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A company’s success is significantly influenced by the professionalism and quality of decision-making, especially selecting decisions to hire suitable talent. The term “talent” can be taken to mean as someone who has talent (talent as the sum of one’s abilities) and someone who is a talent. Leadership talent makes a difference in organizational success, has the potential to succeed as a leader, and thus will hold corresponding pivotal positions. In this book, we focus on the selection and acquisition of leadership talent, since such talent is more difficult to find in the market and, at the same time, more challenging to select. Selecting these talented individuals is one of the most critical components of effective organizations (Church et al., 2015, p. 17). Hardly any other corporate decision has such significant effects on corporate success as talent selection. Recruiting and personnel selection are also the first steps in promoting capability building and creating successful teams. For example, Warren Buffet, renowned for his investing prowess, says, “I have only two jobs. One is to attract and keep outstanding managers to run our various operations” (Schwantes, 2019). This highlights the need for an effective and efficient personnel selection process and to improve the diagnostic performance of such procedures (Isson & Harriott, 2016, pp. 179–180). In addition, the increasing diversity of applicants, global competitiveness, and the lack of qualified personnel in specific labor and job markets also increase the importance of high-quality personnel selection processes. The Covid-19 pandemic has profoundly changed recruiting and especially personnel selection. Due to flexible working policies such as mobile and remote working, location no longer limits the talent pool, and thus, many recruiters have access to a broader pool of applicants. At the same time, virtual or video-based job interviews, digitally performed test procedures, case studies, or assessment centers have become the new normal. As shown in Chapter 8, digital instruments and methods, algorithms, and increasingly, AI, are used to support recruiting and selecting personnel. In many countries, candidates have several options in the labor market, and thus, companies are increasingly becoming applicants for well-suited candidates and have to sell and present themselves as attractive employers. The company’s reputation is essential to attract the right talent, and recruiters and selection managers must build a positive relationship with candidates, using their intuitions and emotions. Organizations are increasingly moving away from traditional post-and-pray recruiting and using active sourcing to attract the right talent via various recruiting channels. Related tasks such as recruiting analytics are becoming more critical. It is becoming increasingly essential to compile data about potential candidates, make it available at the push of a button, analyze it regularly, and draw the correct conclusion to act as effectively as possible, in the company’s interests. Recruiting analytics could be used to analyze and optimize the process steps continuously in applicant tracking systems. For example, key figures such as time-to-hire or cost per qualified applicant can be collected to draw appropriate conclusions and create added value for the business. As an example, global companies face the challenge of examining high-quality personnel selection procedures regarding their suitability for attracting (international) talent as well as considering the acceptance of such practices worldwide (König et al., 2010, p. 23). Therefore, in Chapter 7, the correlations between country cultures and the acceptance and use of rational-analytical and intuitive elements in personnel selection are discussed, in more detail. Selection decisions are based on judgments. According to Gerrig (2015, p. 322), judging is how people form opinions, reach conclusions, and critically evaluate events and people. Deciding is choosing between alternatives, selecting, and rejecting existing possibilities. Suppose these two terms are now related to personnel diagnostics. In that case, it can be seen that decision-makers form a personal opinion about the candidates and assess them analytically and intuitively during the application process – they make a judgment. The hiring managers then select one of the applicants for a role among several alternative candidates – they make a hiring decision.