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Human decisions, especially in management and personnel selection, are based on making judgments about people analytically and intuitively. Yet in business and scientific contexts, judgments are expected to be based on a rational analysis rather than intuitions or emotions. Intuition is often seen as something mystical that should not be trusted and thus eliminated from human decision-making. Our empirical and theoretical research shows that this is impossible when people are dealing with people. Instead, intuitions and emotions have significant power in the decision-making process. Neuroscience even shows that humans are incapable of switching off their emotions or intuitions when making decisions. Therefore, intuition and emotions as evolutionary achievements of human beings should be looked at more closely to use the wisdom they offer. This book provides an insight into the current state of research on rational-analytical procedures in personnel selection and complements this with research on intuitions and emotions in personnel diagnostics. By integrating scientifically verifiable rational-analytical decision-making procedures with the inner experiential knowledge of people, this book bridges two complementary ways of recognizing and making good decisions. It demonstrates how intuitions are developed and used in different fields of practice and cultures and how scientific research results from rational-analytical and intuitive-emotional selection procedures are successfully integrated by practitioners.

Employee selection --- Employee selection --- Psychological aspects. --- Technological innovations.

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Human decisions, especially in management and personnel selection, are based on making judgments about people analytically and intuitively. Yet in business and scientific contexts, judgments are expected to be based on a rational analysis rather than intuitions or emotions. Intuition is often seen as something mystical that should not be trusted and thus eliminated from human decision-making. Our empirical and theoretical research shows that this is impossible when people are dealing with people. Instead, intuitions and emotions have significant power in the decision-making process. Neuroscience even shows that humans are incapable of switching off their emotions or intuitions when making decisions. Therefore, intuition and emotions as evolutionary achievements of human beings should be looked at more closely to use the wisdom they offer. This book provides an insight into the current state of research on rational-analytical procedures in personnel selection and complements this with research on intuitions and emotions in personnel diagnostics. By integrating scientifically verifiable rational-analytical decision-making procedures with the inner experiential knowledge of people, this book bridges two complementary ways of recognizing and making good decisions. It demonstrates how intuitions are developed and used in different fields of practice and cultures and how scientific research results from rational-analytical and intuitive-emotional selection procedures are successfully integrated by practitioners.

Employee selection --- Psychological aspects. --- Technological innovations.

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"Learn to successfully use the dark triad in personnel selection: This book explores the theoretical basis and state of the art of research on narcissism, Machiavellianism, and subclinical psychopathy. It also answers complex questions on the structure of the Dark Triad and its measurement for practical applications. Learn about how people high in these characteristics can, on the one hand, experience individual career success and high work adaptive performance in specific fields and situations and, on other hand, present severe risks to others in the workplace with abusive and destructive leadership and counterproductive behavior. In addition, the author summarizes the legal and professional guidelines when assessing the dark personality characteristics of job applicants, examines the acceptance and social validity of such assessments, evaluates the available instruments, and makes recommendations for practical applications and further research. With the focus on practical applications, the book presents the development, quality, and application of a test to capture the Dark Triad in the workplace designed for use in organizations to capture the dark triad in the workplace. Concrete recommendations are given on how to use the characteristics narcissism, Machiavellianism, and subclinical psychopathy in personnel selection. Researchers and practitioners interested in applying the Dark Triad in personnel work will find this book full of valuable information on how to undertake legally compliant processes and how to utilize the great potential the Ddark tTriad these personality characteristics have in making decisions on aptitude."--

Employee selection. --- Machiavellianism (Psychology) --- E-books

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"Since the talent market has undergone major changes over the past 10 years, this will be a major rewrite of the 2007 edition of Hire with Your Head, not just a chapter refresher. We'll be adding some new chapters, reorganizing the flow, modernizing the core concepts, and discussing the impact of new technologies including how Artificial Intelligence is becoming a core component of the hiring process. Over the past few years, we have created a series of online training materials including self-paced courses, templates, scorecards and interview guides to help people master Performance-based Hiring. Some of this content will available via download for those who purchase the book including a number of free videos clarifying some of the critical points. These links will be included in the printed versions of the book and hot-linked in the Kindle version. Existing users of these training materials represent an instant market for the revised edition. The audience for the book will be hiring managers, recruiters, and HR and business leaders from all types of companies including small startups and large well-known organizations throughout the world. If there's anything we've learned about hiring, it is that while much has changed, much hasn't: Everyone still struggles with hiring top talent on a consistent basis. This book will address these issues, not by helping people be more efficient doing what everyone else is already doing, but rather by rethinking the process from the perspective of a top person and how he or she looks for a new job and how these people compare offers and select opportunities. This change in viewpoint represents the critical first step in hiring stronger talent. Bottom line: This book will be a hands-on practical guide for any hiring manager who wants to hire a great person and how the process can be scaled companywide"--

Employee selection. --- Employees --- Employment interviewing. --- Recruiting.

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Use this practical guide to understand what talent intelligence is and how to use it to make evidence-based organizational decisions and add business value.

Personnel management. --- Employee selection. --- Employees --- Rating of.