Pine Bluff daily graphic., 1905-07-03

min ]. Rosenthal, and he is a NOV.
Ing spirit in five or six different bus
mess enterprises. besides managing
millinery house His fad is
not to discharge employees. He has
not discharged one in over five
years. Furth ermcre, he believes
that the discharging of employees is i'm
polite on the part of great business
house and is growing less and less fire.
quent Of occurrence every year. says
Robert H. Mcdler in Chicago Trib-
une.
In his own business it is not
theory-this Notwithstanding of help
but plan that has been put to the
test and proved practical And to this
plan the Man Who Does Not Fire
Help is generous enough to declare
that certain amount of his success
is due.
Careful selection in the engaging
of help is the first and great basis of
Mr.. RosenthaPs plan.
Care In Hiring Employees.
-When we engage a boy or girl to
I'LL a minor position we do not en-,
gage one with view of filling that
particular position" says he. eve
look ahead of it, up through the var
ious grades, right up to a partnership
IN the firm, and if the applicant does
not give promise of it in time being
able to fill these higher positions we
do not engage him. To do so would
be working injury both to ourselves
and tc him or her. In few years
We would find that we had dead tim
Der on our hands, and the employe
would be misplaced We find out if
an APPLICANT wants to stay with us, if
he wants to work for his future right
from the beginning. if he is ambitious
If he is of the right kind otherwise
we'll and good. He can have a pos
ition with us and keep it as long
he wants to.
"This minimizes the likelih Cd of
getting an emp1,v who will become
dissatisfied soon and who will re-
lmain with the firm only until such
time as he fancies that he can change
to advantaee OF course with num-
bar of this tyne of employees on The
payroll it is inevitable that r'ol
should be forced to discharge i2@ln.
Rut it is il no way good =ans!a .
to have such people tn ones employ.
Few UndeeirabIes Get Places.
That the first per- .: 'he nc dis
charge system works neh'y in weed
ing out the undesirab1es is shown by
the fact that few applicants are Civ
en- positions who are no. of the kind
that work up. In eva'y department
of this firms business the head CIR
manager once held the lowest and
humblest position in it. The major
ity of these department managers be-
gan on a salary Of approximately So
a week.
Part two, in the system is more
elaborate in its scope. Possibly it has
more to do with preventing the ne
cessity of discharging help than the
first part. It consists of developing
the new emplcye in5o valuable fac
tor of the business through increas-
ing his interest in his work. by hold
ing out every promise Of reward
that is consistent with good business.
It's entire keynote is one of liberality
towards employees, and might be cop
led tc good advantage by other en-
ployers.
Promise of Promotion Held Out.
"When boy or young man goes to
work here he is shown at once that
he will be promoted if he cares to be
promoted He in turn must show that
he is appreciative. If he does not
he is not promoted. He is simply left
where he is, and he soon finds that
ne is not WdHleu anu Stto cul lllllloC1l
But most workers. when it is shown
that their work is thoroughly appre-
eiated. will increase their efforts to-
Il ward gaining promotion. 1t is toe
easv for the employer to forget that
he has a duty before him in develop
ing his employers If a worker IS
left entirely to himself. without any
interest being shown him, it is hard
" natural that he will develop any
strenuous amount of individual inter-
est in his employers business. He
is likely to stand still and in few
wears be ready for his discharge. But
where he is shown that his interest
is directly the interest of the house
he develops rapidly in to the kind
of a worker who rises into the higher
places.