The Value of Personality Testing
An HR director and executive recruiter makes the case for using validated personality assessments, such as the Hogan method, as one tool among many in senior selection.
As an HR director and executive recruiter, I value all of the tools in the recruitment professional's armoury. The CV or application form, and in particular how these details relate to the person specification of the vacancy being applied for, are vitally important. The interview is, of course, the centrepiece of the process and is indispensable. We should also not forget the value of references, which often provide an illuminating third party view of candidates. However, let's focus on one additional tool that is often undervalued: the use of personality assessments.
Executive selection processes focus on three factors: first, does the candidate have the requisite skills and experience? Second, do they display reasonable levels of enthusiasm and motivation? Third, will they be a good cultural fit within the organisation, in terms of personality, attitude and general work style? Personality assessments have a significant role to play in providing insight into the second and third of these questions. That said, while there are many personality assessment tools on the market, all of which lay claim to providing useful personality and ability insights, some fail to predict performance as accurately as they promise.
There are many brands of personality assessment available, and most are valid and reliable enough for pre-employment screening purposes. Often they are based around the "Big Five" model of personality: openness to experience, conscientiousness, extraversion, agreeableness and neuroticism. Test results are best considered in light of the requirements of a given job role, rather than against any sort of singularly defined "top mark." Those undergoing these types of assessment should understand that the process sets out to understand, in broad terms, strengths and weaknesses, and that there are no right or wrong answers. Under no circumstances should job applicants try to guess their way to a "higher" score. Of course, that doesn't mean fakers won't try to manipulate test scores, but in my experience they soon get found out. Given there are no "right" answers, this type of subterfuge really is a waste of time. My advice to candidates is, to quote Shakespeare, "to thine own self be true." Take a deep breath and be yourself, because the thinking behind attempted score manipulation is completely flawed.
Of the many tools on the market, I have been impressed by the Hogan assessment method, which is based on forty years of validated research and aims to support organisations to select the right people, develop talented employees, build great leaders and improve performance. Hogan assessments use valid, robust questionnaires that get at the heart of personality and how it determines job capability, development opportunities and leadership potential at work.
As a pre-employment assessment tool, the Hogan Personality Inventory examines the "bright side" of personality, encompassing how a person behaves under normal circumstances, from social habits to thinking styles. The "dark side" examines what traits get in the way, exploring behaviours that emerge when an individual is under stress or pressure. These dark side traits can be overplayed strengths or uncharacteristic behaviours that, in extreme cases, can lead to career limiting decisions. Hogan testing also considers whether a candidate's core personal values will fit with the culture of the hiring organisation.
In my experience, quality assessment tools such as the Hogan method are valuable to both individuals and organisations. For job seeking candidates, the quality feedback provided can help facilitate strategic self-awareness, promoting understanding of work style behaviours, core values and derailment risks. In turn, this can help individuals manage their behavioural traits with a view to increasing success in the workplace. For organisations, Hogan testing identifies characteristics that may affect an individual's job performance, as well as their fit within a particular role, team or organisational culture. It is worth noting the Hogan approach can also be applied to developing existing employees, heightening self-awareness in high potential team members.
As you can tell from the tone of this article, I am a great advocate of personality testing. However, over-reliance can have disadvantages, as sometimes those with "mainstream" personality types receive a more positive reading, while left-field, creative, outside-the-box candidates who could potentially become excellent leaders might lose out due to conservatism among those doing the hiring. "We don't want that person coming in here and rocking the boat."
It is also worth highlighting the privacy risks where a test may reveal an anxiety condition the recruitment process is not designed to handle. The potential for discrimination against minority groups can be minimised by properly validating the leadership potential such a person can bring to an organisation. That said, the very best testing methodologies, administered by professionally trained staff, provide robust processes that minimise these risks.
Over the years I have weighed up the pros and cons of personality testing and concluded the tests should be used as a support tool rather than a decision making tool: they must be used in context, as part of a wider assessment program including interviews. In my view, the primary benefit of testing is the insight it provides into an individual's motivation, leadership style and other criteria essential to becoming an executive level leader.
My favourite quote on personality testing comes from users of the Hogan program, who humorously comment: "We are all pretty bizarre. Some of us are just better at hiding it, that's all."