Recruitment & Selection

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Increasing effectiveness through systematic selection

Appointing the right person in the right position is important to the success of any organisation. Finding the right people, then attracting them requires understanding, dedication, focus and effort.
The costs of a mistake to the organisation can be immense, including lost time, lost profits and of course company reputation, not to mention the damage that the wrong person can do to the company.



The rewards if you are successful in appointing the right candidate can be phenomenal, including a return on investment within weeks.

This manual provides a structured, easy-to-apply approach to recruitment and selection. It is divided into 15 sections that can be studied independently.

It can be read and used as a book, a self-learning tool or as a reference manual. It can be used by individuals to increase their skills and knowledge, by trainers to help produce training sessions or by managers for meetings and staff training. It is a mixture of information, practical exercises, self-analysis questionnaires and case studies.

Below is a summary of this 144-page training manual.

Systematic Selection

  • Selection systems based on job-related factors
  • Using past behaviour to predicts future behaviour
  • Systematic hiring decisions
  • Creating positive impressions

The Five Stages of Recruitment and Selection

Common Selection Problems

  • Non-systematic selection
  • Non-systematic information
  • Ineffective interviewing
  • Applicants controlling the interview
  • Insufficient note taking
  • Loss of skills
  • Applicants turned off
  • Pressure to fill the position
  • Using different standards
  • Ignoring job motivation and cultural fit


Skills of a Recruiter / Interviewer

Introduction to competencies

  • How you can find the best people
  • How competencies work

Behaviours and Competencies

  • Core competencies explained

Communications Revisited

  • The importance of the communication to the recruitment process
  • Listening skills
  • Asking questions
  • Summarising skills

Behavioural Questioning

  • Behavioural questions
  • Behavioural responses
  • Observable behaviour from candidates
  • Observable behaviour from the interviewer

Job Analysis

  • Technical skills
  • Behavioural skills

Job Descriptions

Person Specification

Attracting Candidates

  • Organising selection steps
  • Requisition and advertising
  • E-recruitment and traditional methods
  • Applicant screening

Assessment Centres

  • Psychometric assessment tools
  • Other tools
  • Using behaviours in assessment centres


  • Preparing for the interview
  • Methods to control the interview
  • Ending the interview successfully
  • Creating a shortlist
  • Skills and behaviours matrix
  • References
  • Presenting the offer

Using Psychometrics

  • What are they?
  • Do we need them?
  • The cost of psychometrics
  • How to use psychometrics
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