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The article provides tips on how to solve personnel problems. It discusses the need for industrial executives and business leaders to take into consideration the human side of their business operations. It mentions the importance of training and education and other incentives to retain and motivate employees.

In the article, the author discusses the relationship between education and the labor sector, particularly in the U.S., as of May 1920. He claims that the things mostly learned by high school or college graduates at school are not usable in the workplace and that they do not know how to apply those that are usable. He offers several suggestions to resolve such issues, including on the subjects of history, arithmetic and English.

The article focuses on the use of an employees' club to institute an educational program in the workplace. Topics discussed include empowering employees to formulate and carry out educational activities, promoting a spirit of fraternity and cordiality, and incentives for self-improvement. Also mentioned are the inclusion of executives in the educational committee, educational programs' attraction of desirable applicants, and an educational program implemented in a banking institution.

The article offers practical plans for employers on how to find applicants and hire the desirable ones. It cites the Banking Apprenticeship Plan used by a bank in the U.S. to attract qualified applicants which is discussed in detail in a booklet that was distributed among the principals of selected public schools. Other topics mentioned are the importance of building a reputation as a method for securing an influx of qualified applicants and the use of profit sharing by various companies.

The author offers advice to employers on educating and training employees. Topics discussed include for employers to know what their employees do to broaden their knowledge of their business and to secure better educational equipment, training classes consisting of groups of employees engaged in similar work and development the Training Class Plan which allow young employees to secure instruction in the work before they are promoted.

The article discusses guidelines for recruiting workers. Topics discussed include the advantages of having a centralized employment with a real employment manager in charge, the factors considered in preparing the standard of each job and the benefit of studying the causes for resignations. Also mentioned is the cost of labor turnover.

The article discusses ways by which employment managers should treat job applicants in a way that will benefit the company. Topics discussed include ways by which applicant treatment can affect labor turnover, importance of not accepting applicants who are just looking for a job and not a career or business connection and need for employment managers to sell the company to the applicant the way the latter sells himself to the manager. Also discussed are ways of attracting more job applicants.

The article offers guidance to employers on how to determine the so-called head workers and heart workers. The qualities, capacities and values of a hard worker and a heart worker are differentiated. Steps to improve selection of job candidates during the recruitment process are suggested. Four things that employers must do to get an all-around picture of the training and educational background, physical, mental, social and emotional fitness of an applicant for a particular job are recommended.

In this article the author discusses how girls can succeed in business. It cites prejudice as the main reason business firms purposely or unthinkingly limit the progress and opportunities of women employees and notes what mental attitude these employees should not take. It also suggests for women employees to seek responsibility and to develop initiative and advises them to avoid being temperamental, touchy or sentimental.