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The article entitled “Critical issues in psychological test use in the workplace” by H.Paterson and K.Uys discusses the use of various psychological tools in employee selection, recruitment and development. The research was aimed at identifying the purposes and extent of test use as well as the key requirements and concerns of decision-makers who initiate the introduction of testing. The study consisted in conducting twenty-one semi-structured interviews with 33 managers and higher executives from various areas including services, manufacturing, communication and technology. The results suggest that psychological tests are used for a number of purposes and that “practitioners face many critical issues in ensuring appropriate and ethical test use, i.e. changes to legislation, the changing world, cross-cultural use of tests. Practitioners respond to these challenges by the appropriate norming/renorming, adaptation of existing tests, development of new tests and the use of unregistered tests” (Paterson & Uys, 2005, p.18). Another important issue decision makers take into consideration is the balance between achieving equality at the workplace and increasing productivity.
Among the international instruments used in recruitment, employee development and succession planning, the participants name the Hogan Personality Inventory. The test allows predicting how the person will work by identifying their major focus at work. The test is based upon five-factor model that includes five trait scales: Extraversion/Surgency, Agreeableness, Conscientiousness, Emotional Stability, Intellect/Openness to Experience. Based on these traits, the test identifies the following styles or “inclinations” at work: Sociability (entertaining, likes socializing with people, demonstrative), Ambition (confident, no social anxiety, competitive, goal-oriented), Interpersonal Sensitivity (caring, sensitive, flexible, friendly), Learning Approach (mathematical abilities, good memory, strong logic and critical thinking skills), Prudence (trouble avoidance behavior, moralistic, dependent upon others’ opinion, not always creative), Inquisitive (generates ideas, inventive, seeks troubles and adventures), Adjustment (trusting, quiet, capable of empathy, self-controlling). Hogan also identifies six occupational scales: Stress Tolerance (strong psychological balance, resistance to stress), Reliability (honesty, trustworthiness), Managerial Potential (leadership, ability to handle multiple tasks, decision-making skills), Service Orientation (politeness, attentiveness to another person’s needs), Clerical Potential (attention to detail, ability to follow rules) and Sales Potential (enthusiasm, sociability, quick problem-solving skill).
If the work requires very specific personality traits and approaches to information processing, the applicant can also be given Myers-Briggs Type Indicator (MBTI). This model takes into consideration four parameters: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling and Judgment/Perception. Introverts value depth of knowledge and feel more comfortable when staying alone, whereas extraverts seek breadth of knowledge and feel “recharged” in the company of people. Sensing and Intuition are functions associated with the channels of gathering information the person uses. In particular, Sensing implies trusting information which is present and specific (preferably evidence), whereas individuals with dominant Intuition are more likely to rely on abstract ideas, theories, assumptions about future opportunities. Thinking and Feeling refer to decision-making functions. Thinking is associated with the use of formal logic, objective facts, and rules, whereas individuals with prevalent Feeling function make decision on the basis of interpersonal relationships, others’ emotions and are more oriented to achieving psychological balance with others. Judgment and Perception dichotomy (rationality and irrationality) refers to the ways individuals organize their life. If Judgment is prevalent, the person is more formal, more disciplined and inclined to planning in advance, whereas Perception implies greater spontaneity (and situational approach), flexibility and creativity. Based on these four dichotomies, 16 types are identified, each of these types can become a great worker in a specific area: for instance, INTPs are good in risk assessment and management, ENTJs are entrepreneurs, leaders who can develop new direction from the “zero level”, INTJs are researchers, analysts and talented mathematicians, INFJs are successful mentors and generally good in teaching and caring for others.
According to the article, the tests are effective in combination with other assessment methods: “Participants reported that in most cases psychological tests are not used in isolation, but form part of an extensive assessment battery” (Paterson & Uys, 2005, p.15). The other instruments include motivational interviews, simulations, professional tests (knowledge and professional skills check). In addition, most participants stressed that “Standardized tests act as equalizer, regardless of color and background” (Paterson & Uys, 2005, p.15). One of the risks associated with the use o such tests consists in cultural differences. This means, if the test is designed for a certain cultural group, it is not likely to work in appropriate way (or provide accurate assessment) in other groups. For example, in certain cultures, the indicator of strong leadership is others’ willingness to follow one’s advise (opinion leadership), whereas in another leadership is simply good organization of others’ work. In the HPI test, Leadership Potential might have a totally different definition and empirical indicators, so the employer risks to lose or overestimate a candidate because of the gap between values and constructs attributed to different cultures.
One of the major threats which underlie the use of the above specified tests is the fact that they are popular enough and are available to applicants so that they can take them several times and memorize the “right answers”. In addition, the MBTI is frequently criticized or the lack of reliability, as about 40% of people who take the test in the second time fall into a different type. Overall, only about 40% of individuals who take the test remain in the same type more than 9 months after taking the test (Hoffman, 2002), for the newer versions of the test this percentage is much higher. However, when the Hogan Personality inventory was tested, several hundreds of candidates took the test several times , after 3-6-month periods and only some 5% showed different results. However, the participants of the study state that decisions to hire or promote a person cannot be based solely upon the psychological assessment results (Hoffman, 2002).
It also needs to be admitted that the HPI is designed specifically for employee or candidate assessment, i.e. it is aimed at finding strength and weaknesses in the most common directions of work (sales, administration, management and so forth). It should be effective, because it measures very narrow and concrete area of employee activity rather than personality in general. At the same time, the MBTI is originally intended for career counseling, or helping a person get an idea of the broader fields they are likely to succeed. The MBTI does not accurately predict how a certain type would cope with a certain project or how they would perform at a specific position (e.g. Administrative Assistant for Sales Department).On the other hand, the test can tell a lot how the person processes information, makes decision and organizes their life. Thus, both tests can be instrumental if the employer, before using them, decides what they need to know about the candidate and which personality traits and styles the candidate (or successor) should have.
Reference
Paterson, H. & Uys, K. (2005). Critical issues in psychological test use in the workplace. South African Journal of Industrial Psychology, 31(3), 12-22.
Hoffman, E. (2002). Psychological testing at work: how to use, interpret, and get the most out of the newest tests in personality, learning styles, aptitudes, interests, and more. McGraw-Hill.
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