“…If the higher estimates are accurate instead of inflated, there should be little benefit of adding established performance predictors, such as interest congruence or person-organizational fit (Nye et al, 2017; van Vianen, 2018) or network and mentoring opportunities (Wai & Rindermann, 2017). Similarly, alternative forms or methodologies should show negligible effect as well as improvements in how each of these is constructed or administered, such as scale development or using machine learning in combination with item-level analysis (e.g., focusing on working memory; Larson et al, 2018; Mõttus & Rozgonjuk, 2021; Revelle et al, 2021), as each of these would be competing for the increasingly trivial remaining variance. Finally, all the previous examples simply tap into general human capital, meaning we still need to leave variance for firm-specific knowledge, skills, and abilities (Molloy & Barney, 2015) or consider them amazingly as irrelevant.…”