This study is based on a survey of 27 selection methods used by New Zealand personnel consultants in managerial selection. The results are consistent with those of other studies in personnel selection, which suggest that personnel consultants (like many personnel managers) do not always have an accurate perception of the validity of selection methods and frequently use selection methods with low levels of validity. The results of this study showed a small positive relationship between reported and perceived validities. As expected, the relationship between perceived validity and frequency of use was much stronger and was statistically significant. Yet on a method‐by‐method basis, only half were significant. A quite disturbing result was the strong negative and statistically significant correlation between use and perceived validity for only the most frequently used selection methods. Of the most frequently used selection methods, those with high reported validities are used relatively infrequently, while those methods with lower validities are used more frequently. Thus, when some personnel consultants are selecting managers for clients, they are regularly using selection methods which are of little or no value.