How to choose and use recruiting assessments in HR

Executive overview

Screening and assessment are distinct: screening manages applicant quantity; assessment evaluates candidate quality. Using the wrong tool for the wrong purpose wastes time and creates legal exposure. A suite of personality and skills assessments, used inside the interview process rather than as a replacement for it, gives hiring managers better information for difficult decisions.

Every assessment must pass one test: can you demonstrate a job-related necessity for using it?

The difference between screening and assessment

• Screening is about efficiency — filtering unqualified applicants before investing time.
• Assessment is about effectiveness — identifying the most qualified candidate.
• Common screening tools: job descriptions, application questions, resumes, phone interviews, background checks.
• The guiding compliance question for both: can I demonstrate a job-related necessity for this tool or question?

The role of assessments in interviewing

• A phone screen should precede any in-person or video interview — low cost, low stakes, fairer (no appearance bias).
• After a phone screen, assign personality and skills assessments to complete before the next interview.
• Assessments serve two purposes in the interview: give the hiring manager richer context on fit, and keep the conversation grounded in the candidate's qualifications.
• Treat assessment results as inputs to a holistic process, not as standalone verdicts.
• Standardising assessments across your organisation improves consistency and reduces bias.

Personality assessments

• Myers-Briggs (MBTI): identifies 16 personality types across four dichotomies. The Myers and Briggs Foundation explicitly states it should not be used for hiring decisions.
• Culture Index: profiles the existing team first, then benchmarks candidates against what the role requires. Best suited to established organisations with a defined culture.
• Hogan Personality Inventory: measures reputation (observable behaviour) rather than identity (self-perception). Designed to predict future performance — one of the more reliable options.
• DISC: measures dominance, influence, steadiness, and conscientiousness. Easy to apply but not a predictive tool; use it to understand team dynamics, not as a screener.
• OMG Sales Assessment: role-specific to sales; claims 96% accuracy in predicting sales success.

Best practices for any personality assessment:

• Coach hiring managers on correct interpretation before using the tool.
• Use top-performer results as a benchmark.
• Let candidates respond to their own results in the interview — agree or disagree.
• If the tool doesn't produce a results report, don't use it.

Skills assessments

• Skills tests must be specific to the role to remain compliant with equal employment opportunity (EEO) regulations.
• Examples: writing tests for marketers, coding exams for engineers, role-play calls for salespeople.
• IQ tests: over 200 versions exist with varying reliability. The risk is usually misuse or misinterpretation by managers, not the test itself — manager training is critical.
• Knowledge tests: often unnecessary where standardised licensing exams already exist; those carry less discrimination risk for employers.
• Physical and medical exams: only permissible when clearly specific and necessary to the role; SHRM guidance applies.

Compliance

• The EEOC prohibits assessments that discriminate by intent (disparate treatment) or by effect (disparate impact).
• Protected characteristics: race, color, sex, national origin, religion, disability, age (40+).
• Assessments must be properly validated for the specific position and purpose.
• If a procedure screens out a protected group, seek an equally effective alternative with less adverse impact.
• Update assessments when job requirements change.
• Do not allow managers to adopt assessment tools without proper training and oversight.