Originally published by Lou Adler on LinkedIn: Assessment Tests Often Exclude the BEST Candidates for the Worst Reasons

In a recent post I made the case that PI, CI, DISC and similar style-based assessment tests are ill-advised for screening purposes. Despite their problems, they have value when used to assess the finalist candidates. First, here are the problems when using these tests for screening purposes:

1. They measure preferences, not competencies. While these assessment tests do a reasonably good job at predicting likes and dislikes, they’re useless for predicting on-the-job performance. The problem: Preferences have nothing to do with ability! For example, for me, I’d rather go to party, but I’m a much better data analyst.

2. Team skills (EQ) and flexibility are ignored. Those with the strongest team and leadership skills are able to modify their dominant style depending on the situation. The problem: These “either/or” tests exclude those who possess the #1 interpersonal trait of success from consideration.

3. They’re anti-diversity. Diversity is more than race, religion, gender, age and ethnicity. How a person views the same situation from a different perspective is another component of diversity. The problem: These tests force the cloning of the personality traits of everyone already hired.

4. The most talented people are excluded. Even if the most talented people fit the criteria, few would agree to take the assessment before discussing the job. The problem: Unless there’s a surplus of great talent willing to apply, the use of these tests too soon prevents the best people from being considered.

What I’ve discovered is the only common thread among the most consistently successful people is a track record of past performance doing comparable work, with comparable teams and in similar environments. In most cases their success is attributed to their ability to adjust their dominant personality style to handle a range of business situations and the different people involved. This is the very definition of team skills and EQ.

This is why I recommend that any assessment tests that screen out the best people and most diverse people should obviously be discarded for screening purposes.

Personality Style Assessment Tests Have Great Value When Used Properly

Despite the nay-saying, I do recommend the use of these types of assessments for the 2-3 finalists. Finalists are the people who have already been determined to be competent and motivated to meet the actual performance requirements of the job. When used properly these types of assessments can help to determine how the candidates’ styles mesh with the hiring manager’s, if they’re flexible enough to collaborate effectively with their co-workers and if they can manage, lead and develop others. Let me introduce you to my zero cost BEST Type Indicator shown in the graphic to demonstrate both the flaws and the opportunities represented by these types of styles-based tests.