When organizations spend millions of dollars on selection programs, return on investment becomes paramount. New research shows that we can improve our ability to predict job or training success when using tests of specific cognitive abilities, as long as these abilities are aligned with the actual job requirements.
Cognitive testing has long been used for selection procedures in order to ensure hiring suitable applicants. But this method has also discriminated against minority groups, ultimately affecting organizational diversity. A recent study investigated how sophisticated weighing techniques for specific abilities related to a job could increase diversity while still ensuring the right hire.
Job interviewers often have two goals in mind when meeting an applicant and conducting a job interview: Evaluate the candidate’s fit for the company or position, and “sell” the job to the prospective employee. A new study shows how this “selling orientation” negatively impacts interviewers’ judgment, suggesting a separation of the attraction and evaluation processes.
In the past, the advent of greater access to computers and the Internet inexorably changed the methods by which organizations recruited talent, and also the way in which possible hopefuls searched for and applied to these organizations. A new study suggests that assessment via mobile phone could be the wave of the near future.
From a statistical point of view, a perfectly reliable interview is one in which interviewees and interviewers react identically to identical situations: interviewees answer the same question the same way every time, and interviewer interpret, evaluate, and rate identical responses identically. But is this really an ideal interview process from a real-world perspective?
We know that the compatibility between an employee and their work environment is critical. Good fit tends to lead to better attitudes, improved job performance, and lower turnover. But in a global economy, it isn’t safe to assume that all cultures value fit and compatibility in the same ways. In fact, they don’t.
Does a candidate’s feelings about a company’s selection testing process affect their job performance, if hired? According to a new study, the answer to this question is: Yes. Does that mean you need to redesign your selection tests? Probably not. However, there are factors to be aware of when developing or administering a selection test.
What matters most: what you say or what you do? If you are an interviewer, it turns out that what you do – your behaviors, as well as the actual interview process – has more impact. Candidates want to work in an environment that’s a good match for their personality. If prospective employees feel they are a good fit for the company’s culture, it can make or break job offer acceptance!
For some employees, providing service with a smile can be depleting act of emotional labor. A new study explains why a highly emotional service worker might be the best service worker.
Studies have told us that conscientiousness and job performance are related with conscientious employees preforming better. But is that true is all cases? Does a conscientious CEO offer as much, in terms of increase performance, as a conscientious check-out clerk? What Shaffer and Postlethwaite found may surprise you.