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Recruitment & Selection

Finding a selection method that does not disadvantage 'protected' groups is a laudable goal. However, it might be harder than the image of fairness of a situational judgement test or assessment centre would have you believe.
A situational judgment test (SJT) has the potential to offer insight into the degree to which a person displays emotional intelligence (EI). This month's newsletter looks at this approach, summarising an article on the development of a generic SJT to measure EI.
New research shows the degree to which candidates both: a) perform well or badly across assessment centre exercises (a genuine 'halo') b) vary genuinly on the same competency in different exercises. We have tried to make this quite complex research accessible in this month's newsletter as well as to point out its crucial practical implications.
This month's newsletter examines the vital importance of your assessment centre being in High Definition. It's all quite obvious really. If you want to know how someone will perform, put them in a precise simulation of the role they will be doing - including all the pressures of culture that will affect them in the job.
Should the Big 5 of personality be the Big 6? This newsletter reports research that advocates adding the dimension of 'honesty-humility' and using this as a predictor of integrity and ethical decision making.
Some people are more restless and harder to retain than others. Should you, therefore, select for retention? This month's newsletter considers the personality variables that are associated with people tending to stay or to leave.
This month's Human Assets newsletter deals with the issue of faking at interviews - a problem that is more prevalent than you might care to believe. The article also contains the interesting finding that some forms of probing by interviewers actually increase faking by signposting to interviewees what is particularly important to the organisation.
This month's Human Assets Newsletter concerns the adverse impact on some underrepresented groups of widely-used selection procedures. It confronts the dilemma that some of the most valid forms of assessment (e.g. cognitive testing) also carry the greatest disadvantage in terms of adverse impact and contains suggestions on how to square this particular circle.
Finding and keeping the best people is top of the agenda for most organisations. This means not being in the least bit restricted in where you look for talent: Diversity is absolutely crucial to winning the talent war. This month we feature two articles that show how careful organisations must be if they are to capture all available talent. The first looks at prejudice against parents, particularly mothers. The second examines the phenomenon of the 'corporate flight' of females and ethnic minorities from large organisations.

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