In contemporary organizations, Human Resource Management (HRM) increasingly relies on assessment processes to evaluate leadership potential, behavioural competences, and alignment with organizational values. However, traditional assessment tools—such as self-report questionnaires, structured interviews, and role-playing exercises—primarily capture deliberate and consciously controlled responses, leaving a significant portion of behaviour underexplored, particularly under conditions of ambiguity and time pressure.
This paper proposes a shift in perspective by conceptualizing assessment as a knowledge creation process, in which behaviour is interpreted as a form of tacit knowledge. Drawing on Knowledge Management (KM) theory, the study argues that many critical competences—such as ethical judgment, decision-making under pressure, and interpersonal sensitivity—emerge through action rather than articulation and therefore cannot be fully captured through conventional HR instruments.
To address this limitation, the paper explores the role of neuro-immersive technologies, integrating Virtual Reality (VR) and Artificial Intelligence (AI), as assessment infrastructures capable of eliciting and capturing behavioural knowledge in context. Through immersive simulations enriched with behavioural triggers and AI-driven analytics, these systems allow organizations to observe spontaneous decision-making patterns and transform them into actionable knowledge.
Empirically, the study adopts a qualitative multiple-case approach, analysing two neuro-immersive assessment implementations conducted in large Italian organizations, involving approximately 200 participants. The first case focuses on value-based assessment, highlighting discrepancies between declared organizational values and actual behaviours. The second case examines behavioural potential assessment, revealing latent dimensions of individual performance and development needs.
The findings support a conceptual model in which simulation design variables activate cognitive-emotional processes, leading to observable behavioural outputs that can be externalized as organizational knowledge. The study contributes to KM and HRM literature by reframing assessment as a mechanism for knowledge generation and organizational alignment.
From a practical perspective, the paper provides insights into how immersive technologies can enhance HR practices while emphasizing the importance of ethical governance, transparency, and reflective feedback processes. Ultimately, the study argues that sustainable organizations depend not only on technological advancement but on their ability to transform behavioural evidence into shared knowledge.