Research evidence & success rates behind our methods

1. Cognitive ability is among the strongest predictors of job performance

Schmidt & Hunter (1998) synthesized 85 years of selection research. General mental ability (GMA) showed operational validity around r = .51 for job performance in medium-complexity jobs — often summarized as the single best (or among the best) predictors across occupations. Validity is typically higher for more complex professional and technical work (figures often cited near .56–.58 in that research tradition).

What that means for hiring: better ranking of applicants on cognitive/work-relevant problem-solving tends to raise average performance among those hired — especially when you can be selective.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology. Psychological Bulletin, 124(2), 262–274. https://doi.org/10.1037/0033-2909.124.2.262

2. Modern science still supports ability-related assessment — carefully

Sackett, Zhang, Berry, & Lievens (2022) revisited range-restriction corrections and argued many classic meta-analytic validities were overstated. Cognitive ability remains a meaningful predictor under more conservative assumptions; absolute coefficients are often discussed as lower than .51. Structured interviews remain highly competitive in this updated picture.

Sackett, P. R., Zhang, C., Berry, C. M., & Lievens, F. (2022). Revisiting meta-analytic estimates of validity in personnel selection. Journal of Applied Psychology, 107(11), 2040–2068. https://doi.org/10.1037/apl0000994

3. Person–job fit improves attitudes and reduces quit intent

Kristof-Brown, Zimmerman, & Johnson (2005) meta-analyzed 172 studies and 836 effect sizes. Person–job fit relates positively to job satisfaction, organizational commitment, and performance, and negatively to withdrawal behaviors and intent to leave.

Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00672.x

4. Structured evaluation beats unstructured gut feel

McDaniel et al. (1994) found structured employment interviews more valid than unstructured interviews (large multi-study base). Shared rating language and consistent questions improve prediction versus improvised “culture fit.”

McDaniel, M. A., Whetzel, D. L., Schmidt, F. L., & Maurer, S. D. (1994). The validity of employment interviews. Journal of Applied Psychology, 79(4), 599–616. https://doi.org/10.1037/0021-9010.79.4.599

5. Combining strong methods raises prediction

Schmidt & Hunter (1998) reported that pairing GMA with other strong methods (e.g., integrity tests or structured interviews) yields higher composite validity — often cited near r ≈ .63–.65 for top combinations. Real World Careers is designed as one structured input alongside interviews and experience — not a sole hire/reject score.

6. Economic utility of better selection

Schmidt & Hunter (1998) summarize utility research: the standard deviation of the dollar value of output across workers is often at least ~40% of mean salary as a lower bound. Superior workers (e.g., ~84th percentile) can produce substantially more than average — skilled/managerial bands often discussed with large percentage-output spreads. Valid selection methods therefore create large economic gains when applied at scale.

Use this to explain why signal matters. Plug your own salary and turnover for ROI — we do not invent a single dollar figure for every buyer.