EVENING SCHOOLS AND SCHOLARSHIPS. 343 



Mr. Bailey has the right idea about keeping up tlie interest of the boys. Individual 

 attention has a great influence in keeping up interest. This individual interest should be 

 dominated by the foreman who is always on the job, rather than by the professor, who may 

 be able to render great assistance but, on account of other duties, cannot be everywhere at 

 the same time. 



Mr. William W. Smith, Member: — Mr. Bailey has covered this subject so well that 

 there is but little to say except to express my agreement with the author's views. 



The proper training of men, and especially the younger ones, is vital to the efficiency 

 of an organization, and especially so to a complicated one such as a shipyard. 



As we all know, the training of men costs in time and money. Consequently, after 

 a man has been trained in a certain line in a certain organization, reasonable effort should 

 be made to keep him a permanent part of the organization. This applies especially to the 

 more skilled trades and professions. 



It seems to me that more attention should be given to the training of technical 

 graduates. Suitable courses which will give these men the varied practical experience re- 

 quired will, I think, amply repay shipyards. Some of our most successful industries de- 

 pend on technical schools for their most important supply of men. 



In general, I think that the training of personnel should be an official responsibility and 

 function of a company. If it is not regarded as such, it cannot meet with success. 



Mr. H. C. Towle, Member: — I have a few remarks to make on the principal features of 

 the apprenticeship system, but I cannot resist the opportunity to say first a few words to my 

 college professor friends. I am a college graduate myself, and for the last few years I 

 have endeavored faithfully to put college graduates to work. I would urge you to make 

 all the students understand that their college education is mainly useful to them as a back- 

 ground for their activities. Of all the college graduates who have been under me, I only 

 know of three who were conspicuously successful. They became successful because they 

 forgot the theory taught in the college, and became (to use the vernacular) "roughnecks" 

 with the gang. 



Many schemes for training employees have been discussed in the technical press and 

 many books published on the subject in the last few years. With this mass of ideas avail- 

 able it seems essential to me that each shipyard management shall : 



First, select the object that they wish to obtain by training. 



Second, select the students capable of accomplishing the desired object. 



Third, select material which, when taught to the employee, will accomplish the desired 

 object. 



Fourth, select a method of teaching. 



It is further necessary in our judgment to "sell" the idea of training to the executives 

 and staff of the plant; and sell the idea to the employee himself. In the case of an appren- 

 tice it is also necessary to sell the idea to the parent of the apprentice. 



Under the first heading we wish to point out that, broadly stated, there are only two 

 objects in view : 



(a) Training in the "art and technique" of the shipyard trade chosen. 



(&) Furnishing the opportunity for the highest possible development of each individual. 



Second, we think that more attention needs to be paid to the selection of boys or men 



