Corner Office: Values Testing for Job Candidates

Dec. 18, 2001 -- Remember the Man in the Gray Flannel Suit — that '50s archetype of the corporation man? Today, he's as extinct as the dodo bird.

His habitat is now home to a variety of new species: Bernie Brainstorm, Natalie Numbers, Monica Meetings, Donna Deadlines and Peter Policy among them.

But evolution is a tricky thing. Although the Man in the Gray Flannel Suit is unlikely to survive as the fittest almost anywhere today, choosing the fittest of today's employees is a tough call. That's because today's leading organizations have distinct cultures, and in the best of them the culture assumes cult-like dimensions.

So Bernie Brainstorm may set runways ablaze at Southwest Airlines, for example, while Peter Policy almost certainly won't. That's both good and bad, but when hiring it means that choosing a candidate who won't fit into the culture is a waste of time.

Furthermore, within each culture people are working together more closely than ever. For a manager, that can be challenging. Monica Meetings and Donna Deadlines may complement each other — may even need each other — but keeping them from killing each other is an art.

All of which, believe it or not, leads us to testing. Ultimately, you can't change someone's personality. But you can identify it, and work hard to put the right person into the right job and the right culture.

The tests in question are most commonly called psychological tests or personality tests, but both are misnomers. These tests don't really measure personality; they measure values, thinking style, and behavioral preferences, among other things. By whatever name, they can help you figure out whether a candidate is likely a good fit with the open job and with your organization — or not.

Taking Action

Review your workplace culture. What are the norms? What attributes are imperative for success? What behavior will really stand out?

Review the job description. Pay close attention to the behavioral expectations. What sort of person are you looking for? An idea person? A doer? An enforcer?

Review your organization's testing policy. If there is a policy, follow it. If there is no policy, draft one for your department. Have it approved by the human resources department. If there is no human resources department, have it reviewed by the legal department or an attorney.

Review testing options. American consumers can choose from 23 different kinds of ketchup, so you can imagine how many choices you have to assess values and behavior. The task of sorting through them might be scary enough to permanently alter your own behavior, so let's state up front that there is no single right answer. Any number of professional tests are just fine. What's important is to find one that works for you. Although each approach is somewhat different, there's remarkable consistency in the results they produce.

Test the test. Once you've identified an approach that seems right to you, take the test yourself. Do the results seem to describe you accurately? Do your boss, spouse, partner or co-workers agree? If so, the test is probably a good choice for you. If not, you may wish to try another option.

Consider the practicalities. How expensive is the test? How long does it take to administer? Can the test be taken anywhere? How is it interpreted? Can you determine the results, or must an expert do it? Choose a test you can live with long-term.

Use the test. Depending on which test you use, you can administer it either before any interview, between the first and second interview, or after all interviews. It's best to administer between the first and second interviews.

Tell the candidate how the test will be used. Explain the test's role in your hiring process. Identify who will see the results.

See how the candidate reacts to the results. Share the results with your top candidates during a follow-up interview. How does she react? We all have personality quirks; some people manage theirs while others indulge them. Is she most interested in learning about herself or in arguing with you about the results? Does she explain how she manages her quirks? Offer examples of how they surface on the job? You're not looking for a perfect person, but ideally you'll find someone self-aware and honest about who they are.

Discuss the results. Use the results to help frame discussion. For example, suppose you're using the Personal Preference Inventory test — which gauges the behavior people prefer to exhibit at work — and it shows that a candidate is high on task variety, which you know the job won't offer. Be honest and see how the candidate reacts. Can she see trade-offs (such as the chance to learn in exchange for limited tasks)? Does she really hear you?

Avoiding Pitfalls

Don't rely too heavily on tests. Look at test results alongside credentials, the interview, and other data; don't make the hiring decision on tests alone. Most tests measure preferences, not skill. For example, just because someone likes to work on several projects at once it doesn't mean they are adept at it.

Have an attorney review the test you use. Some candidates have objected to the questions asked on some tests, claiming they invade privacy. Some also claim that the questions are unrelated to job performance. In several instances, the courts have agreed. In one case, candidates complained about an assessment in which they were asked to decide how applicable certain statements were to themselves. The judge ruled in favor of the candidates. In his opinion, he cited these statements — among others — as objectionable:

• I shouldn't do many of the things I do.• I often lose my temper.• In school I was frequently rebellious.• I hate opera singing.

To further add to the confusion, what's acceptable in one state may not be in another. Bottom line: Run the test by an attorney.

Be sure the test you use is validated.

Get proof of the test's validity and proof that it does not adversely affect a protected group. Keep the proof on file.

Keep the results of all the tests you administer in confidential applicant files.

Be consistent. Once you've chosen a test, use it on all applicants; don't pick and choose. (If you test for one job, you needn't test for all. But if one candidate for a job is tested, then all the candidates for that same job must take the test). Keep the environment and other circumstances as consistent as possible when the test is administered.