Selection tool use in Canadian tech companies: Assessing and explaining the research–practice gap.

Abstract

Hiring the right people at the right time is essential for the successful growth of any organization. Although organizational researchers have identified the most reliable and valid methods for selecting employees, many companies are not following these recommendations and are missing out on top talent as a result. In the present research we focus on the selection methods of tech companies using a two-study, mixed-methods design. In Study 1 we surveyed 120 tech company representatives who were knowledgeable about their company's hiring practices (e.g., HR professionals, CEOs, COOs). It was found that tech companies are far behind the science and tend to use selection practices known to be poor predictors of performance. In Study 2 we interviewed 18 tech company representatives (17 of which were from organizations that participated in Study 1) about the reasons their company uses their selection practices. We found that tech companies are not particularly concerned with reliability or validity and, instead, value efficiency and maintaining the status quo. Future research directions and practical advice to help tech companies better acquire talent are provided. Public Significance Statement(a) There is a substantial gap between the practices that tech companies are using to hire employees and the best available advice from the research literature; (b) tech companies can likely increase their chances of surviving and thriving by adopting more evidence-based selection tools and methods; and (c) many of the reasons that tech company representatives provide for using their chosen selection devices may be preventing them from seeking out better practices.

Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research

“…There were indications that increased experience in HR practice leads to more biased attitudes towards evidence-based personnel selection (Bezzina et al 2017). HR practitioners justified the use of certain selection procedures based on the applicant's suitability for the organization (e.g., compatibility with an organization's culture) rather than on validity concerns (Risavy et al 2021). However, other qualitative studies showed that HR professionals consider a variety of dimensions when deciding whether to conduct a selection procedure, but certain aspects seem to be of particular importance to them (e.g., generalizability-specificity of job characteristics, breadth of focus, fakability; König et al 2011).…”

“…This is consistent with other studies showing that HR practitioners value empirical evidence (e.g., Bailey 2022). However, the actual implementation is perceived as challenging due to difficulties in evaluating research results properly, lack of time, and limited access to journals (e.g., Risavy et al 2021). In this context, an early case study has shown that by encouraging close collaborations between HR departments and academic institutions, companies can effectively remove certain barriers and facilitate evidence-based change processes (Hamlin et al 1998).…”

“…Two previous reviews have either focused on a broader context of research-practice gaps (Tkachenko et al 2017), or on more theoretical aspects of the topic in HRM (Gill 2018). Furthermore, some empirical studies on the subject have only been published recently (e.g., Kirk et al 2023;Risavy et al 2021).…”