EMPLOYMENT  PSYCHOLOGY

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leaving”  can  be  recorded  the  final  summary  of  facts  at
the  time  of  the  individual’s  departure.
This  record,  therefore,  embodies  the  fundamental  elements ­
  in  estimating  the  value  of  a  shop  employee.  Other
points  such  as  age,  family  ties,  physical  condition,  etc.,
should  be  recorded  on  application,  and  the  record  kept
in  the  employment  office.  The  activity  record,  however,
should  be  kept  in  the  shop  as  long  as  an  employee  remains
there,  and  should  serve  as  the  basis  of  promotions,  assignments, ­
  change  in  wages,  and  especially  as  a  guide  to  the
order  in  which  men  are  to  be  laid  off  when  that  becomes
necessary.  After  an  employee  has  left  the  shop,  the  record ­
  should  be  kept  in  the  employment  office  and  used  as
a  basis  for  rehiring  a  man  should  he  apply  for  work  in  the
future.  Above  all  it  should  serve  as  a  standard  basis  upon
which  to  judge  the  degree  of  correlation  which  exists  between ­
  the  process  of  selection  and  retention,  between  the
judgments  of  the  employment  interviewers  and  those  of
the  various  shop  foremen  and  superintendents  under  whom
the  selected  men  are  working.
DETERMINING  CORRELATIONS
It  remains,  now,  to  show  just  how  the  correlation  between ­
  selection  and  retention  is  to  be  determined.  If  we
are  to  remain  true  to  our  analysis,  the  first  step  in  determining ­
  correlations  will  be  to  compare  the  records  obtained
in  the  physical  and  mental  tests  with  the  production
records  kept  on  the  activity  cards.  For  example,  let  us
suppose  that  there  are  ten  men  who  have  been  selected
for  the  same  kind  of  work,  and  whose  records  in  the  tests,
in  production,  and  in  attendance  are  approximately  as
follows: