As teachers in this school there is a specially trained corps of men and women who do nothing but instruct and then follow up their pupils to see that they put into practice the things that they have learned. The educational work consists of individual instruction, informal cla.s.ses and practical demonstrations. And the result of it all is not merely to make the employee valuable to the house, but to lend interest to merchandising, itself, and to lift the salesperson out of the mere mechanical process of taking orders for goods.

The moment that a new employee comes into the Macy store his or her instruction in its system, organization and salesmanship begins. We have just seen how one typical new saleswoman began receiving her training from the first day of her employment. She was no exception to an inflexible rule. The training is given invariably. It does not matter whether the applicant has had experience in other large department-stores. Even a former Macy employee, accepting re-employment, must go through the department of training for, like everything that grows, the store system changes steadily from year to year and from month to month.

A school such as this must have teachers. It is futile to add that they must be specially trained and thoroughly competent in every way to fulfill the unusual task set before them. And this, of itself, has been a problem, not alone with Macy's, but with the other large department-stores of New York. They have co-operated to solve it, with the direct result that some two or three years ago retail store training became a practical factor in the city's educational system. Under the enthusiastic aid of Doctor Lee Galloway, its head, the successful and rapidly expanding business division of New York University created the school of retail selling, bearing the name of and affiliated with the parent inst.i.tution. The merchants of New York raised a fund of $100,000 for the establishment and promotion of this enterprise and from it last June came its first graduating cla.s.s--young men and women qualified to teach store training in the great bazaars of our modern Bagdad.

The purposes of this school are set forth succinctly in its first manual, which has come off the press. Its object is "to dignify retail selling through education in the following ways: To train teachers in retail selling for public high schools and for retail stores, to train employees of retail stores for executive positions and to do special research work for the department managers of retail stores."

In accordance with the first of these expressed avenues of its endeavors the Board of Estimate of the city of New York already has begun to move in full co-operation. A high school in the lower west side of Manhattan--the Haaren High School at Hubert and Collister Streets--has been designated as training center for this work. Girls are there being taught retail selling. Nearly one hundred already are entered in the course and within a few short months the larger stores of the city will begin to benefit by this highly practical educational work.

That this experiment will prove successful seems now to be well beyond the shadows of doubt. Yet such success will be in no small measure due to the individual efforts of Dr. Michael H. Lucey, princ.i.p.al of the Julia Richman High School--in West Thirteenth Street, just back of Macy's original store--who has devoted great energies to its launching.

Convinced, from the outset, of the real necessity of a training course in retail selling in the city schools, Dr. Lucey makes no secret of his dubious fears at the beginning of the experiment:

"I honestly didn't see how we were going to do it," he says, in frankly discussing the entire matter, "the tradition in favor of an office career rather than a selling one in a store has so long ruled in the high schools of the city. There are several reasons for this--the most important one, in my mind, the feeling in the average high school girl's head that less education having been required in past years for the girl behind the counter than for the girl behind the typewriter, she lost a certain definite sort of caste, if she followed the first of these callings. Of course, that is utter rubbish. I have no hesitancy today in telling my girls that if they are looking for a genuine career retail selling is the thing for them. In office work, if they are very good, they may get up to forty or even fifty dollars a week but there they are pretty nearly sure to come to a standstill."

The skilled educator shakes his head as he says this.

"You see the difficulty is that so many girls coming out of schools such as these look upon business not as a boy would look at it, as a career with indefinite and permanent possibilities, but rather as a bridge between schooling and matrimony--a bridge of but four, or five, or six years. And when they are frank with me--and they often are--and tell me of this bridge that is in their minds, I am frank to advise office work.

It offers better immediate returns--yet in the long run none that are even comparable with those of a high-grade department-store."

Following the successful plan of the University of Cincinnati in its technical engineering courses, the students down at Haaren are grouped into working pairs, which means that, in practice and working in alternation, each goes to school every other week. In the week that one is in the cla.s.sroom, her partner is in one of the city stores studying retail selling at first hand. When, at the end of six days, she returns to her schoolroom she has many questions derived from her actual practice to put to her instructor. So the practice and the principles of this new hard-headed science are kept hand in hand with its actual workings.

Nor is this all: some six or seven hundred young women--and young men, too--are also making a special study of retail selling in the city's evening schools. A single course at the DeWitt Clinton High School is quite typical of these. Four evenings a week, for two hours each evening, a huge cla.s.s is being taught--in an even more detailed way than is possible under a department-store roof--the principles and manufacture of textiles. In these cla.s.ses a goodly number of the Macy family are enrolled. Another goodly enrollment goes into the special lectures given by a museum instructor at the Metropolitan Museum of Art on certain evenings and Sunday afternoons.

Truly, indeed, education has become the handmaiden of merchandising.

As teachers in Macy's department of training there are enrolled today only those men and women who have received a thorough normal school education in this great new science of retailing. They do nothing but instruct the store's workers and then follow up to make sure that these are putting into practice the principles in which they have just been instructed. Except for the training of the future executives the school time is taken entirely from regular business hours and so, at the expense of the house, itself. This schooling--under the Macy roof, please remember--consists of individual instruction, informal cla.s.ses and practical demonstration.

Specialized training under the roof includes instruction under the direct supervision of the Board of Education in fundamental school subjects to those cla.s.sed as "juniors" and "delinquent seniors"; a junior salesmanship course given to all employees promoted from the non-selling divisions of the store to its selling divisions; a senior salesmanship cla.s.s--including the study of textiles and non-textiles, and covering three busy months; the instruction of special groups of salesclerks to be transferred for special sales; "demonstration sales,"

in which teacher and pupil "play store," with the teacher impersonating various types of customers; the executive course to prepare employees for high executive positions of different rank and order; and the specialized instruction for dictaphone and comptometer operators, correspondence and file clerks and the like.

In the limited s.p.a.ce of this book, I shall have no opportunity to carry you further into the details of this fascinating department of the modern store. The saleswoman's little black book that we saw but a few minutes ago ought to show it more clearly to your eyes than any elaborate presentments of schedules and curriculums. The result's the thing. And Macy's has the results. It has already achieved them. Not only has it lifted retail selling from the hard and rutty road of cold commercialism but it has lifted the individual seller, himself--which, to my way of thinking, is to be accounted a good deal of a triumph. In such a triumph society at large shares--and shares not a little.

It is house policy--sound policy--to encourage employees to look out not only for the store's interest, but for their own. An ambitious salesman is indeed an a.s.set; and there are ways of keeping him ambitious. There is, for instance, the system of bonuses for punctuality, which takes the final form of extra holidays in the summertime. A week's holiday with pay is given without fail to each and every employee of eight months'

standing. But a record of good attendance and punctuality for fifty long weeks brings another week of vacation, also with full pay.

Department-stores not so long ago used to penalize their workers for tardiness. The new Macy plan works best, however.

The list of those bonus possibilities is long. There is, of course, chief amongst them, the bonus which takes the concrete form of a sales commission. The salesclerk is set a moderate quota for his or her week's work. On sales that reach above this figure he or she is paid a percentage commission. And, lest you may be tempted to dismiss this statement with a mere shrug of the shoulders, as a perfunctory thing perhaps, permit me to tell you that but last year a retail salesman in the furniture department earned in excess of $6,000 in wages and commissions.

One other thing before we are done with this main chapter on the Macy family and starting up another which shall show the super-household at its play; it is a thing closely a.s.sociated both with department-store employment and training: this "special squad" which has become so distinctive a feature of the big red-brick selling enterprise in Herald Square. Concretely, it is a group of college graduates--the heads of the firm are themselves college men and have none of the contempt for education that has become so blatant a thing in the minds of so many "self-made business captains" of today--who desire to enter upon this fascinating and comparatively new field of department-store service.

As one of the executives of the department of training himself says, "Many of these young grads come in here with the rattle of their brand-new diplomas so loud in their ears that for quite a while they can't hear anything else."

Yet they are good material--as a rule, uncommonly good material. So Dr.

Michael Lucey says, and Dr. Lucey knows. As a supplement to his educational work in the commercial high schools he entered Macy's last summer and spent the two months of his vacation in the special squad, studying the store from a variety of intimate and personal angles. On his first day in it, the distinguished educator sold clothing--men's clothing--and he sold to his first customer, an accomplishment which he notes with no little pride. His pride at the moment was large. But the next moment was destined to take a fall. A floor manager down the aisle espied the new clerk.

"Don't let those trousers sweep the floor," he admonished.

And the educator had his first taste of store discipline.

Sooner or later all these young men out of college get that first taste.

It does not harm them. And it is not very long before they begin to observe that, after all, there are still a few things about which they know practically nothing. After which their real education begins.

A department-store is, among other things, a great melting pot. An Englishman who came into Macy's special squad last year inquired just what work might be expected of him. He was told.

"Manual labor," he protested, "I can't think of it. I wear the silver badge."

Which meant that he was one of the King's own--a pensioner of the late war. The store executive who first handled this bit of human raw material possessed a deal of real tact; most of them do. He smiled gently upon the Britisher.

"After all," he suggested, "you know you don't have to tell your King that you had to use your two good hands in hard work."

The Englishman saw the point. He laughed, shook hands and went to work.

In six months he was an executive, himself. It's a way that they have at Macy's. And here is part of the way.

Manual labor is demanded invariably of those who enlist in the special squad. It has a regular system through which each of its workers must pa.s.s. First he is given the history and development of the store and of its policies. This work is followed by a week on the receiving platform and then a good stiff session in the marking-room. The college boy follows the merchandise along a little further. He proceeds for a while to sell it--then does the work of a section manager. After which there come, in logical sequence, the delivery department, the bureau of investigation, the comptroller's office, the tube system, an intensive study of the departments of employment and of training. These are not only studied but written reports are made upon them. After which he should have a pretty fair idea of the store and the things for which it stands.

The course is only varied in slight detail for the woman college graduate. Macy's has naught but the highest regard for the gentler s.e.x--not alone as its patrons but as members of its staff--yesterday, today and tomorrow. A woman may not be able to handle heavy cases upon the receiving platform. But there are other sorts of cases that she may handle--and frequently with a tact and diplomacy not often shown by the more oppressed s.e.x. I might cite a hundred instances from within the store where she has shown both--and initiative as well. But I shall give only one--where initiative played the largest part. Some few months ago a young woman who has climbed high in the store organization, to the important post of buyer of a most important line of muslin wearing apparel, found herself in France, but a few hours before the steamer upon which she was booked to sail to the United States was to depart from Southampton. To take a steamer across the Channel and then catch her boat was quite out of the question. She did the next best thing. She hopped on an aeroplane and flew from Paris to London; seemingly in almost less time than it here takes to tell it. She caught her boat. Her instructions were to catch the boat. And long since she had acquired the Macy habit of obeying orders.

Upon this, again, a whole volume might be written--upon the thoroughness of an organization which really organizes, a training department that really trains, a system which really systematizes. And all under the t.i.tle of a family group--in which affection and tact and understanding come into play quite as often as discipline and energy and initiative.

VII. The Family at Play

In the business machine of yesterday there were no adjustments for play.

It prided itself upon its efficiency. And in the next breath it proclaimed that such efficiency left no room whatsoever for such foolishness as recreation. Today we know much better. We know that play--healthy, uniform play in a decent amount--is one of the very finest of tonics for the human frame. And so count it as one of the very highest factors in our modern schemes of efficiency.

Macy's plays and makes no secret of the fact. On the contrary, it is intensely proud of its provisions for the welfare of its workers.

Industrial recreation is no mere idle phrase to it. In hard fact no small portion of the remarkable esprit de corps of the store is due to its well organized recreational and social service work. In a large measure this part of the operation of the store corresponds to what the War and Navy Departments did through their Commissions on Training Camp Activities during the great war. Bearing in mind our likening Macy's to an army in an earlier chapter, the parallel now becomes a close one indeed. Organized recreation promoted better team work in the war; it now promotes better team work in business. Ergo, it is for the welfare of Macy's that it shall promote organized recreation beneath its own roof.

And yet that very phrase, "welfare work," is not often used underneath that roof. It has the flavor of patronage which is so wholly lacking in this family of thousands, and so it is thrust forever into the discard.

"The bunch" gets together--you see, you may call the family by almost any name that pleases you best--various groups are forever a.s.sembling at the Men's Club or the Community Club and making plans for their numerous activities. And these last cover a surprisingly large range.

Any male employee of the store may join the Macy Men's Club. It is a wholly self-governing body and, aside from making up the inevitable deficits that accrue, the store has no paternalistic or direct att.i.tude whatsoever toward it. The club itself is situated at 156 West Thirty-fifth Street, just west of the store, but entirely separated from it. It occupies two floors of an extremely comfortable building. In its externals it differs very little from any other sort of men's club.

There are a reading room and a smoking room where, toward the close of the day and well into the evening, its members may relax. And there is a restaurant serving extremely good meals.

It is only as one pokes beneath the surface that he begins to find out how very real this small inst.i.tution, that is an offshoot of the larger one, really is. Its restaurant serves meals at considerably less than cost. And the fact that this club is regarded as something more than a mere combination of eating-place and rest-room is shown by its organization activities in other directions. For example, its members interest themselves in general athletics to the extent that, in the proper seasons, they have very creditable teams of baseball, basketball, football and the like, while occasional outings with suitable field events are arranged. Each Thursday evening there is organized athletic work in a large private gymnasium that is especially hired for the purpose.

In fact it is at this last point that the Men's Club comes in contact with the Community Club, which is the nucleus organization covering other recreational activities among the women, the girls and the younger men of the store family. For, by careful planning, both of these clubs manage to use the big gymnasium of a single evening, while, after the athletic work is over, the floor is cleared and there is dancing until going-home time.

These comforts are not given without some cost to the Macy folk. That would be very bad business indeed. It has been so decided long since.

And so, while it may be human nature to be ever on the lookout for "something for nothing," it is quite as human to derive very much additional enjoyment from the things for which one pays. Even the suggestion of charity is not pleasant. And with this in view these clubs charge nominal sums for their privileges. In so doing they earn the respect of those who share in them.