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date: 19 August 2019

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.

Keywords: selection, executive assessment, talent, talent management, assessment

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