. Bell telephone magazine . employees was ineffect, but was not nearly as thor-ough-going as the expected needs fornew employees required. When Itwas decided substantially to expandthe program interdepartmentally, aman to head the activity was selected,and a review of programs already Ineffect In other parts of the Bell Sys-tem was made by visits to those local-ities and with people in the A. T. Companys Department of Op-eration and Engineering. As a result of all these visits, itbecame clear in the Twin Cities that: (i) // viaximum results wereto be achieved, all men andwomen—management a
. Bell telephone magazine . employees was ineffect, but was not nearly as thor-ough-going as the expected needs fornew employees required. When Itwas decided substantially to expandthe program interdepartmentally, aman to head the activity was selected,and a review of programs already Ineffect In other parts of the Bell Sys-tem was made by visits to those local-ities and with people in the A. T. Companys Department of Op-eration and Engineering. As a result of all these visits, itbecame clear in the Twin Cities that: (i) // viaximum results wereto be achieved, all men andwomen—management and non-management—in all depart-ments must participate; (2) departmental participa-tion must be motivated by theneeds of the company as a wholeand not by departmental require-ments, since there is a wide dif-ference in need between depart-ments; and (3) a complete understand-ing of the employment problemamong all employees must beestablished by giving them asmuch background as possible. 1953 Recruiting Employees 163. District traffic superintendent^ chief operator, ayid recruiter review a visual aid chartwhich is an important tool in the recruiting program Orgafiizing to Produce Once a basic plan of operation hadbeen developed, and had received ex-ecutive approval, committees werecreated to put It Into had, among them, responsi-bility for over-all policies and pro-cedures, and for telling every em-ployee what It was all about. The big—the fundamental—stepcame with the appointment of 35full-time recruiters. These peo-ple, both men and women, are allfrom craft groups, and all principaldepartments have their own recruit-ers, to work with their own recruiters have, of necessity, en-thusiasm, tact, sales ability, and therespect of their fellow workers. Thework was new, however, and theyneeded special briefing on the em-ployment program, the techniques of interviewing, qualifications for start-ing jobs, and the work of the employ-ment offices. Once
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