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

How social influence can undermine the wisdom of crowd effect

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

Proceedings of the National Academy of Sciences

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

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

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

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