The Problem with Using Personality Tests for Hiring
As a commonality with standardizations/modeling, fallacy should exist within the model’s input parameters — which would likely impugn any real derived data from the modeling process. Therefore, given the variability among existent personalities, and the potential for contrived user input, Personality tests should not be considered deterministic when assessing potential workman throughput. Test-input variability could be imparted by the pressures for workplace conformity or — as an extreme example — stem from the test taker having a personality disorder. Therefore, one can conjecture that explicitily ‘forced’ testing will likely derive contrived results; which would perhaps skew the model’s accuracy and precision. However, according to Harvard Business Review’s The Problem With Using Personality Tests for Hiring, the Human Resources department should supplement the personality testing with other assessments. As outlined in The Most Effective Hiring Selection Practices[1], predicted job performance, in the purview of personality assessments, is best supplemented by administrating: reference checks and multi-measure stop-gaps, and cognitive ability, integrity, and emotional intelligence stress-tests. Thus, adding additional testing parameters — as contextualized by HBR — would mitigate the aforenoted modeling fallacy because it challenges contrived results that may be derived from the test taker during the personality query.
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