EMPLOYMENT PSYCHOLOGY 
3 j 6 
leaving” can be recorded the final summary of facts at 
the time of the individual’s departure. 
This record, therefore, embodies the fundamental ele 
ments 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, assign 
ments, 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 rec 
ord 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 be 
tween 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 be 
tween selection and retention is to be determined. If we 
are to remain true to our analysis, the first step in deter 
mining 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: