- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
This chapter examines the commonly held misconceptions or myths surrounding assessment and selection of upper-management positions. Specifically, it is suggested that (1) more information about a candidate is not always better; (2) executive assessment should be more science than art; (3) tests do indeed work for upper-management assessment; (4) assessors do not need to reach consensus on candidate qualities; and (5) interviews make little difference. It is suggested that one of the most difficult challenges for people charged with selecting upper management is accepting mistakes as inevitable.
Scott Highhouse is a professor and Ohio Eminent Scholar in the Department of Psychology, Bowling Green State University. Scott is the founding editor of the journal Personnel Assessment and Decisions. He has been named a Fellow of the American Psychological Association, the Association for Psychological Science, and the Society for Industrial-Organizational Psychology. Scott formerly worked in organizational development at Anheuser Busch Companies in St. Louis, Missouri. His primary areas of expertise are assessment/selection for employment, and human judgment/decision making. His work has been featured in the popular press, including the Washington Post, Wall Street Journal, Fortune, The Guardian, and The Boston Globe.
Margaret E. Brooks is an associate professor in the Management Department at Bowling Green State University. She earned her PhD in Industrial-Organizational Psychology in 2004, from Bowling Green State University. She is a member of the Academy of Management, the Society for Industrial and Organizational Psychology, and the Society for Judgment and Decision Making. Her research focuses on applying behavioral decision research to solve organizational problems. She is interested in how decision making affects the organizational staffing process—including recruitment, attraction to the organization, job choice, and employee selection. She also is interested in employee well-being issues related to meaningful work and women’s employment. Her work has been published in top journals in the field, including the Journal of Applied Psychology and the Journal of Management.
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