Sound reference checking should be an integral part of executive recruiting. (Author)

After listing the 12 most common problems in employee selection, the author offers four principles for improving the selection interview process. The principles focus on using job-related selection targets, using past behavior as an indicator of future behavior, organizing selection elements into a system, and involving several managers.…

Examines the Uniform Guidelines on Employee Selection Procedures. Emphasizes the methods of validating selection procedures. (IRT)

Reports the minimum professional standards and ethical considerations for users of the assessment center method as those standards and considerations were developed by the Task Force on Assessment Center Standards. (Author/IRT)

Answers such questions as: What is an assessment center? Can one fake performance at a center? How many skills can be measured? Why are the same skills measured at most assessment centers? What should one be told before attending a center? (Author/IRT)

Describes a program that replaced trail-and-error hiring with a reliable and effective approach that includes recruitment, placement, and promotion for qualified disabled employees. Emphasis was placed on avoiding stereotypes in dealing with the handicapped. (Author/IRT)

Briefly outlines the most significant provisions of the federal Uniform Guidelines on Employee Selection Procedures and suggests a practical, responsive course of action for employers. (Author/IRT)

Voices the American Society for Personnel Administration's objections to portions of the proposed 1977 federal guidelines for employee selection in compliance with federal equal opportunity legislation. The portions of the guidelines at issue are included. (IRT)

An appropriate job analysis will provide the dimensions on which a selection system can be built, the rationale for each of the assessment center exercises, and the rationales for other components. (Author/IRT)

Describes the development of a system that uses the assessment center approach as part of a total management development system that includes the identification of candidates, assessment/training of the candidates, and the presentation of career choices and development opportunities. (Author/IRT)

The findings of this large-scale study indicate that a high degree of consistency existed among assessor evaluations of participants and that there was little relationship between age, sex, or years of service and assessment center performance. (Author/IRT)

Discusses problems associated with and offers suggestions for structuring, validating, and monitoring the interview process. (Author/WD)

Examines two aspects of the uniform federal guidelines affecting selection and interviewing, briefly looks at research on interviewing and considers how this fares in light of the guidelines, and makes specific recommendations to help minimize discriminatory interviewing practices. (Author/IRT)

Outlines the development of the program of an assessment center designed for use in management and trainee development. (Author/IRT)