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Sketches the historical interest in and development of graphology from its arcane origins and status to its rehabilitation in modern academic environments. Illustrates some of the many applications of the technique to organizational processes, like recruitment and selection and other personnel practices.

Differs from previous studies of managerial selection methods. Focuses wholly on the activities of external executive recruitment consultancies. Results are presented from two major surveys on the use of selection methods by such consultancies: in general they use low validity techniques, primarily unstructured interviews and references. Low validity selection methods may be used because validity is not the primary “evaluative standard”. Suggests five alternative “evaluative standards”.

Developments in personnel recruitment and selection “technology” have been both varied and extensive in the 1980s, and a number of overlapping and simultaneous developments are immediately apparent. Here, “technology” refers to methods, strategies, techniques, theories and practices of staff resourcing.

If you mention the word graphology to people, they often look slightly puzzled and think it's something to do with reading tea‐leaves in a teacup, or perhaps with astrology or palmistry. If, however, you declare a serious interest in the subject, you notice a certain recoil from someone who is evidently a nut case ana accordingly best avoided.

IF EVER there was a year to look forward to, it is this year of 1986.

Research on the traditional approach to selection is considered, and suggestions are made for improvements to this approach. Attention is drawn to the need to improve selection methods and several alternative methods are considered. Personality characteristics of a small sample of hotel general managers are reviewed.

Throughout Europe, recruitment tools appear remarkably similar. The tools most used across Europe to recruit executives for a company are: application forms, employment interviews and tests. How these vary across Europe is the purpose of the description found in the article. However, behind the various application forms, the manner in which selection interviews are conducted, and the uses made of certain tests, what emerges is the attachment of these tools to the national cultures from which they issue. It is this variety of these instruments and their modes of use which this article discusses.

The demographics and the legal and political characteristics of the French environment impact strongly on HR practices in France. Career management, recruitment, training and compensation are chosen in order to highlight some French specificities. An evaluation of the HR function indicates that it should move towards a strategic role. A move towards people management is also perceived. At the beginning of the 2000s, HRM in France exhibits five main trends summed up in this article.