Excerpt from Training a Staff: A Manual for Young Men"s Christian Association Executives
An official of the Western Electric Company said a few years ago that for many years industry has centered its attention upon improving products, plant, and processes, but that recently it had come to realize that more vital than any of these is that newly recognized factor in industry, personnel. Man is now regarded as the element most worthy of careful attention as the central problem in production. The conviction that this is so was becoming established just before the Great War, and many of the large corporations of the country were engaging employment or personnel managers; the War itself, however, gave the personnel movement a great impulse, so that now one meets evidence of the new emphasis in industry on every hand. The demand for personnel experts has so grown that some of the large universities are now conducting courses to train men for this special service of recruiting, selecting, placing, training, and holding employes; and the supply of such experts is far from equal to the demand. Important conventions and conferences are being held every year for interchange of experience in these matters, and highly trained scientists are devoting their time to the discovery of the principles that must guide practice in matters of personnel.
Many of the heads of large business operations have expressed themselves on this subject. "Take away our factories," Andrew Carnegie is quoted as having said, "take away our trade, our avenues of transportation, our money, but leave me just one thing - my organization of men, and in four years I will reestablish myself."
Says Charles M. Schwab, "The biggest asset of the Bethlehem Steel Company is not its vast plants, its mines, its machinery, or any of its material possessions; it is its organization of men."
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