Using 1,500 employees across 214 firms, the researchers calculated the probability that a salesperson would be promoted to a management role based on their past performance, then compared it to their performance as a manager.
The digital revolution has produced a wide range of new tools for making quick and cheap inferences about human potential and predicting future work performance. However, there is little scientific research on many of these new assessment methods, which leaves human resources managers with no evidence to evaluate how useful they actually are.
Tomas Chamorro-Premuzic, David Winsborough, Ryne A Sherman, and Robert Hogan
Society for Industrial and Organizational Psychology
The “wisdom of the crowd” effect is the finding that the average estimate of a group can be more accurate than the estimate of an expert. This study discovered that even mild social influence can undermine the wisdom of the crowd effect in simple estimation tasks.
Jan Lorenz, Heiko Rauhut, Frank Schweitzer, and Dirk Helbing
This study examines how pre-employment assessment length affects the rate at which job applicants opt out of the assessment phase. To evaluate the tradeoff between reliability and attrition, the authors used data from 69 selection systems and over 220,000 job seekers.
Jay H. Hardy III, Carter Gibson, Matthew Sloan, and Alison Carr
Journal of Applied Psychology, American Psychological Association
This paper explores the unrealized potential of artificial intelligence in human resource management and suggests how progress might be made. The authors identify several key challenges with using data science techniques to enhance HR practices.
Prasanna Tambe, Peter Cappelli, and Valery Yakubovich