2. Hiring the Right Type of Employees. To meet this demand, the employment depart ment must not only be familiar with the char acter of every operation to be performed but must employ new operatives in conformity with technically correct °job specifications* for all classes of help required. To assure the best results in hiring, all applicants should be care fully interviewed as to domestic relations and individual responsibilities as well as to records of previous employment. While employment managers differ m their opinions regarding the value of references, the data supplied by a statement of previous employment usually af fords an illuminative record of the man s ac complishments and most authorities are agreed that knowledge regarding an applicant's per sonal responsibilities is important in preventing the possible hiring of men for ((jobs* paying a smaller wage than that on which they are accustomed to live, as men employed at less than they have previously earned are likely to regard the place as a make-shift rather than a perrnanent position. The opinions of employ ment men also differ regarding the value of character analysis based upon personal appear ance or psychological tests, although there is a general agreement that tests are advantageous in the case of operatives who are to perform tasks requiring certain well-established quali fications.
3. Examination of Many im portant concerns now require a physical exami nation of applicants before actual employment, not only as a safeguard against conditions for which the firm might be held responsible under the compensation laws (such as hernia, etc.), but also as a protection for other employees against possible infection.
4. Introduction of New The introduction of the newly employed worker also devolves upon the employment department. If the employee is a ((learner,* he is introduced both to the instructor and to other members of the °school*: if a skilled, or semi-skilled, operative, to the foreman and the operatives working near him. An ((introduction* must also include an explanation of the policies and regulations of the concern, a descnption of its welfare activities and full information regard ing the location of such important points as the emergency hospital, lunchroom, lockers, wash rooms and toilets, stockroom, etc. Lasting im pressions of a plant are frequently gained dur ing the first days of employment and an intro duction which shows a personal interest in the welfare of a new employee is of incalculable value.
5. Following up Employees' Performances. — The work of following up the performances of new employees is one of the most import ant functions of employment management. In the schools, it assumes the responsibility of determining when the °learner° has attained a sufficient degree of efficiency to graduate as a skilled operative; with all operatives, the ufollow-up)) covers such tangible evidences of efficiency as: (a) General conduct; (b) Earn ing capacity from week to week; (c) Absences and tardiness; (d) General health and acci dents; (e) Regular ratings as to efficiency in: (1) Workmanship, covering both quantity and quality of product as well as record of waste; (2) Reliability and industry; (3) Attitude to ward work.
A record of this character is of great value to the employment director in many ways. It enables him to see that °learners° are trans ferred to regular °jobs° as soon as they are capable of assuming greater responsibilities; it supplies the information from which a careful study of the average earnings of the employees can be made, both as a check upon possible decreases in productive ability of the individual worker and as an indication of rate-changes, transfers or promotions that may have become desirable. From this record may be secured the facts regarding tendencies toward absences and tardiness that require further investigation.
6. Investigations.— Much of the success in employment management depends upon the thoroughness of the department's investigations. All instances of chronic tardiness should be investigated and, if possible, a means should be found to remedy this defect. Absences must also be investigated and in each case a record should be made of the causes. In cases where the absence is due to illness, injury or personal troubles, advice can often be given and material assistance afforded, and where the failure to report is the effect of a misunderstanding that has inspired the desire to °quit° a personal in terview at this early stage in the withdrawal is frequently the means of adjusting the differ ences and saving a valuable employee.
7. Arrangement of Transfers.— Transfers in an industrial plant usually are made for one of two reasons: (1) Because an operative has been found capable of assuming greater re sponsibilities, and (2) because an operative has failed to %lake good° in one °job° but is to be given a chance to perform a different task for which he seems to be better fitted. The practice of filling the higher positions by pro motion has proved so valuable in developing an espirit de corps that this rule should never be violated except in cases where there is no mate rial available within the plant, while the plan of transferring the more inefficient operatives instead of discharging them has been proved to be a valuable change in practice by many important concerns. It is one of the vital func tions of employment management to see that promotions are given to those deserving them and that the who may be nothing worse than a round peg in a square hole, is put where he may perform effective service.