Analysis of 361 campus recruitment interviews found that recruiter behavior did not affect applicant attraction to firms directly but influenced perceptions of job and organizational characteristics. Organizational reputation had a negative effect on attraction, possibly because applicant expectations were not confirmed by the interview. (SK)

Correctional officer applicants were randomly given either realistic or nonrealistic job information. Those with prior exposure to the job overemphasized negative information and were less likely to accept the position. Those with no prior exposure showed increased acceptance. (SK)

Gives advice about dealing with group interviews in an academic environment, addressing the following topics: location, politics, preparation, presentation, and follow-up. (SK)

Personnel managers in 57 businesses rated appropriateness of 17 fragrances for job interviews. Intensity/amount of fragrance used was the most frequently mentioned influence on hiring decisions. Other olfactory factors contributing to professional appearance were identified. (SK)

Of 171 undergraduates, 90 viewed a videotape of a "friendly" recruiter and 81 an "unfriendly" recruiter. The former group made significantly more positive inferences regarding the recruiter's organization than did those watching the "unfriendly" tape. These inferences affected their attraction to the job. (SK)

A 2-year study collected data from 773 college students who visited a company, of whom 376 received job offers and 135 accepted. Overall evaluation of the visit, perceptions of the location, and host likeableness were related positively to acceptance. (SK)

Describes International Business Machines (IBM) Corporation's wholly owned, for-profit subsidiary, Employment Solutions Corporation, created to represent and coordinate IBM's employment process, focusing on the college hiring issue. Attempts to answer questions raised by career services practitioners about how IBM's campus recruitment program is…

Provides advice about what to do before, during, and after a job interview. Offers tips for preparing, dressing, dealing with nervousness, and following up after the interview. Discusses ways to enlist good references. (JOW)

Attempts to identify what makes a recommendation letter effective (and what does not). Presents several guidelines for different conditions and circumstances under which recommendations are frequently written. Concludes by suggesting not to write a letter if the writer cannot put him/herself in the place of the candidate, because the writer's…

Management graduates (n=62) participated in mock interviews with corporate recruiters. Half of the interviewers were instructed to focus on specific applicant values. Their accuracy regarding those values was higher than other interviewers'. Interviewers were more accurate assessing applicant values important in their organizational culture. (SK)

Explains procedures for handwriting analysis (graphology) and the benefits and limitations of its use in employment screening. Presents implications for teaching penmanship in business education. (SK)

We surveyed directors of departmental search committees (N = 89) to ascertain which criteria have the most value in the faculty applicant selection process. Respondents used several methodological techniques, including rank order, agreement, and importance scale questions. Results indicated that match or fit with department is the most important…

No matter how skilled students may be, those skills will not lead to a job if potential employers do not know the applicant has them. Job seekers--using a strategy of age-old rhetoric--must provide concrete, detailed support to demonstrate the skills they possess. Because many recruiters feel that the best predictor of future performance is past…

The three case studies featured in this publication need to be viewed in conjunction with the recent National Centre for Vocational Education Research (NCVER) report: "A New Social Capital Paradigm for Adult Literacy: Partnerships, Policy and Pedagogy" (Balatti, Black & Falk 2009). The case studies form an important research phase of…

This study is a formative evaluation of the OneStop Career Center Integrated Service Delivery (ISD) Model within the California Workforce System. The study was sponsored by the California Workforce Investment Board. The study completed four in-depth case studies of California OneStops to describe how they implemented the ISD model which brings…