SELECTION AND RETENTION highest, from the most ordinary to the f^^applie^ member of an industrial organization, man has J n the last analysis, whether or not dg S upo n what been chosen for the right place P bas been somebody thinks about the employee emp l 0 yment selected just as much as upon what Ae ^ manager thinks about him at the selected. • „ fhe right man It is apparent, therefore, that choosing ^ prQCess by *°r the right place has two aspects, > . w hich he is w hich he is selected, and second, the pr tbe pre sent re tained. If the methods of selection in ^ to sa y that time deserve a very thorough revision, i ,. t horough the methods of retention deserve an eq be i n g fired overhauling. The methods by which me which they ar e every bit as haphazard as the me employment ** being hired. This is a fact of jluch.^ managers in particular have been ma F ^ esent -day It is unnecessary here to go into the e j t j s only- methods of laying off and discharging w on l y t hree necessary to point out the fact that eve f\ Qr a hundred or four interviewers hire applicants, 7 ^ t | iem> As a foremen and supervisors may sometimes ^ an( j p er- tesult, the varieties of temper, m e ^ eaV e the em- sonality which workers meet. after y comp licate the ployment office tremendously increase a , e SUCC ess of number of uncertain factors upon w i selections hinge. . , t he foundations The purpose of what follows is to y right man which will make it possible to know w ^is attempt has actually been chosen for the rig t p ^ which will Is directed along two lines: first, a sy ^ res ults of enable the employment manager to o