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score doesn't mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. Bear in mind the provisions of the Data Protection Act 1998, which will enable the candidate to ask to see interview notes (20) where they form part of a 'set' of information about the candidate - for instance, the application form, References received and so on, or the full personnel file if the candidate is already working for the organisation. Be aware also that your reasons for appointing or not appointing a particular candidate may be challenged under discrimination legislation.

Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favourable view of the organisation among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organisation. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory.

Part II : TRAINING AND DEVELOPEMENT :

First of all we start by defining the training and development process separately .

Development : ' the objective is to aquire a set of capabilities which will equip a person to do a job some time in the predictable future , which is not within his present ability , that person is often said to undergo a process of development .' ( Pepper ,1984 )

Basically development refers to formal Education, job experiences, relationships, and assessments of personalities and abilities that help employees prepare for the future.

Training : refers to the methods used to give new or present employee the skills they need to perform their jobs and it focuses on specific job knowledge and skill that is to be applied in the short run .

We can understand that training is specific and to apply in the short time like learning ms office , in the other hand development is not specific skills like a master in computing for exemple and it might be needed in future which means is not to apply immediately .

Objective