Personnel Selection

Mark Cook is Honorary Lecturer in Psychology at Swansea University, UK, and Founder of the Centre for Occupational Research, an occupational psychology consultancy, based in Swansea and London, UK. He has more than 30 years experience as an occupational psychologist and is widely recognized as an expert in selection. He teaches courses in occupational psychology and personnel selection, and his other research interests include personality and personality assessment. He has published widely in the field and is the author of many books, including Levels of Personality (third edition, 2013) and Psychological Assessment in the Workplace: A Manager's Guide (Wiley, 2005).

• Preface to the sixth edition viiPreface to the first edition ix1 Old and new selection methods 1We’ve always done it this way2 Validity of selection methods 25How do you know it works?3 Job description, work analysis and competences 55If you don’t know where you’re going, you’ll end up somewhere else4 The interview 71‘I know one when I see one’5 References and ratings 94The eye of the beholder6 Tests of mental ability 110‘a … man of paralysing stupidity’7 Assessing personality by questionnaire 138Do you worry about awful things that might happen?8 Alternative ways of assessing personality 173What year was the Bataan death march?9 Biodata and weighted application blanks 192How old were you when you learned to swim?10 Assessment centres 207Does your face fit?11 Emotional intelligence and other methods 227‘Success in work is 80% dependent on emotional intelligence’12 Criteria of work performance 246‘the successful employee… does more work, does it better, with less supervision’13 Minorities, fairness and the law 268Getting the numbers right14 The value of good employees 289The best is twice as good as the worst15 Conclusions 307Calculating the cost of smugnessReferences 319Index 348