Personality Assessments in Your Client’s Hiring Process

When a client uses personality assessments, help them treat the results as one input alongside the interviews and references, not as a pass-or-fail gate. Find out which assessment they use, what it measures, when it happens and how the results are used. Then tell candidates what to expect, encourage them to answer honestly instead of guessing at the "right" profile, and make sure a single report doesn't override everything else the client has learned.

What should you ask a client about their assessment?

• Which assessment, and what does it measure? Work style, motivation, communication preferences or something else.
• Why do they use it? To guide interview questions, to understand how someone will fit a team, or as a screening step.
• When does it happen? Before the first interview, between rounds or near the end.
• How are results used? Who sees them, and has a result ever ended a candidacy on its own?
• Is it used the same way for everyone? Consistency matters for fairness and for the client's legal position.

Where should an assessment fall in the process?

For passive candidates, later is usually better. Asking someone who wasn't looking for a job to complete an online assessment before they've met the hiring manager can end the conversation. Suggest the client hold it until after the first interview, when the candidate is invested and the results can shape the next round's questions.

How do you prep candidates without coaching their answers?

• Tell them the name of the assessment, how long it takes and how the client uses it.
• Encourage them to answer honestly and without overthinking. Trying to match an imagined ideal profile often produces inconsistent results.
• Suggest a quiet time and place to complete it, free of interruptions.
• Let them know they can ask for an accommodation if a disability affects how they take assessments.
• Don't hand out "right answers." It isn't fair to the client, and it usually shows.

What if the results conflict with the interviews?

Ask the client what specifically concerns them about the result, then test that concern in the next conversation or in references. A profile suggesting someone prefers working alone doesn't mean they can't lead a team. Their track record will tell you more. If the client wants to reject a strong candidate on the assessment alone, ask whether the result reflects a real requirement of the job. Thorough reference checks are often the best way to settle the question.

Are there legal considerations?

Yes. Assessments should be related to the job and used consistently, and candidates with disabilities may need accommodations. Rules vary by state and country, so the client should check with employment counsel, especially before using an assessment to screen people out. This is general information, not legal advice.