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