In the complex world of human resources, candidate assessment and pre-hire screening have become essential tools for organizations seeking to attract, hire, and retain top talent. These processes, which often involve personality tests and performance evaluations, are designed to predict job performance and ensure a good fit between the candidate and the organization.
Personality Tests and Job Performance
Personality tests have long been used as a tool for predicting job performance. According to the Society for Human Resource Management (SHRM), these tests can provide valuable insights into a candidate's behavior, attitudes, and potential compatibility with a company's culture [1]. However, the effectiveness of personality tests has been a subject of debate. Some studies suggest that they are useful predictors of job performance [2] [3], while others argue that their predictive power is limited [4].
The Myers-Briggs Type Indicator (MBTI) is one of the most well-known personality tests used in the corporate world. Despite its popularity, its validity and reliability have been questioned. Critics argue that the MBTI lacks a solid scientific foundation and that it does not predict job performance effectively [4].
The Role of Happiness and Engagement
The World Economic Forum suggests that employee happiness is linked to productivity [5]. This aligns with research conducted by Harter, Schmidt, and Hayes, which found a strong correlation between employee satisfaction, engagement, and business outcomes [6]. Therefore, assessing a candidate's potential for happiness and engagement within a company can be a valuable aspect of the pre-hire screening process.
Performance Management and Talent Segmentation
Performance management is a critical aspect of HR strategy. It involves setting clear expectations, providing regular feedback, and recognizing employee achievements [7] [8]. Effective performance management can help organizations identify high-performing individuals and ensure that they are appropriately rewarded and retained.
Talent segmentation is another important concept in HR management. It involves categorizing employees based on their skills, potential, and performance. This approach allows companies to allocate resources more effectively and develop targeted HR strategies [9].
The Future of Candidate Assessment
The field of candidate assessment is continually evolving, with new theories and technologies emerging regularly. For example, Bersin predicts that innovative and integrated talent and HR strategies will be crucial for building a strong talent pipeline in the future [10].
Furthermore, research has shown that general mental ability is a strong predictor of job performance [11] [12]. This suggests that cognitive ability tests could play a more significant role in pre-hire screening in the future.
Candidate assessment and pre-hire screening are multifaceted processes that involve a combination of personality tests, performance evaluations, and other tools. While these methods are not without their limitations, they play a crucial role in helping organizations make informed hiring decisions.
References
Society for Human Resource Management. (2015). Personality Tests: A Tool for Predicting Job Performance?
Barrick, M. R., Mount, M. K., & Judge, T. A. (2001). Personality and performance at the beginning of the new millennium: What do we know and where do we go next? International Journal of Selection and Assessment, 9(1‐2), 9-30.
Morgeson, F. P., Campion, M. A., Dipboye, R. L., Hollenbeck, J. R., Murphy, K., & Schmitt, N. (2007). Reconsidering the use of personality tests in personnel selection contexts. Personnel Psychology, 60(3), 683-729.
Live Science. (2019). Does the Myers-Briggs Personality Test Work?
World Economic Forum. (2019). Happy employees are more productive, research shows.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology, 87(2), 268.
Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58-67.
Pulakos, E. D., Mueller-Hanson, R., & O'Leary, R. S. (2008). Performance management in the United States. In Performance Management Systems (pp. 97-114). Springer, Berlin, Heidelberg.
Boudreau, J. W., & Ramstad, P. M. (2005). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management, 44(2), 129-136.
Bersin, J. (2013). Predictions for 2014: Building A Strong Talent Pipeline for The Global Economic Recovery – Time for Innovative and Integrated Talent and HR Strategies. Deloitte University Press.
Schmidt, F. L., & Hunter, J. (2004). General mental ability in the world of work: occupational attainment and job performance. Journal of Personality and Social Psychology, 86(1), 162.
Schmidt, F. L., Shaffer, J. A., & Oh, I. S. (2008). Increased accuracy for range restriction corrections: Implications for the role of personality and general mental ability in job and training performance. Personnel Psychology, 61(4), 827-868.