How to Hire?

The research and practice of psychology have significantly contributed to various areas within the field of work, but among them, selection is arguably the most impactful and widely applied. Given psychology’s strong foundation in measurement and assessment, it is no surprise that psychologists are regarded as experts in designing and validating high-quality selection and recruitment processes.

Traditionally, selection has focused on matching individuals to the requirements of specific jobs. However, over time, the field has evolved to explore not only the suitability of candidates but also how jobs themselves can be adapted to expand the potential talent pool. Without delving into excessive complexity, this article will discuss two fundamental principles that underpin selection procedures in any organisational setting.

Principle 1: Individual Differences Matter

One of the core principles of selection is that individuals vary in their aptitude, skills, and other job-related qualities. This seemingly simple yet essential concept leads to a crucial realisation—people are not equally suited to all jobs. As a result, well-structured selection processes can yield significant benefits for organisations by ensuring a better fit between individuals and roles.

To achieve this, scholars strongly advocate for the development of competency models and person specifications before job advertisements are made. Employers can do this by gathering input from high-performing employees or consulting industry experts to identify the key attributes that contribute to success in a given role. By defining these competencies in advance, organisations can streamline their hiring processes and improve their chances of securing the right talent.

Principle 2: Past Behaviour Predicts Future Behaviour

The second principle asserts that an individual’s future performance can, at least in part, be predicted based on their past and current behaviour. This principle is fundamental because it allows organisations to make informed hiring decisions based on evidence rather than intuition.

For individual businesses, designing predictive selection tools from scratch can be time-consuming and costly, which is why leading consultancy firms invest heavily in developing and refining such tools. To ensure reliability, these methods should first be tested on existing employees, allowing for necessary adjustments before being deployed at scale. Once validated, these selection tools can deliver significant returns on investment, particularly in industries where job roles remain relatively stable over time.

In essence, effective selection processes are built upon two key psychological principles: recognising individual differences and leveraging past behaviour to predict future performance. By applying these principles, organisations can enhance their recruitment strategies, ensuring a better match between candidates and roles while maximising overall workforce efficiency. As the field continues to evolve, selection will not only remain a cornerstone of organisational success but will also shape the future of work by integrating more dynamic and inclusive approaches to talent acquisition.