Today, we are here to see how it was done before Human Resources, before Applicant tracking system, before Recruitment process outsourcing.. and all other phrases I fail to understand.
It's been all over Internet, but nonetheless I am also posting it - not to state my view on the matter, nor to analyze the "correctness" of the article - but simply to show the process in hiring women in 1940s.
♥♥ 11 Tips on Getting More Efficiency
out of Women Employees ♥♥
(published in July 1943)
These are the scans from the original Transportation magazine, found HERE, and since the text is too faded, this is what it said:
There's no longer any question as to whether transit companies should hire women for the job formerly held by men. The draft and manpower shortage has settled that point. The important things now are to select the most efficient women available and to use them to the best advantage. Here are eleven helpful tips on the subject from western properties:
- If you can get them, pick young married women. They have these advantages according to the report of western companies: they usually have more of a sense of responsibility than do their unmarried sisters; they're less likely to flirtatious; as a rule they need the work or they wouldn't be ding it - maybe a sick husband or one who's in the army; they still have the pep and interest to work hard and to deal with the public efficiently.
- When you have to use older women, try to get ones who have worked outside the home at some time in their lives. Most transportation companies have found that older women who have never contacted the public, have a hard time adapting themselves, are inclined to be cantancerous and fussy. It's always well to impress upon older women the importance of friendliness and courtesy.
- While there are exceptions, of course, to the rule general experience indicates that "husky" girls - those who are just a little on the heavy side - are likely to be more even-tempered and efficient than their underweight sisters.
- Retain a physician to give each women you give a special physical examination - one covering female conditions. This step not only protects the property against the possibility of lawsuit but also reveals whether the employee-to-be has any female weaknesses which would make her mentally or physically unfit for the job. Transit companies that follow this practice report a surprising number of women turned down for nervous disorders.
- In breaking in women who haven't previously done outside work, stress at the outset the importance of time - the fact that the minute or two lost here and there makes serious inroads on schedules. Until this point is gotten across, service is likely to be showed up.
- Give the female employe in garage or in office a define daylong schedule or duties so that she'll keep busy without bothering the management for instructions every few minutes. Numerous properties say that women make excellent workers when they have their jobs cut out for them but that they lack initiative in finding work themselves.
- Whenever possible, let the inside employe change from one job to another at some time during the day. Women are inclined to be nervous and they're happier with change.
- Give every girl an adequate number of rest periods during the day. Companies that are already using large numbers of women stress the fact that you'll have to make some allowances for feminine psychology. A girl has more confidence and consequently is more efficient if she can keep her hair tidied, apply fresh lipstick and wash her hands several times a day.
- Be tacful in issuing instructions or in making criticism. Women are often sensitive; they can't shrug off harsh words the way that men do. Never ridicule a women - it breaks her spirit and cuts her efficiency.
- Be reasonable considerate about using strong language around women. Even though a girl's husband or father may swear vociferously, she'll grow to dislike a place of business where she hears too much of this.
- Get enough size and variety in operator uniforms that each girl can have a proper fit. This point can't be stressed to strongly as a means of keeping women happy, according to western properties.
There it is, in all it's original glory.
But, here's more:
When you put a woman to work:
When you supervise a woman:
When you put a woman to work:
- Have a job breakdown for her
- Consider her education, work experience and temperament in assigning her to a job
- Have a necessary equipment, tools and supplies ready for her.
- Try out her capacity for and familiarity with the work.
- Assign her to a shift in accordance with health, home obligations and transportation arrangements.
- Place her in a group of workers with similar backgrounds and interests
- Inform her fully on health and safety rules, company policies, company objectives
- Be sure she knows the location of rest-rooms, lunch facilities, dispensaries
- Don't change her shift too often and never without notice.
When you supervise a woman:
- Make clear her part in the process of product on which she works
- Allow for her lack of familiarity with machine processes
- See that her working set-up is comfortable, safe and convenient
- Start her right by kindly and carefully supervision
- Avoid horseplay or "kidding"; she may resent it
- Suggest rather than reprimand
- When she does a good job, tell her so
- Listen to and aid in her work problems.
Finally - call on a trained woman counselor in your personnel department:
- To find what women think and want
- To discover personal causes of poor work, absenteeism, turnover
- To assist women workers in solving personal difficulties
- To interpret women's attitudes and actions
- To assist an adjusting women to their jobs
What do you think about it?
♥♥ Pinky Honey