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  onlymethods
  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 ertesult,
  the  varieties  of  temper,  m  e  ^ eaV e  the  emsonality
  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