Why Personnel Selection Should Target Job Performance AND Well‐Being

ABSTRACT In this “Provocation Article”, we argue that the sole focus of personnel selection research and practice on job performance criteria represents a substantial limitation. While job performance remains a key outcome, employee well‐being is also relevant—both as an intrinsic value and as a predictor of important organizational outcomes such as turnover, absenteeism, and citizenship behavior. Given the solid evidence on individual differences and work‐related factors that influence employee well‐being, and drawing on ethical, legal, and economic arguments, we call for a paradigm shift: Well‐being should be treated as an explicit criterion in personnel selection. We outline five practical pathways for integrating well‐being into selection systems, including the use of well‐being‐related traits (which should be carefully matched to job‐specific demands), person–environment fit approaches, simulation‐based tools, communicating well‐being priorities to applicants, and using selection insights to inform onboarding and support. We also discuss four key challenges, such as the risk of discriminatory practices, balancing multiple criteria, and faking. Finally, we sketch a research agenda to guide future work on well‐being‐focused selection. Overall, we advocate for multi‐criteria selection systems that promote not only organizational performance but also human flourishing.