It’s no secret that personality tests have become something of a staple in modern hiring processes. From Myers-Briggs to DiSC, these tools are used across industries with the promise of revealing a candidate’s inner workings – what drives them, how they collaborate, and whether they’ll “fit” into a team. But here’s the thing: we're putting a bit too much stock in them.
Yes, they can provide some insight. But too often, they’re treated as gospel – the final word on a candidate’s suitability. And that’s a problem.
They’re Not as Scientific as You Think
Many of the most popular personality assessments are based on psychological theories developed decades ago. While they offer frameworks for thinking about behaviour, most weren’t designed for high-stakes hiring decisions. In fact, plenty of psychologists argue that tests like Myers-Briggs lack the rigour and reliability needed to guide something as consequential as employment.
Worse, some hiring managers use test results to pigeonhole people before they've even had a proper interview. This creates a selection bias where potentially great candidates are discarded because they didn’t tick the right psychometric boxes.
The Illusion of Objectivity
One of the biggest draws of personality tests is the idea that they remove bias. Instead of relying on gut instinct or vague impressions, you’re using data – cold, hard numbers. But here’s the catch: the data often isn’t as objective as it looks.
The questions on these tests are usually self-reported, meaning candidates answer based on how they see themselves – or how they think they should come across. It's hardly a foolproof system. And when companies rely too heavily on these results, they risk swapping one type of bias for another – all under the illusion of neutrality.
Missing the Human Element
Hiring is, at its core, about people. Personality tests don’t capture subtle things like curiosity, adaptability, or emotional intelligence – all of which are essential in the real world of work. They don’t tell you how someone handles stress when the pressure’s on, or whether they’ll step up when something unexpected hits the fan.
Let’s not forget: people are complex. Reducing them to a four-letter code or colour wheel doesn’t do justice to what they can bring to a role.
What You Should Do Instead
We’re not suggesting you toss personality tests in the bin entirely. They can be a useful part of the process – as long as they stay just that: one part.
- Use them as a jumping-off point, not a final verdict.
- Pair them with structured interviews, skills assessments, and actual conversation.
- Focus on real-world examples of how candidates behave in different situations.
- Consider culture add, not just culture fit – because hiring people who challenge your thinking can be a strength, not a threat.
Final Thoughts
It’s tempting to believe there’s a silver bullet in hiring – one tool that’ll make every decision clear and risk-free. Personality tests might feel like that silver bullet. But hiring isn’t about finding a perfect score; it’s about understanding people, seeing their potential, and making informed, balanced decisions.