This article is provided by the California Management Review. One of the clearest lessons to emerge from decades of research on personnel selection is that the traditional face-to-face job interview is terrible for predicting future job performance. The sad truth is that no selection tool is perfect, and future performance cannot be predicted precisely, but the traditional interview is particularly bad. Fortunately, it is easy to improve the predictive validity of the job interview by structuring it around hard-to-fake tests of key skills and abilities that actually predict future performance. There are also other tools as accurate as a structured interview and substantially less expensive to administer.

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-CMR662

発行日：2017/11/1

登録日：2018/3/15