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Executive Selection—What's Right … and What's Wrong

Published online by Cambridge University Press:  07 January 2015

George P. Hollenbeck
George P. Hollenbeck*
Affiliation:
Hollenbeck Associates
*
E-mail: [email protected], Address: Hollenbeck Associates, 109 Whippoorwill Drive, Livingston, TX77351
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Abstract

Although recent reviews of executive selection have catalogued much that we as industrial–organizational (I–O) psychologists are doing right in our research and practice, we are confronted with the facts that executive selection decisions are often, if not usually, wrong and that I–O psychologists seldom have a place at the table when these decisions are made. This article suggests that in our thinking we have failed to differentiate executive selection from selection at lower levels and that we have applied the wrong models. Our hope for the future lies not in job analyses, developing new tests, meta-analyses, or seeking psychometric validity, but in viewing executive selection as a judgment and decision-making problem. With the right focus, applying our considerable methodological skills should enable us to contribute toward making better judgments. When we have a better mousetrap, organizations (if not the world) will beat a path to our door.

Type
Focal Article
Information
Industrial and Organizational Psychology , Volume 2 , Issue 2 , June 2009 , pp. 130 - 143
Copyright
Copyright © Society for Industrial and Organizational Psychology 2009 

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