CEO, best-selling author, created Performance-based Hiring. Recent book: The Essential Guide for Hiring & Getting Hired
As I headed to LinkedIn’s Talent Connect recruiting industry confab last week with more than 4,000 of the world’s best recruiters and talent leaders, someone tweeted me this headline:
Why Lou Adler is Wrong About Personality Assessment Tests
As I was leaving the conference a Talent Leader from a Fortune 200 company strong-armed me and said something strange. It went something like, “While we’ve aced our pre-hire quality of hire assessments, we’re struggling with improving quality of hire.”
That’s why I’m not wrong about pre-hire personality assessment tests. If they don’t predict quality of hire they are valueless.
Good people don’t underperform due to the wrong personality, the wrong behaviors or some Quixotic definition of culture fit or lack of intelligence or weak team or technical skills. They underperform for one or more of the following reasons:
– They’re not motivated to do the actual work required since the job they’re being asked to perform after being hired was ill-defined before they were hired.
– Being competent to do something is not the same as being motivated to do it.
– Being motivated to get a job is not the same as being motivated to do the job.
– The interview focused on assessing competencies, behaviors and depth of skills that only weakly map to the actual work required to be done.
– The hiring manager and candidate don’t work too well together.
– While actual cultural fit is very important, few managers or recruiters understand what this means and how to measure it properly.
That’s why I’m not wrong about pre-hire personality assessment tests. Nor am I wrong about the continued use of flawed and ill-advised OD interviewing and assessment tests that put people into large groups and expect to hire perfect androids who will fit all jobs for all occasions.