Is There Value in Psychometric Testing?
In recent years, the use of psychometric testing has become a more common tool to assess prospective employees. In today's marketplace - with difficult economic conditions, changing regulations and unpredictable cash flow - companies are doing all they can to mitigate risk when hiring new employees. Further, it should come as no surprise that the number of testing options to choose from has grown many fold as well. Although similar in their purpose, the various testing products are quite diverse in their methodology used to assess individuals. Some tests can be completed in a matter of minutes and some take hours. Others may even include a personal interview with a representative of the testing service. Any employer would be well advised to consider several options, weighing their costs, benefits, and proposed results before investing in this service. Two of the available tests mentioned most by our clients are the Meyers-Briggs Type Indicator and the DISC assessment test. The MBTI tracks four dichotomies in which there is a measured preference for one trait over another. The first dichotomy, for example, is a preference for introversion or extroversion. Common sense would tell us an extrovert would make a better salesperson than an introvert, but many of the best salespeople we have employed and met are actually introverts. An increasingly popular yet similar test is the DISC assessment, which analyzes candidates on two dichotomies versus the MBTI's four. Both of these are useful as are their competitors though none are perfect. The majority of the clients we speak with seem to opt for the types which are not overly complex or those that do not claim to predict results in absolute terms.
Kimmel & Associates has been in countless discussions with our clients over the years regarding the results of such tests. We have also had the opportunity to examine the impact which decisions based upon those results have had on their organizations. The feedback we receive is diverse. Many clients will not send out an offer prior to thoroughly considering the input from their testing source. Others will employ this resource post-hire strictly as a management tool. Most companies who use these profiling tests agree that it should be viewed as a tool: a part of the evaluation process, not the sole arbiter of the decision to hire someone. Furthermore most agree these tests cannot predict a candidate's suitability for a specific position without fail. The majority view psychometric testing as a means of identifying and managing a person's strengths, weaknesses, and psychological make-up once that person is hired based upon experience, past success, technical skills, common goals, etc. Very few companies view these assessments as a reason on its own to disqualify a candidate from consideration. Passion for the industry, work ethic, and other traits that help to determine an employee's success do not seem to be clearly identified in most, if any, pre-employment testing options.
If a company truly perceives their employees as their greatest asset, they should remember every person is different in many ways. Solely using a test to decide a candidate's future can lessen the value that individuality offers and consequently a company may miss opportunities to hire great candidates who could wind up working for their competition.
Is pre-employment testing useful? For certain firms in certain circumstances, definitely. We have taken it upon ourselves to become familiar with a variety of psychometric options so we can advise our clients appropriately. Is it the ultimate answer to costly, poor hires? Very likely no. Even the clients we questioned who are strong advocates for this process are quick to add that psychometric testing is not fool proof. It should be used in conjunction with the interviewing skills that have helped build companies over the last 200 years. There is still a lot to be learned from sitting across the table from someone, looking them in the eye, shaking their hand, and discussing their dreams, goals, and abilities. To take stock in their character, one-on-one and to rely at least in part on the "gut feeling" that most business owners have used in many of their key decisions for their entire career.
Jeremy Balog
Kimmel & Associates
