The majority of employee selection research is focused on the development, assessment, and relative predictive efficacy of predictor constructs and methods (e.g., Schmidt & Hunter, 1998). Also receiving considerable research attention are validation support for selection strategies (Schmitt & Sinha, 2011) and applicant reactions to selection systems (Hauskenecht, Day, & Thomas, 2004). Comparatively less work, however, has focused on the decisions that employers make during the selection process. This is despite the fact that virtually all employee selection scenarios come down to decisions about applicants, such as the decision to invite an applicant for an on-site interview, to reject the candidate from further consideration, or to make an employment offer. Thus, the lack of attention to the specific decisions is somewhat unfortunate, both from a scientific perspective and a practical one. Fortunately, there is an enormous amount of research within the area of judgment and decision making (JDM) that has already begun to provide much insight into employee selection. JDM is an exciting and interdisciplinary field that is highly relevant to employee selection decisions (e.g., Highhouse, 1997, 2001; Dalal, Bonaccio, Ilgen, Highhouse, Mohammed, & Slaughter, 2010). The goal of this chapter is to summarize what we know about decision making that can help us to understand why selection decision makers behave the way they do, as well as the outcomes that result from such behavior. The chapter is divided into three sections. In the first section, we outline some strategies that selection decision makers use and why they use them. People tend to place substantial weight on intuitive judgment, despite a preponderance of evidence that shows that the performance of statistical formulas far exceeds the performance of intuition for predicting job performance (Kleinmutz, 1990). We offer several reasons for why this occurs. In the second section, we discuss some negative consequences of relying on intuition. Finally, in the third section, we discuss some practical considerations: How can we improve employee-selection decision making? We discuss how research findings might be communicated in a manner that is more persuasive to hiring managers, as well as our ideas about how to compensate for the fact that managers are unlikely to fully surrender their use of intuition when making selection decisions.