Hough (1998) illustrated the benefits of two UV scale-based strategies using samples of job applicant in three different contexts: a telecommunications company, a metropolitan police department, and a state law enforcement agency. The conclusion was that both strategies reduced the effects of international distortion without having a detrimental effect on criterion-related validity. However, some caveats are in order (Hough, 1998) First, these strategies can be implemented only in large organizations. Second, these strategies should not be used if UV scores correlate with performance scores. Third, if the personality scale in question is not correlated with UV scale, then the strategies should not be implemented. Finally, specific contextual circumstances should be taken into account to assess whether the use of UV scale-based corrections would be appropriate in specific settings and specific job applicants. The importance of taking these caveats into account and the vulnerability of using UV scale-based corrections were confirmed by a study by Hurtz and Alliger (2002), who found that individuals who were coached to “fake good” were able to fake a good impression and also avoid endorsing UV scale items.