![]() ![]() A higher expression of general intelligence appears to lead to higher performance in all occupations. Meta-analyses show a higher correlation during training ( r = 0.63) than after training ( r = 0.55), but intelligence remains the best predictor of job performance even with increasing work experience (Schmidt and Hunter, 2004). Numerous meta-analyses show a positive relationship between intelligence and job performance (Hunter, 1986 Schmidt and Hunter, 1998 Gottfredson, 2003 Kuncel et al., 2004 Schmidt, 2009 Wai, 2014 Schmidt et al., 2016 Murtza et al., 2020), where the strength of the relationship may be overestimated due to the methods used (Richardson and Norgate, 2015). ![]() Individuals with higher intelligence are more likely to advance professionally and earn higher incomes (Schmidt and Hunter, 2004 Schmidt, 2009). Furthermore, positive correlations of intelligence with occupational status, income, and occupational success are shown (Gottfredson, 2003). Individuals with a higher IQ choose more challenging and socially recognized occupations (Gottfredson, 2003 Schmidt and Hunter, 2004 Herrnstein and Murray, 2010) and intelligence correlates most strongly positively with investigative as well as weakly positively with realistic and weakly negatively with social occupational interest (Sparfeldt, 2006 Pässler et al., 2015). In general, there is a (positive) relationship between intelligence and various aspects of the occupation, in particular occupational choice, occupational status, occupational performance, and occupational satisfaction. Based on these findings, implications for practice as well as further research are discussed. Moreover, possible differences between female and male gifted individuals and gifted and non-gifted individuals are analyzed. ![]() Results are shown in general for (a) the employment situation and more specific for the occupational aspects (b) career, (c) personality and behavior, (d) satisfaction, (e) organization, and (f) influence of giftedness on the profession. This systematic literature review examines 40 studies with a total of 22 job-related variables. However, previous findings on the occupational situation of gifted adults are mainly known from popular scientific sources in the fields of coaching and self-help groups and confirm prevailing stereotypes that gifted people have difficulties at work. Gifted and highly intelligent individuals should therefore be successful in their careers. Second, the present study contributes to research on giftedness and research on gifted individuals without work (Emans, Visscher & Nauta, 2017) by examining how gifted adults experience an AC.A person's intelligence level positively influences his or her professional success. First, the present study contributes to the research on personnel selection methods by adopting an applicant/participant perspective on a popular personnel selection method (i.e., the AC). The present study contributes to the existing literature in two ways. The inductive data analysis of the transcripts resulted in the following five categories that influence the way gifted adults perform in, and experience, an AC: ‘artificial/role play’, ‘need for authenticity’, ‘need for autonomy’, ‘different way of thinking’, and ‘not being understood’. Data was collected through semi-structured interviews with nine gifted adults, after which the obtained data was analyzed and coded using an inductive analysis approach (Thomas, 2006). The present study provides insight in what and how typical characteristics of gifted adults influence the way gifted adults perform in, and experience, an AC. Despite the growing popularity of the assessment center (AC) method, no prior studies have investigated how gifted adults experience an AC or whether an AC is a valid method for the selection of gifted job applicants. It therefore is important for organizations to properly recognize the characteristics and talents of gifted adults during a personnel selection process. Prior research on giftedness points out that gifted adults can be of great value for organizations as their typical characteristics allow them to provide unique and significant contribution to innovation in organizations (Nauta & Ronner, 2008 Corten, Nauta & Ronner, 2006). ![]()
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