A PRACTICAL COMBINATION OF EMPLOYMENT METHODS 359 
or bad, but it can hardly tell us what he looks good or bad 
for. On the other hand, strong emphasis has been placed 
upon the value of questions in the employment proce 
dure—not the ordinary stereotyped questions such as: 
Are you a steady worker? Why did you quit your last 
job? Did you like your last employer? etc., but relevant 
questions which will actually engage a man’s knowledge 
and his ability, and, above all, questions which have been 
carefully worked out and formulated in accordance with 
the psychological procedure. Still greater emphasis has 
been placed upon the value of psychological tests where 
such tests have themselves been first tested by the thor 
oughgoing procedure which has been again and again 
described in the course of the foregoing chapters. The 
method by which such tests are developed and applied 
makes them the most accurate and unambiguous criterion 
for selecting applicants which has yet been devised. Fi 
nally, the verdict of the physical examination and the use 
of the individual-activity record as a basis of following up 
the results of selection have been enumerated in their due 
place and with due emphasis. 
All of these phases have been presented in such a man 
ner as to suggest the division of functions which they 
necessitate. The medical examination, it is self-evident, 
requires the physician. The preliminary work of taking 
the applicant’s application, inquiring as to the applicant’s 
preference, and roughly comparing the applicant’s super 
ficial and observable characteristics with the require 
ments of a certain job either as he knows those require 
ments or finds them by reference to the job-analysis card, 
can be done by the ordinary employment clerk. The 
psychological examination requires the psychologist and, 
when the scope of the work makes it necessary, a staff of