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30 Bovember 19'•. 

JIDOtwlDOM ~W.Ch&ir.man, :Personnel Control Caann1ttee, 

Subject;s Personnel Control. 

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1., All personnel control d.1rect1vea ••• to boil 40'vn 

to doiJlg the "J10ateat•v1th the reveat•. theretora, aJ17 method 

vh1oh v1ll produoe that result 1• within the province o~ the 

comittee, 

2. 8cae ~ theae method• are as f'ollov•t 

&. I.&bo:it-aav1ng devices. 

b. WOl'k •1Jllal1t1oa1;1on. 

a. Oetting people to vo:rk harder. 

'· Labor-Saving Dev1cea--I 4o not thtnlr ve mv• to VOnf' 

too much about tho t1rat 1tea 1n reg&l'd to OZ'JPtan&lJt1c and 

or7ptogl'&ph1c &ct1v1t1ea. We have a b%'&Doh (P) Vbioh vae 

' or-.ted tor that apec1t1o purpoae. It vould be mtereating to 

compile a atudr ot the &JllOUnt ot -.n-houra ave4 b7 the var101a 

products ot this Bl'&.DCh. With regard to atr1ctl;r oonaero1al 

l&bor-aavill& eq\lipaent. thel'e 1• a poaeibilit7 tb&t some ot 

theae a.re not eJIUllOJ"•d •1ther becauae the7 &re oona14ered 

1Jlpl"&ct1oa.ble, or &r• not b.ovn to u1et. 'fhe latter ooncU.tjon 

could .aail7 be brought about it the peracmll.91 1Bllled4&.tel.J' 

oo.nnected with a p&l'tioul&:r Job (the actual operator• plua 

superv1aQr7 peraonnel .at ea.oh level on up) had no prior exper1-

enoe in collateral prooedurea. Steps mat be taken then to 

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t11e11rt that tho peraonn.•1 a~noerntd or_ the o~~t•• MD v11v 

•ucb co11atera1 procedure• v1th ~ vi.•v ~ol@~4 A4oPt1na auch . . ' 

device• aa are not now -.pl0f8d. loaetillea these 4-vioea &re 

"home ... •de• and not to be to\Uld in the Oomtllei-o1•1 ••k•t. 

lf.. Work 81Jl{p11t1cat1on.--The vol"k Coal'l'~ed cm at Al'lingtcn 

JJall •7 be l'ougbl.7 divided into l&be>Ntoi-7 •4 routine 

teohn1quee. L&b01'&t017 tecbniflue• include &11 OrJPta.n&lJtio 

reaearoh and ~o4uetion (book bi-eak~a, additive atrippera, 

eto.). _An1 work ~~•vement; atana&rda and vork •1JIQ>l1t1cat1cn 

1n the WtU..l aenee ca=ot e.pplJ here. Onl7 certain over-all 

••t:f.•te• <Mop_be m&41r_t:i.1ed_on pa.st ·~~ten.ce vh!oh •1 help 

to 4eterJl1ne tutve 11eed1 111 personnel and equ1111ent.. On the 

otbe:r.e h&rld1 :t-out.:tn• methods Vb1ob COJ8Pl"i•e a V8%'J" large pa.rt 

ot oper&tiona can be evaluated and should reault 1.D. 48.tinite 

determination aa to ett1o1en0)' or preaent method.a and 11eed toicb&nge. Among these routine teobniquea are tboae rel.a ting to 

obeold.ng1 logg1ng, aorting, t111nS, indextne, u:t~a~t;~,. .~~~ ... 

1ng1 d1str1but1ng, eto., inolud:tng all production line methods • 

IJ.'he ti~•t thing to 4o here 1• to divide &11 operations into th••• 

tv() oa.tegor1e1 ud so to vork on the J:"Olltino :methoda at once,. 

5. Oetting People to Work Barder .... -Or we Jl!.gbt oh&nge th1• . . - .. 

to read •setting llOl"• vork out or the Mae people b7 .-king 

them cont•~ted ~d ·b; ~kt~· ~ol'e 11ltereat in tht11' OVJ1 vort•. 

!h1• ot oourae b~ins• into prilal'f tmportanoe that much over-

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vo:rked. vor4 "1'mo:it&l•w• A da1JT ot J.ULt1ona1 prominenoe • • -· baa • tor 

·-- . 1t• •1ogan approx1•te17, "•ore and better "11k_~ o.on:tenbd 

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•orale, ot oourae, 4oea not •ter1a111e one •1 or 

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another ovemtght., but oe:rt&tn atepe oan be 1nitiate4 that 

oould i.prov• 1t. Some ot tbeaa atepa are &a tollovet 

a. See to it that each peraon know• tullf u.4 

tutereatingly vhJ" he 1• doing hie particular .fob. Xotbing 

11 mor• d.e&dening than to think on•'• Vol'k doe• .not •tter. 

b. Jstabl1ahllent ot bette:r :relation• betveen V&rioue 

wo:rk level•, JCut.ual oont'14e.noe and reapeo.t bJtought about b7 

open 41aouaa1on ot probl ... can. help along thie line. ·rra.nk 

t'l:? admiaa1on ot 1gnoranoe l'&ther ttwn \heir ooncealment v111 vork 

vond•l"•• 

a, Oonoentrat1on OD. the ~ob zaather tb&n the peraon 

ahould be atr••••d• fhere ahould be no diaorhd.nat:lon. betvem 

ot:ticer, c1vtl!an, &nd enli•te4 men or voae !ht1• 211 tlle 3ob. 

llanJ' 1nexpeJt1eneed of~icers bave caused w1deaprea4 cl1aaatiataot1on, bate, ud i-oa1gnat1one •ons c1T11ian• •r•l7 becauee 

theJ thoUght t'b&t their bait• ot rank oont&11.1.ed a •steal co.ncentrat1on of bra.1na v1th their aoquieition. 

4. Giving ored.tt vbel'e credit 1• due. 

•· Starting people right 11'1 the t:ra1n1ns aohool. 

6, All the•• and other auch 1teu ahoul.4 be •tud1e4 and. 

•tepe taken to put thea la •ttect. fheae atepa have to •tart 

at the top and work d.ov.nvard. A good c.\oae trom Dale Carnegie• • 

ta.moue book v111 vo~k at Arlington Ball as vell aa &DJ other 

place, 11111tar1 Ol' non-ll1liiar7. 

T· All tbeae moral• taotoi-e oan &110 prevent auoh ot tb!t 

turnover 1n personnel an4 ool1Dtleaa 11an-hou:-a vOGld be aave4 

which are now vaate4 on br•kiq 1n. nev people, :pooeaaing 

thn 1n and out, recru1t1Dg, eto • 

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8. I think it 11 & ta.a ata.tement to ea7 that aoat 

atteJa,Pta tried·to date to crack the 11Crale problmn have 

been a1me4 at the •tteot rather than the cauae. 

Mark Rhoads, A•s1•tant Director or Oo:mmun1o&t1ona !e•earoh. 

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