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Ask managers in any organization to name their most critical problem, and more likely than not their answers will be the same: PERSONNEL. There are two reasons for this near-unanimous response. First, personnel is the manager's most valuable resource, and second, personnel is the subject in which managers are least qualified. Generally, managers are trained in formal study programs that place primary emphasis on their chosen vocations or professions. These programs, however, seldom prepare them for their most important function-that of selecting, assigning, directing, and developing personnel. Indeed, few institutions offer course work specifically directed toward this need. Moreover, some educators "wonder if the mysteries of dealing with people can be taught at all." (Time, May, 1981) This void in our education programs persists because a fundamental basis for developing an adequate understanding of human mental qualities has not been available. A New Approach to Understanding and Selecting Personnel provides such a basis, and it explains and illustrates logical, systematic, and practical personnel selection procedures. The author's concepts and theories are predicated on the premise that the brain of an individual is, indeed, that individual. Accordingly, he places major emphasis on the fundamentals of the brain: its characteristics; its functions; and its performance, as influenced by its environmental exposures. On the basis of these fundamentals, the author presents systematic procedures for evaluating personnel and selecting those best suited for any need. Based on more than 25 years of experience in managing engineers and scientists in aerospace research and development plus extensive studies of neurology, psychology, physiology, behavioral science, digital computers, and mathematics. The author, presents a computer-like conceptual model of the brain, which accounts for every major brain function. Explains the nature of the human brain and shows how its characteristics in combination with environmental experiences effect a person's knowledge, problem-solving capability, and behavioral characteristics. Identifies effective mental capability-the quality which determines the level of mental work a person is able and willing to do. Defines and illustrates systematic procedures for estimating each human mental quality, using information that is generally available. Presents a method for defining job requirements in terms of human mental qualities and for determining, in the same terms, whether the need is for an analyst, synthesist, supervisor, or manager. Describes the personnel selection process and illustrates the procedures with an example In addition to providing a new approach to understanding and selecting personnel, the concepts in this book lead to some significant observations, which are contrary to views held by many in our society. A person's IQ is not a dominating factor in his or her success. By themselves, SAT and ACT scores are inadequate criteria for student or employee selection. A highly-educated person with an IQ significantly above 135 cannot perform successfully as a manager. Happiness stems from goal-seeking (work); no idle person is happy.

The happiest persons are the creative problem solvers; the most frustrated are the highly-intelligent. Warren C. Trent heads Trent Associates, an engineering firm that provides consulting services in aerospace, energy , and technical management. Previously, Mr. Trent spent more than 30 years in the aerospace industry where he held many management positions, ranging from first line supervisor to Director of Engineering Technology for the McDonnell Douglas Corporation, in St. Louis. Mr. Trent participated in the research and development of numerous successful aerospace systems. He personally directed the design and initial hardware development of the F15 propulsion system. He is an Associate Fellow of the American Institute of Aeronautics and Astronautics and a member of the American Society of Mechanical Engineers. He represents the latter as a Visitor for the Accreditation Board for Engineering and Technology (ABET). Mr. Trent holds a BSME degree from Oklahoma State University and a MSME degree from Purdue University. His training in personnel management and human relations includes numerous courses at Texas Christian University and Washington University, plus extensive research in related fields including neurology, psychology, and behavioral science.