Research Library

New Talent Signals: Shiny New Objects or a Brave New World?

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

Has Industrial-Organizational Psychology Lost Its Way?

This paper argues that as a field, industrial and organizational psychology (I-O) is failing at its central purpose of providing evidence-based solutions to real-world management problems.

Deniz S. Ones, Robert B. Kaiser, Tomas Chamorro-Premuzic, and Cicek Svensson

Society for Industrial and Organizational Psychology

A meta-analysis of positive humor in the workplace

This paper examines the role of positive humor in the workplace through a meta-analysis of 49 different studies.

Jessica Mesmer-Magnus, David J. Glew, and Chockalingam Viswesvaran

Journal of Managerial Psychology

Are Applicants More Likely to Quit Longer Effect of Assessment Length on Applicant Attrition Behavior

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

Validity and Utility of Alternative Predictors of Job Performance

This study examines the emergence of star performers—a few individuals who contribute the majority of output—and what it means for business.

John E. Hunter, Ronda F. Hunter

Psychological Bulletin, American Psychological Association

Discretion in Hiring

This study is the first to empirically assess the value of discretion in hiring. The results were consistently worse job outcomes where managers exercised more discretion.

Mitchell Hoffman, Lisa B. Kahn, and Danielle Li

National Bureau of Economic Research

Confidence in Judgment: Persistence of the Illusion of Validity

This study examines the “illusion of validity”—the confidence humans have that we make accurate judgments even though the data proves we don’t.

Hillel J. Einhorn and Robin M. Hogarth

Psychological Review, American Psychological Association

Stubborn Reliance on Intuition and Subjectivity in Employee Selection

This study examines the implicit beliefs that keep organizations from adopting tools to help them make hiring decisions—aids like tests, personality assessments, and other performance predictors.

Scott Highhouse

Society for Industrial and Organizational Psychology

Ready to make hard hiring decisions easier?

Book a time to connect
Book a demo
Or Call: 480-613-3470