the FFM of personality—in contrast to predictions raised adaptation to change as outcomes will become an important earlier in this table. Broad competencies, rather than specific selection topic. KSAOs, may become the focus in selection and recruitment. Which approach is more useful to a firm long term -- evaluating KSAOs that are specific to a job and context, or measuring those that are related to the ability to learn new skills and adapt to different environments? Recruitment and selection for the ability and willingness to continuously learn become more common. Few will be unaffected by global competition and Research on the sourcing, attraction, and selection of talent economic conditions. Different regions will become hubs for globally is needed. different types of talent (e.g., knowledge in developed What is the validity of recruiting and selection practices countries, labor in developing countries), requiring across cultures and countries? What are their organizations to source and hire talent globally. Some firms acceptability, predictiveness, and ROI? will also need to determine which employees can competently What variables predict success in international and willingly fill expatriate roles. Firms will increasingly assignments? need to cooperate with competitors, competing in some KSAOs are most related to being able to situations but partnering in other situations. simultaneously cooperate and compete? How do firms use recruitment to poach competitor talent? Disruptive technologies will radically transform industries. Research will increasingly be dependent on Competition will come not just from within an industry, but collaborations to balance rigor against relevance, from outside the industry. For example, vendors with speed, and cost. Current practice must inform recruitment and expertise in supply chain management or operations may start selection research so that it focuses on topics that currently to offer selection services; vendors with expertise in internet challenge practitioners. analytics may start to offer recruitment services. The If practitioners feel the science of recruitment and historical dominance of I-O psychologists in the field of selection (operationalized via journal publications) is personnel selection becomes challenged by those with not relevant for their work, what happens to the field of expertise in gaming, simulation design, or Big Data analytics. I-O psychology and the scientist-practitioner model? How can scientists and practitioners be effectively encouraged to collaborate? Research must the many alternative approaches to recruitment and selection that are being introduced by those without training in psychology. Regardless of whether these
the FFM of personality—in contrast to predictions raised earlier in this table. Broad competencies, rather than specific KSAOs, may become the focus in selection and recruitment. adaptation to change as outcomes will become an important selection topic. Which approach is more useful to a firm long term -- evaluating KSAOs that are specific to a job and context, or measuring those that are related to the ability to learn new skills and adapt to different environments? Recruitment and selection for the ability and willingness to continuously learn become more common. Few will be unaffected by global competition and economic conditions. Different regions will become hubs for different types of talent (e.g., knowledge in developed countries, labor in developing countries), requiring organizations to source and hire talent globally. Some firms will also need to determine which employees can competently and willingly fill expatriate roles. Firms will increasingly need to cooperate with competitors, competing in some situations but partnering in other situations. Research on the sourcing, attraction, and selection of talent globally is needed. What is the validity of recruiting and selection practices across cultures and countries? What are their acceptability, predictiveness, and ROI? What variables predict success in international assignments? KSAOs are most related to being able to simultaneously cooperate and compete? How do firms use recruitment to poach competitor talent? Disruptive technologies will radically transform industries. Competition will come not just from within an industry, but from outside the industry. For example, vendors with expertise in supply chain management or operations may start to offer selection services; vendors with expertise in internet analytics may start to offer recruitment services. The historical dominance of I-O psychologists in the field of personnel selection becomes challenged by those with expertise in gaming, simulation design, or Big Data analytics. Research will increasingly be dependent on collaborations to balance rigor against relevance, speed, and cost. Current practice must inform recruitment and selection research so that it focuses on topics that currently challenge practitioners. If practitioners feel the science of recruitment and selection (operationalized via journal publications) is not relevant for their work, what happens to the field of I-O psychology and the scientist-practitioner model? How can scientists and practitioners be effectively encouraged to collaborate? Research must the many alternative approaches to recruitment and selection that are being introduced by those without training in psychology. Regardless of whether these