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 first edition
Preface to the sixth edition
1 Old and new selection methods
We've always does it this way"
2 Validity of selection methods
How do you know it works?
3 Job description, work analysis and competencies
If you don't know here you're going, you'll end up somewhere else
4 The interview
"I know one, when I see one"
5 References and ratings
The eye of the beholder
6 Tests of mental ability
"a ... man of paralysing stupidity"
7 Assessing personality by questionnaire
Do you worry about awful things that might happen?
8 Alternative ways of assessing personality
What year was the Bataan death march?
9 Biodata and weighted applications blanks
How old were you when you learned to swim?
10 Assessment centres
Does your face fit?
11 Emotional intelligence and other methods
Success in work 80% dependent on emotional intelligence
12 Criteria of work performance
"The successful employee ... does more work, does it better, with less supervision"
13 Minorities, fairness and the law
Getting the numbers right
14 The value of good employees
The best is twice as good as the worst
15 Conclusions
Calculating the cost of smugness
References
Index

This is a fully updated edition of Personnel Selection, a seminal text on the psychometric approach to personnel selection by a noted expert in the field.
* Focuses on cutting-edge topics including the influence of social networking sites, adverse impact, age differences and stereotypes, distribution of work performance, and the problems of selecting new employees using research based on incumbent employees
* Questions established beliefs in the field, especially issues that have been characterized as "not a problem," such as differential validity, over-reliance on self-report, and "faking good"
* Contains expanded discussion of research and practice in the US and internationally, while maintaining the definitive coverage of UK and European selection approaches
* Provides comprehensive yet accessible information for professionals and students, as well as helpful pedagogical tools (technical and statistical boxes, simplified figures and tables, research agenda boxes, key point summaries, and key references)