Abstract
Personality and intelligence have a long history in applied psychology, with research dating back more than 100 years. In line, early developments in industrial-organizational psychology were largely founded on the predictive power of personality and intelligence measures vis-à-vis career-related outcomes. However, despite a wealth of evidence in support of their utility, the concepts, theories, and measures of personality and intelligence are still widely underutilized in organizations, even when these express a commitment to making data-driven decisions about employees and leaders. This paper discusses the value of personality and intelligence to understand individual differences in career potential, and how to increase the adoption of theories and tools for evaluating personality and intelligence in real-world organizational contexts. Although personality and intelligence are distinct constructs, the assessment of career potential is incomplete without both.
Highlights
Within the social sciences, few constructs have demonstrated as much real-world utility as personality and intelligence, when it comes to predicting and explaining individual differences in career-related outcomes [1]
Consider that in Human Resources (HR) there are approximately 40 million assessments sold per year—not all valid—yet an estimated 4 billion people work in the world [5]
It is safe to assume that most people go through their careers without ever having their personality or intelligence assessed, at least not through commercial tools
Summary
Few constructs have demonstrated as much real-world utility as personality and intelligence, when it comes to predicting and explaining individual differences in career-related outcomes [1]. In an age when it is habitual for organizations across all industries to embrace a data-driven approach to making career-related decisions on their prospective and current employees, the use of scientifically-defensible personality and intelligence tools is far from widespread [4]. The most common approach for vetting the career potential of external candidates is the job interview, which is less predictive, more expensive, and more time-consuming than state-of-the-art psychometric assessments
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