Category Archives: HR Assessments

  • 0

How MBTI Can Help You Hire Smarter

The Myers-Briggs Type Indicator, frequently shorted to MBTI, is the most common and most popular personality test in the world. With some estimations suggesting 89 of the Fortune 100 companies use MBTI during or after hiring, and somewhere between 2 and 3.5 million assessments administered each year, it would be difficult to refute the cultural significance of the test.

While the validity of using MBTI in hiring is often discussed, much of this discussion revolves around making hiring decisions based on MBTI, “pigeonholing” candidates based on test results, and determining that a candidate might not be suitable for a role based on assessment results. The MBTI foundation maintains these practices are unethical and outside the reach of what MBTI can or should do.

At the same time, MBTI can still provide valuable insight into hiring, people, and their choices. Modern assessments typically use multiple personality tests, IQ tests, and capacity tests to attempt to get a full picture of a candidate before hiring, and MBTI can definitely add value.

What the MBTI Does Not Do

Myers-Briggs Type Indicator assessments are based on scientific research by Carl Jung and closely align with concepts such as the Big 5 Personality types. However, these assessments are delivered in work settings, without validation, and are sometimes biased because of the intent or perceptions of the persons administering them. Therefore, MBTI is not a foolproof, scientific personality assessment. In fact, such a thing does not really exist because personalities are constantly changing.

MBTI is not fool-proof – People change, candidates can answer based on what they think employers want to hear, and candidates can test multiple times and receive different results. Don’t use the MBTI as a definitive personality map, but rather as a personal reporting tool.

MBTI doesn’t predict performance – While many organizations are prone to using MBTI to determine job performance, MBTI cannot be used in this way. The Myers-Briggs Foundation maintains that all types are equal, and most will excel in the same ways. Motivational and capacity tests looking into knowledge, skill, training, character, interpersonal dynamics, personal life, and company culture are much more adequate for determining performance.

Myers-Briggs should not be used to make hiring decisions. It can be used to inform hiring decisions and to help you in a variety of ways when evaluating and considering candidates.

Understanding Success for the Candidate

While each of the types are equal, they are also different. You shouldn’t use MBTI to decide not to hire someone for a role, for example, not hiring a person for sales because they rank high on introversion, but you can use it to determine what they might need for success in their role.

MBTI can help you determine factors such as:

  • Motivators – Is the candidate motivated by career opportunities? Financial incentives? Social recognition? Personal development? Opportunities?
  • Culture-Fit – Will the candidate fit neatly into the existing culture? Will they bring dynamic and change? Will they clash?
  • Autonomy – How much autonomy does the candidate want or need? Will they excel with a manager who works with everything they do? Will they excel in flat structures? Are they a potential candidate for leadership?
  • Change – Will the candidate adapt well to upcoming change? How much preparation do they need?

Answering these kinds of questions can help you get a better picture of the person you’re hiring, fit them into a better team, and ensure that management and HR have the tools needed to work with them.

Improve Team Placement

Teams should be made up of diverse personalities and therefore diverse MBTI types. Unfortunately, people tend to flock to others of the same type. Myers-Briggs assessments can aid in team placement in two ways:

1) Leadership Fit

What MBTI type is the team manager or scrum leader? Does it work with the candidate’s communication style? NF types communicate in abstracts and make decisions with groups. SP types communicate pragmatic decisions and concrete ideas. While you want some diversity in teams, it’s important that your candidate be able to work with leadership, understand them, and communicate well with them.

2) Team Diversification

Diversity breeds creativity and culture. People tend to flock together and create silos. Purposely hiring to build teams of different personality types can greatly aid in changing that by putting different types of people together, forcing that creativity, and creating balance. Here, team composition frameworks can be of use, and Myers-Briggs will simply complement that.

Making Hiring Decisions

Myers-Briggs is one tool out of dozens and should be just a tiny fraction of your hiring decision. While there are stories of people hiring based on specific personality type or excluding personality types such as those showing introversion, this is likely a mistake. Instead, Myers-Briggs should be combined with data from other hiring assessments to determine personality, to assess how honest the individual likely is on assessments including the MBTI, and to diversify personality types being hired.

This can extend to:

  • Ensuring personality types don’t clash
  • Complimenting strengths and weaknesses across teams
  • Ensuring communication types match up as much as is practical or feasible
  • Developing guidelines for personal motivation and development
  • Creating development guidelines for the individual as they onboard

MBTI assessments are popular, and for good reason. They can make a difference in your hiring processes, most notably by giving you a larger and more informed picture of the candidate. While they won’t make hiring decisions for you, understanding a candidates MBTI can help you to place them, fit them into the right team, and make the right decisions during hiring to ensure everyone benefits.

  • 0

How Knowing Your MBTI Can Help You Nail Your Next Interview

The Myers-Briggs Type Indicator or MBTI is one of the most respected and used personality tests in the world. With estimates showing that between 2 and 3 million people take the test every year, and 89 Fortune 100 companies use it, MBTI is undoubtedly the standard when it comes to personality tests. While any veteran interviewer is likely accustomed to taking MBTI and other assessments. But most never take what they learn home, and certainly never bring it to new interviews.

The thing is, MBTI assessments are used to help recruiters determine who you are. They help recruiters identify strengths and weaknesses, figure out your communication style, and figure out how you like to work. Understanding what recruiters are looking at, what they see when you go through an assessment, and how they are likely to respond that can help you nail interviews, and in more ways than you might think.

How Personality Types Influence Your Interview Performance

Myers-Briggs uses 16 personality types to explain if you are extroverted, introverted, and how you outwardly communicate. Depending on your results, your interview performance could be viewed in different lights.

For example, extroverted persons are expected to be more outgoing, more comfortable in social settings, and have a broader social comfort range. So, taking an MBTI assessment can positively impact your interviewer’s perception of your communication because they understand it.

On your end, understanding your MBTI can help you to notice and account for blind spots. Are you extroverted and outgoing? You might find yourself saying too much and over sharing. Introverted? You might be coming off as shy, cold, or unlikeable.

Data shows that likeability factors track to extroversion and emotional stability, meaning you can work to be extroverted, calm, and stable during interviews to increase likeability and first impressions. While your interviewer is expected to look beyond those first impressions, knowing what those first impressions are will help you immensely.

Understanding Your Strengths

Your MBTI will tell you what your strengths and weaknesses likely are. This can give you much-needed insight into your own personality traits, and from the perspective of HR. Most people don’t think of themselves as “Confident, analytical, and ambitious”, but if you happen to be an INTJ, that’s what MBTI describes your personality type as.

  • How do you recognize these strengths in yourself?
  • How do these strengths benefit the role? The recruiter is aware of how strengths benefit their roles, but it’s always a good idea to discuss it with them. “I’m analytical, which means I’m good at X and Y, demonstrated by my experience in …”
  • Where have you demonstrated those strengths?

MBTI gives an overview of average personality traits, it doesn’t go “Every person of this type has these traits”. This means you can review traits, highlight strengths you do have, discuss them in ways that make sense for the role, and back them up with evidence. Why? You’ll reinforce the positive traits the recruiter is looking at in your assessment results, without really making bold claims that you can’t back up. This will make you look very good for HR.

Discussing Your Weaknesses

Every personality type has its own weaknesses. It’s always a good idea to familiarize yourself with those weaknesses, especially in terms of how they connect to your role. If you’re introverted, most people will assume you’re not a good fit for a sales role. Poor communication skills stand out. Review the “weaknesses” in your MBTI results and learn to talk about them. Figure out how and if they apply to you. Discuss how you account for those weaknesses, what you do to improve, and why those weaknesses might not be “weaknesses”.

What’s a good example of that? If you were to go back to INTJ, you’d see weaknesses like “Judgmental”, “Critical”, “highly independent”, “overly analytical”, “Dislikes rules”, etc. Most of these can be discussed in a positive light, while acknowledging that they are weaknesses and you have to compensate. That conversation might look like:

“I have a tendency to be a perfectionist and that can work against me in teams, because nothing ever feels good enough. Mostly I make that work by getting to know my teammates so that I trust their work, quality of work, and that they’ll deliver. Viewing projects as a collaborative project, even if I get to work by myself sometimes, can help me to excel as well, so it’s something that I’ve tried to embrace more and more since I became aware of it.”

Discussing your weaknesses shows that you’re self-aware, cognizant of how you fit into teams, and willing to take steps to compensate or to improve.

Understanding Why MBTI Says You Might Fit into a Role

Most recruiters will be impressed if you walk into an interview with a strong understanding of your MBTI. This might backfire if you take the assessment and get a different result (MBTI assessments yield the same results 75-90% of the time) but will give you grounds to openly discuss points like:

  • “How does my communication style fit into that of the team”
  • What are the leaders like? Do they compliment my work and communication style? Or clash?
  • These personality traits might not seem like they fit into this role, but actually they do, here’s how I’ve succeeded in the past
  • These personality traits have caused me trouble in the past, how will those fit into this role?

The Myers-Briggs Foundation states that no Type is intrinsically suited or unsuited for a particular role or job. It does offer recommendations for “best-fit” roles for personality types but shares that these are loose structures. No one should ever be denied or given a role because of their MBTI type, and if you feel your recruiter is planning to use it for decision-making, you should discuss that.

At the same time, MBTI can be a valuable way to gauge personality, individual approach, and work or communication personality, which you can discuss and communicate to directly talk about anything your recruiter might be thinking or going over when they look at your Myers-Briggs type.

  • 0

Career Guidance and Assessments in the Philippines

The Philippines have been developing at an incredibly fast pace in recent years, scoring well in the Human Development Index and uncovering new and exciting job opportunities for its residents. The country has a high employment rate of 95.5% and has a very well-developed Information Technology sector.

With this in mind, it is logical to assume that young people (i.e. students) and unemployed people have access to a wide variety of possible jobs. At the same time, when presented with such a choice, it might be hard to reasonably assess oneself and choose a position that corresponds to their certain set of interests, skills, and personal traits.

This is where career guidance and assessment services step in to help people navigate through possible options and choose the most suitable one.

The role and benefits of career guidance and assessment

One should not underestimate the benefits that career guidance services bring:

  • Evaluation of strengths and weaknesses
  • Identification of interests
  • Matching of interests and possible career options
  • Identification of the most suitable careers
  • Analysis of one’s personality and advice on career choice

Career guidance is especially relevant for young people who do not have real-life working experience and often have absolutely no idea about what they will do in the future.

Thus, it is important to provide assessment services in order to help people find the best career options and strengthen both the community and the country’s economy.

The Secondary School Career Guidance and Counseling Act

In 2019, Philippine President Rodrigo Duterte signed the Secondary School Career Guidance and Counseling Act that is valid for public and private high schools across the country.

The act is aimed at helping students make wiser and more accurate decisions regarding their future careers. To achieve that, the career guidance and counseling program was institutionalized in schools.

The act also imposed the establishment of a National Secondary Schools Career Guidance and Counseling Program (CGCP) to providing high-quality guidance and counseling services to students.

Such a decision standardizes and organizes the career guidance process and places emphasis on its significance. The recognition of the role of such services is great as it proves the government cares about the country residents and is ready to help them make a balanced decision that will lead to satisfaction with the future career.

Assessment Options

The Myers–Briggs Type Indicator is one of the world’s most popular methods to assess one’s personality and identify how exactly one makes decisions and perceives the surroundings and people. It analyses whether a person is an introvert or extrovert, thinking or feeling, judging or perceiving, and more to help students understand themselves and their strengths better.

The Fundamental Interpersonal Relations Orientation instruments help people improve their personal relationships by understanding their needs and how those influence their communication and behaviors. It focuses on how you behave around others and how you want others to behave around you in order to provide students a clear emotionally intelligent roadmap for collaboration.

The EQ-i analyzes emotional intelligence. This comprehensive assessment tests five distinct aspects of emotional and social functioning, and then breaks those down further into 15 subscales. Students and career counselors can use these results to learn about leadership potential, team building, and student development, among other things.

The importance of career guidance services in the Philippines

As stated above, career guidance and counseling services bring immense benefits to students. However, if we speak about the Philippines, there are other factors that double the importance of such services in the country.

Lack of involvement from the parents’ side

It is common that parents are the biggest influences when it comes to the career choices made by their children. And this problem is relevant to the Philippines as well.

As the Development Asia outlined, it is necessary to enhance the involvement of parents in the career counseling process and involve them as early as possible so they have enough time to discuss the possible career options with the children.

An important note here: career guidance services should not provide over-complicated information but rather speak in a clear manner that can be understood by anyone. As well, it would be a good idea to provide relevant role models to the students as this can facilitate their decision.

Lack of knowledge about the possible governmental aid

One of the biggest constraints that prevent students from choosing the desired university and hence, occupation, is a poor financial situation. There are many events in the Philippines that might impact one’s financial status: failure of a family business, socioeconomic issues, even extreme and unprecedented weather conditions. All that may seriously affect whether one can afford the desired college.

The financial issue is closely interlinked with another one – a lack of knowledge about the possible governmental financial aid. In the recent survey, only 14% of the respondents were aware of the financial aid program and that means, 86% of the people do not even know the government can help them. Hence, career guidance and counseling services should also inform both the students and their parents about the possible financial aid options, thus, eliminating the bottlenecks in the career selection process.


The availability of career counseling and guidance services in the Philippines is a great indicator of the country’s development process. It showcases that the government is genuinely interested in providing young people with all the tools and information necessary to make a wise and data-driven choice regarding the career that will bring tangible benefits in the future.

  • 0

5 Reasons all students should take career assessments

In today’s world, there is an incredible variety of occupations to choose from that needs a certain set of skills and knowledge. At the same time, such diversity can also cause confusion as people and especially students simply do not know where to start and what to choose.

As the famous jam experiment states, the overload of choice leads to confusion, and someone is less likely to choose something if presented with too many options.

So how do students narrow down the possible career options to make a wise choice that will correspond to their strengths and personality? The answer is career assessments.

Not only do they help match skills to a certain job, they bring other valuable benefits – read about them below.

Identification of one’s strengths and weaknesses

It is rather challenging to assess oneself as we tend to perceive ourselves in a certain manner, not objectively. Assessment tests solve this issue and provide an unbiased analysis of one’s strengths and weaknesses.

With the help of such tests, students can identify their strengths and weaknesses and better understand their own personality. As a result, they can start thinking about the most suitable career, work on the desired skills in accordance with the test results and estimate whether their personality matches their career of choice.

An assessment test can also reveal surprising facts about the student’s personality that can motivate them to try something completely new.

A starting point in the career search

Today, students have access to a tremendous variety of possible career options to choose from. The choice of a future career is stressful enough, and if there are too many options, the students can easily get frustrated or make the wrong choice.

Career assessment tools serve as a great starting point. They narrow down the possible options and provide a few occupations to choose from or, at least, take into consideration. As well, some of the career tests eliminate certain job options which also narrows down the possible options and facilitates the decision-making process.

Evaluation of marketable skills

Career assessment tests not only reveal strengths and weaknesses, but also help evaluate marketable skills in an unbiased manner.

By marketable skills, we mean the ones that are valuable for a future employee such as quick decision-making, ability to work independently or in a team, stress tolerance, etc.

Such tests reveal what kind of skills may be valuable for future employees and what kind of skills need to be worked on. In this way, students can better understand what is their competitive advantage comparing to other candidates. In addition, they can include these marketable skills into the resume and mention them during a job interview which will contribute to the employer’s decision.

An option to learn more about oneself

Students are young people who are willing to learn and are open to new ideas and feedback. Personality tests give them a chance to have a different view on their personality and better understand themselves.

The biggest assessment tests like Myers-Briggs or EQ-i provide students with a detailed report on their emotional intelligence and describe their strengths and areas for improvement in a conversational and friendly manner. In this way, a student does not feel pressed about own weaknesses and can gain more confidence upon learning about the strengths.

The indicator of the EQ

Career assessment tests are used not only to identify skills for a future job. These tests also provide a report on emotional intelligence and soft skills, which is really important in the modern world.

These tests assess skills like leadership, opportunity to work in a team, empathy, negotiation skills and much more. In this way, a student can not only improve the practical skills but better understand what soft skills are critical and which ones demand improvement.

Career assessment tools: the most efficient ones

There is a variety of available tools online that can within a few minutes give you a report on your personality, traits, strengths, and weaknesses. But to get a really informative report with deep insights, we recommend looking at some of the most popular and efficient tools.

The Myers-Briggs type indicator

This assessment tool is very personality-focused and gives users an insight into whether they are more of an extravert or an introvert, how they communicate with people and what kind of soft skills are their headmost.

This test evaluates the users by four indicators:

  1. Introvert vs Extravert
  2. Sensing vs Intuitive
  3. Thinking vs Feeling
  4. Judging vs Perceiving

The tool describes the results in an easy and understandable language and provides a great amount of useful information.


This tool is focused on the assessment of emotional intelligence and helps the users improve their skills in such areas as leadership, management, and coaching.

The EQ-i test analyzes the user by five composite scores and thus, gives a 360-degree view on one’s social skills. This tool is great not only for the students but for anyone who wishes to progress at work and improve communication with peers and colleagues.


FIRO stands for Fundamental Interpersonal Relations Orientation™ and is also focused on helping the users determine how they interact with people and what can be improved. This is a great tool for a better understanding of oneself and identifying the possible issues that prevent you from building efficient relationships with people around you.

Summing up

Career assessment tools are something any student should use. They reveal hidden talents and possible ambitions, help build confidence and better understand one’s own “self”. With the help of such tests, students can not only choose the most suitable career option but also get a deep insight into their soft skills, get a direction of how to improve them and understand their importance.

  • 0

How to use different assessments to optimize your workplace

You’ve probably heard the phrase “work smarter, not harder” before. Working smarter is beneficial to your business. New technologies and business strategies are making it easier than ever before to optimize your workplace and your workforce.

Workforce optimization can be defined as a business strategy that utilizes key business performance metrics and insights in order to get the maximum benefit out of their employees. In other words, workforce optimization is understanding how your employees work and how to leverage their skills to reach your organizational goals.

Assessments are one of our favorite tools for strategically optimizing the workplace. The versatility of personality tests and assessments lends well to various company optimization goals. The behavioral data points generated by personality tests will enable you to make informed decisions for your business. Whether you’re looking to increase productivity, hire the best talent, encourage strong departmental bonds or help your leaders manage their teams, personality assessments will give your company a competitive advantage.

How can assessments help with hiring new talent?

One way you can use assessments to boost the success of your workplace is to use personality tests as part of your recruitment process. Around 80 percent of Fortune 500 companies use the Myers-Briggs Type Indicator (MBTI) personality test to determine the personality of their potential new employees.

Created by Katharine Cook Briggs and her daughter Isabel Briggs Myers, the MBTI assessment categorizes participants as one of 16 personality types. Many well-known companies, including the CIA, have used it in their hiring process suggesting that it’s a highly regarded measure.

It has been reported that 30% of new employees have left a job within 90 days of their start date. One of the main reasons provided for this short turnover was company culture. New employees that aren’t the right fit for a job will eventually underperform when it comes to productivity and role engagement. As a result of this disconnect with company culture, new hires that are a poor fit for your company may be tempted to leave in search of a new job not long after their start date.

Personality tests, such as MBTI, can be advantageous for your business as they help you identify candidates strengths and weaknesses, and how well they will integrate into the team dynamic. Using personality assessments to screen job applicants in the early stages of your recruitment process can improve your selection process.  When using personality tests in their screening process, Amtrak found that 2,000 out of 5,000 applicants were deemed to be a “strong fit” for their organization. Combined with résumé analysis and in-person interviewing, personality tests will allow you to gain a deeper understanding of a candidate and whether they will be a good fit for your business.

Can assessments help you increase employee productivity and engagement?

In their global study, PwC found a better talent fit between employer and employee resulted in a greater return on an organization’s investment in people, unlocking an additional $130 billion in productivity for the 11 countries covered in their report. If personality tests used during recruitment can help you hire employees who are the best fit for your company, what steps can you take to ensure you retain that talent?

Periodically using personality assessments as part of your employee training process or performance reviews could be helpful in improving employee engagement and productivity. Some personality assessment solutions will help you analyze an employee’s emotional intelligence. This insight into emotional intelligence can then be used to develop, manage and motivate employee performance. Research shows that emotional intelligence can have a significant positive impact on an employee’s performance levels and can also boost employee productivity.

How can employee assessments aid leadership development and succession planning?

If you want to stay ahead of the competition then you need to ensure your employees are performing to their full potential. Although employees are hired on the basis of having a certain set of skills, knowledge and ability, it is the employer’s responsibility to further nurture and develop those skills.

You can plan for business success by:

  • Understanding an individual’s inherent capabilities
  • Putting each employee in a role that builds on their strengths
  • Providing targeted developmental opportunities
  • Helping front-line managers coach and motivate

With personality testing, you can understand an employee’s capabilities, motivations and behaviors. Once you know how an employee interacts with others or behaves in certain situations, you can tap into your richest resources and create a tailored plan for professional development based on employee temperament.

Employee personality assessments can also help you decide whether an employee has the right skills required to effectively lead others. The Ignite Leadership Development Program covers the optimal personality traits of an effective leader. This program can be used to help professionals develop emotional intelligence skills and improve their impact, influence, leadership and resilience.

How can employee assessments optimize teamwork and departmental structure?

By understanding your personality and the personalities of the people you work with, you can improve workplace relationships. The DISC profile is a popular personality test for identifying the individual personalities within your team.

Just like individual employees need development, teams also benefit from having support and evaluation opportunities. The Everything DISC Workplace profile includes a comparison report that enables you to compare two employees’ strengths, challenges and relationship behaviors. The findings from this report can then be used to identify potential communication or teamwork roadblocks and solutions to enable those individuals to work well as a team.

When building an optimal team or departmental structure, you’re not going to want each employee to have the exact same personality. Being unique is one of our best assets and with the help of personality assessments, you can build well-balanced teams within your organization. Tech company, Buffer, uses the Big Five personality test to build a more cohesive working team.

Final thoughts on optimizing your workplace with personality assessments

The decision to use personality tests in your recruitment, development and retention programs is entirely up to you. However, it is evident that having a deeper understanding of employee temperament, working style, behavior and capabilities can provide a multitude of business benefits. By acknowledging the potential benefits of personality assessments, you can evaluate different areas of your organization and determine whether incorporating personality assessments into your existing structure could offer a competitive advantage to your company culture and growth.

  • 0

Why HR Assessments are Vital for the Philippines’ Growth

Every time an employee is hired, trained, evaluated or promoted, the organization is being rebuilt. Every employee is engaged in either moving the business forward or holding it back.

Previously, it was believed that any reasonably intelligent person could, through training, be shaped into a productive employee. However, if this were true, companies would not suffer many common ailments.

When people are correctly matched with the work they do, the combination of motivation and interest means that work becomes a creative challenge, and results go up.

Using HR assessments to gain better insights into the full candidate

In general, people only let you see what they want you to see, but like icebergs, what you don’t see is often more significant. To make the most advantageous decision, you must look beneath the surface to see the essence of the ‘Total Person’, as is done in The Profile XT assessment.

A top-performing employee is typically a good fit for their organization in 3 key areas.

  1. Skill Match: Does the candidate have the education, training and experience needed?
  2. Company Match: Does the candidate have the appearance, demeanor, integrity, attitude and values of the company?
  3. Job Match: Does the candidate possess that unique combination of thinking style, occupational interests and personality traits that lead to success on the job?

Skill match is what most HR professionals hire for, and the most obvious thing to evaluate. You tend to look a work experience, hard skills, and qualifications or certifications to gauge this. However, many employees who have all the hard skills they need to do a job still fail.

Company match can also be called culture fit. HR professionals usually rely on interviews and sometimes reference checks to gauge whether the candidate aligns with the company values, understands the company mission, and the like.

The job match is often the crucial component between a top performer and an average performer. This refers to job-related core competencies found in top performers, which can include hard and soft skills, the combination of which creates the best skill set for excelling at a certain job.

Value of job matching for businesses

A good job match improves business and processes overall in many ways. A few of these include;

  1. Higher productivity
  2. Better employee retention
  3. Reduced tardiness and absenteeism
  4. Reduced conflict, fewer management interventions
  5. Lower training costs

1) Higher productivity

The average difference in productivity between a top producer and an average producer is at least 2:1.

In Myths of Employee Selection Systems by Podsakoff, Williams and Scott, they determined there was a threefold difference in productivity (what they called “The Three to One Ratio”). Closer to home, a client of Profiles has shown a 5:1 ratio for a particular sales function.

This is the heart of the many benefits of utilizing The Profile assessment. Although figures vary by company, it is typical to hear that in any group of employees roughly one third are regarded as top performers, one-third average, and one third poor. The latter group are basically mistakes created by the existing selection process.

That means an organization ‘got it right’ one third of the time and is seeking improvement on the other two thirds. If a top performer produces twice as much as an average performer, a poor performer products as little as half the average performer.

The application of The Profile assessment, when added to your existing interviewing and background checking procedures should help companies hire top performers (“get it right”) 60% of the time, or more than half. After that, approximately one third would be average and the remaining few percent would be the poor performers.

That means, using the right HR assessments can help boost productivity by almost one third, or approximately 33%.

2) Better employee retention

Research shows that replacing an employee can cost up to 150% of that person’s annual salary, and the average cost of hiring a new employee can run more than $7,000.

Using HR assessments to hire well in the first place will help you avoid making poor talent decisions that end up costing all that time and money to replace.

3) Reduced tardiness and absenteeism

Whilst it is not costed in many organizations, absenteeism alone is reputed to cost a 50 person company $31,000 a year in the USA, and pro rata for larger concerns.

If an average employee looses a “few” days each year through absence or lateness, and that employee stays with the company an average of 4 years… then it is clear that over the term of employment, some weeks of time will have been lost.

Not only is the time of an employee lost to the company, but also the productivity levels of everyone who has to work with those absent or late employees, and are relying or waiting on something from them to do more work.

Investing in good job fit helps to reduce absenteeism thanks to the motivational factor behind hiring people with good job fit, from values to ability.

4) Reduced conflict, fewer management interventions

The less tangible items such as reduced conflicts, stress and management interventions will also benefit the company.

For example, a recent survey suggested that managers spend as much as 60% of their time solving “people” problems rather than pursuing matters directly related to the aims of the business.

For illustration/quantification purposes, let’s say that the average monthly compensation of a manager is P50,000 and the company has five managers, the monthly cost of taking away valuable executive time, therefore, is: 60%  x P50,000 x 5 = P150,000.

Job fit will reduce this need by always having the right person in the job, who is compatible with the job, his/her co-workers, and management.

If one can recover just 20% of the above cost, it will amount to a savings of P30,000 per month. And, we have not yet considered other related factors such as the effect of reduced management time taken away from project management, revenue-producing activities, and strategic thinking/planning.

5) Lower training costs

Further, reduced training by having good ‘job-fit’ will impact the training budget. In some cases it will be shown there is no training needed, but where it is needed it will be very specific to the particular candidate and his or her new job. Wasted general training programs will be eliminated.

The return on investment for HR assessments is huge. Further, this is a one-time investment, which will be recouped over the tenure of the employee in the company. The data obtained through the Profile Assessment can be reused many times over, for a more objective evaluation of promotion, transfer, career development, succession planning, and development of specifically needed training programs.

  • 0

Why Businesses Trust Personality Testing (And You Should Too)

One of the most difficult elements of hiring is finding the right cultural fit for your organization. While a resume can be run through your applicant tracking system to identify keywords and ensure candidates have the required experiences and education for a position, zeroing in on who the person is and how they might play into your organization’s culture isn’t quite so black and white.

What if you could gain insight into the personality and psychology of candidates early in the recruitment process? Turns out you can.

According to the Society for Industrial and Organization Psychology, personality testing is used by 13% of US employers.

Around the world, more and more businesses are turning to personality testing as an HR tool to evaluate candidates to find the best fit for the opportunity.

Since the screening, interviewing, and hiring process is both difficult and resource-heavy, recruitment rarely leaves more than a few hours’ worth of time to spend getting to know a candidate before making an offer.

Personality testing provides an opportunity for employers to gain insight into job applicants before hiring to allow businesses to make the best possible hires.

What is personality?

Personality is the combination of qualities that make up a person’s character. It’s a blend of the person’s natural dispositions as well as environmental factors and life experiences.

Although you can teach someone skills like, typing, you can’t teach personality traits, though one’s environment can certainly influence certain quirks. If you were describing yourself or another person to someone else, you might use terms like “outgoing”, “competitive”, “funny” or “kind”.

What is Personality Testing?

Personality testing refers to techniques used to accurately and consistently measure personality. When we talk about ourselves and others, we often refer to varying and unique characteristics of an individual’s personality – in fact, it’s something we informally assess and describe every day.

The most well-known and widely used assessment, the Myers-Briggs Type Indicator (MBTI) is taken by more than 2.5 million people ever year. The theory behind the test is that our behaviors are actually consistent patterns – even if we may perceive them to be random and unpredictable.

The MBTI determines tendencies in four areas: extroversion or introversion, sensing or intuition, thinking or feeling, and judging or perceiving.

So, why use personality testing?

A personality assessment beats traditional methods of gathering information – such as a resume and cover letter. It provides employers with objective insights that improves both recruitment efforts and employee growth and retention. If that’s not enough, consider these five reasons why businesses use personality testing in hiring and retention efforts:

1) A data-driven recruitment leads to better hiring decisions

Personality tests allow you to accurately access important personality traits of candidates, unlike a CV which shows “hard skills” and experiences, or an interview which could give you a hint of a candidate’s soft skills. Through personality testing, you can assess qualities like conscientiousness, extroversion, agreeableness and stability along with characteristics like sociability, need for recognition, leadership orientation, cooperation, dependability, efficiency, even-temperment, achievement striving, self-confidence, problem-solving, and creative thinking.

Combined, these characteristics can provide useful insights about how candidates will behave in a work context and predict job performance and company fit. By using this data to identify and hire the best possible candidate, you’ll also improve your team’s overall productivity and effectiveness.

2) Hiring right helps increase employee quality and retention

The only thing more important than hiring the right candidate is reducing employee turnover and retaining the quality talent already in the organization. Using a personality test as part of your recruiting efforts can help you screen candidates for aptitude and personality while also assessing the likelihood of a candidate staying in the role long-term.

Employees who aren’t the right fit for the role or the company will eventually under-perform in terms of engagement with the role and productivity, making them more likely to leave. Since replacing a bad hire is both expensive and time-consuming, avoiding bad hires is crucial. By using a personality assessment in your recruitment, you’ll reduce costs around hiring and training through data that helps you hire right the first time.

Further into the employee life cycle, you can use assessments like the Fundamental Intepersonal Relations Orientation (FIRO) to improve inter-office relationships and boost engagement.

3) You can assess if a candidate has the right personality for a wide range of jobs

Well-developed personality assessments can successfully predict employee performance across a wide range of job categories. The traits you seek will vary based on the department or industry for which you are hiring.

If you’re looking for senior-level executives, you’ll probably need to assess overall personality traits but if you’re hiring a receptionist, you may be most interested in traits like sociability and/or conscientiousness.

4) Using personality assessments improves candidate screening early in the recruitment process

When you use personality assessments early in the recruitment process, you can improve your selection process significantly. Combined with CV analysis and, later on, with an in-persona interview, the personality assessment becomes in important evaluation tool for businesses to consider when hiring. By applying it at the beginning and not at the end, you can screen out candidates who weren’t going to be a good fit early, making it easier for recruiters to focus only on the most promising candidates in the competition.

5) Evidence-based recruitment increases legal defensibility

If you use a well-designed and reputable assessment in recruitment, you add a layer of legal defensibility to the process. Why? Personality assessments provide objective, scientifically-validated predictors of success for a job, giving employers a better chance to defend their hiring procedures if someone questions the process legality.

For all of these reasons – and many more – businesses rely on pre-employment personality assessments to gain insight into candidates’ personality traits, giving them the best possible understanding of how a candidate’s personality will influence job satisfaction and performance.

  • 0

Implementing Background Checks and Pre-screening into Interviews

Most organizations perform some background checks and pre-screening before individuals walk into their first interview. This is necessary for most and sometimes mandatory. But, how do you use that data to improve the quality of your interview?

In most cases, recruiters can analyze data from background checks and prescreening to ask better questions, get more information, and form a better opinion of who the candidate is.

Perform Comprehensive Pre-Screening

Pre-screening should include background checks, contacting references, and so on. It should also incorporate personality and competency tests to see who the person is, what they can do, and how they will do it.

While not every role will require comprehensive screening, doing so will allow interviewers to create a more comprehensive picture of who a person is before they come into the interview. You should (at the least) test for personality and soft skills such as communication or EQ, which can be delivered in several tests or rolled into one.

Ask Questions Related to Assessments

Most assessments will turn up information that can lead to further questions. Reviewing assessments like answers given by previous employers and background data will allow you to form pointed questions that can help you learn about a candidate. For example:

  • Reference data: “So, we called your previous manager at your last job and he said you’ve had some issues with conflict in his team, what’s your side of that?”
  • Background data: “What convinced you to switch from marketing to finance? Are you happy with that choice?”

Why should you create specific questions around background results? Generic questions based on responses often don’t tell you a lot about an individual, their choices, or why they are in your office. Instead, you’re likely to get very prepared responses. Asking specific questions about data they’ve given you, in line with the information you need, will help you to improve the total result of your interview.

Question Prepared Answers

Candidates now have the tools to prepare for nearly any type of interview, often based on the organization. Having behavior and competency information for a candidate gives you the opportunity to actively question prepared answers based on those assessments.

For example, if a candidate suggests they would respond in a specific way, you can ask how that compares to their test results showing X behavior. This can force an individual to give more honest answers, because they won’t likely have time to prepare for this sort of questioning. Nearly everyone expects they’ll be asked “How would you respond to X situation”, but following their answer with something like, “Your personality profile suggests you prefer to avoid conflict, how do you manage that in a situation like the one we’ve just gone over?” would prompt an answer that hasn’t been prepared for.

Integrating assessment and personality testing into the interview process will give recruiters an easier way to determine who an individual is, how they react, and what they can do. It also allows recruiters to see how well that data matches up to personality shown during interviews, so they can create a bigger picture with more data to make a final assessment.

  • 0

Using Employee Assessment for Succession and Development

Employee assessments are typically performed on prospective candidates, during annual performance review, and any time when additional assessment is called for. Assessment can offer organizations valuable input with which to make decisions regarding recruitment, salary, bonuses, and retaining individuals.

Employee assessment is also more often used for applications including personal development and succession planning. These applications enable organizations to utilize existing data for investment, providing they have the structures in place to map how assessment results relate to future roles and capabilities.

Using Job Profiles

Job profiling is the process of mapping required behaviors, competencies, skills, and personality to success in a role. Creating job profile frameworks, typically with the support of a competency framework, allows you to see specific factors such as behavior and personality that contribute to performance in a role.

Most organizations achieve these frameworks with an “out of the box” solution in a framework designed on industry averages, which is then updated and tweaked across the organization to reflect unique role requirements in the organization. This second step is typically achieved through a combination of interviewing, reviewing performance results, and discussing job requirements with teams and people around the role.

Mapping Assessment Results to Job Profiles

Job profiles list a series of behaviors, actions, and skills that contribute to performance in a role. You can easily graph these results out, and then simply match individuals with similar results to see who matches required traits. Here, it’s more important to pay attention to soft skills such as behavior and personality, which are more difficult to train.

Importantly several types of people can often succeed (and to the same degree) in a single role. Your job profiles should encompass what success looks like and why that is success, so that you can look for it in others.

Using Gap Analysis to Determine Development Direction

Employee assessments in hiring are most-often used to directly match individuals to required or wanted behaviors and traits but some of those skills will be missing. A gap analysis can help you determine what and where candidates need to improve. If you’re planning succession and development, you should be significantly more concerned with personality and behavior traits such as personal motivation, emotional intelligence, etc. These traits are difficult to train but greatly impact leadership and creative roles. If someone shows great promise in areas that contribute to a role but are not necessarily hard skills, you can flag them for further development.

This process should always involve:

  • Analyze what’s missing from the profile to completely fill out the role
  • Discuss options with candidates and determine motivation and interest
  • Offer development opportunities in line with the role
  • Offer coaching or mentoring in-line with the role
  • Monitor progress and continue to map personality to job profiles

For example, if someone’s assessment profile maps to success in a role such as branch director but they lack key skills and don’t have the broad range of experience necessary to make good decisions. Here, it would be a relatively simple decision to set aside room for personal development, to broaden their experience with assignments in other departments or branches, and to assign them a mentor or coach who could help bridge gaps relating to personal development.

Internal development can save time and resources over sourcing leaders and technical experts externally. Managing internal succession planning and development also allows you to better select the desired traits and personalities of individuals promoted into roles, allows you to control their work culture, and gives you more room to choose, because having internal people ready doesn’t necessarily mean you can’t still hire externally.

  • 0

How Should Employee Assessments Impact Business Results?

Employee assessments and performance reviews are an often-resource-intensive endeavor requiring training, time from HR, and third-party tooling for assessment, testing, and monitoring programs. Whether you’re attempting to validate the efficacy of employee assessments, attempting to streamline them to meet goals, or attempting to gain buy-in for improvements from management, understanding how these assessments do and should impact business results will help.

Employee assessments exist to tell you the state of employees and their performance, which can be used to impact numerous business results.

Documentation for Workforce Protection

Employee assessments exist to inform you of employee performance and progress towards performance goals. Documenting this progress and follow-up practices allows you to protect your organization and the employees who are part of it. For example, having routine employee assessments in place allow you to target individuals who are poor performers. You can then take targeted steps to improve that performance:

  • Identify problems. What’s behind poor performance
  • Identify development opportunities. Where can individuals improve?
  • Identify candidates who are performing poorly because they are in the wrong roles
  • Discuss performance issues with individuals and work to find solutions
  • Highlight candidates who don’t improve after 3-9 months of development for possible termination

How will this work to improve business results? Actively responding to employee assessments enables you to lift performance for the organization, improving work turnaround, reducing turnover, improving motivation, and offering opportunities for individuals with problems or misalignment with roles and goals.

Streamlining a Workforce to Achieve Goals

Understanding what your workforce is capable of will allow you to make better decisions regarding work-force optimization, development, and hiring or onboarding to meet future goals. For example, if you know the organization wants to achieve something specific, employee assessment can give you a better starting point with which to begin steering the workforce to meet those goals. This applies even when future organizational goals include restructures or changing departments, because assessments help you understand what people can do and therefore where you can move them and why.

Streamlining your workforce to achieve goals also involves offering development to improve performance, moving individuals who aren’t suited to a particular role, removing individuals who simply aren’t performing or responding, and hiring to fill performance gaps.

Finally, this includes hiring individuals who meet assessment requirements or job profiles to fill specific roles well. If you know what the organization needs to achieve specific results, you can design a recruitment plan and hire for it, whether that includes leaders or those with leadership potential, high-performance individuals, or individuals showing promise in specific roles and categories.

Reducing Employee Turnover

Employee turnover relates to poor employee-role fit, poor reactions to performance, and no room for development. Using performance assessments to identify and improve role-fit, to offer those development opportunities, and to create room to improve performance rather than simply being handed a rating will work to improve employee satisfaction and company loyalty. Both of these factors will reduce turnover which will help the organization achieve goals, including saving money.

Employee assessment interacts with and impacts business goals and results, because the state of the workforce affects an organization’s ability to achieve anything. Approaching any type of improvement in processes around assessments and performance review, including pitching ideas to management, should involve approaching the problem from those business results.

Show Buttons
Hide Buttons