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084 BUSINESS THE CASE FOR… THE CASE AGAINST… CHARLES L. SODIKOFF, PHD Industrial psychologist with Corporate Performance Consultants and former adjunct professor at Hofstra University and Long Island University LEE H. IGEL, PHD Assistant Professor at the New York University School of Continuing & Professional Studies GO GOO MAGAZINE MAG AGAZINE OCTOBER E <strong>2009</strong> 200 009 Successful hiring is based not only on a person’s ability to do the job, but also on the degree to which they will fit in with the company culture, the people they are going to work with and the person they are going to work for. The more information an organization has about an applicant, the better off it is going to be. Over the past 30 years, I have found that personality tests, in combination with interviewing, are an invaluable tool in gathering this information. When properly used, these assessments can help a company identify a candidate who not only has the skills necessary for the job, but also the temperament needed to fit into the corporate culture. For example, a large health care distribution company I know gives all potential candidates at the director level or above a battery of four personality tests (including the popular Myers-Briggs and The Five Factor Model) to determine if they possess the degree of team orientation required by the company. When it comes to hiring, organizations have a tendency to give personality tests more weight than they should. Most companies will say these assessments only count as 50% of the hiring decision, but in reality, they usually have a far greater influence on the process. In addition, the predominant tests, such as Myers-Briggs and The Five Factor Model, don’t look at the whole person. This hurts both the potential employee and the company because it overrelies on the first impression created by the test. This can diminish anything else the potential employee may bring to the table. The second problem is that most organizations have not clearly defined what it is they’re looking for in a candidate, or they presuppose that what they’re looking for is the right thing—when often it’s not. For example, one privately held research company used a personality test to screen potential employees for all jobs. This organization had defined very specific standards as to what qualities an employee should possess to best contribute to the business. However, after several decades of using the test, they found that although the field They have been conducting this testing for the past 10 years. The result is that they are growing by leaps and bounds, their retention rate is high and the people they hire turn out to be a good fit for the organization. For these tests to be successful, it is critical that the company conducts them in a professional way, including using ones that have been researched and validated; using a professional who is credentialed to administer them; and using several tests (rather than one) to pinpoint a bigger picture of who the person is. When all of these factors are in place, personality tests can be extremely effective. One study by Hogan, Hogan and Roberts, presented in an article in American Psychologist, made a strong argument for the use of psychological tests in selection, screening and training, saying that, “The data are reasonably clear that well-constructed personality measures are valid predictors of job performance, and they can enhance fairness in the employment process.” of research had changed dramatically, the type of employee they were hiring had not. They were still screening for employees the way they had for the past 20 or 30 years, and they were hiring people who all thought and behaved in a similar way. Finally, when these tests are used in a tough economy, applicants are more tempted to try and game the system. A recent article by Vanessa O’Connell in The Wall Street Journal profiled retailers who are making potential employees take a personality test in order to qualify for the chance to get a job. The more important the test became to getting the job, the more people tried to cheat. O’Connell found some applicants would take the test several times, reviewing online cheat sheets and comparing notes. When you take the whole picture of these personality tests into account, you see that they, on their own, are not a good predictor of how people will actually perform on the job. Think of the student who scores poorly on the SAT, but goes on to change the world with his or her contribution, while the one who scored a 2400 doesn’t realize his or her supposed full potential.
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