Given the changes in the labor market, methods in personnel selection and development are evolving. Personnel decisions are increasingly associated with resource scarcity and growing complexity, and therefore come with higher risks. Aptitude diagnostics is gaining importance because it allows scientifically sound decisions.

There is a wide variety of test methods on the market, all promising reliable results, yet often difficult to distinguish at first glance. Websites and brochures of providers usually provide only limited information.

As a result, most procedures can be used for nearly all areas of personnel selection and development. For those who want to determine which test best fits their specific use case, a deeper analysis of the available methods is essential.

Personality Questionnaires on the Market

Personality questionnaires are numerous, and the market is historically broad. Their origins, scientific quality, and areas of application vary greatly. This makes orientation difficult, since marketing messages differ significantly. Providers rarely communicate explicitly which test is best suited for which situation. For HR, this complicates the selection of the right test and represents a market entry barrier from the customer side.

• Typologies: The classic approach, originating with C.G. Jung and influenced by Hippocrates’ theory of temperaments. These systems categorize people into types and describe their similarities.
• Profiles: Provide insights into individual values, goals, and motives. Based on questionnaires that measure needs and motives, producing a personality profile.
• Big Five Model: Widely used and researched. Defines five main personality dimensions, identified through factor analysis and validated across cultures.

Most modern questionnaires in test diagnostics are based on theoretical psychological considerations. Newer test developments focus increasingly on observable behavior and success-related traits in professional contexts.

Application and Predictive Power

Personality questionnaires measure personality and behavioral tendencies. Many tests link requirements and job performance to specific behavioral tendencies. Categories such as introversion/extraversion are mapped to certain behaviors.

Job roles (e.g., accounting or software development) may require defined knowledge, competencies, and behaviors for success. Personality and behavior tendencies can influence this, but behavior is also learnable. It may be more difficult if a person’s tendencies run counter to the role, but not impossible. This means someone can demonstrate requirement-specific behavior to perform effectively, even if their natural personality does not fully match. This fact must be considered.

In selection contexts, the value of diagnostic tools lies in collecting data about a candidate’s abilities and suitability, helping to assess job fit. The predictive power of a test is tied to its ability to forecast job performance. Ideally, scenarios should be defined in advance to reflect future job requirements, so that test results align with these.

In development contexts, tests are particularly useful when behavioral tendencies and performance-related skills are measured, allowing targeted learning and growth.

Examples of applications include:

• Executive development (e.g., next-generation leaders, succession planning, talent management)
• Assessments
• Employee appraisals and development programs
• Career guidance and sales training

Finding the Right Test

The starting point for choosing a diagnostic tool is the company itself. Organizational functions and fields of application must be clear before selecting a test.

Not all tools are suited for every context. Some focus on basic personality traits, others on job-specific skills and requirements. Ultimately, not every HR manager, consultant, or coach has the know-how to guide and integrate diagnostics into all processes. The right test requires well-prepared internal groundwork.

Key guiding questions for choosing a test:

• Which traits should be measured? What is the main objective of the assessment?
• Which competencies exist in-house for interpreting test results?
• Which formats are needed for evaluation and presentation? Should results be integrated into an ATS? Are automated reports required?
• What is the primary use case: selection or development?

Source:

HR Performance – Business Partner for HR Managers

, Special Issue (II), December 2015.

Title: Online Assessments are not witchcraft

Providers: Online Assessments – Aptitude Diagnostics

Publisher: DataKontext GmbH, Cologne.