| OCR Text |
Show The number of changes that occurred among employees, amount-ing to over 9,000, undoubtedly had its effect upon the efficiency of the service. By the 9,000 changes but one-half the same number of posi-tions were affected, and it is true that the majority were posts of minor importance; hut in at least 1,000 positions where local experi-ence and continuity of service are of positive value new incumbents had to become adjusted. Of 3,700 appointments 600 were through certifimtion by the Civil Service Commission after competitive exami-nation, and 1,900 were persons excepted from examination either because the annual salaries did not exceed $300 or because appointees were Indians. In fact, these appointments included 700 Indian police-men, 150 Indian judges, and 100 Indian interpreters. Furthermore, there were 450 laborers and kindred unclassi6ed employees. The other appointees were temporary. Under the rules of the Civil Serv-ice Commission wives of regular employees are given noncompetitive examinations for minor positions at their husbands' places of employ-ment, and all Indians are entitled to similar examination for positions throughout the service. After such noncompetitive examination there were 39 appointments, 14 of the appointees being Indians. Of 3,700 separations from the service about 2,000 were resignations and 467 were dismissals; all but 19 of the dismissals were either from minor positions that are excepted from civil-service examination or from unclassified positions. The other 1,233 persons who were separated from the service occupied temporaq positions which were suhse-quently filled with regular employees. It will be observed that 7,400 changes in personnel have been accounted for. The remaining 1,600 changes were promotions, re-ductions, and transfers within the service. The office receives many declinations from persons certified by the civil service from schedules of eligibles; only 53 per cent of the per-sons certified and tendered positions indicated willingness to accept. Until the office can promise more adequate compensation for the services required of employees there will be little relief from the diffi-culties which accompany the present large number of transfers, res-ignations, and declinations of appointment. An ideal iu personnel can he approached only if there is competition for the lower grades of positions in which employees may be tested and prepared for pro-motion to places of broad responsibility. Promotions are based upon merit as disclosed by achievement. A detailed record is kept of the efficiency of every employee in the field. In 1911, 16 superintendents were promoted to the management of larger schools, because they had demonstrated ability to deal with problems of increased importance; 19 superintendencies were filled by promotion from lower ranks, such as principal, assistant superin-tendent, and chief clerk; and three superintendencies were filled with |
