Recruitment and Selection Process

Recruitment and Selection Process Introduction Employees are one of the most important resources of any business, and so it is important for organisations to have a thorough recruitment and selection process. This is to ensure that the best possible candidate is recruited to the post. There are many different aspects to consider during the recruitment and selection process, and this essay considers the issues that an organisation should consider as they search for candidates to recruit. The responsibility for recruitment and selection lies predominantly with a Human Resources (HR) department (Armstrong and Taylor, 2014, p.248), although in many organisations it is common for functional department heads to be involved in the process to ensure that technical considerations are assessed during recruitment and selection. Organisations also face the decision as to whether it is preferable to recruit internally or externally, and there are advantages and disadvantages to both approaches. There are also legal considerations associated with recruitment and selection which it is imperative that an organisation adheres to (Aylott, 2014 p.11). Accordingly, this essay presents a logical assessment of best practice in recruitment and selection on a life-cycle basis, beginning with job skills analysis and concluding with the final selection process. Best Practice in Recruitment and Selection Torrington et al., (2011, p.157) explain that the first steps in recruitment should be pragmatic and straightforward. It is important for the HR department to know how many people they need to recruit, and the skills and capabilities that they must possess. The easiest way to address this problem is to conduct a job skills analysis, carefully considering the content and requirement of job functions including an assessment of technical skills and also intangible or softer skills such as communication, innovation or sales ability. Ideally job skills analysis should be incorporated with a strategic assessment of HR requirements so that the organisation can be confident that they have the necessary skills contained within the human capital of the business to achieve long-term organisational objectives (Rivera, 2012b, p.75). Lievens and Sackett (2012, p.463) also recommend a job skills matrix to assess the future potential capability of job functions and to link this to future employee development opportunities. This is a matrix which lists the skills of employees against the skills the organisation requires or would like in the long term. Having assessed the functions of job roles it is then necessary to create a job description and also a person specification. These are two distinct documents although they are often prepared together (Armstrong and Taylor, 2014, p.250). The job description describes the technical functionality of the role, being as precise and detailed as possible. The person specification addresses the intangible aspects of job functionality to ensure that any potential recruit will fit comfortably within the organisation and has the skills and attributes which the organisation requires. Wilton (2013, p.158) emphasises that it is important for there to be a good fit between an employee and the organisation, so that the employee feels comfortable in their job role and performs to the best of their ability. Once the job description and person specification have been developed it is then possible to advertise the job role as the first stage in actual recruitment. At this point the organisation must decide whether they should recruit internally or externally. Phillips and Gully, (2009, p.18) explain that internal recruitment can be beneficial for a number of reasons. These include offering current employees opportunities for promotion or personal development, which is proven to motivate employees by demonstrating that there is an opportunity for career progression. Also, recruiting internally can be considered as a lower risk because the organisation is already familiar with the skills and capabilities of the employee. From a pragmatic perspective internal recruitment is also more cost-effective and quicker, so it is easier to fill the job role with less risk to the business. However, disadvantages to internal recruitment can include resentment on the part of employees who are not selected for the role (Phillips and Gully, 2009, p.20). Also, it may be the case that the organisation is looking for specific skills in order to expand the business, and no employees already in the firm have this necessary experience or skill. In these instances it is therefore necessary to recruit externally. External recruitment can be more challenging. In the first instance it is necessary to determine whether the organisation will use in-house procedures for external recruitment, or alternatively make use of external sources such as recruitment agencies or headhunters (CIPD, 2013, p.1). This decision is often based on a combination of financial considerations and organisational discretion. For example, if an organisation needs to recruit a large number of relatively junior roles then a recruitment agency may be the most appropriate approach. Recruitment agencies are likely to have a large number of potential candidates on their books, and they can undertake much of the necessary background checks and initial skills assessments. This can be a highly resource intensive process which organisations may not be able to manage effectively, hence paying recruitment agencies becomes preferable. Rivera (2012a, p.1000) notes that over time organisations can often establish relationships with preferred recruitment agencies so that the recruitment agencies become familiar with the job descriptions and person specifications, and this accelerates the process. Increasingly, organisations are also making use of online recruitment opportunities, and this is another way of reaching a wide group of potential candidates in a cost-effective manner (Girard and Fallery, cited in Boudarouk and Ruel, 2009, p.39). Alternatively, if it is a particularly high profile or specialist role organisations may wish to make use of headhunters. These are considerably more costly but can be appropriate if the role is senior or it is a new role which requires a particular skill set. Rivera (2012a, p.1001) explains that headhunters are more commonly used when there is a long lead time for more senior appointees and it is more important that they are a good cultural fit for the business. Furthermore, the more senior the role, the greater the potential risk to the business in terms of financial expenditure. Therefore it can be preferable to use external sources to find the most appropriate candidates. As noted previously there are also legal considerations as part of the recruitment process. These commence with the advertising of the job role, which under UK and EU legislation must be entirely non-discriminatory (Aylott, 2014, p.66). This includes wording of the advert for the role, and also the actual process of recruitment which must be entirely fair and transparent. This is another reason why headhunters and recruitment agencies can be beneficial, as they can help to ensure adherence to legislation and regulation in this area. It is also worth noting that there are changes in progress within the regulation in this area meaning that candidates shortlisted for more senior roles must demonstrate gender parity (Aylott, 2014, p.67). Hence, headhunters can be helpful for drawing up shortlists prior to the next stage of recruitment. Having drawn up a shortlist of potential candidates, either internally or externally, the next step in the process is to narrow down this shortlist. There are a number of possible means of doing this which can include interviews, psychometric testing and assessment centres (Breaugh, 2013, p.395). As might be imagined, each of these approaches has advantages and disadvantages, and it is also not uncommon to utilise these techniques in combination. The decision as to which type of recruitment method to adopt depends on the nature of the job role and the potential risks associated with the job function (Hall et al., 2013, p.358). In any event, it is absolutely imperative to ensure that there is complete fairness and transparency in the recruitment and selection process, not only because of the need to adhere to legislation and regulation, but also to ensure that each candidate has a fair experience. This is because this has implications for long-term recruitment and selection of high calibre candidates (CIPD, 2013, p.1). Guion (2011, p.9) explains that interviews remain as one of the most common forms of assessment when determining whether a candidate would be suitable for a job function. The length and intensity of the interview depends on the nature of the job function. As alluded to above, it is commonly the case that recruitment and selection is the responsibility of the HR department, although it is often the case that functional department heads are involved in the process to assess the technical competence and capability of the candidate. In any event the potential candidates should be assessed against the job description and person specification (as described above) and during the course of the interview it is sensible to take notes so that at a later stage the shortlisted candidates can be compared to one another (Chapman and Webster, 2003, p.117). For some more senior roles it may be the case that more than one interview is conducted with different members of the organisation. Kline (2013, p.25) acknowledges that although interviews are very popular, there can be concerns with unintended preference, a concept known as the golden halo effect. This occurs when the interviewers subconsciously prefer candidates who they considered would be a good cultural fit. This is why it is important to have complete transparency in the interview process. Psychometric testing and aptitude testing are also extremely popular techniques for assessing potential candidates during the selection process. Suff (2012, p.9) explains that aptitude testing is an assessment of the numerical, verbal, and general logical reasoning capability of an individual. Psychometric testing is more intensive and includes an assessment of personality traits. Psychometric testing is not an exact science, but over time a large body of empirical data has been gathered which helps to increase the reliability of such testing. Generally speaking psychometric tests are a useful indicator of underlying personality traits, and can be a good means of an organisation assessing whether an individual candidate would be a good fit for the business. Cushway (2014, p.26) explains that psychometric tests can be useful if an organisation is looking to recruit an individual with particular personality traits in order to help generate a cross functional team. In contrast, Suff (2012, p.10) suggests that psychometric testing is more valuable as a supporting indicator, along with other selection techniques such as interviews and assessment centres. Assessment centres are the most intensive form of employee selection. They typically comprise a number of small tests and presentations to simulate the likely working conditions and to assess how an individual performs under pressure and how they work in teams (Armstrong and Taylor, 2014, p.232). During the course of an assessment centre it is likely that the candidate will have to give a presentation, solve a problem with imperfect information (to simulate real-life), and also work in a team environment. Assessment centres are highly resource intensive but are considered to give the most accurate picture of how a candidate would be likely to perform if they were recruited to the organisation. The costs of running an assessment centre are high, so in the main they are reserved for more senior job functions, or for graduate recruitment schemes. They are also more commonly used by larger organisations that have the resources to maintain a talent management pipeline (McClean and Collins, 2011, p352). Stahl et al., (2012, p.35) believe that assessment centres can be somewhat artificial as all the candidates are aware that they are in competition for a defined number of job roles, and this may encourage them to distort their behaviour. Stahl et al., (2012, p.35) also believe that there is a greater risk of the golden halo effect during assessment centres as the assessors get to know candidates throughout the duration of the assessment centre. It is necessary to mention that references from previous employers or other respected individuals can play a small part in the recruitment and selection process. However, such is the nature of legislation relating to references, many organisations simply use them to verify that a candidate has been previously employed and that they do not have a tendency to high levels of sickness absence or any other obvious undesirable tendency, for example an extensive disciplinary record (Torrington et al., 2011, p.182). As references must be entirely factual, personal observations of the previous employers are generally not found in references in the UK. Some organisations may also wish for shortlisted candidates to undertake medical checks. This is likely to be more common in job functions where there is either a particular medical need for high levels of health and fitness because the job is particularly strenuous, or because the organisation has a long-term commitment to employee health and well-being. In either event organisations are only likely to take up references and ask for medical checks for candidates whom they believe they will offer the job post (Torrington et al., 2011, p.183). Once the organisation has decided who they will recruit, it is necessary to draw up a contract of employment, and to send a formal offer letter to the preferred candidate, setting out the terms and conditions of employment. Aylott (2014 p.112) observes that it is surprising how many organisations do not maintain good record-keeping in this regard, and it is imperative that if the candidate accepts the role they return a signed copy of the contract and terms and conditions. It is also good practice for an organisation to formally write to the unsuccessful candidates and briefly explain why they were not recruited for the post (CIPD, 2013, p.1). This helps to improve the overall candidate experience thus supporting the reputation of the organisation and wider marketplace. If job requirements change in the future, maintaining a good relationship with potential candidates makes it is much easier to offer them a job role in the future (Klotz et al, 2013, p.110). Finally, Aylott (2014, p.32) explains that under UK legislation, unsuccessful candidates may exercise the right to challenge why they were not recruited for the role. This is why it is important to maintain scrupulous records throughout the recruitment and selection process and demonstrate complete fairness and transparency. As it may be some time between acceptance of the job post and the candidate starting in the role, then this is a good opportunity for the organisation to prepare the new employees induction in advance. It is also best practice for an organisation to allow access to the employee handbook when recruiting an employee. A good induction is one where the new employees has the opportunity to meet their colleagues and receive basic training in aspects such as health and safety and organisational systems (Covert, 2011, p.9). This is entirely pragmatic as it is an opportunity for existing employees to meet their new colleague, and also to ensure that the new employee has a thorough grounding in the organisation so that they become rapidly embedded and are able to make a difference as soon as possible. This is often an issue for organisations as it can take time for new employees to become familiar with organisational culture. Therefore an induction is a good way of starting this process. Finally, the majority of new employees are likely to be operating under a probationary period in the first few months of employment. There are legal implications to this, meaning that it is important for an organisation to clearly set out their expectations for the new employee, and also to offer the employee as much help and support as possible in the early days of their employment (Cushway, 2014, p.34). It is in no partys interest for there to be a high turnover of staff. Not only because the recruitment and selection process is extremely costly and resource intensive, but also because it is also disruptive to an organisation and long-standing employees. Hence, it is preferable to invest the necessary level of resource, time and effort in recruiting the right employee in the first instance. Recommendations To summarise, the first steps in effective recruitment and selection are to establish the requirements of the job role, and also the preferred attributes of the individual who will eventually fulfil this role. It is important at this early stage to be as precise and as comprehensive as possible, and also to be aware of the need for transparency in the process. This is because the description and person specification not only form the foundation of the job advert, but also they become the benchmark against which potential candidates are assessed, and successful employees are measured (Guion, 2011, p.240). Although resource intensive, it is worthwhile to spend time and effort refining the job description and person specification. Once the shortlist of candidates has been prepared, either from internal or external sources, it is necessary to assess all potential candidates to determine their suitability for the role (Phillips and Gully, 2009, p.17). There are several alternative means of achieving this including interviews, testing and assessment centres. As elucidated above, there are advantages and disadvantages to all of these methods, and this is why it is often the case that more than one technique is used. It is important to reiterate the importance of transparency and fairness throughout the entire selection process. Having selected a suitable candidate the organisation should then formally write to the employee enclosing the employment contract and terms and conditions of employment (Aylott, 2014, p112). An organisation may also wish to take up references and ask the candidate to have a medical assessment. It is best practice to formally communicate non-selection to unsuccessful candidates, as this is not only helpful for maintaining organisational reputation, it may have future practical benefit. Throughout the entire process of recruitment and selection scrupulous record-keeping is strongly recommended. Once a candidate has accepted a position of employment, it is then good practice to offer an induction period. This helps the new employee to settle in, and helps to increase productivity and reduce employee turnover. Conclusions This essay has set out the current recommended best practice in respect of recruitment and selection. It has illustrated the complexity and resource intensive nature of the process, and also emphasised the importance of prior planning and preparation to ensure that the most suitable candidates are shortlisted for the role, and that they have the necessary skills and attributes. As has been discussed throughout the essay, there are a number of alternative methods for actually selecting a candidate for the job role, and the determination of which of these methods is used relies on the specifics of the job itself and also the long-term HR and human capital requirements of the organisation. In an ideal scenario, the recruitment and selection process is cross-functional in nature, involving both HR and department heads, and is also linked to the long-term strategic requirements of the business. Throughout the entire process it is imperative to maintain fairness and transparency, and to focus on recruiting the best possible candidate in order to reduce the possibility of subsequent employee turnover. References Armstrong, M., and Taylor, S., (2014) Armstrongs handbook of human resource management practice. (13th Ed) London: Kogan Page Publishers. Aylott, E., (2014) Employment law: HR fundamentals. London: Kogan page. Breaugh, J. A., (2013) Employee recruitment. Annual review of psychology, 64(4), 389-416. Chapman, D. S., and Webster, J., (2003) The use of technologies in the recruiting, screening, and selection processes for job candidates, International Journal of Selection and Assessment, 11(2/3), 113-120. CIPD (2013) Recruitment factsheet [online] available at http://www.cipd.co.uk/hr-resources/factsheets/recruitment-overview.aspx retrieved 3rd Oct 2014. Covert, S. P., (2011) Creating a Web-Based Employee Orientation and Induction Program. School Business Affairs, 77(1), 8-10. Cushway, B., (2014) The employers handbook 2014-15: An essential guide to employment law, personnel policies and procedures. London: Kogan Page Publishers. Girard, A., and Fallery, B., (2009) E-recruitment: new practices, new issues. An exploratory study. In Boudarouk, T., and Ruel, H., (Ed.) Human resource information systems. London: Emerald Group Publishing. Guion, R. M., (2011) Assessment, measurement, and prediction for personnel decisions. London: Taylor and Francis. Hall, D., Pilbeam, S., and Corbridge, M., (2013) Contemporary themes in strategic people management: a case-based approach. London: Palgrave Macmillan. Kline, R., (2013) The bias that lives on: Discrimination in recruitment persists in the NHS, and it is long past time to tackle it, says Roger Kline. Nursing Standard, 27(41), 24-25. Klotz, A. C., Motta Veiga, S. P., Buckley, M. R., and Gavin, M. B., (2013) The role of trustworthiness in recruitment and selection: A review and guide for future research. Journal of Organizational Behavior, 34(S1), 104-119. Lievens, F., and Sackett, P. R., (2012) The validity of interpersonal skills assessment via situational judgment tests for predicting academic success and job performance. Journal of Applied Psychology, 97(2), 460-468. McClean, E., and Collins, C. J., (2011) Highcommitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms. Human Resource Management, 50(3), 341-363. Phillips, S., and Gully, C., (2009) Strategic staffing New Jersey: Pearson Education. Rivera, L. A., (2012a) Hiring as cultural matching the case of elite professional service firms. American Sociological Review, 77(6), 999-1022. Rivera, L. A., (2012b) Diversity within Reach Recruitment versus Hiring in Elite Firms. The Annals of American Academy of Political and Social Science, 639(1), 71-90. Stahl, G., Bjrkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., and Wright, P., (2012) Six principles of effective global talent management. Sloan Management Review, 53(2), 25-42. Suff, R., (2012) Employers use of psychometric testing in selection: 2012 XpertHR survey. IRS Employment Review. (Sep), 9-10. Torrington, D., Hall, L., Taylor, S., and Atkinson, C., (2011) Human resource management. (8th Ed) London: FT/Prentice Hall. Wilton, N., (2013) An introduction to human resource management (2nd Ed) London: SAGE Publications Ltd.

Should the government have a say in what we eat?

Some may say that we need more guidance from the government in what we eat but I disagree. The control our government has is already overwhelming most of o our lives so we as citizens should not have to be forced into eating anything because the govern meet says so. We are taught from an early age on what has proper nutrition and what is he althea. We also have the food pyramid to show us what we need in our body system to f unction throughout the day.If people see that and do not follow them, it is their choice e and the decisions that they are making. If you decide to eat something that is unhealthy why and gain weight, it is your responsibility to lose that weight again. If you decide to eat healthy, which can benefit you later on in your life, again it is your responsibility to keep eat Eng healthy and staying healthy. You are the person who make the choices in your life and YOU U should be the one responsible for your actions; not anybody else.There are so many things that the g overnment limits us to do; if they decide to limit what kind of food we eat, the tats one more step towards them limiting us to do things around in this country. Although s mom guidance in what we eat can be helpful to those who are uneducated, most people learn a ND know what is healthy and what is not. In America alone, more than % of adults are obese.

Architecture in Italy - Where to Begin

Italian influences are everywhere in the United States, even in your town—the Victorian Italianate house that is now a funeral home, the Renaissance Revival post office, the Neoclassical city hall. If youre looking for a foreign country to experience, Italy will make you feel right at home. In ancient times, the Romans borrowed ideas from Greece and created their own architectural style. The 11th and 12th centuries brought a renewed interest in the architecture of ancient Rome. Italys Romanesque style with rounded arches and carved portals became the dominant fashion for churches and other important buildings throughout Europe—and then United States. The period we know as the Italian Renaissance, or reawakening, began in the 14th century. For the next two centuries, a keen interest in ancient Rome and Greece brought a creative flourishing in art and architecture. The writings of Italian Renaissance architect Andrea Palladio (1508-1580) revolutionized European architecture and continues to shape the way we build today. Other influential Italian Renaissance architects include Giacomo Vignola (1507-1573),  Filippo Brunelleschi (1377-1446), Michelangelo Buonarotti (1475-1564), and Raphael Sanzio (1483-1520). The most important Italian architect of all, however, is arguably Marcus Vitruvius Pollio (c. 75-15 BC), often said to have written the worlds first architecture textbook,De Architectura. Travel experts agree. Every part of Italy brims with architectural wonders. Famous landmarks like the Tower of Pisa or the Trevi Fountain in Rome seem to be around every corner in Italy. Plan your tour to include at least one of these top ten cities in Italy—Rome, Venice, Florence, Milan, Naples, Verona, Turin, Bologna, Genoa, Perugia. But Italys smaller cities may offer a better experience for lovers of architecture. A closer look in Ravenna, which used to be the capital of the Western Roman Empire, is a great chance to see mosaics brought over from the Eastern Roman Empire in Byzantium—yes, thats Byzantine architecture. Italy is the root of much of Americas architecture—yes, neoclassical is our new take on Classical forms from Greece and Rome. Other important periods and styles in Italy include Early Medieval / Gothic, Renaissance, and Baroque. Every other year the Venice Biennale is the international showplace for all thats happening in contemporary architectu re. The Golden Lion is a coveted architecture award from the event. Ancient Rome and the Italian Renaissance gave Italy a rich architectural heritage that influenced building design around the world.  Out of all the wonders Italy has to offer, which are not to be missed? Follow these links for an architectural tour of Italy. Here are our top picks. Ancient Ruins For centuries, the Roman Empire ruled the world. From the British Isles to the Middle East, Romes influence was felt in government, commerce, and architecture. Even their ruins are magnificent. The Roman Colosseum, 80 AD, on the New Seven Wonders List, became a model for all sports stadia in the modern world, including LA Memorial Coliseum, site of the first Super BowlArch of Constantine, 315 AD, near the ColosseumThe Roman Pantheon, 126 AD, a model for many government buildings, including the US Capitol in Washington, DCArch of Septimius Severus, 203 AD, RomeBaths of Diocletian, 300 AD, Rome, gave us the Diocletian window shape we use in todays architectureAncient Pompeii The Piazza For the young architect, the study of urban design often turns to the iconic open-air plazas found throughout Italy. This traditional marketplace has been imitated in various forms throughout the world. Piazza Navona in RomePiazza San Marco in VeniceThe Top Piazze (Public Squares) in Rome Buildings by Andrea Palladio It seems impossible that a 16th century Italian architect could still influence American suburbs, yet the Palladian window is found in many upscale neighborhoods. Palladios most famous architecture from the 1500s includes the Rotonda,  Basilica Palladiana, and San Giorgio Maggiore all in Venice, Churches and Cathedrals Italy travel experts will often come up with Top Ten Cathedrals to See in Italy, and no doubt there are many from which to choose. We know this when an earthquake destroys yet another sacred treasure, like Duomo Cathedral of San Massimo in LAquila—built in the 13th century and destroyed more than once by Italys natural disasters. The medieval Basilica of Santa Maria di Collemaggio is another LAquila sacred space affected by seismic activities throughout the years.  Without a doubt, the two most famous domes of Italian ecclesiastical architecture are located in the north and south—Brunelleschis Dome and  Il Duomo di Firenze in Florence (shown here), and, of course, Michelangelos Sistine Chapel in Vatican City. Modern Architecture and Architects in Italy Italy isnt all old architecture. Italian modernism was ushered in by the likes of Gio Ponti (1891-1979) and Gae Aulenti (1927-2012) and carried on by Aldo Rossi (1931-1997), Renzo Piano (b. 1937), Franco Stella (b. 1943), and Massimiliano Fuksas (b. 1944). Look for the designs of Matteo Thun (b. 1952) and the international stars who have works in Italy—the MAXXI: National Museum of 21st Century Arts in Rome by Zaha Hadid and the MACRO Addition in Rome by Odile Decq. Outside of Milan a new Mecca has been built— CityLife Milano, a planned community with architecture by Iraqi born Zaha Hadid, Japanese architect Arata Isozaki, and Polish-born Daniel Libeskind. Italy is sure to satisfy every architectural interest. Sources Ghirardo, Diane. Italy: Modern Architectures in History. Paperback, Reaktion Books, February 15, 2013. Heydenreich, Ludwig H. Architecture in Italy 1400-1500. Paperback, Revised Edition, Ludwig H. Heydenreich, 1672. Lasansky, D. Medina. Renaissance Perfected: Architecture, Spectacle, and Tourism in Fascist Italy. Buildings, Landscapes, and Societies, 1 edition, Pennsylvania State University Press, November 17, 2005. Lotz, Wolfgang. Architecture in Italy, 1500-1600. 2nd Revised edition, Yale University Press, November 29,  1995. Sabatino, Michelangelo. Pride in Modesty: Modernist Architecture and the Vernacular Tradition in Italy. Paperback, Reprint edition, University of Toronto Press, Scholarly Publishing Division, May 21, 2011.

Post Traumatic Stress Disorder ( Ptsd ) - 1674 Words

A Review of the Literature Introduction Post-Traumatic Stress Disorder (PTSD), is a silent assassin in which those around the victim have no idea what is taking place within their minds. Only those closest to the person recognize that there is something wrong. The Diagnostic and Statistical Manual of Mental Disorders diagnoses PTSD as persistent re-experiencing of the trauma, efforts to avoid triggers related to the trauma, and hyperarousal or increased reactivity (Reddy, 2014). PTSD is associated with exposure to a traumatic event and in some cases, symptoms of the disorder can take months or years to appear and even longer for the individual to seek help. PTSD is a very common occurrence in veterans, especially veterans who engaged in†¦show more content†¦This review of available literature will evaluate the two main forms of treatment as well as risk factors and typical barriers to care and innovations in the field of care. Risk Factors Typical risk factors that are thought to produce a higher likelihood of developing PTSD leading to also having a dependence on alcohol over a lifetime may include some form of abuse or trauma during childhood. Additionally, recent research has suggested that gender has an influence on the development of PTSD and alcohol use disorders (AUD). In an article written by the Journal of Women’s Health, it attributes a higher PTSD rate in female veterans to a higher likelihood of sexual abuse/assault during their service (Maguen et al., 2012). This factor, along with the potential for being a part of a traumatic combat event, has caused the number of female veterans diagnosed with PTSD to surge past that of their male counterparts. Additionally, in this study, it was found that females were less likely to seek out treatment for their PTSD symptoms than males. 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