Situational judgment tests (SJTs) occasionally fail to predict job performance in criterion-related validation studies, often despite much effort to follow scholarly recipes for their development. This commentary provides some plausible explanations for why this may occur as well as some tips for SJT development. In most cases, we frame the issue from an implicit trait policy (ITP) perspective (Motowidlo, Hooper, & Jackson, 2006a, 2006b) and the measurement of general domain knowledge. In other instances, we believe that the issue does not have a direct tie to the ITP concept, but our experience suggests that the issue is of sufficient importance to include in this response. The first two issues involve challenges gathering validity evidence to support the use of SJTs, and the remaining issues deal more directly with SJT design considerations.

As pointed out by Hyland, Lee, and Mills (2015), the most prominent effect of mindfulness is a significant decrease in experienced stress levels, and one of the most popular mindfulness interventions is mindfulness-based stress reduction. When it comes to psychological stress, desirable outcomes are both expected and documented for employees who adopt a mindful approach to work. But how are these beneficial effects happening, exactly?

I-O psychologists often face the need to reduce the length of a data collection effort due to logistical constraints or data quality concerns. Standard practice in the field has been either to drop some measures from the planned data collection or to use short forms of instruments rather than full measures. Dropping measures is unappealing given the loss of potential information, and short forms often do not exist and have to be developed, which can be a time-consuming and expensive process. We advocate for an alternative approach to reduce the length of a survey or a test, namely to implement a planned missingness (PM) design in which each participant completes a random subset of items. We begin with a short introduction of PM designs, then summarize recent empirical findings that directly compare PM and short form approaches and suggest that they perform equivalently across a large number of conditions. We surveyed a sample of researchers and practitioners to investigate why PM has not been commonly used in I-O work and found that the underusage stems primarily from a lack of knowledge and understanding. Therefore, we provide a simple walkthrough of the implementation of PM designs and analysis of data with PM, as well as point to various resources and statistical software that are equipped for its use. Last, we prescribe a set of four conditions that would characterize a good opportunity to implement a PM design.

The concept of mindfulness has become the topic of heated debates among scholars and practitioners alike. Hyland, Lee, and Mills's (2015) focal article has an ambitious goal: distilling how mindfulness fits into workplace research and practice. This is laudable, and we are pleased that the authors are providing a review of the many ways in which mindfulness may benefit employees and organizations. Unfortunately, the authors fall short of their aspiration to produce a comprehensive overview of the link between workplace mindfulness and performance. We outline three points that we find may have helped the authors achieve their main objective.