A test of character in online hiring profiles

AS MORE candidates chase fewer good job opportunities, there is a growing trend to use online psychometric tests, or what are sometimes called personality and aptitude tests, to narrow down candidates for interview.

These tests can be useful in determining a job applicant's strengths and weaknesses, but run the risk of being over-relied upon by managers who have no training in occupational psychology. They are intended to be an objective psychological measurement of the skills, abilities, attitudes, personality or knowledge of the participant.

The two main questions to be asked when considering using off-the-shelf personality tests are what does it actually claim to measure, and what proofs or research findings are there that it provides consistent results in a wide area of occupations and roles.

Of course, there is a risk that overuse of these tests could result in selecting clones of existing successful staff, leading to a narrow outlook and limiting diversity and a range of working styles.

Another potential weakness is that the selected tests may be more suited to people from specific cultures or educational experiences. It is important that tests designed to assess mechanical ability, clerical duties or abstract thinking are used appropriately within recruitment procedures, and are actually suited to the vacancies being filled.

Generally, those with higher levels of education or management development experience are more familiar with workplace psychological tests, as they are sometimes used for career guidance or as part of a programme of staff development or personal coaching. Test costs can vary from about €80 to €300 per candidate.

Many psychometric tests are based on a four-part Disc model that measures dominance, influence, steadiness and compliance. This probes the areas in which a person is comfortable and their preferred "style", which may indicate an assertive and driven person, or a strong communicator and influencer or a solid and dependable individual, and so on. Each type has its merits in different situations.

Up to the mid-1990s, most of these tests were paper-based but now candidates are more likely to complete 10 online questions after being e-mailed a web address and a personal access code. They can take from 10 minutes to an hour to complete and usually involve selecting options or words the participant feels applies to them.

Of course, there is a temptation to try to influence the result and complete options that are thought to be the preferred characteristics or preferences. Good tests are constructed to highlight major differences in the respondent's replies under different guises.

One of the most popular is the Thompson Personal Profile Analysis (PPA), which produces three graphs under the Disc format covering the participant's "self-image", "behaviour under pressure" and their "work mask". These not only indicate dominant characteristics but also how they vary under different guises and are further fleshed out in a written commentary or interpretation of graph results.

The tests also prompt questions for subsequent interviews that might flesh out why there are apparent inconsistencies between someone's self-image, ordinary approach and their reaction under stress. Nearly all of us show some differences, but sharp divergences may indicate undue pressures or a need for more training to make people feel comfortable in their roles, especially when the work rate gets pressurised.

This is useful in internal promotion or screenings, but not so useful if the applicant is working in a different organisation.

A somewhat more positive interpretation, stressing more the competencies of the person, is also provided in a "candidate's report". Candidates should request copies of the entire psychometric report and, if refused, should wait until the selection process is completed before going down a data protection route.

Another popular package is the Occupational Personality Questionnaire (OPQ), which targets the competencies of graduates and managers and which is intended to identify "best-fit" applicants against the job competencies or for recommending senior managers for development programmes or assignments overseas. It is available in 28 languages and is structured on over 50 groups in different roles, levels, industries and with assorted cultural backgrounds.

Often psychometric tests are useful when considering a dramatic change of roles, such as someone with an engineering or finance background being selected for a people-management role.

Above all, psychometric tests should only be selected with the assistance of a qualified occupational psychologist and assessed by people who have been trained within the parameters of the psychological societies in Britain or Ireland or the Chartered Institute of Personnel and Development.

Those of us who are not psychologists should never lose our own instincts and nose for personalities rather than rely totally on web-based assessments, which at best are indicators rather than definitive answers in the constant battle to recruit talent.

• Gerald Flynn is an employment specialist with Align Management Solutions. gflynn@alignmanagement.net