Personality Testing Tools in Recruitment
It recently occurred to me that I hadn’t really touched on the aspect of personality type testing as a valid tool in the recruitment process.
There are a few popular personality tests you’ve probably heard of, such as the Myers-Briggs Type Indicator, the Caliper Profile, the 16 Personality Factor Questionnaire, and the DISC personality test.
These are commonly used as assessment tools to determine if the candidate’s personality type matches the traits required to make them a desired employee or even if they are a perfect fit for the position and the culture of the organization.
Elankumaran asserted that any effort to maximize organizational effectiveness requires a higher degree of work commitment among organizational members.
So let’s look at the science. According to the American Psychological Association’s Dictionary of Psychology, a personality trait can be defined as: “a relatively stable, consistent, and enduring internal characteristic that is inferred from a pattern of behavior, attitudes, feelings, and habits in the individual.
These tests can therefore be a useful tool, as used for several years, to determine if an individual “makes the cut” to be welcomed into an organization. Nevertheless, these traits basically exist in theory, and additional data, such as a person’s pattern and/or life history, for example, would be needed to provide concrete evidence that these tests are foolproof.
Considering this, during the recruitment phase, employers should use other tools such as background checks and even assessment centers.
Regardless of this, personality tests remain a preferred tool and I would like to discuss this further as it relates to employee involvement and engagement.
The American Psychological Association’s Dictionary of Psychology goes on to define work engagement as the degree to which a person identifies psychologically with their work. He further says that a person who has a high level of work commitment generally derives great life satisfaction from their work, so that professional accomplishments lead to a strong sense of pride and higher levels of self-esteem. ‘self esteem.
However, failures at work can lead to discontent and depression.
Therefore, we can go a step further and dig deeper into the specific personal characteristics that contribute or can detract from overall organizational effectiveness. The literature suggests that personal characteristics can generally describe the human behavior of an individual and therefore assumptions can be inferred.
In my research, I chose to look at Barrick and Mount’s (1991) meta-analysis, where the main focus was on five personality factors. They are neuroticism (emotional stability), extroversion, openness, agreeableness and conscientiousness.
Of these five factors, it is not surprising that the neurotic employee is the one associated with lower work efficiency and therefore considered to have low work engagement. Neurotic personalities may display insecurities, depression and worries, are anxious and tend to create negative opinions.
It can be inferred that the neurotic employee is easily distracted and reacts negatively when his job performance is criticized. These traits do not paint a perfect picture and cannot lead to work involvement.
But you know the saying: all things in moderation. The same can be said of the neurotic employee. In fact, moderate levels of neuroticism can come in handy in the work environment, as these employees are less likely to take foolish risks, take personal responsibility, and can surprisingly exceed expectations. So it won’t hurt the employer to further investigate a potential employee’s background or the current employee’s motivating factors during their assessments.
An example: a few years ago, I served on a disciplinary panel set up to investigate allegations of employee misconduct. To summarize the case, an employee became verbally abusive when asked to report on recurring missed deadlines.
The supervisor offered feedback, which the employee took personally. This resulted in overreaction, withdrawal and obvious distress on the part of the employee, hence the need for a disciplinary hearing. This case and many others like it shine a light on the plight of the neurotic employee.
If you are currently struggling with these traits, you may want to consider the advice of Tomas Chamorro-Premuzic, an organizational psychologist, who suggests that an employer can implement certain measures to combat and ultimately produce the best out of a moderately neurotic employee.
For example, placing these employees in less stressful situations or assigning them tasks that offer longer deadlines. Additionally, since neurotic employees are highly anxious and overly stressful, the employer can channel this energy into areas of the organization where these traits will develop.
After reviewing the above, it can be determined that personality traits play an important role in an employee’s professional involvement. Therefore, it would be beneficial for an organization recruiting new staff to consider personality factors as a precursor to organizational effectiveness and possibly a way to develop effective incentives for existing employees.
It should be noted, however, that the remaining personality traits – extroversion, openness, agreeableness and conscientiousness – all exhibit high levels of cooperation, performance, dedication and open-mindedness, which can lead to relationships. positive with work involvement.
As I said earlier, these testing tools are not foolproof and therefore poorly suited employees can always be selected over possibly better candidates. Therefore, the employer must ensure that background checks, references and activities of a similar nature are carried out periodically to ensure the continued effectiveness of your organization.