hi promotion from juniors, the interest taken by our students, as shown by their success in these examinations, is taken into account, but we do not lose sight of their personal qualities and general behaviour while associated with the business in the daily routine ; and care is also taken to appraise the value of the services of every student, apart from his success in the examina tions. That is to say, while the scholarships are limited in number, and obviously every one cannot be sucuessful, we gain by the process a fairly com prehensive knowledge of the abilities of each student, and all are considered in connection with the possibilities of promotion.
Another important system in relation to the control of the staff is our method of representation through the staff council, which arose through an inspiration which dates back to the opening days. In opening a new under taking such as Selfridge's, with a new staff and an entirely new system of selling, we scarcely knew how accurately the service would work in its initial stages. Business observers, who watched it critically, say that even on our opening day the quality of service reached an extremely high standard. Others, inside the business, knew that while the level of efficiency was un doubtedly remarkable under the new conditions, there were errors in detail in nearly every system we employed throughout the whole business. Such errors did not amount to very much so far as the outside public were con cerned, but they created a certain amount of friction in the running of the business internally. To counteract this, the manager of staff had a some what difficult problem. Obviously', he could not address the whole of the staff on the errors involved, as there is not a room in Selfridge's which would house such a meeting. He hit upon the happy idea of explaining to head salespeople from each department the pliculties which were arising, and pointing out the different sources of error, making it their duty to make the weak points in the systems clear to the rest of the staff employed in their respective departments. As a result of this method, 90 per cent. of errors were eliminated in the course of a day or two, and the elect of this was so excellent, it was decided the influence was too good to lose. As a conse quence, we started what is known as our staff council, which is composed of the senior assistant from each department throughout the house, with the manager of staff as president. This organisation meets periodically, matters for discussion being submitted to the secretary prior to the meeting, and the whole policy of the store from the salesman's point of view is practically brought under review at these meetings. This council is undoubtedly suc cessful, as it is the quickest way of indicating any changes in policy or in detail. The matter under review is brought before the council, and is sub jected to the consideration of the most capable salespeople and clerks in the store. They discuss it from the point of view of the salesman or saleswoman,
and give all new ideas a consideration, which is based on expert knowledge of the conditions—a side of the question which the management could only con sider with extreme difficulty in such a practical manner. Once the new matter under consideration is passed by the staff council, it becomes virtually the law of the store. A copy of the resolution, which in a sense almost amounts to an order, is immediately sent to each department, and the representatives on the council see that all members of the staff in their respective departments sign a book which contains the order, while, if it requires any explanation, this is given at the same time. This method of communicating items of store policy automatically prevents any member of the staff from pleading ignorance of conditions when error arises. The council is greatly appreci ated by members of the staff; because, while it serves as a method of com municating the policy of the management, it also acts in a reverse way by bringing the opinion of the staff to the notice of the manager of staff, who is there representing the company. As a result, there is a freer interchange of opinion on store matters, and representation as a matter of right is appre ciated by the staff, who see in it a literal interpretation of the democratic ideas which actuate Selfridge & Co. in dealing with all their employees. Indeed, it is considered an honour to represent the staff on this council, and all are very assiduous in attending the meetings and giving the practical help of their personal e::perience.
The results of these methods of dealing with the staff are apparent to any one who chooses to visit this establishment. It is common knowledge and common talk amongst business people who notice detail of store manage ment, that the members of our staff, which by the way are practically all British, are most capable in selling and most courteous in their methods. We believe this is due, first of all, to the fact that, so far as possible, we aim at getting the best service, and when we have secured it, the conditions are made such that our employees, working in an atmosphere of tolerance, courtesy, and consideration, are all the more ready to extend the same point of view to their dealings with the firm's patrons. It is an open secret, that so marked is the quality of service at Seifridge's, that other storekeepers who have watched it at work are struck by the value of results secured ; and there is more than one attempt being made in the business world to-day to model a staff on the same ideals which are actuating the management of this house in dealing with their large staff of workers. H. GORDON SELFRIDGE.