It’s possible to consistently run an employee selection system at a yield that provides a nine in ten chance of success. If winning in the marketplace is tied to the talents and abilities of people on the team, who wouldn’t want such a guarantee?

What happens when organizations use tests with low validity (e.g. personality style assessments) to make employee selection decisions that have long-term consequences for an organization?

“Why do robust employee selection systems need to be based on the use of sound practices and established principles?”