. Bell telephone magazine . ctors involved. Studies con-ducted in various Bell System com-panies show, however, that trans-portation is an important factor inshaping the attitudes of our employ-ees toward their work locations. Andthe constant churning of people inand out of jobs, the loss of experi-enced employees—through resigna-tion or transfer to more accessiblelocations—reduces efficiency and isexpensive. On the average, it costs$2,800 to replace a trained employee. The most severe employee trans-portation problems typically arefound at inner city locations — inthose areas of the central c
. Bell telephone magazine . ctors involved. Studies con-ducted in various Bell System com-panies show, however, that trans-portation is an important factor inshaping the attitudes of our employ-ees toward their work locations. Andthe constant churning of people inand out of jobs, the loss of experi-enced employees—through resigna-tion or transfer to more accessiblelocations—reduces efficiency and isexpensive. On the average, it costs$2,800 to replace a trained employee. The most severe employee trans-portation problems typically arefound at inner city locations — inthose areas of the central city sur-rounding the downtown businessdistricts. Transit service in theseareas is often poor, and usuallythere are no parking options otherthan curbside parking. The impactof transit conditions on hiring atthese inner city locations is city Bell System offices tendto draw a high percentage (50-70per cent) of their female employeesfrom within a two- to four-mile ra-dius of the office. In contrast. Bell 12.
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