Gerbil: *Sigh* I feel I failed the test I just took for this job.
Hermie: Oh, don’t worry. It’s a personality test – you simply can’t fail it. It’s less of a test and
more of an assessment to let us know how you think and act at work.
Gerbil: Whew! Thanks, Hermie. I feel better. (Hermie’s phone rings.)
Hermie: Answers his phone, “Hi Boss Betta, what’s on your mind?”
Boss Betta: Hermie, we can’t hire that last candidate. He failed the personality test. (Hermie grimaces.)
Lesson: The Role of Personality Assessments in Hiring and Development
Personality assessments are valuable tools, but they are not “tests” with pass or fail outcomes. Instruments like the Predictive Index (PI) or other personality assessments aim to provide insights into how individuals think, act, and work best. These tools are designed to assess fit for specific roles or team dynamics, not to disqualify candidates outright without further evaluation.
In Hermie’s story, the humor arises from the misconception that someone can “fail” a personality test—a misunderstanding that can undermine the purpose of these assessments. Employers must recognize the following when utilizing personality assessments:
- Assessments are Not Absolutes: Tools like the PI or Culture Index provide data points, not definitive judgments. They offer a lens through which to view a candidate’s potential fit within a role or organization. A low score or an unexpected result doesn’t inherently disqualify a person—it highlights areas for deeper conversation and exploration.
- Validity and Reliability Matter: For personality assessments to be effective, they must be based on valid and reliable methods. These qualities ensure the tool measures what it claims to measure and does so consistently across contexts and populations. Employers should choose assessments backed by evidence and validated through rigorous scientific research.
- Context is Crucial: No single assessment result should be the sole determinant of a hiring or promotion decision. A multi-faceted approach—combining interviews, skills tests, references, and assessments—provides a more comprehensive picture of a candidate. This approach reduces the risk of overlooking talented individuals who may not conform to expected personality norms but bring unique strengths to the role.
- Avoid Overreliance: As demonstrated in the anecdote about being disqualified due to a PI score, overreliance on assessments can lead to poor hiring practices. Leaders should view assessments as one piece of the puzzle, not the whole picture.
- Leverage Results for Development: Assessments are most valuable when used for growth, team alignment, and identifying strengths—not just for screening. By using these tools to foster understanding and build on an individual’s natural inclinations, organizations can create thriving teams and cultures.
Evidence-Based Best Practices
Research in Industrial-Organizational Psychology highlights that personality assessments should complement other hiring methods, not replace them (Chamorro-Premuzic & Furnham, 2010). The Kirkpatrick Model of Training Evaluation and Goal-Setting Theory (Locke & Latham, 1990) emphasize integrating assessments into broader frameworks to measure impact and ensure alignment with organizational goals. Tools like the PI can guide this alignment when used responsibly.
By focusing on holistic evaluation and understanding the strengths and limitations of these tools, organizations can avoid the pitfalls exemplified by Boss Betta while building stronger, more cohesive teams. Let’s leave behind the outdated notion of “failing” a personality test and embrace assessments as part of a thoughtful, multi-faceted hiring strategy.
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