Personality profiling in the workplace
Many organizations are now administering personality tests to assess suitability for employment, redeployment and promotion or to determine training needs (see chapter 20). The goal is to achieve a better fit between people and jobs. But is personality profiling really a good idea? In the intensifying competition for jobs and talented employees, hiring the ‘right’ person becomes increasingly important (especially in situations where a ‘wrong’ decision can be damaging and painful for employer and employee alike). At the same time, there is increasing evidence of the inefficiency of traditional job recruitment practices such as the job interview (especially when these practices are used in the absence of other forms of selection procedure). Personality profiling is therefore being adopted more and more as an objective, efficient and fair way of identifying, recruiting and encouraging talent in the workplace. Personality profiling aims at a certain kind of ‘truth’, but it does not pretend to capture the individu al’s character permanently or completely (different people may manifest different aspects of their personality in different situations). The personality tests usually chosen are deliberately designed to evaluate more stable personality traits and avoid value judgements such as ‘good’ or ‘bad’. These instruments are usually designed to identify trends and preferences in behaviour, especially in a work environment. Many people are cynical about psychometric tests, especially those that try to sum up their personalities. But a properly devised personality test can help the participant to make more informed career decisions and to deal more effectively with people and situations. Results should not be regarded as a final judgement of character, but rather as an extrapolation of ways in which an individual will tend to behave under certain conditions. Many tests are designed to stimulate role-play and perspective taking. For example, it may become apparent not only how you feel about certain work colleagues, but a so why. This often serves to stimulate a dialogue. The process may also allow you to think through the implications of your personality type even before you encounter a particular scenario. Knowing yourself can give you and employers a common language to work with. And if there is an aspect of your personality you had not fully thought about, or could not quite understand, instead of learning the hard way through a painful confrontation you may later regret, personality testing may provide the kind of insight that will enable you to avoid a confrontational situation. Such knowledge may not be a substitute for real-life experience, but it can enhance personal awareness and understanding of individual differences. Furnham, A., 1992, Personality at Work: The Role of Individual Differences in the Work Place, London: Routledge.
Many organizations are now administering personality tests to assess suitability for employment, redeployment and promotion or to determine training needs (see chapter 20). The goal is to achieve a better fit between people and jobs. But is personality profiling really a good idea? In the intensifying competition for jobs and talented employees, hiring the ‘right’ person becomes increasingly important (especially in situations where a ‘wrong’ decision can be damaging and painful for employer and employee alike). At the same time, there is increasing evidence of the inefficiency of traditional job recruitment practices such as the job interview (especially when these practices are used in the absence of other forms of selection procedure). Personality profiling is therefore being adopted more and more as an objective, efficient and fair way of identifying, recruiting and encouraging talent in the workplace. Personality profiling aims at a certain kind of ‘truth’, but it does not pretend to capture the individu al’s character permanently or completely (different people may manifest different aspects of their personality in different situations). The personality tests usually chosen are deliberately designed to evaluate more stable personality traits and avoid value judgements such as ‘good’ or ‘bad’. These instruments are usually designed to identify trends and preferences in behaviour, especially in a work environment. Many people are cynical about psychometric tests, especially those that try to sum up their personalities. But a properly devised personality test can help the participant to make more informed career decisions and to deal more effectively with people and situations. Results should not be regarded as a final judgement of character, but rather as an extrapolation of ways in which an individual will tend to behave under certain conditions. Many tests are designed to stimulate role-play and perspective taking. For example, it may become apparent not only how you feel about certain work colleagues, but a so why. This often serves to stimulate a dialogue. The process may also allow you to think through the implications of your personality type even before you encounter a particular scenario. Knowing yourself can give you and employers a common language to work with. And if there is an aspect of your personality you had not fully thought about, or could not quite understand, instead of learning the hard way through a painful confrontation you may later regret, personality testing may provide the kind of insight that will enable you to avoid a confrontational situation. Such knowledge may not be a substitute for real-life experience, but it can enhance personal awareness and understanding of individual differences. Furnham, A., 1992, Personality at Work: The Role of Individual Differences in the Work Place, London: Routledge.
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