The resurrection of vocational interests in human resources research and practice: Evidence, challenges, and a working model

Abstract

AbstractA large number of studies conducted over the past two decades reconsidered and supported the validity of vocational interests for predicting a range of important work outcomes. Yet to date, interests remain relatively underused in professional settings, in part because discussions of why, how, and where to use interest assessment tools in an evidence‐based manner are lacking and often incomplete. In this article, we briefly review and summarize the available evidence to then further discuss ways in which interest assessment can support various stages of the human resources (HR) cycle, including recruiting, selecting, retaining, and developing employees. From this overview, a number of challenges and apparent paradoxes are derived when working with interests, which may hinder the effective application of these assessments. Therefore, we propose a new working model that treats interest assessments both as “select‐out” and “select‐in” tools, to identify personal attributes that can either be “must‐haves” for an organization in the short term, but at the same time can represent “unique potential” for that organization in the long term. Throughout the text, we also discuss where additional research is needed to further substantiate the use of interests in the HR cycle.