Explains the advantages of behavioural interviewing as a method of employee selection. Reports on a survey of UK organisations’ use of behavioural interviewing in selection. Both interviewers and candidates were positive about the technique. Benefits identified were better quality information gathering leading to improved selection decisions, more consistency and improved skills of interviewers, as well providing candidates with better opportunities to explain their skills. Concerns were raised regarding the training, practice and time required, scoring procedures and possible limitations in respect of certain candidates. Links with wider use of competencies in HRM are examined as well as links with other selection methods. Concludes that behavioural interviewing has significant benefits in improving selection and can also be applied to other interviewing situations such as discipline and grievance. Discusses implications for interviewers, candidates and trainers. Issues for further research are outlined.

The first part of a larger study into organisations’ use of structured interviewing techniques. Discusses reasons for continued popularity of interviewing in selection, despite its shortcomings. Considers the use of two structured interviewing techniques to improve selection: behavioural and situational questioning. Presents the findings of a large scale survey of UK organisations’ use of these techniques. The use of structured interviewing is rapidly increasing and is used by all sizes of organisation. Behavioural interviewing is being used more than situational interviewing, and many respondents use both techniques. Structured techniques are most commonly used for management posts. Discusses links with competency based HRM and roles of line managers and HR specialists in selection. Areas for further research are outlined.

Experience is the child of Thought and Thought is the child of Action. We cannot learn men from books (Disraeli).Dealing exclusively with simulated events risks defusing or abstracting real world conflicts [3].Student managers therefore need to be challenged and make judgements on real problems and real tasks.Learning "on the job" is particularly relevant in today's difficult economic conditions, as cuts in training budgets may limit the opportunity to attend formal learning events such as courses or conferences. ReflectionIf experience or practice are so important, then how do they actually contribute to learning? Practice is a necessary, but not a sufficient condition for learning: there are many examples of people repeating mistakes over and over again. In order to capitalize on experiences as learning opportunities and maximize the possible gain, it is necessary to take some time to consider and reflect on what happened in the new event and turn experience into learning. Kolb[4] suggested that people learn more effectively by reviewing each occasion in which learning may take place. Schon[5] used the phrase "reflection-in-action''; the rethinking required to discover how what one did contributed to the outcome. As Gibbs [6] explains:

Purpose -The purpose of this paper is to examine the key issues involved in situations within the workplace when an employee goes through gender reassignment, in order to consider how such situations might be managed more effectively. Design/methodology/approach -It analyses a case study from a national public sector organisation in the UK where a transsexual person went through male to female gender reassignment. The case was compiled via participant observation and one to one interviews with the key players in the process (managers, human resource staff and colleagues as well as the individual). Findings -Key issues discussed include the effects on trust and relationships at work, harassment, the role of trade unions, training, and other support. It explores the difficulty of gaining acceptance for a transsexual, and links this to literature on managing diversity and change management.Research limitations/implications -The case study is in the public sector in the UK, but implications are valid for other organisations. Practical implications -Makes suggestions for managing transsexual issues for management and for trade unions, whilst being cautious about the extent of acceptance that can be achieved. Originality/value -Existing literature tends to focus on the transsexual individual's own viewpoint, and guidelines from transgender support groups. This study includes the roles and reactions of all the key people involved within a real organisational case, and offers insights into the issues involved when managing transsexual cases in the workplace.

The prevalence of R-L shunt in patients with GSV incompetence CEAP C(3-5) in this study was higher than expected in the general population. TCD does not differentiate between intracardiac shunts and intrapulmonary shunts, so this observation needs further investigation. This link between R-L shunt and varicose veins is novel and, whether etiologic or functional, may improve the understanding of both conditions. The findings have importance in the treatment of varicose veins with foam sclerotherapy and EMA.