The Cambridge Handbook of Technology and Employee Behavior: a must-read

October 31, 2019 Nick Martin

Dr Seymour Adler, Dr Anthony Boyce, Dr Nicholas Martin and Rachel C. Dreibelbis have authored a chapter in the recently published Cambridge Handbook of Technology and Employee Behaviour. Find out why this is a must read for any talent professional.

future of talent assessment


Work samples, in-box exercises, role plays. They’re all well-established, widely used tools for employee selection and development and they’re deployed across a range of organizational sectors and sizes.  We already know that their predictive capability can be high and their acceptance by candidates often strong. But, with ever-rapid technological advances, what does the future hold for workplace simulation assessments and what do we need to be aware of?

I’m proud to have been invited to contribute my thoughts along with my esteemed colleagues, Seymour, Tony and Rachel.

The focus of our contribution

Our chapter sets out to review the current state of simulations and also to gaze into our crystal balls and see what the future holds for this type of talent assessment. We already know that they are a very engaging and valid assessment methodology.  However, we wanted to further examine how technological advances have not only changed the implementation and design of this type of assessment but have also dramatically improved participant experience and the streamlining of how simulation exercises are presented.  

Why the chapter is a ‘must-read’

There is something for everyone in our chapter. From practitioners and researchers, right through to hiring managers and even those in the IT/design community. Our goal was simple. We wanted to provide an overview of simulations, but we wanted to dig a little deeper below the obvious surface level information that is readily available so that all readers can find information that is relevant and beneficial to them. Plus, our crystal ball view of the future showcases what we consider to be a non-too distant future state that could change how we view assessments and their use in the human capital decision-making process.

The most important takeaway

The central tenet to our chapter is that of the continued power of simulations.

Simulations have been around since modern employment assessment started to take hold, and the basic premise still holds as one of our best methods for assessing performance.  While the technology and specific ways of designing and implementing simulations have evolved over time, the core principle of simulation use and the power they can bring to an organization’s decision making, holds true today and will do so long into the future.

The Handbook, edited by Richard Landers, a member of Aon’s Science Advisory Board, brought together experts from across multiple disciplines, focusing on the intersection of industrial-organizational (IO) psychology and technology to describe how technological change and assessment innovation have impacted the field of assessment.

To get your copy, you can order it here 

About the Author

Nick Martin

Dr. Nick Martin leads the Global Products & Analytics team, part of Aon’s Assessment Solutions Group and is responsible for the development of next generation assessment solutions and predictive analytics. He leads a team responsible for leveraging the latest science and practical findings to provide Aon’s diverse client base with assessment and analytical solutions that meet their hiring needs, helping to ensure their candidates’ experiences support their overall business mission and goals. Nick has extensive experience developing and implementing assessment-based hiring programs, as well as assessment tools including cognitive ability and personality tests, structured interviews, role-play-based simulations for positions spanning entry-level to C-suite executive roles, and 360-degree and high-potential leadership assessments. Prior to joining Aon, Nick worked as a Federal consultant for the U.S. Office of Personnel Management and served as a program manager for the USA Hire selection program and has also worked as an independent consultant. He received his Ph.D. in Industrial-Organizational Psychology and a M.A. in Human Resource Management from The George Washington University. He has co-authored book chapters and numerous articles published in academic journals and the popular press and presented at numerous professional conferences. In addition, he is a member of the Society for Industrial and Organizational Psychology, the Austin Area I-O Psychology Association, and the American Psychological Association.

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