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good people in the past. There were some very good retired people who were competent, well-trained persons, but little by little it had kind of deteriorated. People's relatives had gotten in one way or another.

I began to learn from Stern and from a few other that it had been the practice for some years to left the Labor Department be the dumping ground of all the people who were too insdequate to be retained in the other departments of the government. When the Secretary of Commerce or the Secretary of the Treasury thought that somebody was just too poor to keep, yet he had influence, or you felt sorry for him, instead of firing him for in competence, he would transfer him to the Labor Department. The labor Department just got everything that came along. Nobody had ever protested. Neither Secretary Doak or Secretary James Davis had over protested. They just took whatever came along and paid no attention to the personnel. The result was that in every bureau, in every division, even in the Chief Clerk's office, the personnel just got poorer, and poorer and poorer.

I, of course, had sent for the Chief Clerk when I found out what his duties were. I've already discussed how he was unable to introduce the personnel of the Department of Labor, although the personnel service was directly under him, and how the man who was the payroll clerk wasn't able