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A Novel Approach to Job Matching and Related Legal Considerations

Arthur Gutman, PhD

This paper introduces a novel and unique way of connecting applicants and employers. The focus is on three factors: (1) the inherent weaknesses of current, traditional online methods of matching applicants and employers, (2) a superior system of matching offered by SuperCV, Inc. (see, and (3) implications of methods of applicant-employer/job matching for Equal Employment Opportunity (EEO) federal laws that proscribe discrimination in the workplace. has developed a system of targeted recruitment and job matching in which job applicants are assessed and verified for employers, and employers make choices from a restricted list of applicants. In other words, the approach turns the “sea” into a very small pond that provides a better chance for applicants to attract employers and a smaller, targeted list for employers to sift through. SuperCareer offers an intelligent job-matching system that uses predictive assessments to power proprietary ranking and matching algorithms. Their process meets EEO legal standards and offers protection against lawsuits via Title VII or the ADA.

Web-based Methods Of Assessing Experience, Education, And Training

Jonathan Levine, PhD

Those in the business of staffing today have relied heavily upon experience, education, and training. They are often the first and sometimes the only basis upon which employment decisions are based. Thankfully, we have seen in recent times much progress toward elucidating the measurement characteristics and validity of experience, education, and training, and we may soon be in a position to provide robust advice to those who would use such information in assessing candidates for positions in organizations. The Internet is now the most popular medium through which experience, education, and training information about candidates is shared. In recent years, many web-based companies have come into being that provide products and services to assist those looking for work and those searching for employees. This paper discusses traditional but outmoded methods (e.g., resumes) and new, innovative ways, such as the leading- edge approach developed by SuperCV, Inc. to evaluate and screen applicants. Legal considerations in the context of equal employment opportunity are discussed and future directions for Web-based screening are presented. The paper ends with a brief discussion of the need for additional empirical research.

Can Personality Predict Job Performance?

Suman Kalra

Should a job applicant with a good match to a job for knowledge, skills, and abilities (KSAs) not be the best fit to a company’s culture, it may set the hiring process back a few steps. Finding synergy in terms of temperament and culture and/or job fit is like the cherry on top of a very good mix of KSAs. Personality assessments may very well be the answer to this elusive combination. When there is a need to fill a particularly demanding job with specific requirements like ‘highly personable’ or ‘great closer’ or perhaps a leadership position requiring a ‘level-headed and calm’ individual who has ‘vision’, personality assessments can be very insightful. Hiring managers can make more informed decisions about the best person for the job (and company) by using not just resumes but also valid assessments to get a more nuanced view of an applicant. SuperCareer offers just such an assessment, My Personality, a “Big-5” personality assessment, as part of its intelligent job-matching platform.

The Value of Matching Job Seekers with Organizational Culture

Rawn Santiago

The notion of matching employees to organizations, based on various characteristics, was derived from person-environment (P-E) fit theory developed by Caplan and his colleagues in 1975. The P-E Fit theory consists of three subcomponents: (1) Person-Organization (P-O), (2) Person-Job (P-J), and (3) Person-Person Fit (P-P). This paper discusses the positive outcomes associated with hiring individuals based on P-E fit, specifically P-O and P-J fit. Further, empirical studies highlight that hiring decisions made when considering P-O and P-J fit show strong relationships with job satisfaction, organizational commitment, and intention to stay at the organization (i.e., loyalty). When individuals are most compatible with the coworkers they work closely with (i.e., P-P fit) they tend to be more satisfied with coworkers and their supervisors. Using a proprietary P-O/P- J fit assessment, SuperCareer can quickly match employers and candidates efficiently and effectively, and further, identifies and recommends mutually advantageous relationships between employers and employees that will stand the test of time.

Applicant Job and Company Fit: The Attraction Selection Attrition Model

Rawn Santiago

Against popular belief, people do not simply gravitate towards specific companies by chance. Instead, people apply to those to which they are attracted. Individuals often choose organizations based on their work preferences, desires, and goals. From an organization’s standpoint, individuals who apply to their open jobs tend to be more like the organization’s employees. Since the selection process is highly influenced by a company’s culture, the individuals hired from this selection process tend to be even more like the current employees. Employees will self-select out if their organization fails to align with their work preferences, desires and goals. This phenomenon is called the Attraction Selection Attrition (ASA) model (Schneider, 1987). To assist with the attrition issue prevalent in many organizations, SuperCareer provides a variety of selection assessments that reduce the degree of error associated with the applicant-screening process. This will help ensure that candidates who are selected are likely to have a good organizational and/or job fit, potentially leading to greater satisfaction and successful job performance.

Improving The Selection Process Through The Use of Assessments

Daniel Borakove

The use of predictive assessments in the selection process is important because it provides hiring managers with valuable information to help them choose who may be the best-fitting candidate for both the company and a specific job. Presently, many hiring decisions do not use readily-available objective measures, such as assessments, but instead rely on subjective measures like resumes or even intuition. Shifting from the use of subjective measures to objective measures, such as validated assessments, is of utmost importance to an organization in which a poor selection decision can result in the loss of time, money, and resources. This paper describes personnel assessment, how it is implemented, and the facets that make assessments an extremely beneficial part of the initial screening and overall hiring process. Finally, the paper highlights how SuperCareer utilizes predictive assessments within its intelligent job-matching platform to help companies identify and ultimately select the top candidate.

The Importance of the Validation of Assessments

Daniel Borakove

Validation is of utmost importance when developing assessments, because there must be evidence that your assessment is job relevant, predictive of performance, and measures what you are stating it does. For both legal purposes, as well as assessment rigor, a validation process must be implemented. The process begins with first understanding the four components of validity which are (1) internal, (2) external, (3) statistical, and (4) construct. To ensure these functions are accurately represented in any assessment, we at SuperCareer follow a very specific procedure. The procedure consists of, but is not limited to, a literature review, an evaluation of the initial draft of the assessment, and both data collection and statistical analysis. While this can be a very time consuming process, it is held to the highest standard to ensure that every assessment we offer to customers on our intelligent online platform is of the highest quality.

Emotional Intelligence

Suman Kalra

The last decade has witnessed a changing trend with regard to leadership in organizations. Not only are leaders expected to be highly skilled and knowledgeable in their jobs, but they must also have a certain charisma that appeals to their followers. They must be able to inspire those around them to invest their energies in discretionary effort and go the extra mile. Among the gamut of things that makes someone a good leader, Emotional Intelligence is one of those vital abilities that underscores the true value of great leadership.


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