JOB ANALYSIS 265 to see to it that the jobs under him are arranged in such a way as to make promotions the logical thing. It is some times asserted that frequent promotions, such as are made possible by the rapid labor turnover, tend to lessen pro duction. Those who believe this do so on the assumption that it is wiser to break in one new man for one job that becomes vacant than to break in two or more old men on new jobs, as would be the case if promotions were made. However, the fallacy of this argument is only too patent. To begin with, if men were logically promoted, the turn over would not be so high. And it is safe to say that production at present is obstructed much more by a rapid labor turnover than by an undue number of promotions. It is also said that it is almost impossible to arrange all jobs in a logical or chronological order. This is un doubtedly true. However, it is probably still truer that the necessary attention and effort to accomplish this have not yet been devoted to the task, and that much more can be done than has been done hitherto. The time required to break a new man in is one of the most important of all items. As work is divided under the present manufacturing methods, a large number of jobs are such that they can be learned in a very short period of time, varying from a few days to a few weeks. Moreover, industries are undertaking to train in their own schools those who are needed for their work. In such cases, the employment office must show particular care to choose those who have the necessary fundamental ability to receive the training which it is intended to give them. IF, in addition to the items named under the cap tions of Physical Characteristics, Mental Characteris tics, and Miscellaneous Characteristics, it is necessary to add any further facts, this can be done under the last