Making the job offer and selling the career opportunity it presents is a very important process of employment interviewing. To reduce the chance of failure to sell the candidate on his opportunity, the interviewer must understand the psychology of persuasion, borrowing some techniques from the professional salesman. (Author/BP)

A rationale is presented for adequately defining and explaining to screened job applicants the tasks he will face, personal content of jobs and the personal relationships expected. The benefits to organizations and individuals from mutually spelling out expectations and matching individual with job are detailed. (BB)

Due to federal regulations, the days of the college recruiter from business coming on campus to recruit graduating students may soon be over. This could cause the adoption of strict university regulations governing the operations of the placement office. Changes involve the use of interview lists, restricted schedules, and strict criteria…

Discusses ways to evaluate outplacement services that are designed to provide displaced executives with skills assessment, resume development, interview preparation, a place from which to work, and continued training and counseling to ensure a smooth career transition. (JOW)

The structured interview format reduces the subjectivity and inconsistency inherent in traditional employment interviews. The process is based on job duties and requirements, is administered by a committee, is consistently applied to all applicants, and is documented for future reference. (SK)

Contains a list of "do's" and "don'ts" concerning what an interviewer may or may not ask a prospective employee during an interview. Discusses various government directives and touches specifically on issues concerning discrimination due to age, sex, race, religion, handicap, marital status, and political affiliation. (CT)

A work sample test can provide a high degree of content validity, and offers a practical method of screening job applicants in accordance with guidelines on employee selection procedures set forth by the Equal Employment Opportunity Commission. (MW)

Various test validation alternatives available to the small company are presented, along with a series of questions, the purpose of which is to help the small company focus on the type of test validation for which it is best suited. A case study is described to serve as a model. (Author)

The author presents an approach for screening job applicants for professional and managerial job openings, emphasizing job-related rather than interpersonal skills. Detailed interviewing techniques to evaluate applicants' education, job knowledge, managerial capability, and personality characteristics are given. (MF)

Unstandardized and unstructured interviews can have an adverse impact on the hiring of minority groups; the personnel interview does not substitute for well designed and valid objective tests as predictors of job success. (TA)