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 classes 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 classed 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 class--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 space 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 asset; 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.