Whippets and Swifts up front, we’re gonna really push them, and tie balloons on them. Hey, and put the Minotaurs in back, we can’t give them away with these gas prices”

Sample Answers

Key Steps, Taco Shop:

Put napkins, sporks and hot sauce in small bag��

Fill drinks and put in carriers in the cooler��

Make burritos and enchiladas��

Put them under heat lamps��

Make tacos��

Pack the boxes with tacos on top.��

Key Steps, Car Dealership:

Wash Whippets and Swifts, starting with red, ��

black and white

Park Whippets and Swifts up front and tie ��

balloons on them

Wash Gliders��

Wash Minotaurs and park them in the back of ��

the lot

Wash Gazelles��

12Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 8: I Statements

Class 8: I StatementsBoxing Match; Putting it in Words; and Making it Happen

Purpose

To learn how to use I Statements .��

Overview

In �� Boxing Match, Sierra returns to work and sees Boarder has made several mistakes with the order . When she takes over the job, Boarder gets angry .

Jonathan helps Boarder build an effective ��

I Statement in Putting it in Words .

In �� Making it Happen, Jonathan sums up I Statements .

Watch Boxing Match; Putting it in Words; and Making it Happen

Discussion

I Statements help diffuse tension . Why? ��

Can I Statements be used outside of a ��

work setting? Think of other times when using an I Statement would be useful .

13Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 8: I Statements

Activities

Pay attention to people talking . Listen for I Statements or variations of I Statements .

Below are two disorganized statements of anger and frustration that can be organized into an I Statement . Try to create yours without peeking at the sample at the bottom of the page but if you do peek, remember that there is more than one correct I Statement for each scenario and try to build your own .

I’m so pissed off! This guy I work with, Sam, and I were kicking around a footbag in the warehouse during 1 .

our break . Sam was getting into it and he bumped into a stack of boxes and one crashed to the ground . The box had glasses in it . Sam said he’d deal with it while I went back out on the floor . I’m not sure what he did with the box, but the boss found it later and blew up . He asked Sam what happened . Sam said he didn’t know and then the boss got the idea I broke the glasses so he yelled at me and threatened to dock my pay for the cost of the glasses . I’m so mad I wish I could quit!’

“I cannot believe this is happening! Today a cop showed up at work and went to the back of the store . 2 .

My supervisor came out a little later and I could tell she had been crying, and my co-worker, Gina, left . I didn’t know what was going on and I was really busy, so I let it drop . Later, another girl told me that money had been disappearing from purses and the supervisor fingered me . They set a trap to catch me, but it turns out Gina was the thief! The supervisor was crying because she likes Gina a lot and hates me and wanted ME to get in trouble! I’m so upset! I’ve never stolen anything in my life and I’ve always been hard-working and cheerful at work .”

Sample Answers

I Statement for Scenario 1

Sam, �� I feel disappointed when I am left holding all the blame. I’m willing to accept my part in what happened, but I wasn’t the only one at fault. I would like for us to talk to the boss together and explain what really happened and work things out with him together.

I Statement for Scenario 2:

I feel�� hurt that I was accused of stealing because I work hard and I really like this job. (No I Wish was added because in this case the supervisor owes the speaker an apology and it’s not appropriate to demand an apology from a supervisor).

14Take This Job & Keep It! Take 2 – Mentor’s Manual - Class 8: Bonus Exercises

Class 8: Bonus Exercises

Purpose

To learn when and how to use I Statements in a workplace situation and get some practice in building ��

effective I Statements .

To learn how to use a time out in a positive and productive way .��

To learn about different kinds of harassment and strategies for dealing with them .��

Overview of Bonus Exercises

The Pickle Splash – In this story, Alonzo knocks over some jars of pickles and then gets chewed out by his boss for not using protective ribbon around the mess . Viewers build an I Statement for Alonzo .

Love or Hate? – Sean loves his job as a checker at Costcap, but a co-worker who wants to goof off takes it too far and then tries to make Sean look like a jerk for telling her to stop . Viewers help Sean build an I Statement he can use when he talks with his boss .

Bad News – Leah takes an entry level job at a salon, but makes it clear to her boss she really wants to be promoted to a stylist when there’s an opening . When she learns a part-time stylist has been hired, and she wasn’t even told about the opening, Leah gets upset . Viewers get to help her build an I Statement .

Taking Time – The saga of Leah continues . In this part of the story she’s angry and needs a time-out . Viewers help her develop an effective request for a time-out .

Chill the BLEEP Out! – Jonathan and Boarder explore three relaxation techniques .

Is It Fair? – Jonathan defines harassment and offers strategies for dealing with it .

Bikinis Required? – Jessica is upset because her boss at the pool wants her to wear a bikini to work every day but the male lifeguards get to wear whatever they want . This segment explores sexual harassment .

He’s Picking on Me! – Milo feels picked on at his new job when the boss tells him he has to attend a training session on what he thought would be his afternoon off . Jonathan helps viewers explore whether or not this counts as harassment .

It’s Unfair! – Marta overhears co-workers saying cruel things about her after they overhear her speaking Spanish to a friend on the phone while she is on her break . Jonathan helps viewers figure out if this is harassment and if so, what Marta should do about it .

9 Ways to Keep a Job – Viewers complete a puzzle to activate a “Top 9” list of how to keep a job .

15Take This Job & Keep It! Take 2 – Mentor’s Manual - Appendix

Appendix

Glassart, Inc . Employment Contract . . . . . . . . . . . . . . . . . . . . . 16-17

Glassart, Inc . Employee Manual . . . . . . . . . . . . . . . . . . . . . . . . . 18-31

Sample Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-33

Job Description for General Laborer . . . . . . . . . . . . . . . . . . . . 34

Glassart, Inc . Job Announcement . . . . . . . . . . . . . . . . . . . . . . . 35

Boarder’s Cover Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Boarder’s Resume . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37


Glassart, Inc.Employment Contract

PARTIES:

Glassart, Inc ., a corporation (“Employer”)Alvin Boardman (“Employee”)José Garcia (“Supervisor”)

AGREEMENTS:

EMPLOYMENT1 .

Employer will employ Employee beginning on January 9, 2005 until terminated as provided below for the purpose of rendering on behalf of Employer services as a general laborer . The general laborer position includes stocking, organizing, and cleaning of work areas; packaging, shipping, and receiving of products and material; along with any other assignments as deemed necessary by the employer .

The position also includes operating hand and power tools . The position requires a proficiency in technical problem solving and other duties as assigned .

Employee accepts employment with Employer on the terms and conditions set forth below .

HOURS OF EMPLOYMENT2 .

The hours of Employee’s employment with Employer shall be determined in accordance with the needs of Employer . Generally, work shall be performed between the hours of 9:00 a .m . and 5 p .m . and as pre agreed upon by both parties .

COMPENSATION3 .

The compensation to be paid Employee for services rendered to Employer during the term of Employee’s employment shall be based on the hourly rate of $8 .00 per hour .

MOVING EXPENSES4 .

N/A

TERMINATION5 .

Employment of Employee by Employer is at will; that is, employment may be terminated by either party, with or without cause, upon giving written notice to the other party .

NON-COMPETITION6 .

N/A


EMPLOYMENT POLICIES7 .

Unless otherwise addressed in this agreement or in the following described policies, any employment policies of Employer apply to govern the employment of Employee . Further, Employee shall be entitled to all benefits provided to regular, full time employees of Employer .

INTEGRATION8 .

This Employment Contract constitutes a final and complete statement of the agreement between the parties, and fully supersedes all prior agreements or negotiations, written or oral .

ARBITRATION9 .

Except as otherwise provided herein, any disputes arising out of, related to, or in connection with this agreement, with the employment relationship, or the termination of that relationship under any state or federal law shall be submitted to binding arbitration pursuant to the commercial arbitration rules of the American Arbitration Association . The exclusive jurisdiction and venue for an action to compel any such arbitration shall be in the Circuit Court . The prevailing party in any such arbitration proceeding shall be entitled to reimbursement of reasonable attorneys’ fees and actual costs incurred in connection therewith .

LITIGATION EXPENSE10 .

Except as otherwise provided by applicable law, if any legal proceeding, including arbitration, is commenced for the purpose of interpreting or enforcing any provision of this Employment Contract, the prevailing party in such proceeding shall be entitled to recover a reasonable attorney’s fee in such proceeding, or any appeal thereof, to be set by the court or by the arbitration panel without the necessity of hearing testimony or receiving evidence, in addition to the costs and disbursements allowed by law .

PARTIAL INVALIDITY11 .

If any provision of this Employment Contract is held to be invalid or unenforceable, all other provisions shall nevertheless continue in full force and effect .

COUNSEL12 .

Employee has been given opportunity to retain counsel, but has elected not to do so . The rule of construction that a written agreement is construed against the party preparing or drafting such agreement shall specifically not be applicable to the interpretation of this agreement .

APPLICABLE LAW13 .

The applicable law for the purpose of interpretation of this agreement, or the enforcement of any rights or obligations hereunder, shall be the laws of your State .

Employer’s Signature Date

Employee’s Signature Date


I. INTRODUCTION

II. SCOPE

III. DEFINITIONS

Non Regular Employee1 .

Regular Employee2 .

Contracted Professional3 .

Supervisor4 .

Outside Salesperson5 .

Consultant6 .

Work Week7 .

Exempt and Non Exempt Employees8 .

IV. NONDISCRIMINATION / NONHARASSMENT

V EMPLOYEE ABSENCES

Attendance Requirements1 .

Pooled Leave2 .

Work Related Injuries3 .

Family and Medical Leave4 .

Bone Marrow Donor Leave5 .

Other Approved Leaves of Absence6 .

Holidays7 .

Military Leave8 .

VI. EMPLOYEE CONDUCT

Time Sheets1 .

Working Schedule2 .

Discipline and Termination3 .

Drug and Alcohol Policy4 .

Smoking5 .

Standards of Conduct6 .

Solicitation7 .

VII. OTHER INFORMATION

Paydays1 .

Staff Meetings2 .

Personal Business3 .

Employment Related Concerns4 .

Performance Review5 .

Wage Increases6 .

Insurance Benefits7 .

Travel Expense8 .

Arbitration9 .

VIII. ACKNOWLEDGMENT

GLASSART, INC. EMPLOYEE MANUALTable of Contents


I. INTRODUCTION

This employee manual is an introduction to you, the employees of Glassart, Inc . (GA), of our major current policies, rules, procedures, and benefits (collectively, the policies) . It is not intended as an exhaustive statement of employee responsibilities, nor is it a contract of employment . GA retains the right to make changes in these policies . Thus, we may modify and/or discontinue any of these policies . Although GA is not required to give prior notice as to any policy changes, we will try to advise you of those changes as soon as it is reasonably possible .

The policies summarized or described in this manual may be modified or waived only by the board of directors of GA or by its designee, the Administrator, in writing .

Employment with GA is on an at will basis . That is, employment may be terminated with or without cause at the option of GA or of the employee .

II. SCOPE

This manual applies to all employees of GA except where otherwise indicated .

III. DEFINITIONS

Some of the terms used in this employee manual and in your employment, and their definitions, are the following:

Non Regular Employee. 1 .

Status during the first three months of employment, and/or one who is hired with the understanding that he or she will work on an on call basis, or only for a specific period, or for a specific project .

Regular Employee, either salary or hourly. 2 .

Unless otherwise notified, an employee is designated as Regular after the first three months of employment, if regularly scheduled to work 40 hours or less per week .

Contracted Professional.3 . One who is hired, either full time, part time, hourly or salary, for a specific project, and sets and manages own hours .

Supervisor.4 . One who is hired full or part time, salary, sets own hours, supervises and schedules other employees in his/her department .

Outside Salesperson.5 . One who is hired full or part time, paid by base and/or commission, sets own hours .

Consultant.6 . Consultants and other non employees are sometimes retained by GA . Such individuals are not generally subject to the terms of these policies .

Work Week.7 . The seven day period beginning at 12:01 a .m . on Sunday and ending at midnight on Saturday .


Exempt and Non Exempt Employees. 8 . Exempt employees are those employees who are exempt from applicable laws concerning the payment of overtime, and generally include contracted professionals, supervisors, and outside salespersons . Non exempt employees who have been authorized to work overtime are subject to the payment of overtime .

IV. NONDISCRIMINATION / NONHARASSMENT

It is the policy of GA that applicants or employees will not be discriminated against or harassed because of race, color, creed, national origin, religion, handicap, sex, age, family, or any other basis prohibited by law .

It is further the policy of GA that sexual harassment of any employee will not be tolerated . Sexual harassment includes any sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:

Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s ��

employment; or

Submission to or rejection of such conduct by an individual is used as the basis for employment decisions ��

affecting such individual; or

Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance ��

or creating an intimidating, hostile, or offensive working environment .

You should promptly report any discrimination to your supervisor, including sexual harassment . If those instances involve a supervisor, you need not discuss the problem first with the involved individual, but may go directly to any other member of the management of GA to report the matter .

GA will not tolerate retaliation of any kind against employees based upon their allegations regarding employment discrimination or harassment . If employees or supervisors engage in harassment or discrimination, they will be subject to immediate discipline, including possible termination .

Conversely, employees should keep in mind that allegations of harassment and discrimination are potentially very serious to the person charged . While such allegations should be made whenever warranted, they should be made with accuracy and veracity .


V. EMPLOYEE ABSENCES

Attendance Requirements. 1 .

Your attendance record and your punctuality are significant factors in assessing your performance with GA . We ask that you provide us with as much notice as possible when you must be away from your job, even if your absence is for a short period . If you are faced with an emergency, call your supervisor immediately . If you are ill, or will be absent for any reason, call your supervisor at least one hour before your start time . Further, if you are absent for more than one day, you must contact your supervisor each day, unless prior arrangements have been made with your supervisor . Notification to your supervisor is very important . If you are absent for one day without calling in or making other specific arrangements, we will consider you to have voluntarily terminated your employment effective at the commencement of your absence .

Pooled Leave. 2 .

GA subscribes to the concept that paid leave which combines the usual concepts of vacation leave and sick leave gives employees more freedom to meet individual needs . Pooled leave provides paid leave to employees for such purposes as vacation, illness, family emergencies, medical care, and other personal needs . Employees may use their accrued pooled leave for any reason, provided that eligibility and notice requirements, as set out below, are met . Employees may begin using pooled leave when accrued .

Eligibility. a .

Regular employees who are regularly scheduled to work 20 or more hours per week are eligible for pooled leave and begin accruing such leave on the 26th of the month following a minimum of three months of continuous employment . Non regular employees, contracted professionals, outside salespersons, and supervisors are not eligible for pooled leave . (See special note regarding Supervisors in the next section .)

Accrual.b . Pooled leave shall accrue on all paid hours and will be paid at the current base rate of pay . Regular hourly part-time or full-time employees accrue pooled leave at the rate of .0615 hour for each paid hour . Regular salaried full-time employees accrue 16 days of pooled leave per year, or 1 .333 days per month (=10 .67 hrs per month) . Regular salaried part-time employees accrue the pro rated portion based on the full-time 16 days per year (example: half-time salaried employee accrues 8 days per year, or .67 day per month, =5 .36 hrs per month) . Special note regarding Supervisors: Full- and part-time salaried supervisors do not accrue pooled leave, but they do accrue vacation leave . Full-time salaried supervisors accrue 10 days of vacation leave per year, or .833 day per month (=6 .67 hrs per month) . Part-time salaried supervisors accrue the pro rated portion based on the full-time 10 days per year (example: half-time accrues 5 days (40 hrs) per


year) . Since supervisors set their own hours, they take sick and personal leave as needed and, as long as the leave does not interfere with completing normal duties within the appropriate time period and within the limitations as noted in Section V, #4 below, are not docked for that time . Any further references to rules and regulations about pooled leave also apply to supervisors’ vacation leave .

Noticec . . Employees may request pooled leave at any time . If an extended period of leave is requested, the employee should expect to give more notice so that GA can revise the work schedule . If the leave is due to an emergency, the employee should give as much notice to the supervisor as possible . If the reason for the leave is for vacation purposes, leave should be taken in at least whole day increments . Permission for the leave will be at the discretion of GA who will consider such factors as the reason for the request, the timing of the request, and the ability of GA to adequately rearrange work schedules .

Accumulation and Reconciliation. d .

Pooled leave accumulates according to the accrual schedule as noted in the Accrual Section V, #2b above . Accumulated pooled leave will be reconciled annually . On March 25, all accumulated pooled leave will be reconciled to that date, and from that date forward will be figured on the anniversary date of March 25 . Accumulated pooled leave must be used within 12 months from the end of the anniversary year period in which it has been earned . If not used within that period, the remaining pooled leave will be forfeited . New pooled leave will accrue in the normal manner .

Payment upon Separation from Employment. e . Employees will be paid for a portion of their accumulated pooled leave, up to the maximum accumulation of 10 days, upon separation from employment, provided that, in the event of a resignation, the employee has given GA a two week notice .

Work Related Injuries. 3 . Medical leave resulting from an on the job injury may be compensated by GA’s industrial accident insurance in accordance with current state laws . Reinstatement of employees after such injuries shall follow applicable law . Compensation will not be paid by GA for such leaves, but employees may use any accumulated pooled leave during the period of absence for work related injuries to the extent that the employee is not otherwise paid his or her full compensation through industrial accident insurance . Pooled leave will not accrue during such absences . If employees are injured on the job, they should report the accident immediately to their supervisor . First aid supplies may also be available in the case of minor injuries . For employment related injuries, please see your supervisor to obtain the appropriate report form and for additional information . During absences for work related injuries, you are requested to report your condition to GA at least weekly on a schedule determined by your supervisor .


Family and Medical Leave. 4 . Eligible employees are entitled to up to 12 weeks of unpaid family medical leave within a 12 month period for the following reasons:

To care for family members who suffer serious health conditions;a .

To recover from or treat the employee’s own serious health condition;b .

To care for a child of the employee who suffers from an illness, injury, or condition that is not a c .

serious health condition but that requires home care; and

To care for an infant or newly adopted or new foster child under 18, or for the care of an adopted d .

or foster child older than 18 if the child is incapable of self care . Leave for this reason must be taken within the first year after the birth or placement of the child . (Such leave is termed “parental leave .”)

Employees are entitled to an additional 12 weeks of leave in any 12 month period for disability due to pregnancy or childbirth . Further, if an employee takes parental leave under item d ., above, the employee is entitled to an additional 12 weeks per 12 month period to care for that employee’s child under item c ., above . The 12 weeks will be determined from a “rolling” schedule, measured backward from the date leave is used . “Eligible employees” are those who were employed for 180 or more calendar days immediately prior to the first day of the leave and who work an average of 25 or more hours per week .

“Family members” include children, spouses, parents, and parents in law . “Serious health condition” means:

An illness, injury, impairment, or physical or mental condition that requires inpatient care;a .

An illness, injury, disease, or condition that according to the judgement of the treating medical b .

physician:

Poses an imminent danger of death; �

Is terminal in prognosis with a reasonable possibility of death in the near future; or �

Requires constant care; or �

Any period of disability due to pregnancy, or absence for prenatal care .c .

Supervisors who require extended sick or personal leave will be subject to the above-noted regulations and limitations .

An employee may use pooled leave accrued to the date of leave . Pooled leave shall not accrue during family medical leave . GA may require the use of accrued pooled leave during family medical leave .

An employee who has taken an unpaid leave of one week or more shall be responsible for the cost of his or her health insurance benefit during that unpaid leave period .


In most circumstances, leave of absence will not be granted during the period of time in which another family member is also taking family leave or is otherwise available to provide care . Family medical leave shall be requested and taken so as to minimize disruption of operations . Reasonable effort shall also be made by the employee to schedule medical treatment or supervision so as to minimize disruption of operations .

A timely request for family medical leave must be made on forms provided by GA as follows:

Where the condition is anticipated, not less than 30 days’ notice shall be provided to GA prior to the �date of the leave of absence . As much notice as possible shall be provided if the employee has less than 30 days’ notice of the need for the leave .

If advance notice is not possible, an oral request within 24 hours of the beginning of the leave must be �confirmed in writing within three working days after the employee returns to work .

While on leave, employees are requested to report periodically to GA regarding the status of the �medical condition and their intent to return to work . The employee should arrange a time, usually on a weekly basis, to contact his or her supervisor .

If notice is not given, as set out above, the period of the leave may be reduced for up to three weeks .

Medical certification on a form provided by GA of the need for the leave or of the ability of the employee to return to work may be required for all purposes other than for the care of a child of the employee who requires home care . In situations involving the employee’s sick child, the medical certification may be required after the employee has taken more than three days of leave for that purpose during any one year period . If a 30 day notice is provided, the employee must provide the medical certification to GA at the time the notice is given .

Forms are available from the personnel office for both the notice of leave and for medical certification . Forms must be returned to the personnel office .

If the employee fails to return to work upon expiration of the requested leave or upon expiration of the 12 week period, GA may terminate the employee . However, an employee may extend the original leave period (not exceeding the 12 week period) for good cause upon submitting an additional notice as above provided for the first notice .

Reinstatement after family medical leave shall be without loss of pooled leave credit or vacation credit or any other employee benefits or rights accrued by the beginning of the leave, except by the amount of pooled leave or vacation leave used during the family medical leave . Depending upon eligibility, employees may be denied reinstatement if GA would suffer substantially grievous economic injury due to the reinstatement .


Bone Marrow Donor Leave. 5 .

Leave is available, under the following conditions, to those employees who regularly work more than 20 hours per week who wish to donate bone marrow . An employee may use accrued pooled leave to undergo the bone marrow donation medical procedure . The amount of such leave used by the employee shall not exceed the lesser of that employee’s accrued pooled leave or 40 work hours . GA may require verification by a physician of the purpose and length of the leave . If there is a medical determination that the employee does not qualify as a bone marrow donor, the paid leave of absence used by the employee prior to the medical determination is not affected .

Other Approved Leaves of Absence. 6 . Unpaid leaves of absence are available to employees under some circumstances, as follows . Except under emergency situations, all requests for leaves must be in writing and must be submitted to your supervisor at least 30 calendar days before the date the requested leave is to begin . Advance approval is required from your supervisor, except as otherwise required by law . The conditions for approval of a requested leave will be based upon the purpose, length of requested leave, employee’s work record, and GA’s ability to meet scheduling demands in the employee’s absence .

Accumulated pooled leave must be used prior to taking unpaid leave . Pooled leave and other benefits will not be paid or accrue during unpaid leave . All other approved leaves of absence shall be regulated under the conditions stated in Family and Medical Leave, Section V, #4 .

There may be other times when you need to be away from work for reasons such as serving on jury duty . GA recognizes any rights that you may have to such unpaid absences . The employee is expected to work at his or her regular job when jury duty takes only a part of the workday . We ask that you notify GA immediately upon learning of the need to take such leaves . GA will provide full reemployment rights as required by law .

Holidays. 7 .

GA observes the following holidays:

New Year’s Day �

Memorial Day �

Independence Day �

Labor Day �

Thanksgiving Day �

Christmas Day �


After the first 3 months of employment, employees with the status of regular, non regular, and supervisor are eligible for paid holidays, if the employees are regularly scheduled to work on the day of the legal holiday . Holidays will not be paid if they occur within a period of unpaid leave . It may be that an employee will be asked to work on a holiday; in that event, the employee will be paid at one and one half times his or her current regular rate of pay .

Military Leave. 8 .

GA provides unpaid leave for employees on military duty . To be eligible for leave, the employee must be employed by the company for more than a brief, non recurrent period . In addition, the employee must provide the company with initial notice of the service and make timely application for reinstatement upon returning from duty . Application deadlines vary depending upon the length of service . If the employee is eligible for reemployment with the company, the employee will be reinstated at his or her former or similar position . Reinstatement will be without the loss of seniority or benefits that accrued prior to the beginning of the leave, provided that the employee gives appropriate notice to the employer of the need for the leave . Seniority and benefits do not continue to accrue during the leave, however . Employees on military leave may obtain continuous coverage under the group health plan for up to 18 months, provided they make payments of health care premiums . Failure to notify the company of the need for the leave and to report in after the leave in a timely manner may result in a loss of benefits or reinstatement rights . Please see the Administrator if you have questions about your rights and responsibilities under applicable law .

VI. EMPLOYEE CONDUCT

Time Sheets. 1 .

All employees are responsible for keeping a record of their working hours and leave hours on a time sheet that will be provided by GA . Employees who are exempt from overtime need only report days worked and pooled leave or vacation days taken . Time sheets must be completed, approved by the supervisor, and turned in to the payroll office immediately upon the close of the payroll period . See your supervisor for the details of keeping the time sheet .

Working Schedule. 2 .

All employees will be allowed a minimum of a one half hour unpaid meal period each day . In addition, employees are allowed a paid ten minute break for each four hours of work . Please check with your supervisor to schedule these breaks .

Consistent with legal requirements, employees may be expected to work hours in addition to those normally scheduled . Employees who are classified as “exempt” by applicable law, which is usually based upon job responsibilities, are not entitled to any overtime compensation . A “non exempt” employee is entitled to overtime pay at the rate of one and one half times the regular rate of pay for any hours in excess of 40 hours per work week . All overtime must be scheduled in advance with the permission of your supervisor .


Discipline and Termination. 3 .

Employment with GA is at will . Therefore, discipline decisions in each case will be final and conclusive regarding all aspects of discipline, including but not limited to the definition and application of discipline standards and discipline procedures in each case, and a factual determination upon which each discipline decision is based .

Circumstances and factors that GA finds to be relevant in one discipline case may not pertain to or be decisive in other cases . Thus, an employee who receives discipline in a given case may not properly expect the discipline making process used or the outcome reached in other cases will be relevant to his or her own case .

In the case of resignations, we ask at least two weeks’ notice before the date of departure . Absent such notice, employees will not be eligible for rehire, nor be paid accrued and unused pooled or vacation leave .

Drug and Alcohol Policy. 4 .

GA is committed to maintaining a drug free workplace, which we believe is essential for the health, safety, and well being of all employees . Thus, we prohibit employees from being under the influence of or using, selling, possessing, or transferring illegal drugs and other controlled substances, as well as alcoholic beverages, on GA’s premises or during working hours . We further reserve the sole discretion to determine whether an employee is under the influence of alcohol, illegal drugs, or controlled substances . Any violation of this policy may subject the employee to discipline, including immediate termination .

Prescription drugs prescribed by the employee’s physician may be taken during working hours . However, the employee must notify his or her supervisor if the use of properly prescribed prescription drugs will affect the employee’s work performance . Abuse of prescription drugs will not be tolerated .

Any employee convicted under a criminal drug statute for violations occurring on GA premises or while conducting GA business must report the conviction to GA within five days after the conviction .

Smoking. 5 . GA has adopted a no-smoking policy . Smoking will not be allowed on GA premises .

Standards of Conduct. 6 .

The following standards of conduct have been adopted in an effort to define additional duties and responsibilities of all employees at GA; it is not intended to be an exclusive list, but has been developed as a guide for the most common matters which may arise .

All employees are expected to abide by the philosophy of GA and conduct themselves in such an exemplary manner as to bring credit to themselves, fellow employees, and GA .


Personal problems between employees will not be pursued at work .

Conduct which violates technical or ethical standards will not be tolerated

Accepting gifts, gratuities, or personal favors that may compromise GA’s or individual employees’ provision of services is prohibited .

It is the responsibility and obligation of all employees to properly maintain the security and confidentiality of GA’s confidential business, client, employee, technical, and financial information from unauthorized disclosure or use .

Upon termination of employment for any reason, employees will not copy, take, or retain any documents containing confidential information, nor disclose or use confidential information gained during the course of employment .

Each individual is responsible for maintaining his or her work place or equipment in a clean and orderly fashion .

Employees are expected to follow instructions and good judgment regarding safety of others, the safe operation of their equipment, and all safety devices . Accidents should be immediately reported to the supervisor, and safety hazards should be reported to the Safety Committee .

Operate only equipment for which you are trained or authorized and report to your supervisor any damage to materials or equipment .

Employees must obtain prior approval for personal use of Glassart equipment .

Each employee is expected to be at his or her work area at the designated starting time .

Physical violence, verbal abuse, threats, intimidations, or weapons are not permitted on GA property .

Solicitation. 7 .

Employees and others may not distribute written materials or solicit on GA premises for any purpose during the working time of any of the persons involved .

If prior approval is obtained, GA may permit charitable solicitation . Posting or removal of notices, signs, literature, or written materials of any form on bulletin boards or GA property must be authorized by a GA officer .


VII. OTHER INFORMATION

Paydays. 1 .

GA has monthly pay periods beginning on the 26th day of each month . Paydays follow each pay period and will be on the first of the month unless the first is not a working day . If the first falls on a holiday or on a weekend, payday will be as follows: if it falls on a Saturday, payday will be Friday; if it falls on a Sunday, payday will be Monday . Employees may receive one draw each month, not to exceed compensation or base earned to the time of the draw .

Staff Meetings. 2 .

Staff meetings are held on alternate Monday mornings at 9 AM . All employees, who are not previously excused, are required to attend staff meetings . Special or interim staff meetings may be scheduled without advance notice .

Personal Business. 3 .

We ask that you observe the following pointers and rules in connection with your personal business:

Please keep your supervisor informed of your current address and phone number, and notify your �supervisor of any changes .

Please notify your supervisor of any change in your name, marital status, or immediate family . This �information is necessary for insurance purposes, as well as taxes . Failure to keep any personal information current may result in a loss of benefits to you .

We ask that all personal mail be addressed to you at your house, rather than at work . �

Do not encourage personal calls at work except for emergencies . �

Employment Related Concerns. 4 .

So that we can work smoothly and successfully together, we ask for the cooperation and input of each individual employee . If you have an employment related matter of concern, we ask that you first discuss that concern with your immediate supervisor, unless that discussion would be inappropriate or unsuitable in a given case . For example, our nondiscrimination policy specifically states that allegations of discrimination or sexual harassment should be raised promptly by the employees, but need not first be raised with the individual responsible for the harassment .

Performance Review. 5 .

GA will evaluate the job performance of its employees periodically . The individual responsible for your direct supervision will conduct the performance review . If, however, the supervisor is not familiar with all aspects of the job assignment, other individuals may be included in the evaluation process .

The goal of the review is to provide you with feedback about your job performance . It is not, however, intended to limit GA in its decisions about salaries or wages, nor is it to be considered as the basis for any contractual obligations or responsibilities concerning your employment .


Wage Increases. 6 .

Employees’ wages upon initial hire are determined according to the job description and experience, as determined by GA . Thereafter, increases in wages may occur periodically, based upon position, longevity with GA, and merit . Wage increases may also depend upon economic conditions and upon the financial ability of GA to increase wages .

Insurance Benefits. 7 .

After an initial waiting period of three months at the beginning of employment, GA provides health insurance and disability insurance for all regular employees, supervisors, and outside salespersons scheduled to work more than 17 .5 hours per week . Insurance coverage will begin the first day of the month following 90 days of employment . Employees will be provided with descriptions of the plans that may apply to them . Please ask your supervisor if you have questions .

Travel Expense. 8 .

Eligible employees will be reimbursed for necessary and reasonable travel expenses if they have been authorized in advance by the administrator responsible for the account to which the expense is to be charged . Complete receipts for each charge must accompany requests for reimbursement . Other expenses may be reimbursed subject to prior approval .

Arbitration. 9 .

Any disputes arising out of, related to, or in connection with these policies or with the employment relationship or the termination of that relationship under any state or federal statutory or common law, including but not limited to Title VII of the Civil Rights Act of 1964, shall be submitted to binding arbitration . The arbitrator shall be one mutually selected by the parties or, if they cannot agree within 10 days after the service of a notice of arbitration by the aggrieved party upon the other, an arbitrator selected by the Circuit Court as provided under state law . The exclusive jurisdiction and venue for an action to compel any such arbitration shall be in the Circuit Court for the State . Such arbitration shall be governed by the provisions of state law . Any reference in this paragraph to a particular statute shall apply to any revisions of that statute .


VIII. ACKNOWLEDGMENT

In consideration for my employment, I agree to conform to the policies of Glassart, Inc . (GA) . I understand that no representative of GA other than the Administrator has any authority to enter into any agreement for employment for any specified period of time or to make any agreement contrary to the policies set out in this manual and that any modification or waiver by the Administrator must be in writing .

I acknowledge that I have received a copy of the manual for my future use and reference, and I agree to become familiar with its terms .

I hereby consent to submit to binding arbitration in any dispute arising out of, related to, or in connection with the foregoing policies or with the employment relationship or the termination of that relationship under any state or federal statutory or common law, including but not limited to Title VII of the Civil Rights Act of 1964 . I agree that such dispute shall be submitted to binding arbitration, and I waive any rights I may have to a jury trial . The arbitrator shall be one mutually selected by the parties or, if we cannot agree within 10 days after the service of a notice of arbitration by the aggrieved party upon the other, an arbitrator selected by the Circuit Court as provided under state law . The exclusive jurisdiction and venue for an action to compel any such arbitration shall be in the Circuit Court for the State . Such arbitration shall be governed by the provisions of state law . Any reference in this paragraph to a particular statute shall apply to any revisions of that statute .

Employee’s Signature Date

Printed Name


SAMPLE

Please complete this form fully, honestly and accurately. We appreciate your interest in employment with this firm.


SAMPLE


Job Description for General Laborer

Work area responsibilities:

Daily duties:

Sweep floors��

Empty trash��

Keep supply racks full and organized��

Help glass blowers when necessary��

Clean bathrooms��

Weekly duties:

Wash windows��

Clean lunch area sink and dishes ��

Shipping/Receiving responsibilities:

Daily duties:

Package artwork to be shipped��

Prepare packages for courier��

Receive packages��

Compare shipping invoice to materials in package��

Other duties as assigned:

Any other assignments as deemed necessary by the employer or supervisor .��


Job Announcement

General laborer for busy art glass shop . FT . Duties include general janitorial, shipping and receiving and other tasks as determined by supervisor . Must be able to lift 50 lbs ., work in a fast-paced shop environment, and be a team player . Artistic ability and a desire to learn glass blowing a plus . Send resume, references and brief letter of introduction to officeglassart@ttjmail .com .

Glassart, Inc. Job Announcement


Dear Mr . White,

Thank you for asking me to send you my resume and art samples for a job with Glassart . Attached are my resume, references, and photographs of my art .

I am talented and hard-working and want to develop my skills as a glass artist . My goal is to be a professional glass artist . Last semester I took a six-week glass blowing workshop at the local community college and won an award for a fused glass piece I submitted for a charity auction .

Thank you for considering my application for employment at Glassart . I look forward to meeting with you soon .

Sincerely,

Alvin BoardmanP .O . Box 1Eugene, OR 97401541-555-5555 . 541-777-7777boarder@ttjmail .com

Boarder’s Cover Letter


Alvin BoardmanP.O. Box 1

Eugene, OR 97401555-5555, 777-7777 (cell)

[email protected]

Experience

White River Ranger Station, Youth Conservation Corps, summer 2004 Camp ground establishment, fence building, OHV trail maintenance, fisheries project, bridge cleaning, brush removal and trail maintenance . Contact Barbara Lee, 888-9999 .

Eugene Public Schools, September 2003-June 2004Contract theater lighting, sound, video technician for Jackson High School auditorium rentals . Contact Damian Hansen, 777-8888 .

North Town Skatepark, 2002-presentActive volunteer . Help clean and patrol park to keep it safe . Contact volunteer coordinator Betty Coffman, 555-6666 .

Related experience & awards

Six-week workshop on glass blowing, Lane Community College Art Center, 2004 .

Art With a Heart Auction, Highest Bid Award . Award received for donating a fused glass platter I made, which got the highest bid in the auction . Proceeds from the auction are used to buy teddy bears and clothes for kids new to foster care .

Education

2004 graduate, Jackson High School . Emphasis on art and vocational training . Played saxophone in the school jazz band .

Boarder’s Resume

For a product catalog or for further information, please contact us.

Phone: 541-343-6636Toll-Free: 800-777-6636

Fax: 541-343-0177E-mail: [email protected]

Visit us on the Web at: http://www.northwestmedia.com

Mailing Address:Northwest Media Inc.326 W. 12th AvenueEugene, OR 97401

© 2010, Northwest Media, Inc. All rights reserved.

This guide may be copied and used as a handout for discussion with foster and adoptive parents, birth parents, caseworkers, or others.

The project was supported by Award Number R44HD045070 from the National Institute of Child Health and Human Development. The content is solely the responsibility of Northwest Media, Inc. and does not necessarily represent the official views of the National Institute of Child Health and Human Development.

Published by:

Specializing in media-based materials for social learning.

Northwest Media, Inc.

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